Annual Report 2011-12

Annual report 2011-2012

..... A year that got us closer to the community

by

Access Livelihoods Consulting Pvt. Ltd.

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Contents # 1 2 3 4 5 6 7 8 9 Particulars Chairmans message CEOs message ALC India Snapshot of the last seven years The year that was The coming year Captured Communication material Annexure Page no 3 4 5 10 14 35 37 38 40

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Chairmans message

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CEOs message

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ALC India An introduction

ALC India was founded with the purpose of providing professional techno-managerial services focused on enhancing livelihoods of the economically marginalized. ALC India was initiated by three management professionals with experience in working with the marginalized at the grassroots. It was registered in 2005 as a private limited company under the Companies Act, with the Registrar of Companies at Hyderabad. ALC India envisions enhancing livelihoods of one million economically disadvantaged households (0.1million households directly and 0.9 million households indirectly) by March 2014. Key Outcomes With economic dimension of the livelihoods of the marginalized as its core focus, ALC India works for five outcomes, or five Es: Enterprise Promotion and Development Promoting individual and group enterprises of the economically marginalized to enable them to better engage with the market. Employment Generation and Development Developing skills and aiming at decreasing economic marginalisation by adequately equipping the marginalised to get employed across the traditional and emerging sectors in rural and urban settings. Equitable Economy Promoting optimum accumulation of wealth, sensitizing resource-rich organizations and individuals about contribution of economically marginalized and promoting just apportioning of wealth among the marginalized. Economic Growth and Development Promoting pro-marginalised policies Empowerment Ensuring that the poor are adequately meta-skilled to adapt to any environment and that they are adequately aware and motivated to demand their rightful share. Focus Communities Urban poor Wage labour, including migrant labour (construction and agriculture) Small and marginal farmers Artisanal fisherfolk Small livestock-holders Assetless and small artisans and weavers Marine and inland fisherfolk using non-mechanized equipment Forest produce-gatherers Internally displaced communities Disaster-prone communities Micro and small entrepreneurs
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Other vulnerable communities (differently-abled, HIV-affected, sufferers of chronic diseases, single women, marginalized castes, unemployed youth, etc) Values Both in its internal and external transactions, ALC India maintains and follows these values: Non-Discriminatory Approach Respects and honours all legitimate and diverse approaches to attain the purpose of the organization. Positive Bias Towards marginalized communities, people, livelihoods, locations and organizations. Learning Teams and Organization Zealously acquire knowledge and apply it creatively in all its engagements with/for the economically marginalized. Excellence By being cost and resource-conscious and managing delivery in time. Transparency and Accountability In both financial and operational transactions Green Practices Advocating and practicing sustainable processes which respect natural resources. Practices Products & Services Innovation The market-based economy and socio-politico-legal structure is changing continuously. To keep pace with these changes and to address both latent and future needs, ALC India creates innovative products and services. We offer pro bono training programs, develop web-based services, publish magazines and conduct events for educating stakeholders. Wide Service Base For promotion of sustainable livelihoods for the economically marginalized, it is important to work with a variety of stakeholders. ALC India aims to do so through individuals, businesses governments, funding agencies, NGOs/NGOs, consulting organizations, community enterprises trusts, foundations, trade unions research organizations and academic institutions. Integrated Support Services ALC India provides integrated support services on livelihoods. It works with various stakeholders at different levels (individual, household, community and society), across value chain (inputs, process and outputs), improving five forms of capital (human,
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social, financial, physical, natural), aiming for multiple outcomes (increased income, decreased expenditure, improved productivity, improved skills, managed risks, greater employment) in a variety of contexts (social, legal, political, technological, economic, climatic and environmental) through diverse institutions (cooperatives, societies, companies, trusts, trade unions). Cost-Conscious Services ALC India provides consulting services at differently priced packages, based on the nature and requirement of the organization. Cost-saving measures and low overheads are key strategies for providing affordable services to smaller organizations. This strategy is useful in cross-subsidizing services for small NGOs and community enterprises. Around 40% of consulting time is dedicated for smaller entities and this is offered either at low-cost or free. Voluntary Contribution ALC India has predetermined limits on returns to various stakeholders such as clients, shareholders, employees and investors. From the resources thus saved, voluntary contributions are made towards: low-cost training programs to grassroots-level organizations, development advocacy, fellowships for development entrepreneurs and voluntary time-contribution to small NGOs and CBOs. Domains/Verticals ALC India works in nine domains/verticals identified as below:

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Promoting Optimal Behaviour ALC India believes in and operates on the philosophy of balancing extremes such as centralization & decentralization, top-down & bottom-up approach, globalization & localization, and so on. Units To leverage the unique advantages of big and small organizations, ALC India has visualised itself as a network of small regional units. Regional units will allow better comprehension of local issues, better control over operations and better access and visibility to local governments and other institutions. Financial self-sufficiency, independence in operations and policies of each unit, according to a framework of economic development of marginalized, will be the hallmark of this model. ALC India believes that for retaining flexibility and to reduce expenditure, units should not have a team-strength of more than 30 at any point in time. The network (Group Company) of the regional units will be collaborate and take up large development projects. It will also influence and steer equitable and sustainable policies for economic development.

