Role of a Woman Leader in Cooperative Dairy Movement: Story of NDDB Woman Empowering Women Dr. Vrajlal Sapovadia*, Dr.

. Sarla Achuthan**, Women & India As per year 2001 census population of India stands to be 1027 million where 496 million are female inhabitants, i.e. 48% of total population consist of women. For sustainable economic and social development to take place in any country, it is necessary that people participate in the necessary economic and social process. The process of participation is complexand it is by no means clear that it is comprehensively inclusive. By this, we mean that it is not possible to assume that all sections of the population take part effectively in the economic, social and hence political and democratic processes of society. There are many reasons why people may not participatefrom apathy to a sense of helplessness. Women are one side of a coin, half in every respect, then why not in socio-economic and political power? It is pertinent to note that unless specific conditions are met, women face multiple hurdles and finds it difficult to participate in any activity that has hitherto been a male bastion. The reasons for this are gender specific. Women are less mobile than men are. They have domestic responsibilities, which puts limits on the time they can spend in such processes. There are historical prejudices. Consistent efforts will have to be made over a period of time to engender the social and economic activities that are critical to this process. Someone has rightly said that woman is man with a womb, and as she carry womb, she need to nurture child in her womb and naturally she becomes weak and engaged in essential feminine activity that man does not require by natural reasons. At the same time, women have natural skill in certain activity where a man is unable to match her. They can do hand work in better and efficient way than her counterpart. India is rural and agro based socio-economic domain. 54%of Indian work force is engaged in agriculture, where 37% of them are women workers. (Women Cooperatives for Medicinal and Innovative Nutritional Plants, Sweta Patel 2004) Women are capable of assuming leadership roles; they are generally engaged in Small scale live stock production, as Artisan, Cook, their role as Mother & Wife, Small scale marketing, Agriculture production, Transport and so forth. Women are in most societies responsible for all domestic activities such as housework, food preparation and child rearing in addition to their involvement in formal or informal economic activities. Within the framework of an Indian democratic polity, laws, development policies, plans and programmes have aimed at womens advancement in different spheres. From the Fifth Five Year Plan (1974-78) onwards has been a marked shift in the approach to womens issues from welfare to development. In recent years, the empowerment of women has been recognized as the central issue in determining the status of women. The National Commission for Women was set up by an Act of Parliament in 1990 to safeguard the rights and legal entitlements of women. The 73rd and 74th Amendments (1993) to the Constitution of India have provided for reservation of seats in the local bodies of Panchayats and Municipalities for women, laying a strong foundation for their participation in decision making at the local levels. The principle of gender equality is enshrined in the Indian Constitution in its Preamble, Fundamental Rights, Fundamental Duties and Directive Principles. The Constitution not only grants equality to women, but

also empowers the State to adopt measures of positive discrimination in favor of women (V.Sapovadia, 2004, World Bank Institutes study material in Public Finance course). Despite of vital role of women in the socio economic development, it is evident from the following figures that women in India in specific and throughout on globe in general dont enjoy equal footing in economic activities with men. Activity Ploughing Planting Livestock Harvesting Weeding Processing and storing crops Domestic work Percent share by woman 30% 50% 50% 60% 70% 85% 95%

Though the Government of India through the national policy on empowerment of women and several Non-Government organizations making efforts for strengthening the womens position, they have not got desired success. But the Cooperation is the only effective intermediation, which support the women for their self-development. The cooperative has a very strong system, arrangement and structure that provide the likelihood and opportunities to the women to participate in the various social and economic activities. Therefore, the cooperative movement is considered as a significant mean for women empowerment. As on March 2005, Indias more than one hundred thousand dairy cooperatives integrated through a three tier cooperative structure - "The Anand Pattern", owned by more than ten million farmers, procure an average of 16.5 million liters of milk every day. The milk is processed and marketed by 170 milk producers' cooperative unions, which, in turn, own 15 state cooperative milk-marketing federations. It is significant to note that the women members manage more than 70 percent of the milk cooperatives. The cooperative is the only organization, which educate the women, help them to their increase their participation in economic activities and also develop the leadership qualities and confidence level. On the first International Day of Cooperatives on 1 July 1995, United Nations SecretaryGeneral Boutros Boutros-Ghali observed: Cooperative enterprises provide the organizational means whereby a significant proportion of humanity is able to take into its own hands the tasks of creating productive employment, overcoming poverty and achieving social integration. They constitute a model for a people-centered and sustainable form of societal organization, based on equity, justice and solidarity. As "schools of democracy," cooperative enterprises also contribute to the promotion of social stability. It is clear that governments, although they may create an enabling environment, cannot achieve or maintain sustainable development without an interactive social partnership, actively involving all of civil society in an empowered, democratic manner. Thus, with its globe-spanning dimensions and diversity and its insistence on social partnership, participatory democracy, empowerment, and "people-centred sustainable development," the cooperative movement reflects a strong, deep current of humanism that forms the bedrock of social development.

