IMPACT STATEMENT

September 1, 2018

¥ The Community Based Organization

Sain Tus Community Center, Mongolia

¥ The Community Project

The goal for the project is to improve the income of 80 low income and female-headed families who live in Jargalant sum by giving them the greenhouse planting and financial management trainings they need to support their families, as well as the equipment and materials they need to have successful businesses.

¥ The Problem

Khovd province is located about 1,500 km from the capital city Ulaanbaatar, about a 40-70 hr drive. The province has a registered population of 86,333 people, and Khovd city, also known as Jargalant Sum, has a registered population of 27,538. Due to the large distance from the capital availability of foreign aid is very limited. According to the Mongolian government, in Khovd aimag 44.4% of all families are considered within the lowest income group, which is higher than the national average.

Community members lack the knowledge, skills and abilities to generate their own income, and are stuck in cycles of dependency relying on government support and the generosity of others. In Khovd 34.5% of people of employable age stay unemployed, again higher than the national level. Unemployment is the key to solving the issue of poverty in Khovd. There is a great need for private labour cooperatives, financial support to create new workplaces for small and medium businesses in the local area, professional education that is able to address market needs, and better usage of loan products to reduce the unemployment rate within the community.

According to the news, in the 2010 winter approximately 1,000 herders lost 400,000 of their livestock in the snow. Many of the herders that lost their animals in the snow moved to the aimag center due to not having any source of income. These former herders are further increasing the number of unemployed people in Jargalant sum. Many people have been coming to Jargalant Sum in search of a higher income and better quality of life, but arrive only to find that there are not enough job prospects for everyone. This has led to many becoming stuck in low-income situations with few chances for improvement.

Many in Khovd also deal with dietary issues. The people of Khovd rely on a few various fruits and vegetables in order to maintain a healthy diet. During the two summer months, these foods are readily available and easy to purchase, but during the fall, winter, and spring months, these foods become scarcer. Often during these months, many business people buy the fruits and vegetables from China, bring them back to Khovd, and sell them at a higher-than-normal price. While this is a smart business plan for individuals, it negatively affects the rest of the community. The main issue here is one of a lack of proper nutrition. Because the availability of fruits and vegetables is limited to the summer, people miss out on the essential nutrients these two food groups provide during the fall, winter, and spring. Additionally the food that is brought to Khovd from China is unaffordable for most people, is lower in quality, and has a higher risk of contamination than the locally produced versions.

¥ The Proposed Solution

We believe it is important for the community people of Khovd to be able to obtain employment and to be able to purchase fruits and vegetables year round at a price that is affordable. We are seeking the construction of 4 (6 meter x 20 meter) greenhouses to be built and operated year round in Khovd. These greenhouses will increase the availability of fruits and vegetables, which mean nutrition, will improve. Additionally each greenhouse will be owned and operated by local groups, thereby increasing income and employment opportunities for the groups’ members. These greenhouses will require a heating system and an irrigation system in order to be able to operate efficiently and effectively year round.

¥ The Investment

• $10000 NWN grant contribution

• $ 4000 in kind Sain Tus Center and community contribution related to implementation, construction, and oversight

TOTAL Investment Cost: $14000

Total # recipients in first year following project completion: target 664 people, 80 families

Cost per recipient (total costs divided by total recipients): target $21 per person

¥ The Impact

The project impact is measured by:

Objective 1: Improve the knowledge of 90 % of the groups’ members through greenhouse planting trainings within 6 months of the start of the project.

We organized greenhouse planting trainings from for 7 days which included 80 people as participants.

Objective 2: Improve the knowledge of 90 % of the groups’ members through 4-day training on financial accounting, organizational structure, and small business operations within 2 months of the start of the project.

This training was very successful with the original goal of 80 participants. All 80 participants in the training did better on the post-test for the capacity improvement trainings within the first 1 month of the project. We have also seen that knowledge being put into practice as we have visited the 2 businesses.