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Snapshot of the last 7 years

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Year 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 Total

Human resource 3 7 9 15 26 35 40

New clients 9 23 27 22 19 22 13 135

Projects 9 34 54 53 55 51 34 290

Turnover (in Rs. Lakhs) 3.49 31.11 45.16 61.54 86.44 145.06 186.7 559.5

States 4 15 20 23 25 15 15

Direct Outreach

32,400

Outreach and Projects ALC India had worked for various clients and various categories of end-clients and in different geographies since inception till March 31, 2012. ALC India has executed 290 projects in more than 23 states. The number of households directly impacted is also notable: the aggregate of direct outreach for 2005-2012 is 32,400 households. ALC India broadly classifies its work into direct and indirect based on duration of the project, engagement across the value chain and the end client. Even though ALC India wished to focus equally on long-term and direct implementation projections and shortterm projects since its inception, initially clients trusted with short-term projects. Over time, the intensity and duration of engagement increased and in the year 2011-12, the proportion of long-term direct outreach projects increased substantially. While in the last six years the direct outreach projects executed amounted to less than or equal to 10 % out of the total number of projects, in the year 2011-12 this increased to 14%. Most of these direct outreach projects have secured funding for 2-3 years and help in the initial phases of promoting and developing enterprises under these projects and provides the time required for seeking further funding.
Proportion of direct to indirect projects Number of projects 60 50 40 30 20 10 0 2 1 2 9 29 51 5 47 2 49 3 5 48

29

Indirect

Direct

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Development agencies served Over the last seven years, ALC India has worked with a variety of development agencies. Over 50% of the projects are with the voluntary development agencies, popularly known as Non-governmental organisations, the largest group of organisations working directly with the marginalized. While a small proportion of the work has been directly with peoples collectives, ALC India sees this as a significant work and would be constantly striving to service these institutions which have a lasting impact on the small producers. There is no significant difference in the number of projects from the government, donor organisations and academic universities reinforcing ALC India thinking that engaging with multiple channels is required to reach the marginalized.
Development Agencies Serviced
4% 5% 11% Donor Organisations 12% Government Organisations NGOs Academic Universities

11%

People Collectives 57% Corporate Social Resposibilities

Geographical spread In the journey of last seven years we have worked across 18 states with individual clients, some projects were spread across India and a couple of them were International. With the presence of ALC India in the south a large proportion of the projects have been from the South. ALC India is conscious of this and to increase its panIndia presence ALC India has been taking looking for long-term projects in the East and the North. The current strategic view of little emphasis on international projects is clearly evident from the numbers.
Percentage of Geographical spread
1% 8% 10% 0% 8% North East West South

Central
73% International

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Projects based on outcomes The five outcomes which have been stated are of utmost importance to ALC India. A large proportion of ALC Indias work has been in enterprises. A large number of projects have been with/for marginalised producers for whom aggregation, and enterprises which provide multiple services to members, is an answer and therefore the enterprise portfolio is very large.
Projects classification based on outcomes
4% 17% Employment Empowerment 55% 24% Enterprise Equity

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The year that was........

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Snapshot of the Year # Head Total Number of Projects Total Direct Outreach Projects Total Indirect Outreach Projects Total Human Resource Total Business Generation Total Revenue Total Direct Outreach numbers Status 34 5 29 40 753.1 186.7 13,800

The year 2011-12 is a landmark year for the direct outreach in ALC India. This year has provided the impetus to direct outreach especially, in enterprise promotion, so much that new project offices and new community focused domains have been created. The key highlights of the year include: 1. Securing 5 large 18-month to 24-month direct outreach projects from large clients which include Small Farmers Agribusiness Consortium (SFAC), NABARD and international donors Ford Foundation and RABO Bank Foundation. 2. Commencement of implementation work across 2 different important communities which include farmers and tribals and consolidation of work with livestock rearers which lead to creation of new sector focused domains of Farmers Enterprises Program (FEP) and Tribals Enterprises Program (TEP). 3. Expansion of work and establishment of 6 new project offices across 5 states: Andhra Pradesh, Karnataka, Maharashtra, Tamil Nadu and Odhisa.

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4. ALC India has been chosen as one of the 4 resource group partners for assisting in resource material for the Farmers Producers Organisations project implemented with 200,000 farmers across the country 5. Increase in revenue to Rs.186.7 Lakhs from Rs. 145.06 lakhs 6. Stabilising the Odisha unit with the establishment of a team and provision of new projects.

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Progress on Projects Overall ALC India had worked or initiated work on 34 projects worth 753.1 (Total Business Generation) lakhs. The average value per project has increased substantially to 22.5 lakhs. However, 60% of the business generated is from the direct outreach projects and which will be realised over the next 2 years.