NDDB Catalyst of Cooperative Movement National Dairy Development Board (NDDB***) is a pioneer national level institute in India, which was established to extend the success of Anand Milk Union Limited (AMUL) and to replicate AMUL pattern dairy movement throughout India. By inspiration of the Late Prime Minister Mr. Lal Bahadur Shastri and administrative efforts of Mr. Tribhuvandas Patel & Dr. Vergese Kurien, NDDB stood up as the cause of dairy development & cooperative movement of India. The National Dairy Development Board (NDDB) was founded to replace exploitation with empowerment, tradition with modernity, stagnation with growth, transforming dairying into an instrument for the development of India's rural people. That success combined the wisdom and energy of farmers with professional management to successfully capture liquid milk and milk product markets while supporting farmer investment with inputs and services. Late Prime Minister Mr. Lal Bahadur Shastri gave call to "transplant the spirit of Anand in many other places". He wanted the Anand model of dairy development - with institutions owned by rural producers, which were sensitive to their needs and responsive to their demands - replicated in other parts of the country. The Board's creation was routed in the conviction that nation's socio-economic progress lies largely on the development of rural India. And at the stem the Philosophy that all beneficiaries, belonging to the socioeconomically backward particularly women and the less privileged must be involved in cooperative management and decision making. NDDB began its operations with the mission of making dairying a vehicle to a better future for millions of grassroots milk producers. The mission achieved thrust and direction with the launching of Operation Flood" (OF), a programme extending over 26 years and which used World Bank loan to finance India's emergence as the world's largest milk producing nation. Operation Flood's third phase was completed in 1996 and has to its credit a number of significant achievements. The objective of this paper is to highlight the role of women leaders in the Cooperative Dairy Movement and empowerment of women especially with the association and alliance with NDDB. The paper focuses on the status of women in the dairy cooperative movement at the national level and the role of women leaders in the development of women vis--vis NDDB for their development. It is also concerned with the development of a Gujarat model of innovation arising from the Dairy sector enterprise in Gujarat. The starting point of this case study work is the emergence and establishment of AMUL brand as a common brand for all fifteen district cooperative milk unions in the Gujarat State of India. The local leaders and Dr. V.Kurien, a dairy expert, leading to the establishment of National Dairy Development Board as a catalyst for the dairy cooperatives, undertook the pioneering work of dairy sector enterprise. This of AMUL model has been replicated in many other states in India. One of the hallmarks of the AMUL model is the incorporation of women networks and essence of clustering in networking in its development framework. The dairy cooperative movement with its widespread network has strong grass-roots presence and deep insight into womens concerns and contributed in inspiring initiatives for the empowerment of women. In order to enhance womens access to credit for consumption and production, the establishment of new, and strengthening of existing micro-credit mechanisms and micro-finance institution undertake.