Objective 3: Within the first month, Sain Tus Center will aid the groups’ in purchasing all the requested equipments, tools and materials.

After received financial support in two initial allotments (September 2017 and January2018), the 4 groups’ members purchased the requested 4 greenhouses, small hand tools and seeds within the first 1 month.

Objective 4: Over the course of the full project, at least 90% of groups’ members will obtain valuable, applicable information through monthly meetings with Sain Tus Center and the other groups by discussing their experiences, generating networking opportunities, and exchanging best practices.

Monthly groups’ meetings helped to establish relationships between the groups, and create accountability to keep groups’ on task regarding their implementation plans. During the meeting time 4 groups’ members evaluated their previous month’s work and planned for the following month’s work and activities.

Objective 5: Improve the groups’ members’ capacity through their creation of greenhouses. Within 8 months the 4 groups’ members’ will see at least a 25% increase in net income from access to new markets, better business organization, and increased production.

4 groups’ exceeded the goal of increasing their overall incomes by 25 %. After the project each saw the following returns on the seed materials purchased through the funds:

1. ‘’Delgerekh‘’ Group 250.000 MNT has become 2.245.700 MNT, all of which has been reinvested in the business.

2. ‘’Ugalz‘’ Group 250.000 MNT has become 2.152.350 MNT, all of which has been reinvested in the business.

3. ‘’Khongor‘’ Group 500.000 MNT has become 2.956.300 MNT, all of which has been reinvested in the business.

4. ‘’Jinst‘’ Group 500.000 MNT has become 2.820.000 MNT, all of which has been reinvested in the business.

1. Organized a meeting attended participating families and informed them about the project’s implementation

We organized a meeting attended 98.8 % of the participating families and informed them about the project’s implementation.

2. Developed a detailed activity plan for implementing the project

4 groups’ members made a detailed activity plan with Sain Tus Center to minimize misunderstanding between Sain Tus Center and the 4 groups’ members. Sain Tus Center Team met with the 4 groups’ members, explained the general structure of the project and what the role and responsibilities should be for the 4 groups’ members and for Sain Tus Center. After this discussion we drafted contracts between Sain Tus Center and the 4 groups’ members which were very useful for preventing misunderstandings during the project.

3. Organized focus groups’ meetings and discussions involved the 80 families’ members and collected some useful data information about their livelihood issues.

We organized focus groups’ meetings and discussions involved the 80 families’ members and collected some useful data information about their livelihood issues. These data information was very helpful for improving project’s implementation, improve living condition of 4 groups’ members and sustainability.

4. Organized Greenhouse Planting Trainings involved 4 groups’ members

The 4 groups’ members attended greenhouse planting trainings and improved their knowledge and skills. We organized the following trainings for the 4 groups’ members:

1. Greenhouse usage and how to plant vegetables and trees in greenhouses trainings for 3 days. This training focused on appropriate usage of greenhouses for each season, including care and maintenance of the greenhouses. Appropriate/suitable crops for greenhouses were also discussed, and how they can use these crops to generate income.

2. How to take care planting vegetables and how to protect from insects trainings for 2 days. In this training proper care of crops was discussed, as well as how to use pesticides safely (appropriate levels/amounts) and effectively in order to keep crops safe.

3. How to conserve vegetables and fruits trainings for 2 days.

In this training we discussed methods for preserving and storing their vegetables safely, recipes for different meals, and how to properly clean their crops. We used 28 different vegetables and fruits for this training. Consultant of Agriculture Department of Khovd Province gave some advice for our groups’ members.

5. Organized Capacity Improvement Trainings involved 4 groups’ members

Organized capacity improvement trainings

Sain Tus Center organized the following 4 days trainings involved 4 groups’ members.

1. We organized a Financial Accounting Training

We taught for 4 groups’ members how to track their daily, weekly, monthly, and yearly family income and expenditures. This topic was very interesting for them because they have never tracked their daily or weekly family income and expenditures before. During the training time each family made a 5 year plan they will aim to follow in the future.