Year-wise total number of projects

54 34 9 53 55 51 34

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

Apart from the old repeat clients Chitrika and Ford Foundation, other new clients who had repeated projects include: 1. Tribes Cooperative Finance Corporation (TRICOR) 2. Small Farmers Agribusiness Consortium (SFAC) 3. Madhyam Foundation While a list of projects for the year is a part of annexure, some projects of importance are discussed below. Project Briefs: 1. PROMOTION OF PRODUCER COMPANIES IN SRIKAKULAM DISTRICT # Parameters Details 1 Client Name NABARD 2 Duration of the project 18 months 3 Area of operation/Geographical Pathapatnam and reach (tentative) Seethampeta mandal of Srikakulam 4 Target group Tribal farmers 5 Number of beneficiaries under the 4000 tribal farmers project ALC India got an opportunity to work directly with tribal farmers in Srikakulam district, in association with National Bank for Agriculture & Rural Development (NABARD). NABARD had initiated MAA THOTA project along with Bapuji Rural Enlightenment and Development Society (BREDS) and Appropriate Reconstruction Training & Information Centre (ARTIC), under which farmers have been encouraged to do horticulture and intercropping on one-acre plots (wadi concept pioneered by BAIF) along with normal cropping, to realise higher income. To sustain incomes, ALC India was commissioned a 18-month project to develop 4 producer companies, create scale
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for business development services and link them to markets for remunerative prices for 4000 Mango and Cashew Maa Thota owners. Role of ALC India During the year as a part of the project, ALC India conducted a baseline survey of 300 Maa Thota households, market study of the local produce and developed 4 business plans with projections for the next 3 years. A four-member team has been placed in Kotturu for direct implementation. For better coordination, ALC India has taken space in partners offices. This has led to better interaction with BREDS and ARTIC. In selected clusters in Seethampeta and Pathapatnam, mandal 30 promoters were identified to act as a spearhead team for the producer companies, bridging the needs of the communities with market opportunities. Expected Benefits Over the next 18 months ALC India has to promote and develop 4 producers companies of 4000 Maa Thota owners and increase their incomes by a minimum of 10%. Through these producer companies, ALC India aims not only to improve farmers economic returns but also increase their stake in the market, with a fair price for their produce. In this way, ALC India hopes to build a sustainable peoples institution. 2. DROUGHT PROOFING PROGRAMME II # Parameters Details 1 Client Name Kutch Nav Abhiyan 2 Duration of the project 36 months 3 Area of Gujarat operation/Geographical reach 4 Target group Farmers 5 Number of beneficiaries 4100 under the project

Nirman

Kutch Nav Nirma Abhiyan (KNNA) implemented a Drought Proofing Program-Phase I (DPP-I) in Kutch (Gujarat) in 2008. An end-evaluation report of the program showed that animal husbandry could help vulnerable communities combat drought and raise their income. Therefore, under DPP-II, a Livestock Service Centre (LSC) model was developed to provide back-end services. KNNA had identified 13 clusters of 15-20 villages, with each cluster having one LSC and three or four sub-centers. LSCs provide products like cattle feed and mineral mixtures, and primary animal-health, vaccination, de-worming, cattle loan and cattle insurance services to members. Each LSC is run by a
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cluster coordinator, a community mobilizer and a para-veterinary professional. For the management of DPPII, KNNA hired professional managers deputed by ALC India. Role of ALC India ALC India has been managing the scaling of DPP-II, in six blocks of Kachchh district, covering 149 villages, with 4100 producers. In four of ten clusters, producer companies have been registered. Producers in three clusters in Banni region are organized under the umbrella of Banni Breeders Association. In three other clusters, the process of registering producer companies has been initiated. Output/Outcome The project is expected to reduce vulnerability of farmers, by promoting sustainable income-generation through better access to markets in the livestock sector. Through institutional structures, the project provides better access to quality inputs. This resulted in increased productivity for 4100 producers. The project will be scaled to cover 20 clusters in 300 villages, covering at least 10,000 households in three years. The net increase in incomes will be to the tune of Rs. 7 crore per year. Indirect outreach programmes 3. DEPUTATION SERVICES KHAMIR CRC # Parameters 1 Client Name 2 Duration of the project 3 Area of operation/Geographical reach 4 Target group 5 Number of beneficiaries under the project Details KHAMIR 4 months Kutch, Gujarat Artisans 4000 artisans