Gender Issues in Cooperatives Low level of participation of women in cooperative organization is critical issue that inhibits cooperatives to achieve principles set by ICA in spirit. The constraints to participation in cooperatives e.g. social, cultural, economic and political restrictions on women, heavy workload, education, selection criteria for members should be taken care of: Participation of women in decision-making processes - are men and women equal partners? Lack of access to and control over resources such as credit, education, training, production inputs, marketing outlets, etc Training and education programmes - do these programmes address women's needs, are they conveniently timed and are, for instance, child-care facilities available? The aims of this gender sensitization session have been to make people aware that - democratic participation in cooperatives means that both men and women should participate equally in cooperatives; Women are not a special marginalized interest group but represent half the world's population and contribute to socio-economic development; are they getting equal share? Men's and women's needs and concerns must be addressed equally Men and women should be afforded equal opportunities and treatment within the cooperative sector and should benefit equally from cooperative development Men and women should have equal access to decision- making levels and leadership positions Men and women should share responsibilities and power in all spheres of life Women face constraints in their access to and control over resources e.g. credit, training and education etc. Women Leadership in Dairy Cooperatives: By conscious efforts of Ms. Amrita Patel and support of other leaders, NDDB undertook gender agenda on the top of its social movement. NDDB realized on basis of global experiences that initiatives taken by women in cooperatives have accelerated the progress and change of their socio-economic situation. Ms. Patel emphasized that democratic participation (one of the ICA cooperative principle) in cooperatives means that both men and women should participate equally in cooperatives. She took all initiative to involve women in dairy movement, namely as members, staff, office bearers of a cooperative. Strategy and actions of NDDB were designed with conscious efforts to inspire, motivate, guide, educate and support women by implementing various programmes in all spheres of dairy cooperative movement.

NDDB and Strategy Enhancing Women Participation A systemic and planned strategy for the identified thrust areas has been formulated to meet the above goals. It includes institutional building and empowering women & weaker section in its economic & social sphere. NDDB emphasize that recruit, train and motivate increasing numbers of women to work for cooperatives to achieve significant improvements in dairy husbandry, as they primarily shoulder animal husbandry related responsibilities in rural India. Consolidation and growth in milk and milk product marketing, promoting better equity for regional cooperative brands and developing qualified and skilled manpower. Education of producer members, opinion leaders and trained professionals are expanded and strengthened to attain cooperative principles. Empower local leaders, strengthen societies and equip their staff and members with the skills and information they need. Persuade the State and Central Governments to remove the shackles on cooperative laws so cooperatives can compete on equal terms with other forms of enterprise NDDB & Women Empowerment Programmes Activities pertaining to Enhancing Women's Involvement in Cooperatives intended to increase women's participation in cooperatives, as members, leaders and employees & specific activities to focus on enhancing women's leadership skills, promoting thrift and credit groups as well as health, education and economic activities that contribute to women's empowerment. NDDB initiated programme to address following questions: Why is gender integration in cooperatives important and what are the benefits of promoting women's participation in cooperatives? What can be done to integrate women in cooperative development and to enhance their participation in decision-making processes? The National Dairy Development Board implements programmes for cooperative development & governance programmes across the country. The aim is to help create self-reliant and professionally managed cooperative institutions, responsive to the economic and social expectations of their members. In addition to helping build self-sustaining cooperatives, the NDDB is committed to serve its rural constituency by including Women's Development and Leadership Development Programmes as a central part of its activities. Need-based consultancy is provided to help evolve strategies to strengthen dairy cooperatives as well as to increase milk procurement. It is understood that involving more women in dairy cooperatives, it strengthen the cooperative, make cooperative self-sustaining, and hence consultancy also include how to promote women participation in dairy cooperatives. In 1995, the Dairy Board initiated the Womens Dairy Cooperative Leadership Programme (WDCLP) on a pilot basis in Valsad, Kolhapur, Wynad and Goa in Western India. The success of this programme has led to its replication in other unions throughout the country. Other interventions include organizing all Women's Dairy Cooperative Societies (WDCS) and Womens Thrift Groups (WTG). These activities are organized to raise women's awareness both of their rights and responsibilities as cooperative members, to encourage involvement in social and

