Andhra Pradesh Drought Adaptation Initiative (APDAI)

Transcription

1 Andhra Pradesh Drought Adaptation Initiative (APDAI Final Report- Phase 1 June 2007 CRD 1

2 Table of contents SNO Topic Page No 1 Main Report 3 2 Annexure1: Phase 1 Work Plan-Planned Vs Actual 14 3 Annexure2: Pilot-Participatory Process of Sheep Breed Improvement 4 Annexure3: Pilot-Increasing Soil Fertility in Rainfed Areas. 5 Annexure4: Pilot-Community to Community Seed Systems Annexure5: Pilot-Securing Fodder Security 27 7 Annexure6: Pilot-Cultivation of Paddy by SRI Method 28 8 Annexure7: Pilot-Cultivating crops without chemical Fertilizers 29 9 Annexure8: Pilot-Regenerating Common Lands Annexure 9: Pilot-Community use of ground water Resources- Social Norms & Regulations Annexure10: Capacity Building Activities under APDAI 33 2

3 Main Report FINAL REPORT FOR PHASE 1 June 2006 April 2007 Introduction This report is written within a relatively short period after the previous report for the first phase of the project, which in itself has duration of only one year. The report will therefore focus on significant developments and experiences gained over the last three to four months rather than repeating the developments over the entire project period. This approach is further justified by the very nature of the project as a pilot phase, or learning experience on how to adapt agricultural systems and resource based income generating activities to the dryer and more erratic rainfall conditions that has resulted from climate change in the already drought prone areas of Andhra Pradesh. Information with regard to budget utilization is provided in annexure 1 and progress in relation to the work plan for the first phase in annexure 2. Background The mitigation of the impacts of drought has been a key area of focus of the Government of Andhra Pradesh, as evident from a large variety of on-going centrally-sponsored schemes and programs by different state government departments aimed to help drought affected communities. Nevertheless, the failure of monsoon continues to have a disastrous effect on the state s agricultural sector, and the human and social costs of droughts remain devastating, as a large share of the population depend on agriculture for livelihood, employment, and income. The impact is particularly felt in the rain-shadow areas of the state, which, not surprisingly, have lower socio-economic indicators than the state average. Against this background, the World Bank undertook a study entitled, Drought in Andhra Pradesh: Long-term Impacts and Adaptation Strategies (2005. The study projects that, as a consequence of climate change, rainfall will decrease in the drought-prone areas of Andhra Pradesh and the long-term overall assessment for this region is a chronic water scarcity and drought conditions. Although the report points to a growing gap between declining vulnerability of the state-wide economy to drought, it points to continued devastation brought by drought to farmers/rural communities in the drought-prone areas of the state. The failure of monsoons will thus continue to have a disastrous effect on the agricultural sector of Andhra Pradesh, and the human and social costs of droughts will remain devastating, as a large share of the population depend on agriculture for livelihood, employment, and income. The impact will be particularly felt in the eight districts in the drought-prone, rain-shadow region of the state: Anantapur, Chittoor, Cuddapah, Kurnool, Rangareddi, Mahabubnagar, Nalgonda and Prakasam, where about 3