KHAMIR is a an organization promoted by Kutch Nav Nirman Abhiyan (KNNA) and Nehru Foundation for Development (NFD), and supported by Government of Gujarat (GoG) and Confederation of Indian Industries (CII). KHAMIR works to revitalize, reposition and promote the traditional crafts of Kutch, to ensure sustained income for artisans from their crafts. Currently, it works with 85 artisan units, of which 24 are engaged in weaving, 4 in pottery, 11 in leather work, 15 in metal-bell making, 19 in block printing, 3 in silver-jewellery making, 4 in bandhani and 5 in lacquer wood. KHAMIR approached ALC India to provide its expertise in strategic planning of the organizations marketing ventures, promotion and restructuring the organizations standards by streamlining the annual plan, and formulating a long-term business plan. Role of ALC India
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ALC India provided its services for a period of 4 months as against the planned 12 months, for the indirect benefit of 4000 artisans. ALC India directly worked with the client on designing and formulating a 5-year perspective plan, and preparing funding proposals and concept notes on exhibitions to promote the sub-sector and structure the organization. ALC India was also involved in designing and conducting a need-assessment study on Credit and Social Security supported by FWWB, focusing on the social status and accessibility to credit of artisans in Kutch. Output/Outcome Using already developed funding proposals, ALC India tried to increase the fund-raising opportunities for KHAMIR. The business plan which has been developed anticipates that KHAMIR is expected to achieve a sales target of Rs. 6 crores at the end of its 5th year, facilitating trade for 500 artisans across crafts. KHAMIR will thereby achieve the target of 50% income enhancement for 500 artisans. 4. SHG SKILL ASSESSMENT & MARKET STUDY # Parameters Details 1 Client name World Vision India 2 Duration of the project 4 months 3 Area of operation/Geographical Raipur reach 4 Target group SHGs 5 Number of beneficiaries under 439 directly & 4236 the project indirectly World Vision India (WVI) has been working in Raipur for a long time for development of slum dwellers. It has executed projects focused on education, income generation, and sustainable development. One of the initiatives is to generate livelihood options for the members of 40 SHGs promoted in Raipur. As a part of this effort, WVI approached ALC India to conduct a skill assessment and market-opportunity study in Raipur. Role of ALC India ALC India conducted a skill-assessment study on the SHGs to measure their willingness/readiness to take up income-generation activities. Based on the results, ALC India conducted market study, to identify business opportunities in line with SHG skill sets. An estimate of skill sets of the SHG members and the available market opportunities were mapped. ALC India identified 10 different micro enterprises which include agarbatti making, pickle making, embroidery, sewing, catering and tiffin centre, plate and bowl making and papad making and prepared detailed business plans for 39 SHGs for these income-generating activities. Output/Outcome Through the implementation of the business plan, selected SHGs can increase employment opportunities and run viable enterprises. 5. COURSE ON SOCIAL ENTERPRISE
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# 1 2 3 4 5

Parameters Client name

Details National Institute of Rural Management (NIRD) Duration of the project 15 days Area of operation/Geographical Andhra Pradesh reach Target group Students/Youth Number of beneficiaries under 16 the project

National Institute of Rural Development (NIRD) facilitates rural development efforts with particular emphasis on the rural economically marginalised, through training programmes, workshops and seminars. A Post-Graduate Diploma Program in Rural Development Management (PGDPRM) is regularly conducted by NIRD. ALC India had been providing its expertise as a faculty for this program for the last three years. Role of ALC India In FY 2011-12, ALC India provided its services as a faculty for a course on social entrepreneurship. The course was three-fold, with 15% of time spent on classroom teaching, 10% on gaining field experience, and the remaining part on group assignments. The course imparted concepts of building a social enterprise and the essential components that make the process complete, including capital mobilization, social impact and measurement, governance and operations management. Students were provided hands-on experience of social entrepreneurship through interactions with institutions like IIT, ISB and a variety of organizations like Chitrika, SRESTA, APMAS and Centre for Social Initiative & Management. Output/Outcome Understanding design parameters of a social enterprise and intricacies of running them was created in 16 students who had taken up the course. 6. EVALUATION OF HORTICULTURE PLANTATIONS TRICOR # Parameters Details The AP Scheduled 1 Client name 2 Duration of the project 3 Area of operation/Geographical reach 4 Target group 5 Number of beneficiaries under the project 7 months Andhra Pradesh Farmers 16,000 indirectly

Tribes Cooperative Finance Corporation (TRICOR)

The AP Scheduled Tribes Cooperative Finance Corporation (TRICOR) was formed for economic development of tribal groups in the state. TRICOR helps tribal groups undertake economic activities by providing financial assistance in the form of margin20 | P a g e