economic activities, leadership development, increased participation of women in the membership and governance and empowerment of women. NDDB provides assistance to milk producers' cooperative unions in conducting several activities to achieve WDCLP objectives. Some key activities include: Awareness Generation among villagers & farmers, Socio-Economic Activities, Organization of Mahila Mandals (women's clubs), Women's literacy programmes, Organization of thrift and credit groups, Leadership Development, Training programmes and exposure visits for potential leaders, Training of village resource persons, Cooperative Governance, Education programmes on DCS activities, member responsibilities and rights, managing committee member duties and tasks and Training for women DCS Management Committee Member. NDDB carry out health and sanitation camps, campaigns and education programmes for women focusing on maternal and child health and disease prevention Improved Animal Husbandry practices, demonstrations, field visits and other programmes to inform women of appropriate feeding, breeding, calf rearing and milch animal management practices The WDCLP encourages cooperative milk producers' unions to identify women staff to participate in training designed to develop their latent potential. In the village, a key strategy is training and positioning a local woman as a resource person to encourage and support women's involvement in their dairy cooperative. NDDB recognizes the importance of "Support to Training and Employment Programme" (STEP) as a way to encourage increased women's participation in their dairy cooperatives. Whether eligible for STEP funding, or otherwise, milk unions are encouraged to organize all Women Dairy Cooperatives. As on June 2001, there are 10,492 all Women Dairy Cooperatives. Women's Thrift Groups (WTGs) An important component of the Women's Dairy Cooperative Leadership Programme is organization of thrift groups. Thrift groups mobilize member savings, making them available either directly, or as loans, both for maintaining milch animals during the lean season as well as for the purchase of new livestock. As important, it provides a place where women can save their earnings from sale of milk to their cooperative. An additional benefit of thrift groups is the experience women gain in managing their own institutions, experience which prepares them to assume greater responsibilities in managing their DCS and Union. NDDB has also undertaken promoting women's thrift cooperatives on a pilot scale. NDDBs Womens Thrift Cooperative (WTC) pilot project continued to make progress. In Shajapur/Ujjain in Madhya Pradesh and Tirupati in Andhra Pradesh, thrift cooperatives have shown an increase in membership and loan utilisation. By March 2005, there were 138 WTCs with a membership of 8,839. With total savings of INR 8.22 million, member loan exceeded INR 11.037 million. In Tirupati, 21 WTCs have federated into two Associations of WTCs (AWTCs). These Associations have initiated activities to utilize idle funds and assist the WTCs in accounts, audit and legal formalities. During the year, NDDB conducted a quick impact study of the WTC projects. The findings indicate that a

majority of the members used WTC loans for medical treatment of family members and for income generation activities. Some members borrowed to purchase agricultural inputs and for their childrens education. The study also revealed that the women members had started contributing to the financial support of their families and took great pride in this. Institutional Building NDDB's approach to Institution Building aims at a systemic and value-based strengthening of the capacities of the primary members, management committee members and staff of village Dairy Cooperative Societies (DCS) and also the professionals and elected boards of Milk Producers' Cooperative Unions. Institution Building focuses on enabling a cooperative to become a viable, salient and truly member-owned and controlled enterprise. The approach attempts to help the cooperative achieve immediate improvements in its "physical and financial" performance, while striving to bring about its self-sustaining all around improvement over the long term. The first step in Institution Building focuses on helping all those associated with the cooperative to achieve a shared vision -- most importantly among the owners and their elected representatives. The process begins with enabling the board or the management committee to evolve a set of organizational values and to define the Mission -- the purpose for the institution's existence. Developing a strategic plan, including long-term objectives, follows this. Next, the strategic plan is elaborated through an action plan detailing the activities to be undertaken to achieve its objectives. The design and process share a common conceptual base, but are implemented in a different way for village Dairy Cooperative Societies (DCSs) and Milk Producers' Cooperative Unions. Operation Flood Catapult to Dairy Cooperative The Operation Flood (OF) programme initiated by NDDB in 1970 was a planned attempt to revive India's Dairy Industry from a premature stagnation. The OF programme not only propelled the growth of dairy development in India, it also helped India become the world's largest milk producer. OF enhanced the incomes and quality of life for millions of India's dairy farmers, most of them poor and many of them women. It has become India's largest Dairy Development Programme. OF (1970-1996) created a strong foundation to transform India's dairy sector into a vibrant business activity. It paved the way to take up new initiatives and create new conditions to firm up India's world leadership in milk production. The new challenge for the Dairy Industry was to explore ways to emerge stronger using the network created under OF. The response is Perspective 2010, a plan that attempts to take the dairy cooperative movement to its highest potential. Perspective 2010 focuses on four key areas. These include Strengthening Cooperatives Business, Production Enhancement, Assuring Quality and creating a National Information Network. The State Milk Marketing Federations and the Milk Producers' Cooperative Unions, the architects and key beneficiaries have identified the thrust areas. The plan is designed keeping at helm the benefit to farmers at large. NDDB facilitated the planning process and will provide technical support and need-based finance for implementing Perspective 2010. The key four areas may be optimized by implementing