4 35 million people (approximately 46 percent of the population live and in these districts, the situation is predicted to become worse as a consequence of climate change. The impacts of drought vary significantly at small geographic scales due to the natural variability in weather patterns, differences in soil types and water availability, access to markets and social circumstances. Responses to drought therefore require intensified efforts at the micro scale (i.e. at the level of villages or watersheds. Interventions need to be planned at this level with local, district and state governments facilitating the effectiveness of the planning and implementation process and taking into account both short-term and long-term effects of climate change and of drought management strategies. The conclusions of the study were widely supported at a workshop of stakeholders in Hyderabad (19 th July 2005 and there was strong support for a follow-on initiative to design a framework for, and to pilot, integrated community scale plans and approaches to climate change adaptation, building on, complementing and consolidating existing activities. The Andhra Pradesh Drought Adaptation Initiative APDAI was developed in response to the conclusions of the study and the recommendations of the workshop. APDAI is designed as a pilot project that will be implemented during a period of three years over two phases. The first phase will initiate activities in 15 villages in three mandals in Mahabubnagar District but with an initial intensified focus on six villages, two in each Mandal. The second phase will continue activities in first phase villages and initiate activities in a further 15 villages in three mandals in Anantapur District. Through this geographical selection, it is anticipated that most of the drought situations phasing the drought prone areas of the state will be covered. It is recognized that drought adaptation measures must include a wide array of options including the creation of alternative livelihoods. The DAI pilot will however limit its interventions to Natural Resource Base-related activities as it is assumed that non-nrm based income diversification will be supported by other on-going and proposed initiatives in the selected pilot sites and in particular through the World Bank supported AP Rural Poverty Reduction Program (AP-RPRP. The DAI pilot has been planned as an additional component to the AP-RPRP in order to more completely respond to the problems faced by communities in the drought prone areas covered by the program and the DAI pilot will thus focus its resources on four areas of interventions: a Management of Common Natural Resources that will deal with water and in particular ground water management and with Common Land in favor of the poor; b Production Systems that will focus on diversification and intensification in agriculture, livestock and horticulture and with technology innovation. c Economic Instruments and Marketing with a focus on improved access to markets, credit and insurance for new and innovative activities specifically designed for drought adaptation. 4

5 d Institutional Support and Capacity Building component with a focus on institutional strengthening of farmers and other village organizations, including Community Based Organizations such as Self Help Groups (SHGs, Watershed Committees, Credit Committees, Panchayats, etc. Objectives In line with the areas of intervention mentioned above, the specific APDAI objectives are to: Increase awareness about the consequences of climate variability and climate change in particular with regard to the drought prone area of Andhra Pradesh for which the long-term assessment is that they will suffer from chronic water scarcity and drought conditions; Develop and test options and approaches with regard to the natural resource based component of the economy to cope with the adverse effects of climate change; Adapt on-going drought-related programs and activities to be able to respond to the long-term consequences of climate change, with a focus on selected drought prone districts of AP; Develop institutional mechanisms for delivering assistance to cope with affects of climate change at local, district and state government level. Pilot Initiatives Annexure 3 through 11 provides updates on progress with the individual pilot initiatives. As a general comment it can be said that each initiative has developed more or less as per plan although it is still too early to draw final conclusions from them. The reason for this is that they are dependent on the agricultural year and as one full year has not yet been completed, it would be premature to claim either full success or failure for any of the pilot initiatives. In addition, it is very likely that rather than full success or failure, modifications will be required to adapt the pilots better to circumstances and conditions both in terms of technical solutions and in terms of approaches and organizational form under which they are being implemented. Already now, different techniques and approaches are being tested within the same pilot. So for example, are different techniques for composting being tested in? A number of possible combinations will in all likelihood emerge out of these tests, each one suitable for a given situation. In order to be able to upscale positive experiences it will be important to understand the factors and combination of factors that lead to success so that an over-simplified approach to upscaling of one-size-fits-all is avoided. Emerging drought adaptation packages (i Around regeneration of common lands 5