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money loans. TRICOR is involved in coordination and implementation of the ST components of the Integrated Tribal Development Project (ITDP), special central assistance, Chief Ministers Empowerment of Youth (CMEY), Prime Ministers Rojgar Yojana (PMRY), and National Scheduled Tribe Finance Development Corporation (NSFDC), by providing margin money and identifying beneficiaries. TRICOR also provides financial assistance to mobilize the required institutional credit and take up income-generating activities. TRICOR entrusted ALC India with the task of conducting an evaluation study of coffee and henna plantations set up in 2006-07 and 2007-08 in five mandals of Vishakhapatnam district. Role of ALC India ALC India was engaged in the evaluation of 1,436 acres of coffee plantation done during 2007-08 and 1,235 acres of henna plantation done during 2006-07 and 2007-08. The detailed evaluation report consisted of information on farmers, village and panchayat representatives who had benefited through the RIDF-IX, RIDF-X and 2007-08 coffee plantation schemes. ALC India also prepared a way-forward plan. Output/Outcome ALC India provided guidance and support for effective planning and implementation of the project by TRICOR, indirectly benefiting around 16,000 farmers. 7. OXFAM INDIA IMPACT ASSESSMENT STUDY Parameters Details Client name Oxfam India Duration of the project 3 months Area of operation/Geographical Areas of work of clients partners in AP, TN, reach Karnataka, Odisha, Jharkhand 4 Target group Partner NGOs 5 Number of beneficiaries under 8,30,664 (reached by partners of Oxfamthe project Novib) # 1 2 3 Oxfam India works in partnership with 200 grassroots NGOs in 17 states of India to address root causes of absolute poverty and inequality in the four areas of economic justice, essential services, gender justice and humanitarian response and disaster risk reduction. ALC India was asked to do an evaluation of the work done by the partner NGOs. As evaluations of individual partners had already been conducted by ALC India, the assignment was converted into a learning exercise. Role of ALC India ALC India conducted desk research, followed by consultations with primary stakeholders, sample networks and NGO partners. It then documented the learning of these NGOs, including MYRADA, DHAN Foundation, Centre for World Solidarity (CWS) and Centre for Peoples Forestry (CPF), which are working with a range of communities, benefiting 8,30,664 individuals. Focus areas for the learning exercise were: impact of
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project intervention in terms of sustainability; quality of partnership between the partner NGO and Oxfam India; and the manner in which the partner NGOs have tried to document important and good practices. Output/Outcome The expected outcome is greater clarity in prioritizing funding support and funding choices, on the basis of learning. The exercise provided a platform for cross-learning among partners. Projects with Long term partners 1. CHITRIKA DEPUTATION and MANAGEMENT SERVICES # Parameters Details 1 Client name Chitrika 2 Duration of the project 7 months 3 Area of operation/Geographical Andhra Pradesh reach 4 Target group Artisans 5 Number of beneficiaries under the 470 project Chitrika is an artisan support organization working with Handloom weavers and handicraft artisans in Andhra Pradesh from 2005. It works with five producer enterprises reaching to around 500 artisans in Andhra Pradesh. Amongst these, Chitrika in partnership with Government is currently implementing two cluster projects under the IHD scheme and one rural tourism project in collaboration with Andhra Pradesh Tourism Development Corporation (APTDC). ALC India has been involved in providing services to Chitrika in different capacities as consultants as well as volunteers. Chitrika has been a long-term partner to ALC India, making use of the consulting services and also has been actively providing its own services to ALC India as associates. ALC India has provided services to Chitrika in business planning, proposal writing, management services and human resource processes. Role of ALC India During FY 2011-12, ALC India provided management support and deputation services to Chitrika. The service was a combination of both paid as well as voluntary services. Of the total engagement about 40 days of service has been provided as voluntary services Management support In lieu of the long absence of CEO of Chitrika, ALC India had undertaken the
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management of Chitrika. Support was extended in planning, structuring and implementing of Chitrika projects. The key support includes: 1. Structuring of accounts and Tally tree for Chitrika 2. Conducting audits of Chitrika and enterprises promoted by Chitrika 3. Streamlining the review systems 4. Reviewing and providing handholding support to the existing handloom cooperative of Srikakulam 5. Implementing the cluster development project in handloom clusters namely Laveru and Mandarada, in Srikakulam district covering 177 weavers. These weavers were formed into 18 weaver production groups (WPG) with 10 members in each group. 6. Conducting workshops and visioning exercises for the clusters 7. Drafting 14 proposals to increase funding opportunities out of which one capacity building program from NABARD was sanctioned during the year. Field support A staff from ALC India has been deputed for one year to provide field levels services under the direct implementation project in Vishakhapatnam. The rural tourism project being executed in Etikopakka cluster was coordinated by field level staff. The project directly benefits around 225 artisans by increasing the visibility of the livelihoods and generating employment through tourism related activities. Some of the key activities under the project included community mobilization, formation of village tourism development committee, site promotion and support in arranging capacity building programs for the community. Output/Outcome Through this long-term engagement with Chitrika, ALC India has been able to provide the following: 1. Develop 4 business plans for the 4 enterprises and clusters 2. Approached 14 potential funders With support extended by ALC India in management, field level support as well as through voluntary time, Chitrika is able to optimize their internal costs. 2. FORD FOUNDATION The Ford Foundation has been actively working on the economic development agenda of India. In 2011-12, ALC India had 2 engagements with Ford Foundation: 1. Cohort 2 of developing M&E for Enterprises 2. Long-term leveraging fund to access government funds to develop and promote tribal farmers enterprises Brief of the Project Ford Foundation is supporting 29 voluntary organisations across the country to promote community enterprises for increasing income of the marginalised. The enterprises are in various stages of the life cycle. More than 20,000 members are part of
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these enterprises. A need was felt to stream line the Management Information System (MIS) and Monitoring Evaluation Systems (M&E) of the enterprises to reflect their progress and to enable these enterprises to create future plans. ALC India was commissioned to provide inputs to enterprises supported by 22 partner organisations in 9 states. Of the 22 partners, 3 were promoting agriculture, 3 were promoting NTFP, 6 were promoting livestock and 5 were promoting crafts and 2 were network organisation. Phase 1 of the project was executed with 13 organisations in the year 2010-11 and the second phase which commenced in 2010-11, was completed in 201112. Role of ALC India Comprehending that each enterprises needs are different, ALC India undertook a preliminary field visit and signed an individual partner based ToRs. An average of 63.5 person days of inputs was provided in 3-4 workshops to each partner. The broad range of activities with the enterprises included preparation of strategic and business plan, evolution of institutional design, legal structures and reworking on Bylaws of enterprises, institutional policies, and MIS and M&E Output/outcome Many enterprises and partner organisations of Ford have been able to understand various aspects of collectives enterprise based business models. More than 300 participants from the staff of the partner organisations and community enterprises have directly benefited from the workshops. Partner organisations have facilitated refining of existing or designing of new business and strategic plans, bylaws, institutional policies, management systems and MIS and M&E systems in the organisations. It is expected that the workshops will lead to more prudent businesses by the enterprises which will benefit 20,000 members as well as consumers. Over 300 staff from partner organizations and community enterprises directly benefited from workshops conducted by ALC India on business models of collective enterprises. Partner organizations initiated refining or designing of new business and strategic plans, bylaws, institutional policies, management systems and MIS and M&E systems in the enterprises. This will benefit enterprise members as well as consumers. Promotion of Enterprises Direct implementation # Parameters Details 1 Client name Ford Foundation 2 Duration of the project 36 Months 3 Area of operation/Geographical Odisha, Jharkhand reach 4 Target group Farmers 5 Number of beneficiaries under the 5000 farmers project