strategy framed by NDDB. In institutionalizing and implementing strategy have women in center. Vacuums in Women Leadership In India we find pool of men leaders, but there are rare women leaders. There are several reasons for vacuum of women leaders including social and political reasons. The men leaders like Dr.V.V.Patil, Dr. D.N.Gadgil, Dr.V.L. Mehta, Dr. Kurien, Tribhubandas Patel were some of renowned leaders in cooperatives who shouldered the basic responsibilities of promoting the cooperatives and it are they who articulated the cooperative members' wishes. Though the eminent cooperative leaders have tried to develop the strong women leadership, it could not take a pace at desired level. There are very few prominent women leaders like Ms. Ela Bhatt, Ms. Jaishree Vyas & Ms. Amrita Patel who has tried to empower the women through development of cooperative movement. It is dynamic leadership of Ms. Amrita Patel in NDDB that has given impetus to women empowerment movement in cooperative sector. By the process not only women, but the cooperative movement and society as a whole benefited. If we take an example of any successful cooperative society, we will find one common cause among all of them, and that is its dedicated leadership. As the cooperatives, more than any other from of economic enterprise is more reliant upon the existence of high quality leadership for their survival and successful development. Where strong women leadership is absent, a women leadership vacuum is often seen in many cooperatives. The women leadership vacuums are always filled, but not necessarily in the best interest of the women membership. Women's Participation & Enhancing Measures Increasing women membership in dairy cooperatives to 50 per cent recognizing the potential of this segment as decision makers having practical knowledge about animal husbandry practices. Undertaking measures for significantly improving women's participation in the governance of dairy cooperatives at all levels Promoting organization of women's thrift and credit groups / cooperatives The Mansinh Institute of Training, Mehsana (Gujarat state) introduced customized programmes in materials management, utility management and electrical equipment. Regional Demonstration and Training Centre, Jalandhar (Punjab state) introduced capacity building training programmes for DCS Women Management Committees. Development training, which included areas such as visioning, persons, attended various training programmes, which included repository of individual skills available within the organization to facilitate quick strategic manpower decision-making. During the year, NDDBs thrust area groups and training centres continued to contribute to the professional development needs of dairy cooperative personnel through a broad range of training programmes, seminars and workshops. Growth in Womens Dairy Cooperatives Milch cattle in India are mainly tended by women. Amul realized this and built womens empowerment activities as an important component of its dairy development programme. In the early phases of OF, the strategy was to train women in modern animal husbandry practices, and a large number of training programmes were specifically organized for them. Special incentives were given to all women dairy

cooperative societies in order to encourage participation of women in governance of the cooperatives. According to NDDB annual report, 2001-02, the number of women who are members of dairy cooperatives has increased to 2.47 million in 2001-2002 from 0.62 million in 1986-87. Empowerment is a multidimensional construct. As suggested by the World Bank for assessing the Operation Flood programme on three dimensions: social empowerment, economic empowerment, and political empowerment. Renowned Sociologist B.S. Baviskar explains that Operation Flood was considered a means of overcoming the barriers of caste, class, and power, something earlier rural development programs had been unable to do. It could be said then, by empowering women, it also helped in overcoming gender barriers. As far as empowerment of women is concerned, this took place mainly through the women dairy cooperative societies (WDC). In the WDCs women find themselves empowered, as they are authorized to make their own decisions in meetings held outside the home. Income from WDCs enables the women to make most household expenditures without being dependent on their husbands. OF has also played an important role in generating employment for women. With 3.5 million milk suppliers, "it is reasonable to assume that 5 percent represented women who were able to stay at home rather than go out for work. This withdrawal of women from the labour force will have created an additional 175,000 labouring jobs, predominantly for the very poor," reveals the assessment report of the World Bank in 1998. The women members of dairy cooperatives visit dairy cooperative unions and are shown the mysteries of artificial insemination under a microscope. The knowledge of conception in animals helps them to better understand their own lives and to begin to control what was simply assumed as a matter of fate. Strengthening Cooperative Business and Educating Women NDDB continued to assist dairy cooperatives to strengthen their cooperative business by striving for better governance and sound management. NDDBs institution building programme facilitates the development of responsible, effective and committed village cooperative and milk union leadership. A major emphasis is helping elected leaders and professional managers to prepare and implement business plans that increase returns to members while supporting cooperative values and principles. During the year almost 1,000 village dairy cooperative society (DCS) management committee members and secretaries participated in working sessions to prepare business plans. From the beginning of Perspective 2010, nearly 6,600 village dairy cooperatives have prepared business plans. NDDBs EWIC programme aims for increased participation of women in governance of dairy cooperatives. As sequels to Dishabodh (Sense of Direction) a film depicting the business planning process in the village DCS NDDB produced two new films Mulyabodh (Sense of Values) and Kartavayabodh (Sense of Duty). These films support strengthened skills and add depth to dairy cooperative business planning. During the year, 95 field personnel from 18 milk unions were trained to facilitate dairy cooperative management committee skill development. Leadership is critical to ensuring that cooperatives compete effectively in todays liberalised business environment. modules were developed that build milk union directors skills and values. The goal is that Boards take appropriate decisions based on a thorough knowledge of the dairy cooperative business. During the year NDDB held 17 programmes, training 219 milk union board members.