6 It is however, interesting to see how some of the pilots are converging so that the package of adaptation measures, anticipated in the design of the project, starts to become a reality. For example, strategies for fodder security are clearly linked to the regeneration of common lands, to the creation of fodder banks, to the livestock initiatives and to introduction of tree nurseries and tree planting. The latter ones being new pilots that have been initiated since the previous report based on discussions in villages. Tree species that are good fodder producers are selected so as to increase fodder production and to produce enough to be able to store for the dry season and of course secure fodder production even during years of very limited rainfall as trees are less affected by limited rainfall than annual crops. In a similar way, the herders of goats and sheep must be made to have a stake in the regeneration of common lands so that the seedlings are protected during the initial growing period. The availability of fodder is further increased through using and storing stalks and straw from annual crops more efficiently. So for example, has it been established that processing of sorghum stalks (chopping them up into small pieces with a machine increases nutrient uptake by animals with about 40% as compared to feeding the stalks un-processed. Even the remains of pigeon pea, which is more like small branches, can be used as feed after having been processed rather than as traditionally just burn the remains on the field. (ii Around tank utilization Another example of convergence between pilots which still needs to be pursued is related to tank utilization. Traditionally, water from tanks was used for irrigation of paddy and release of water was delayed until a high, predetermined water level had been reached. This is still the practice, but the difference is that the high water level mark is now reached more and more seldom. As a consequence, paddy production is never initiated and eventually it becomes too late to use the water during that year and land that could have been used for other, less water intensive crops, is left fallow throughout the year. The approach now would be first of all to accept that the high traditional water level is a thing of the past and thus shift to growing different crops and use the water for critical irrigation rather than as a source for an irrigated crop (paddy. Secondly, the capacity of the tank will be increased through dredging (digging out the sediment and use this silt for soil improvement. Adding silt to sandy soils enhances the water retention capacity. Thirdly, the tank itself can be used for fish farming and fourthly, the tank beds can be used for fodder production as the water gradually recedes after the monsoon. (iii Around regulation of ground-water use Yet another example is related to the sharing-of-groundwater pilot. In this case the arrangement for sharing of groundwater, which in itself is a rather complicated process, is combined with a number of initiatives that taken together are expected to lead to a more reliable and more economical farming operation. The groundwater agreement itself is a first step towards this. It includes farmers in the catchment area of bore well, owners of bore wells as well as those who don t have bore wells within that area. Bore well owners retain their right to irrigate the same area as they have done in the past but commit themselves not to go beyond that area. Non bore well farmers commit themselves not to 6

7 dig new wells. In return all farmers share the water from existing bore wells and secure constant availability through the construction of a tank which can store water so that even if there are interruptions in pumping, or if a bore well goes dry, water will be made available for the users. A system for monitoring water availability and recharge is also put in place. This system, once it has been in operation for a few seasons, will allow for a better water utilization planning for any given year. The pure water agreement is combined with agreements to use the water for critical irrigation of less water demanding crops such as groundnuts. There is further an agreement to install more efficient irrigation technologies such as sprinkler and drip irrigation which could be provided through the Micro Irrigation Project (MIP through accessing government subsidies, improve the soil fertility through the composting technique that is being tested out in another pilot, and control pest through the Non Pesticidal Management of Crop Pests (NPM, yet another pilot. These initiatives together are expected to reduce costs and make the system less vulnerable. Further, the marketing of inputs as well as of produce and provision of credits, primarily used for seeds and pesticides, are all aspects that can be reflected in the agreement between the farmers sharing water. The net result of all these components is that there will be a long term plan that will increase the security in the farming system (rendering it less vulnerable to erratic rainfall and technical interruptions, reduce overall water consumption allowing for gradual regeneration of the groundwater table, making it more productive, linking it into a number of service systems for credit, marketing and investment in new technologies which sets the stage for up-scaling of the pilot. The agreement that the farmers will sign (the first one is currently being negotiated will have a number of do s and don ts but it will also have a preamble that sets out the long term plan and objectives with the initiative helping all participants to have a shared long term vision and keeping the eye on the long term benefits. The agreement will be signed for a period of ten years. It will be signed by all concerned farmers but also by a Mandal Revenue Officer so as to render it more committal to all involved. It should be mentioned that the group of farmers engaged in this pilot have started this initiative on their own, following discussions in the village about the objectives of the project. The agreement under negotiation is also, by and large, an internal process through which the farmers between themselves worked out how to approach the water sharing arrangement. (iv Crop Diversification The new pilots that have been initiated since the previous report are, as mentioned above focusing on fodder production and crop diversification. Each one is described in the annexes. However, the one related to crop diversification deserves a special presentation in that it will seek to re-introduce traditional dryland crops (millets that have been more or less abandoned in favor of, primarily rice in the daily diet. The objective is to 7