2. We organized an Organizational Structure Training

We taught for 4 groups’ members about Organizing a Group, Group Structure and Organization, Defining the Group’s Role, Requirements for Group Members, Group Management, and Taking Responsibility for Employees. During the training time 4 groups’ members developed Groups’ rules, which they will follow in the future. They are organizing meetings once a month, and at this time they are talking about what they did and what to do in the future.

3. We organized a Small Business Management Training

We taught for 4 groups’ members the General Principles of Small Business, Development Stages of a Small Business, Business Ideas, Business Situations and Research Methods, Difficulties and Weaknesses of Small Business, Required Skills of Small Businesspeople, Marketing Skills, and Relationship Skills. We gave special accounting notebooks for 4 groups’ members for tracking income and expenditures of their businesses. They have kept up with these books, and it was very helpful them improve their incomes and create groups’ funds.

4. We organized a Group Fund Management Training

We taught for 4 groups’ members about How to Create a Group Fund, Goals of Group Fund, Sources for a Group Fund, Group Fund Management, How to Spend Group Funds, and Monitoring Group Funds. Creating Group fund is very important for these businesses in the future for expanding their businesses and groups’ activities. The 4 groups’ members attended trainings and improved their groups’ organization, keeping better financial records, and learned how to develop a business plan for future projects and how to manage groups’ funds.

6. Purchased 4 greenhouses, small hand tools and materials

The purchase of 4 greenhouses (6 meter x 20 meter) with heating system, and irrigation system, small hand tools and seeds for the project went very well. 4 groups’ members bought seeds of cabbages, cucumbers, peppers, tomatoes, garlic, watermelon, carrots, turnips, onion and they started planting seeds in January of 2018. 4 groups’ members built their greenhouses themselves and planted some vegetables in their greenhouses and also for 3.5 hectares open land. In June and July, 2018 they harvested some vegetables and sold 80 % of the vegetables and conserved 20 % of the vegetables. 80 families could improve their families’ incomes and their food usage. They have sold their products during the summer time; it was good chance for them have had a steady income from their businesses.

7. Organized meetings of the 4 groups’ members during the project implementation time

Formal meetings were held in the Sain Tus Center office over the course of the project and were very well received by the groups. During these meetings they evaluated the previous month’s work and planned for the following month’s work and activities. All the groups had perfect attendance for these meetings and groups’ members taught each other valuable lessons, such as how to officially register as a co-op, how to apply for government support, shared their management techniques.

8. Organized an experience sharing tour

We organized an experience sharing tour involved 12 members of 4 groups Khovd – Ulaanbaatar – Khovd for 7 days. We visited 8 vegetable growers’ cooperatives and groups and have seen how they are using their greenhouses effectively. 12 participants also participated in the trainings of ‘’Khogjliin Shiidel ‘’ NGO and Farmer Women’s Association about small business management and greenhouse usage. After these events 12 participants organized meetings with other people of the groups who could not participate in experience sharing tour and explained what they have seen and what they learned and results of the tour. The tour also allowed the women to network with other cooperatives, NGOs, and various organizations working in the same field as them.

9. Established a marketing networks between the groups ‘and cooperatives

This network is helping the groups sell their products, learn from their peers, and broaden their markets. We were successful in connecting the businesses with new markets, as well as other cooperatives, groups in Khovd and other aimags and sums. After harvested vegetables, groups’ members sold their products very quickly. Since January of 2018 we were introducing and advertising our groups’ activities for the community people in local EKO and JARGALANT TV stations.

10. Involved the 4 groups’ members in trade exhibitions

4 groups’ members took part in trade exhibitions and marketed their products and have connected with other small businesses. We helped them make their name cards, posters, price information for each product and profiles. Groups’ members prepared wooden shelves for their products, the same clothes for each people, and others. During the trade exhibition time they could publicize their activities for the community people and could improve their customers’ numbers. It was their first trade exhibition so they could get to know many new things to pay attention for next trade exhibitions. It was good start for them.