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Overview of the project A direct implementation project targeting farmers belonging to Odisha and Jharkhand was sanctioned by Ford Foundation with a thought to increase the reach to the marginalized. The fund has been provided as a leverage fund to collaborate with the government institutions and create producers institutions. Role of ALC India ALC India will promote and develop institutions through capacity building, business planning and transfer of knowledge & skills that can channelize the strengths of individual farmers into a collective mode resulting in a synergy. The project is still in its nascent stage with only initiation of preliminary activities. Subsequent to the first level of diagnostic and feasibility study, detailed reports and business plans were formulated and finalized for Kalahandi district of Odisha and Kanke district of Jharkhand. Proposal to establish agriculture-horticulture enterprise program in Kalahandi in possible collaboration with Odisha Tribal Empowerment and Livelihoods Programme (OTELP) and other agencies and promotion of a dairy enterprise in collaboration with NABARD in Kanke district of Jharkhand is being pursued. Output/Outcome The business plans and the cluster operational plan has been finalised for the Odisha area. Office has been established and operationalization of the project has started. In the long run collectives of the farmers and tribals will benefit 5000 farmers directly in Jharkhand and Odisha. These farmers institutions will also leverage several government schemes and improve input supply, market access and reduce intermediaries thus ensuring better market price and enhanced productivity. The project also provides scope for employment generation. 3. Small Farmers Agri Business Consortium (SFAC) SFAC is a society promoted by the Department of Agriculture aiming to link small farmers to technology as well as to the markets in association with private, corporate or cooperative sector and if necessary, by providing backward and forward linkages. ALC India has been engaged with SFAC at the long-term implementation level for its Farmers Producers Organisation project as well as management support services for the FPO projects Promotion of Farmers Enterprises Programme ALC India was among 22 Resource Agencies which were selected to promote farmers producers organisations across the country
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under National Vegetable Initiative (NVI) and Integrated Pulses Program. SFAC has partnered with ALC India to work in 4 states targeting 23166 marginalized farmers. The project aims to collectivize farmers and foster their productivity through technology penetration and access to inputs and remunerative markets. Role of ALC India For this two-year project starting from the month of June 2011, ALC India was chosen as its partner for the states of State Program No of Farmers Andhra Pradesh National Vegetable Program 7500 Andhra Pradesh National Pulses Program 4666 Karnataka National Pulses Program 5500 Kerala National Vegetable Program 5500 Tamil Nadu National Vegetable Program 4250 Maharashtra National Pulses Program 4500 Over a few months time, Kerala opted out of the process and Andhra Pradesh Horticulture department reduced the number of farmers to 4250 farmers for the initial phase. ALC India has to mobilise farmers into Farmers Interest Groups (FIGs) of 15-20 farmers who will be collectivised into registered bodies (self-reliant cooperatives or producer companies) and would facilitate institution building process, business development services and market linkages Output/Outcome Following activities had been undertaken by ALC India in its first phase: 1. Established 5 project offices (Kodangal for Pulses and Shadnagar for Vegetables in Mehboobnagar district of Andhra Pradesh, Trivunmalai district of Tamil Nadu for vegetables, Degloor taluka of Nanded district of Maharastra and Devar Hippargi taluka of Bijapur district of Karnataka for pulses) 2. Conducted a 6-day orientation program of 21 members of project office 3. Developed various material which included: Project Guidelines Communication comprising promotional video, a set of 5 posters and pamphlets in all 5 languages Tool Kit of 10 booklets a workshop assistance tool for promotion of enterprises FAQs for the Project 4. Developed Detailed Action Plans for implementation 5. Conducted baseline study In the first three months of operation, Maharashtra team completed the mobilization and rest of the project offices are expected to complete mobilization of farmers by the month of May 2012-13. The project would directly benefit 23,166 marginalized women farmers across these 5 project offices through a structured institutional model. Even as the project has been
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supported by SFAC for only 2 years, ALC India has envisioned the support for the next 7 years and will look for additional funding from various other sources in FY 2012-13. SFAC Long term services (LTS) Apart from the implementation projects, ALC India has been assisting SFAC on several short-term projects as per requirement. All these projects have been collectively classified as Lon-term management support services by ALC India. These include: Farmers Producer Organization Resource Group (FPROG) For the effective functioning of the RIs under FPO Project and suggestions on various technical and institutional aspects SFAC has created a Group of Apex Resource Institutions (ARIs) comprising ALC India, Action for Social Advancement (ASA), The Livelihood School (TLS) and PRADAN Organising orientation cum exposure visits for more than 80 participants of various RIs at Mulukanur alongwith the FPORG members Sampoorna Ajeevika Authoring a 3-year proposal for promoting and strengthening tribal enterprises in Chhattisgarh More of these kinds of engagements in supporting the FPO promotion projects will be expected during the course of the next 2 years. Voluntary Work for Organizations A total of 89 voluntary days were contributed by ALC India consultants during last year. In total, 21 consultants provided voluntary services. Significant contributions were made towards Chitrika, and Earth 360 Degrees Eco-venture. Lack of planning and focus by individuals can be seen as the major reason for inadequate voluntary work. Following graph depicts the number of days provided by ALC Indias consultants across seven years. However, the first three years of the organizations inception, the idea had not seeded into action.
Year-wise voluntary days provided
159