8 encourage the cultivation of a crop that can be grown as a rainfed crop and thus decrease the demand for the ever shrinking groundwater resource. This must go hand in hand with a campaign of introducing millet in the diet. For this purpose, a number of food shows based on millet have been held in villages. Recipes based on millet have been advertised and food tasting based on these recipes offered. The ultimate objective is to have millet included as a crop in the Government operated PDS, Public Distribution System which ensures a guaranteed procurement price for the producer and provides food at substantially reduced prices to the poor. Currently wheat and rice are included in the PDS, having millet included would put the agricultural system in drylands in an entirely new position of being recognized as valuable to food security for the poor people. Three steps approach to a drought adaptation strategy What these examples demonstrate, is that (i a new approach to resource management leads to (ii new or revised production or farming systems which are better adapted to drought conditions and thus more secure in socio-economic terms. The revised systems do therefore in turn lead to (iii new and more secure livelihood strategies. The drought adaptation process must include these three stages and lead to a new equilibrium that is based on the realities resulting from climate change. In the case of Andhra Pradesh, one could say that one basic shift in strategy should be to gradually shift water use from raising crops with irrigation to use it for buffering the erratic rainfall in order to overcome drought spells during the growing season. An emerging new way of thinking During these first months of the project it has become clear that one of the most important aspects of a drought adaptation strategy is to bring about a more comprehensive understanding among farmers and villagers and even among technical assistance personnel and other local government staff about the very concept of drought adaptation. It is all too common to see drought adaptation as just a water problem and therefore the solution must be to find more water one way or the other. Even though water is clearly an important factor in agriculture and several of the pilots are focusing and conserving and making better use of the water that is available, such an approach must go hand-in-hand with a strategy that recognizes that water is a limiting factor and approaches that are less water demanding must be found. It could be argued that the strategy is about finding a new equilibrium in which water is a permanently less available and therefore the farming system and other natural resource based activities must be less dependent on water. Rather than going this way, the norm over the last several decades, influenced by the success of the green revolution, has been on increasing the availability of water and other external inputs through groundwater exploitation and provision of external inputs such as fertilizer, pesticides and improved seeds. This has proven not to be a sustainable strategy in dryland areas as the groundwater resource has been over exploited and external inputs too expensive for the economic capacity of the generally poorer and more vulnerable farmers in dryland areas. Dry land farmers are more vulnerable than farmers in higher 8

9 rainfall areas in that the risk for crop failure is much higher. Dry land farmers are therefore more reluctant to invest in inputs such as fertilizer and pesticides because, should the crop fail, the investment would be lost and an already precarious economic situation would become even more difficult. What is required for the successful implementation of a widespread drought adaptation strategy is therefore a shift in mindset that will trigger a different way of addressing the problem. An approach that recognizes that dryland farming is different from farming in higher rainfall areas and that the increasingly more limited and erratic water availability cannot be compensated for by irrigation. The approach to will also have to take account of the different economic conditions that dry land farmers are subject to and less capital intensive approaches will have to be found to ensure more favorable farming conditions. As mentioned above, a new approach to resource management leads to new production systems resulting in new and secure livelihood strategies. The experience from the project has been that once this new understanding has been accepted by farmers and in villages, the analysis of the problems facing the production systems would become much more sophisticated. The single issue focus on water has been replaced by a more holistic approach and this has in turn allowed for a search of solutions and development of pilot initiative ideas that has become a two way discussion, merging the practical experience of farmers and villagers with the more scientific and theoretical knowledge of project staff and experts from the partner organizations with which WASSAN has established cooperation. It is however also the experience from the first months of operation that bringing about this new approach to the problem is more challenging than originally anticipated. Briefings and discussions with various interest groups have not been enough. The project has therefore translated the issues at hand into theater and a street theater approach has been developed. This has proven to be a more efficient way of reaching the majority although the approach must of course be combined with and followed up by technical discussions on the problems and their possible solutions. Bottlenecks and limitations to efficient implementation of pilots If the experience at village level has been better than anticipated with regard to identifying pilot initiatives and the interest in taking up the challenge of drought adaptation, the response at local government level and with some of the partner organizations has been somewhat different. In relation to many or even most projects and responsibilities that these organizations and institutions have, the AD-DAI is very small. Members of the Project Innovation Group do not come forward spontaneously sharing there experiences and local government officials are fully occupied with their normal responsibilities to be able to take up new tasks in support of the project on short notice. Maybe the situation can be described as that there is no spare capacity available on short notice at the expense of the partner organization itself for the AP-DAI. In retrospect this may not be surprising although the initial discussions and interactions with all these organizations might have conveyed a different impression. However, the 9