80 people have been a part of the project planning process, specifically requesting greenhouse planting trainings, capacity improvement trainings, and the ability to expand their businesses. These participants took part in all of the trainings, meetings, in the trade exhibitions and experience sharing tour. They were also got in touch with the small business network Sain Tus Center has established in Khovd and they received active support from the other businesses as well as new markets for their goods. An investment was required to fund the greenhouses, and trainings were organized to teach members of the groups about agriculture and greenhouse usage. Once these tasks were completed, the groups’ became responsible for the maintenance and operation of their respective greenhouses. Increasing one’s income and improving one’s skills are providing the incentives for groups’ to keep the project going over the long term. The Sain Tus Center is providing support, but the responsibility and decision making is left to the 4 groups’ members.

For the monitoring and evaluation process, the businesses were required to keep track of all their finances during the project, and provided written feedback on each part of the project, as well as voice their feedback verbally during the monthly meetings. We have used the following methods for evaluation of the project :

Ø Reviewed plan and discussed with beneficiaries

Ø Reviewed training schedules

Ø Reviewed pre-test & post-test, and attendance of the trainings and groups’ meetings

Ø Reviewed reports, and discussed with groups’ leaders

Ø Reviewed meetings’ reports and talked with groups’ leaders

Ø Reviewed bookkeeping of the groups’ funds for each groups’

Ø Reviewed receipts, talked with groups’members

Ø Field visits in 4 groups’

Ø Reviewed income documents from pre- and post-project implementation

We could improve income of 4 groups’ members as seen in the increased income for each family after crops harvested and sold. Also we could improve nutrition for the people of Khovd province due to an increase of fruits and vegetables in their diet. Potentially more stable prices for fruits and vegetables due to reduced scarcity of the goods. The groups’ members’ small business skills strengthened by attended trainings and taught them to solve their problems independently. Group organization and financial records for households and small businesses improved. Groups’ livelihood increased because of the new business opportunities created through the project’s networking efforts. The members are studying other groups that run similar activities and cooperating with each other to gain valuable experience. The groups’ activities became sustainable, and it is becoming an example for the public that people can and should cooperate with each other to improve their businesses and quality of life.

4 groups’ members were very attentive and collaborative over the course of the project. We feel the effort that went into making detailed plans before the project, as well as writing up very explicit contracts with the groups’, was very helpful in setting a clear and serious tone. Knowing exactly what was expected of them prevented misunderstandings and made them work hard to meet those expectations. We feel that this project was also very good about maintaining an active relationship with the groups. Whenever possible we also made the trainings and lessons very active and hands-on. All these things combined to keep a high level of energy in the project and helped strengthen the relationships between the groups’ and with Sain Tus Center. Facilitating this project has helped Sain Tus Center gain more experience in organizing workshops for community members. The lessons learned from this project will help our organization facilitate more successful training workshops in the future. Additionally this project helped Sain Tus Center reach the more women out here in Khovd. This will allow our organization to work with another vulnerable community of people in the future, and will expand the impact of projects done by Sain Tus Center.

• Estimated Return on Investment (ROI) – the estimated savings or increased production value, less total investment costs, divided by total investment costs (does not include other daily operational costs).

Estimated Return on Investment (ROI) – the estimated savings or increased production value, less total investment costs, divided by total investment costs (does not include other daily operational costs). For example - Cost of the greenhouses, materials, and labor = $14000. Total value of food produced = $20,000. $20,000 - $16,000 = $4000. $4000/$14000 = 29% return on investment. It may be that the annual return is only $5000 and that the greenhouses will need to operate for 4 years before a similar return has been realized.