New Generation Cooperatives Over the last four decades, NDDB has worked to encourage good governance, professionalism in management, entrepreneurial attitudes toward marketing and dedication to quality. There have been successes well governed, professionally managed cooperatives with More women in leadership roles NDDB continued to support milk union efforts to increase womens membership and enhance the role of women in dairy cooperatives. The activities under Enhancing Women Involvement in Dairy Cooperatives (EWIC) include male sensitization programmes, womens education, formation of Self Help Groups (SHG) and exposure to successful dairy cooperatives. During the year, 6,184 dairy cooperative societies belonging to 61 milk unions in 16 states participated in EWIC activities. One key EWIC result has been a significant increase in women members of Dairy Cooperative Society (DCS) management committees and on milk union boards. Tapping the potential of indigenous milk products, recognizing the popularity and market potential of indigenous milk products, NDDB has developed technologies to manufacture paneer, curd and other fermented products. Conclusion The journey of cooperative movement gave new heights on economic and social fronts. Role of NDDB in creating cooperative movement successful is exemplary worldwide. The leadership of NDDB realized that cooperatives would become a stronger economic and more influential political force if more women (the invisible workforce) were actively involved. One able and visionary woman, Ms. Amrita Patel, shared part of the leadership. She asserted that involving more women in cooperatives would broaden the scope of cooperatives and improve their social role. Currently Dr. (Ms.) Amrita Patel serves as the Chairman of NDDB; Dr Verghese Kurien was the founder Chairman. As mentioned above, because of the assistance of NDDB to a women dairy cooperative at village level, the women play a decisive role in decision making in the evolution, functioning and future direction of village cooperatives. Through the active support women leaders of NDDB, the deprived women are able create and promote possibilities of their empowerment. These possibilities of empowerment relate to confidence and capability building process as an integral part of the village family culture. A well-built framework of NDDB is being used to involve members of women milk cooperative to explore the relationships between the milk production, hygiene, health, and environment. The importance of women to Indian dairying cannot be overstated. In much of the country it is women who care for, feed and milk the cows and buffaloes. Raising their participation is essential to the long-term strength of the dairy cooperative movement. It is evident that in pursuance of value of cooperation, empowered women mass in rural India, in turn these small woman cooperators, in aggregate created cooperatives with spirit of cooperation. The empowered women in cooperatives have strengthened social, economical & political conditions in rural mass of India. Emerging strong and robust economy of the country is obliged to this undercurrent movement at grass root. The NDDBs affirmative actions to bring women into mainstream are not limited to dairy cooperative, but its impact is on rural socio-economic sphere. There is still a room to carry out research further to trace how many women are benefited by the movement and quantify it reasonably.
* ** *** Reader, B.K. School of Business Management, Gujarat University, Ahmedabad Director, B.K. School of Business Management, Gujarat University, Ahmedabad (Web Resource referred - NDDB, AMUL & ICA)