10 assumption is still that these organizations have an interest in participating and that they have valuable expertise that should be brought to bear on the issues at hand. It is the approach with regard to bringing them on board that must be revisited. An example of the problem and a possible solution is the process of including new activities under the Employment Guarantee Scheme. As previously reported, one of the pilots (improving soil fertility through composting has developed a number of new activities that can be supported under the EGS. This has been fully accepted and supported at state as well as at district level and the necessary policy decision is thus in place. Following this, the activities will have to be introduced into the system in which all EGS eligible activities are recorded. This is an operational process that requires staff of the EGS system to take the time to understand the new activities and approve their inclusion in the system. This is where the bottleneck is. In order to overcome this, WASSAN is considering hiring a person for a limited period of time and place that person at the disposal of the EGS so that someone will always be at available to explain and do what might be required for final approval and entry into the system of the new activities. The same approach can be adopted with other organizations; that is pay for a person to be placed within the partner organization but to work full time with the project. With regard to EGS eligible activities, should their inclusion be much further delayed? An alternative is to pay for this work with project funds until they have become part of the EGS system. This is also being considered, should the delay continue much longer. The crucial issue is the time beyond which actual work should not be postponed. With regard to the composting pilot, work should not be delayed beyond the onset of the first rains which are expected by late May. There is still about one and half month for the system to absorb this new activity. With respect to the project management structure, SERP is responsible for project financial management and for entering into formal contracts with the World Bank, partner organizations, and for formal interactions with the Steering Committee and the Program Convergence Secretariat. SERP also has a technical function to support the AP DAI in areas where it was deemed to have a comparable advantage such as in marketing of agricultural inputs and produce, institutional strengthening, and monitoring and evaluation. However, SERP s participation in the project has so far been limited to financial management aspects and not included much involvement in technical matters. This has mainly due to the fact that SERP has not been able to allocate sufficient staff to oversee and assist the AP DAI. In order to ensure a stronger and more comprehensive involvement of SERP with the AP DAI, it is suggested that a full time staff is assigned to coordinate all related to the AP DAI activities on the SERP side, including technical support in the areas of SERP s expertise as described above. Monitoring and Evaluation Putting the M&E system in place is proved to be more challenging than anticipated. In order to speed up the process, it was agreed that in addition to the main consultancy company engaged for this task, a partner agency of SOCHURSOD, the Poverty Learning Foundation (PLF should also be engaged. SOCHURSOD is not based in Hyderabad 10

11 which complicated and delayed communication between WASSAN and the company and for this reason PLF (based in Hyderabad and a partner agency of SOCHURSOD was engaged. Following several interactions between the consultants, WASSAN, SERP and the Bank, an agreement was signed with the consultants. Subsequently a set of monitoring schedules that were discussed with all parties, were agreed upon to create a baseline in the project villages. The initial data collection has been completed and the results are currently being compiled and analyzed. In addition to providing information on the socioeconomic situation in the villages, the data will allow for deriving some information on traditional coping strategies in the villages. Once the survey data have been analyzed and a better understanding achieved on the situation in villages with regard to parameters that are of interest to monitoring drought adaptation, it might be possible to develop parameters for some form of drought adaptation baseline that could be applied more widely as well as in the up-scaling phase. The initial idea of using data from the AP-RPRP proved not to be viable as the AP-RPRP does not collect the type of data of relevance to the ADDAI. In addition to the village level M&E, it was also agreed to undertake pilot specific monitoring and process monitoring. With regard to the pilot specific monitoring, a number of forms or monitoring protocols have been drafted but the process has not yet started in the field. And with regard to process monitoring, this still needs to be initiated and planned more in detail. In conclusion, the M&E process is now underway. It is however important that, in particular, the pilot specific monitoring gets underway shortly. The monsoon season will soon start and much of the field work will then get going in earnest. In order to get reliable base data for the pilots, the initial round of data collection should be undertaken before work gets started. Lessons to be reflected in the planning of the second phase A number of experiences from the initial phase should be considered in planning the second phase. They can be summarized as follows: (i Starting from the beginning of the process, the awareness raising process should be improved on to reflect the three stages in the adaptation process mentioned above and also to build on the theater approach now developed. (ii The maturity of organizations at mandal and village level has proven to be a decisive factor in being able to move quickly. Given that this is a pilot project and that a relatively short period is available for demonstrating useful results, the organizational maturity of mandals and villages to be selected for inclusion in the second phase in Anantapur district, will be the first selection criteria. Selection of mandals will be restricted to 11