• Project sustainability –

o How much will it cost to continue the program on an annual basis?

o How are the funds generated?

4 Groups’ members have planted vegetables in their 4 greenhouses and 5.8 hectares open field.

1. ‘’Delgerekh‘’ Group 250.000 MNT has become 2.245.700 MNT, all of which has been reinvested in the business.

2. ‘’Ugalz‘’ Group 250.000 MNT has become 2.152.350 MNT, all of which has been reinvested in the business.

3. ‘’Khongor‘’ Group 500.000 MNT has become 2.956.300 MNT, all of which has been reinvested in the business.

4. ‘’Jinst‘’ Group 500.000 MNT has become 2.820.000 MNT, all of which has been reinvested in the business.

This is 4 groups’ funds information. Beginning of the project we made Materials’ Contracts with groups’ members and gave them 250.000 MNT and 500.000 MNT. They bought some seeds, planted vegetables, sold it and received salary, rest money have been reinvested in the businesses. 4 Groups do not spend group fund money for their private expenditure and others. They must spend groups’ fund money only for buying additional seed and materials. It will continue in the future.

Buy seeds – Plant seeds – Harvest – Reinvest their Groups’ fund into their businesses buy more seeds. It will continue in the future like this way. Their funds’ money will be increased every year, 4 groups’ will have good chance to extend their businesses in the future.

Increasing one’s income and improving one’s skills are providing the incentives for groups’ to keep the project going over the long term. The Sain Tus Center is providing support, but the responsibility and decision making is left to the 4 groups’ members. Sain Tus Center will continue cooperation with these 4 Groups and support them till become independent in the future. Finally these businesses will be able to serve as models for other new small enterprises in Khovd Province and pass their knowledge and skills along to strengthen the local economy in Western Mongolia.

• Lessons Learned – In addition to the accomplishments, what challenges were faced and how were these addressed? What might be done differently if the project was repeated?

1) 4 groups’ members created their groups themselves and were looking for financial support since 2014.

2) Before project implementation we organized meetings with 4 groups’ members and developed detailed activity plan implementing this project, identified groups’ members’ and Sain Tus Center’s role and responsibilities and each partners signed. It was prevented misunderstanding and any risks arise during the project implementation time.

3) We organized meetings of the 4 groups’ members during the project implementation time once in a month. During these meetings they evaluated the previous month’s work and planned for the following month’s work and activities. It was very good time for them to discuss about their difficulties how to solve it right ways, in this case Sain Tus Center team was giving some advice for them. So we had not any challenges were faced.

What might be done differently if the project was repeated? No big difference. So we were looking for new ideas and ways to improve our project implementations. Agriculture consultant of our NGO spent more time with 4 groups’ members and prevented any risks after planted some vegetables in the greenhouses and open field.

• Project replicability:

Has this project business model been replicated based on the demonstrated success of the prototype?

§ No

§ If no, are there any plans to replicate in the future:

o Will the project be replicated in another community location based on the demonstrated impact (through additional raised funds / payment for services)?

4 groups’ members will try to employ poorest, unemployed people in the future when they extend their groups’ activities.

FINAL REPORT ISRD

1 Name of the Implementing Agency : Institute of Social Research and Development (ISRD)

2.Address: Lamsang Bazar, Near RDO, IMphal West District, Manipur, India

3.Conatct Person and Designation: Mr. Ksh. Dinesh Singh Secretary

4.Title of the Project: Enhancing the capacities of marginalized 150 Minority Women through Vocational and Skill Development Training in Manipur

5.Country of the Project India

6.Location of the Project Imphal, Manipur

7.Start Date:12^th March 2018

8.End Date:30^th October 2018

9.Purpose of the Project:

• To improved skills of 150 tribal women through training on Silk Weaving and embroidery Works on Silk Cloths

• Enahancing financial inclusion through formation 10 SHG units and linkages with financial institutions and

• Establish marketing and employment opportunities through network and linkages marketing and production houses.