180 160 140 120 100 80 60 40 20 0 2005-06 0

97

104
89

0 2006-07

0 2007-08 2008-09 2009-10 2010-11 2011-12

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ALC India progress in domains Internally the domains which are the functional divisions in the organisations underwent a few transformations, in the first 9 months of the year, 5 out of the 9 envisioned indirect domains were operational. These include: Finance Management and Administration (FMA) Human Resource Management (HRM) Information Communication and Knowledge (ICK) Institution and Organization Management (IOM) Program and Project Management (PPM) In the last quarter with commencement of several direct outreach programs, new direct domains had been formulated. These include: Tribals Enterprise programme (TEP), Livestock Enterprise programme (LEP) Farmers Enterprise programme (FEP) Artisans Enterprise programme (AEP) A domain-wise breakup of external projects and business generated is as indicated below in percentage:
Domain-wise business generation in percentage
0.80 2.51 1.24 4.67 0.12 3.54 FMA HRM ICK 16.00 54.46 17.04 PPM MBD IOM TEP LEP FEP

Key contributions by the domain: Finance management & administration (FMA) This is largely an internal servicing domain and was instrumental in establishing and maintaining the financial systems of the central and unit office. The domain faced teething problems due to constant accountant turnover. However, there are a few notable achievements which include preparation of Tally tree which can give projects related analysis based on inputs from SIAAP, cost saving due to imputing input service tax and online display of the consultant pay details. Information communication & knowledge management (ICK)
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The ICK domain had taken up several internal and external projects. One of the most notable contributions of ICK domain is the building of ALC India first 6 years milestone document to reflect on the work till date of ALC India. The ICK domain had also created a system of folder keeping and project database. Among the external projects, ICK had anchored a workshop on process of The Covalent Centre for Development (CCD). The domain was later on merged with the Marketing and Business Development Domain and Business Development and Communication (BDC) was created on an adhoc basis. Program & project management (PPM) Program & project management (PPM) acts as a centre for tracking, evaluating and streamlining all the direct and indirect projects of ALC India. Some changes to the internal system were initiated this year, to improve the process and ensure project viability. A new template had been designed that could document the entire project process from the initiation stage to winding of the project in a form of a single workbook. The domain keeps track of all the projects through Project Management Information System (PMIS). PPM also developed two SoPs on capacity building and evaluation. PPM was involved in evaluation & impact assessment projects across different sectors including Horticulture, animal husbandry and evaluation of schemes like MSKP, CCDP and food basket scheme that directly influence marginalized community. Apart from the evaluation projects, PPM also undertook diagnostic study in four varied livelihood subsectors including textiles, fisheries, bamboo & forestry for EGMM. 112 proposals had been sent out of which 26% of proposals have been sanctioned, 20% are in pipeline awaiting response. Marking the domains quality and efficient delivery, TRICOR approached thrice for different projects in the same year. Institution and organization management (IOM) The domain which is responsible for internal institutional processes, conducted periodical financial audit and management audit. Some of the focus areas for the year included envisioning, planning, design of monitoring tools, organisational incorporation, organisational structuring, establishment of systems, institution rating and governance norms and mechanisms. Most of the efforts of the domain were focused on initially securing the direct implementation projects including the promotion of Farmers producer organization under SFAC (Small Farmers Agri Business Consortium), formation of producer companies under NABARD and Ford Foundation with tribals as focus groups. Once the direct implementation domains have come up, IOM had been merged with HRM on an adhoc basis. Human resource management (HRM) Human Resource Management started the year with the capacity building of the staff which focused on explaining the two approaches of ALC India to reach the economically marginalized, direct outreach and Indirect Outreach. The small get together held post staff training helped the consultants connect informally and take a break for some time from the daily office routine. Apart from this last years initiation of Introducing Counselor also became quite popular among the staff and many had an interaction with the counsellor. She guided the staff on various aspects like work life balance,
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handling pressure and Time management which helped the consultants grow as a better professional and perform to best of their capabilities. HRM also provided deputations services to various organizations like Vilgro, Khamir and Chitrika. Tribal Enterprise Programme (TEP) On account of several direct outreach projects to promote enterprises of the tribals, the TEP domain has been initiated. The active projects under tribal domain are: 1. Deputation services to SPARDA to promote enterprises of 3000 sabai rope producers 2. Agro-horti project in Kalahandi under the Ford Foundation funding 3. Agro-horti enterprises with 4000 tribal producers in Srikakulam district of AP supported by NABARD Currently Odisha unit is actively overseeing all these projects. Livestock Enterprise Programme (LEP) With livestock being a complimentary livelihood to agriculture, we could look at the need of strengthening enterprises under the livestock development. Livestock enterprise programme undertakes all the projects related to dairy and other allied livestock livelihoods. ALC India has been associated with 1. Promotion of Livestock Service Centres under Kutch Nav Nirma Abhiyan (KNNA) 2. Institutional building and capacity building project of Mulukanoor Womens Cooperative Dairy (MWCD) with support of Rabo Foundation which focuses on areas of product expansion, productivity enhancement and markets. Other potential projects in pipeline are 1. Management support and institution development of Wardhanapeta Dairy 2. Promotion of dairy enterprise in Jharkhand Farmers Enterprise Programme (FEP) Farmers Enterprise Programme is a domain which will be engaged in the promotion and strengthening of farmer enterprises in India. Currently the SFAC project with 23,166 is only active project under this domain. The other potential project which is awaiting clearance includes: 1. Formation of producers enterprises under Community Managed Sustainable Agriculture of the Government of Andhra Pradesh