12 districts that have participated in the previous UNDP project South Asian Poverty Alleviation Project as this has proven to be a good indicator in Mahabubnagar where the UNDP project also operated. (iii Knowing that many ideas are out there among various organizations and farmers, it would be unwise not to try to benefit from this as much as possible and this could be done by introducing a type of Research & Development (R&D component in the project. New ideas do not necessarily originate only in the selected pilot mandals and villages but can come from outside the project area. Starting up new activities in Anantapur it is therefore recommended that rather than selecting three mandals and fifteen villages as is the case in Mahabubnagar, two mandals and ten pilot villages would be permanently included, while resources would be set aside in an R&D fund to work with new ideas that could come from any mandal or village in the Anantapur district. New ideas would clearly have to be screened for their realism by the project and the number of ideas that could be entertained would be limited by funding and other resource constraints of the project. (iv It is further recommended that that the three stages of piloting, packaging and upscaling are explicitly recognized in the planning of the second phase even though the three phases are overlapping each other. The first phase, the initial definition of the innovation would be lead by WASSAN in cooperation with its partners. The second phase, larger scale testing of the innovation and packaging with other pilots, would be lead by partner NGOs with backstopping and oversight by WASSAN and the third phase, up-scaling would be the phase of handing over to existing institutions that can support investments through their normal operations. The best example of this is probably the handing over of new initiatives, such as composting, for inclusion under the EGS. There are however a number of organizations including NGOs that would be willing and able to support the up-scaling process. (v Resources should also be allocated for placing staff in partner organizations so as to speed up the process by which these organizations potential to assist with pilot development and up-scaling can be engaged. 12

13 Annexure 1: Work Plan-Planned Vs Actual under APDAI Work Plan- Planned Vs Actual as of 31 March 2007 AP DAI May June Jul Aug Sept Oct Nov Tasks Project Management Signed proposal to be sent by SERP SERP has sent the signed proposal Finalise and activate the contract Completed Constituting a DAI Cell Nodal Person nominated for APDAI Establishing DAI team/cell at Completed with WASSAN Project Manager, Data base Manager being placed Selection of partners Completed for some themes Establishing financial flow mechanism Report Writing Completed Inception report completed Mid Term Report Completed 31st May Inception Report Mid term report: Sept 15th Final 13

14 AP DAI May June Jul Aug Sept Oct Nov Tasks Final Report under Process Staffing at field level (MMS Completed MOU with MMS Establishing GIS facility & Developing tools Identification and contracting consortium members --TOR for M&E - TORs for other resource organisations TOR Finalised. Base line data colected. Process Monitoring & Logframe developed FES- Completedbudget released and the work in progress NGRI- Finalised. Not signed due to technical problems from NGRI. CWS-Finalised. Not signed Completedbetween SERP and MMS Completed Aranya- Finalised & Starts here.. 14

15 AP DAI May June Jul Aug Sept Oct Nov Tasks Budget released --Establish a peer Group for Innovative Approaches for DAI Establish Convergence Committee(Commissionerate of Rural Development, Director, Employment Guarantee Scheme, SERP and WASSAN as members CRIDA-Not finalised ICRISAT - initial stage Group Constituted. Met under the chairmanship of Chief Executive Officer, SERP Committee Constituted. Met under the chairmanship of Commissioner, RD WB submits proposal for funding 2nd Phase TOR for continuation of the pilot 'Mahabubnagar WN prepares proposal for 2nd phase complete TOR for Anantapur Not done Planning for 2nd phase Not done M&E 15