10.Details of the Project

a. Nos. of women attending in weaving 75 nos.

b. Nos. of women attending in embroidery works 75 nos.

c. Nos. of Batch/session in a day 3 each.

d. Nos. of women per batch 25 nos.

e. Average attendance rate of beneficairies:95.6%

f. Nos. of vocational instructors: 4 nos.

g. Linkges with linkages marketing and production houses: ISRD team had conducted 2 meeting in the month of July with 7 potentials marketing and marketing and production houses to channelize future markting of finshe products and employment opportunities.

11.Total fund recived:`

• 187238 NextWorldNow Community Investments, USA 187238

• `1071085 from Czech Republic’s Official Development Ass

Need of the Project:

Need of the Project

Manipur is one of the north eastern states of India sharing international border with Myanmar. State has characterized by its fragile economy, unrest political situation and armed conflict from the last 4 decades. State has a total population of 2.7 million populations. The valley area consists only 10% and rest of the area belongs to hilly terrain. Manipur has the second highest proportion of poor people below the poverty line at 39.30 % with the total being 0.67 million persons. In terms of economy, average monthly income per person of Manipuris just about $ 56.67 whereas national average stood at $105.74.

After 70 years of Independence India, minority community (tribal & schedule caste) in the targeted villages namely – Khurkul, Koutruk, Phumlou, Pheidinga, Senjam, Chirang, Kameng, Akham, Langjing and Mana under Imphal West District, Manipur facing gender violence, high nos. of female school drop-out, low economic opportunities and non-accessible of welfare schemes. Most of family burden, agricultural works, and earning activities are loaded with them as a tradition. Education of a girl child is not given importance. Neither in the family nor society, woman hardly have any rights in the major decision making process. Most of the women are ignorant about their rights.

Some facts and figure of the area are:

a. Total population of the Khurkhul village is 8,603 (5006 male and 3597 female); 90% of population are under below poverty line and only agriculture and weaving is source of income;

b. Women are restricted in political, social participation and treated as second class citizen;

c. Villages are backward, Rate of migration among male adults are 48.5% in search of jobs;

d. About 80% of the women are labourers as daily wages earner;

e. 75% women are illiterate and their potentials are not recognized;

f. Only 2 primary schools and high schools are outside 14 KM radius;

g. No healthcare service available at the village level but only in the district headquarter;

h. 70% girls married at the age of 15-17 leading to vulnerability and

i. The money lenders who charge more than 120% p.a. (10% per month) lead the people to bankruptcy.

Project Potential

Women in the targeted area have the potential of silk weaving and handicraft works through embroidery but due to lack of proper training, guidance and culture of group working, they are not able to cultivate the benefits properly. The primary occupation of the women is agriculture and next comes to silk rearing and weaving activities at household level. Women acquired the knowledge and skills on sericulture from their mother and grandmother. The purpose project directly benefited poor and vulnerable 150 women by providing vocational training on different trades (Silk Weaving, Reeling and Embroidery) during the 12 months of the project along with financial literacy, SHG formation while linkages with financial and marketing services, self employment and employment opportunities etc. It will minimize social marginalization of women by providing adequate income to sustain their family, education of children, healthcare and accessibility of social benefit schemes in due course of time.

Overall Goal:

To build the capacities of 150 marginalized women, enable them to sustain economically, promote literacy and financial inclusion.

Classification of ages of women beneficiaries:

18 to 23 years = 78

24 to 33 years = 42

34 to 43 years = 30

Sellection of Beneficairies:

The beneficiaries we have selected for the purposed were one of poorest and needy families who have willingness and some skills. A joint participatory assessment was conducted in the targeted villages with Project Implementation and Monitoring Committee (PIMC) members with support from Village Chiefs/Heads. Final beneficiaries were nominated by the Village Chiefs/Heads.