16 AP DAI May June Jul Aug Sept Oct Nov Tasks Mapping the villages (RS, Census & Collection & Toposheet - for the 15 villages Digitisation of maps completed Secondary information and developing GIS layers Compilation of information on existing programs Developing Framework M& E (Baseline survey Design and Process monitoring GIS layers have been prepared for the villages Information compiled Completed -Finalise TOR for M&E Phase 1 completed -Proposal from SOCHURSOD Phase 1 completed & budget to be released -Draft and Final Baseline survey Design including integration of SERP MIS Format with AP DAI -Capacity Building Staff (SOCHURSOD Baseline design completed Planned in 2nd Phase -Generation of Baseline Data Baseline data collected. Report under process -Preparation of Baseline Report by SOCHURSOD -Draft and Final Process Monitoring System & Indicators Base line report in April 07 Draft prepared and under review 16

17 AP DAI May June Jul Aug Sept Oct Nov Tasks Completion of 1st round of Process Monitoring (Report Ready Jun-07 Operationalisation of Learning Groups Project Activities In October 2007 Task 1 Task 2 Selection of villages Completed. Institutional Assessment Completed. *R1 Task 3 TOR for Rapid assessment Rapid assessment of Priority six villages (purpose is for developing and refining methodology & defining initial pilot investments quickly in few villages a --Inventory/Profiling of existing Farming Systems b c d --Inventory/profiling of existing NRM Practices --Inventory/profiling of access to Institutions(Banking/Marketing/CBOs etc --Inventory of existing Development Programs & effectiveness e --Socio-economic profile & Infrastructure Completed Completed Completed Completed Completed Completed f --Analysis of gaps at village level Completed 17

18 h i Task 4 Task 5 Task 6 AP DAI May June Jul Aug Sept Oct Nov Tasks Analysis of impact and coping strategies of previous droughts --Identifying a preliminary set of interventions at the village level Initiating few pilot activities based on rapid assessment Analytical Report on Development Projects Analytical Report on Drought Adaptation Strategies Developing methodology of participatory DAI plans incl field testing partly complete & further work is needed Completed Completed Compiled completed Final note on DAI methodology Task 7 Mid Term Report (outputs of 3, 4, 5, 6 of Tasks Community-led analysis of existing situation & identifying gaps at village level a Identifying of menu of options (through in-depth community interaction Task 8 Task 9 Preparation of Participatory DAI plans for the 6 initial pilots and also for the other 9 villages Pilot implementation in initial villages Completed Completed Completed Plans ready in all the villages List is enclosed Draft DAI Plan documents for 6 villages 18

19 AP DAI May June Jul Aug Sept Oct Nov Tasks a Management of Common land Started b Management of Water Started c Production System started d Marketing Started e Capacity Building -CBO Started f Capacity building-others Started g M & E Started h Community Organisation Started Task 10 Task 11 Identification of innovative approaches in NRM and farming systems Developing innovative economic/financial instruments for DAI Started Insurance options preliminary work- Discussions with AICI & ICICI Lombard,Poultry Insurance started a NPM On going b livestock Sheep breeding initiated c Ground Water(Bore well sharing Started Capacity Building Orientation of the teams on Participatory DAI plan methodology As per the schedule 19

20 AP DAI May June Jul Aug Sept Oct Nov Tasks Orientation of the institutions on droughts and adaptation (VO & GP Completed Exposure visits to innovative experiences in different villages Started Community level trainings Started Workshops - District level Completed - Mandal level (part of regular monitoring meetings - state level briefing Completed Developing capacity building modules Completed Developing communication material Completed Developing a website on AP DAI Web page developed Community Organisation Organising common interest groups On going Organising need based thematic subcommittees On going 20

21 21

22 22

23 23

24 24

25 25

26 26

27 27

28 28

29 29

30 30

31 Annexure 12: Capacity Building Activities under APDAI - *., 7 1 *., 04 %5 * / *., 04 %5 * / *., 04 %5 * /!! /+ #!0# 5* * * 6 04! "# # $%& '( 1 020* '!3 7-4.'! # ! "./ 2+! /!*.,./ #. 3 /'!'! "' # "/'!'5'# :!// '! '! 1 0!!/ ' &3+3 * ++%,'! * ++ #,'! #! # *., #/ #*.,,'%! *., #/ #*.,,'%! *., #/ #*.,,'%! *., # /+ /. 31