Activities 1:

150 women were divided into 2 groups comprising 75 women who provided training on Silk Reeling, Weaving and another 75 women on Embroidery Works by 4 vocational instructors.

List of vocational Instructors:

i. Mrs. Ksh. Saroja Devi (Weaving)

ii. Mr. Rajkumar Tonsai (Reeling)

iii. Miss T. Babhini Devi (Embroidery)

iv. Mrs. Y. Sanahanbi Devi (Embroidery)

Activities 2:

We have conducted 5 training programs for the formation of Self Help Groups with technical support from Institute of Cooperative Management, Imphal. Formed 10 Self Help Group Groups (SHG) units comprising 15 members each in the group. Training was provided by the technical/resource person from Institute of Cooperative Management, Imphal. Project Team members communicated with financial institutions to provide financial inclusion service through opeining of bank acount in the name SHG units and promote saving and necessary financial assistance to support their production or self employment opportunities.

Activities 3:

Understanding market trends are very important to attain sustainability and competitiveness while linking with production houses, bulk buyers, import and export houses. In order to strengthen the marketing linkages, we identified 7 agencies who engaged in import and export of handloom and handicraft products and linkages with beneficiaries. Recently, Central Govt. announces Trans Asian Highway and South Asian connectivity which Manipur is a main gateway. Many developments have been initiated to promote import and export. There are some business houses who deal with export of handloom and handicrafts products to outside metro cities – like Delhi, Kolkata, Mumbai, Bangalore and Hyderabad. We could establish linkages with 3 such houses for procurement orders namely Eastern Trading Company, North East Handloom & Handicraft and Panthoibi Handlooms.

Outcomes

1. Vocational Trainings on Silk Weaving and Embroidery Works. 150 Women. Improved skills of 150 tribal women through trainings

• 117 women started their own and joint (group) productions units at household level. As per initial assessment, most of the women could earn INR 2000 through engaging different services. By group working means members of particulars SHG/SHGs combined together and find a space and work collectively. They collect orders from locality, markets and business houses. Sometimes, they produced additional products based on the local demand especially festive seasons and sold. Thus from that income, a women can earn INR 7500-8000 per month. 70-80% of the women will able to support their families through their earnings;

• Another 349 persons from the 10 villages directly benefited while engaging in in collection of orders, distribution, supplying of raw materials etc including families members.

2. SHG formation and Linkages with Financial Institutions. 150 Women. 150 women were organised into 10 SHGs units.

   • 10 SHG Units formed and functioned comprising 15 members each. 7 SHG units are in the pipeline for soft loans from financial institutions to support consumables and raw materials. Bank has some grading requirements like attendance of the members in meeting, saving and documentation of the members.

   • Financially inclusion of 142 women through opening of saving bank account at Manipur Rural Bank and United Bank of India. As per New Policy, Opening of new Bank account require Citizen ID (AADHAR Card) and Income tax certificate – PAN. In rural areas especially women don’t have it.

   • 80-90% of the beneficiaries will stop borrowing money from private money lenders in due course;

3. Building Relationships with Marketing agencies and Potential Employers 3 marketing agencies were engaged during the period. Regular purchase order from the 3 agencies will be initaited after stably production started by the beneficiaries.

   • Initiated placement/job opportunities for 27 women at Ranjana Embroidery Works, Krishna Cottage Industry and Sunita Silk Houses. They expressed their willingnes to absorb in the regular payroll after final apprisal.

4. Domestic Violence Due to male dominated, domestic violence was a common practiced. Male was the only source earning who can manage families. It will enhance in responding domestic violence cases through womens’ collective efforts and start maintaining the families with their income. Male families’ members will also recognize contribution of women in uplifting economy of family.

5. Education of Girl Child High Drop-out cases among the girl child, education of girl child was not given preference. 19% of the beneficiaries’ families faced the problem. Importance of compulsory education of a girl child will start encourage within the families, society and check premature school drop-out with active financial, moral and personal support from family members.