32 - / '# 0'/ * 9 3$ 4 3 $.'! #3 020* -13/3 0 '##! #/ / 7 1 $ / '# # / '# # / '# # # % ' 0 & 5 00 '# # 00 '# # 00 '# # 0'/ * *.,' 0 *2*%*.,!! / & * & *!.+# 0*0 #! '! # 3 4 &3+3 $ * * $3/3 +/ #/'# +/ #/'# +/ #/'# # #! *.,'/!%! /( 5 -& 0!! '.'! # 9 6!#0 6 5! # -6($ 0-6($ 8 ($, # 6!# / # 32

33 - 6##/' 3 +# 4 ## 4! + '!'0 0*;-< " /! 5! # -7 6($ = ## #' = 49 % -$ //'%49 //' = 49 % 3 - //'%49 //'.'! # = 49 % //'%49 //' 4 7 "5!! /+ #!0# /3 "5% 1 =!,+.+#6!! /+ #!0# 43$ 9 3.'! # !6!, # $ & 8 = * /,/ ;,< = 0 # *#'/ = *! = * ## 5!! /+ #!0# %6 5 2#' & /3 020*. # * # 0' "!!2#' & + -3/3 /,/ 6! 0 6##5 33

34 = ' ' 3./3 ' =/>' ' 4 =/>' =.+# */!, #!/# 1 83./ //' //'%49 //' -3 - #= ' 7 *?/;*.,< # $ #!0# '#/#' =/>' 6!#0 5!# 6 5* $ = / ##/' />' +!! / = ' ' 5!# -13./3 ' 7 />' ' +!! =/>' = ' /! 1 5'6 /! & 9 3./3 *:5 *:5 =.+# =/>', #!/# 9 $3./3 6 =.+# =/>', # $!/# 1 &3./3 6.'! # &3./3 & 2+//+= 2+/ /+ 9 2+/'+/ /*! -$3./3 0!# / 8-9 0!# *! -3./3 5 ' # - = *:5/*! + 5'6 /! $ 9 -&3./3 + /! % /!# -- = /! 0! $ 0! + /! % - *:5/*! + 5'6 /! & 9 3 3$ /!# 34

35 -7,*! * *:5% 020* ##'//>' 6 1 *! = ' 6 0!! ' $ = "# # #'/ * -& = = / # *#'/ 6 0*@ 7 #!= 0* /,/ ;,< = //' # = *.+#6 = *! 6! = :! 5' / +/'= :!5' / 0* # / 0* &3+3 ($ & /($ $ /($ /($ $./( *, # *! *#'//>' /!!'# 9 + =/>'' //! "###'/ 6 #! #'/ 6!#+/ # #'!! = *,. 0!!/# # # # *.,3*2* 4'# /#' 6 = /'!' 0* / /(!! 5' /! #! 5' /! #! &./( ($ :! ' /+ :! ' /+ 35

36 $ 0!#, 0*0 & = //' # = //' #.+# ;.6< = #+ = //' # /4 0* //' '/ / #! %4 ## / # '!' #0 #! / //' '! #.'! #.'! # -8 ' 13$ 6($ 1 ($ &./( & ($ /($ #$ /!'# ' - /! '! 5'# ;? 0/ 4 0/ 4 9 3$ 4 3 &.'! #3 & 9 3$ 4 3 &.'! #3 & ' #! ' =! ' $38-33,! //' = //'.+# ;.6< = //' /!'#*/ '#/!'! :! ' / 5'# #/! '! 36

37 7 1 A''/ /! #;6:< 0 #! 6! : /39 #! 0 #! 6! : /3.'! # #! 0 #! 6! : /3 4 #! $ /,/ & 8 /! '!?/ 0 :C'+.6 :C'.+# 6 0/ # ' 0#!! 0!! ' 4 ## 0*0 9 3$ 4 3 &.'! #3 & 1 - #!! 0! + 6 B #! + 6 B #! + 6 B # 33 $3/3 &3/3 83/3-020 $3/3, 6 0* & '# B # B #@ 3&+ -# ($ /($ /! # # '''/ 0 #!! / 0 #!! / 0 #!! / /! '! 5'#.6 :C'/'= *.+# 37