Business Performance Indicators

Key indicators Total business generated (in Rs. Lakhs) Total revenue generated (in Rs. Lakhs) Net Surplus Unsecured Loans as on 31st March 2012 Numbers 781.34 186.7 13 18.47

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As compared to last year, there has been a 28% increase noticed in the total turnover of the company.
186.7

Year-wise turnover In lakhs

86.44 31.11 3.49 45.16 61.54

145.06

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

ALC India has also been able to post a nominal profit of Rs. 5.12 Lakhs for the financial year 2011-12 though there is still a cumulative loss of Rs. 21.03 Lakhs. It also paid off its outstanding unsecured loans of Rs. 2,453,562 and the USL stands at Rs. 1,847,700 at the end of the FY2011-12. ALC India had improved its legal compliance as compared to last year it had not only cleared the dues of 2010-11 but also paid all its service tax and TDS till the third quarter of the year. Progress in Human Resources Key indicators Total consultants Total female Total male Percentage attrition No of new recruitments during the year No of staff capacity building programs No of staff recreation programs Number of members with performance scores below 50% Number of members with performance scores above 50% Numbers 40 9 31 70.79% 38 2 2 5 5

The number of consultants increased to 40. Although the number of recruitments had been higher during the year, during to 70% of attrition, the rise in the number of consultants was not high enough by the end of the financial year.

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Average turnover per consultant

4.44 5.01 3.52 3.66 2.36 1.16 4.66

In Lakhs

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

The average turnover per consultant increased from 3.66 lakhs of 2010-11 to 4.66 Lakhs in the year 2011-12. Out of the total 40 consultants last year 9 were females. 38 new recruitments were done during the whole year. A majority of the recruitments were done for the various project offices. In the annual performance it was found that 5 consultants out of 10 who were evaluated scored below 50%. This can largely be attributed to the noncompliance to key indicators like business generation, revenue generation and voluntary work and is also a reflection of overall companys performance. Progress on governance Indicators No of Shareholders Board of Directors Independent Director Number of Board Meetings Number of Annual General Meetings Advisory Team Meetings Numbers 17 5 1 4 1 1

17 consultants opted to be shareholders of the institution. Though for two quarters the board comprised 5 executive directors and 1 independent director, during third quarter Mr. Madhusudana Rao stepped down. Quarterly board meetings were held and one annual general meeting was also held last year. Two advisory meetings were held where experts from finance, programs and management were consulted on the direction and plans of ALC India. A management Audit was conducted by Mr. N. Raghunathan, Director Catalyst Group of Institutions. The report highlighted strategic and operational level issues which includes working on profitability margins, reducing overheads and relooking at regional office strategies. Based on the report a few suggestions which were implemented include: 1. Change in the organisation structure to have Management Services and Operations which is likely to be introduced for 2012-13 2. Constant monitoring of the overheads and better management of overhead projects
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Progress on Units Key Indicators Odisha Total revenue generated (in Rs.lakhs) 16.3 Total new clients apart from ALC India 1 Total team members 6 Net Surplus (in Rs. Lakhs) -.40

The Bhubaneswar unit through the consulting activities generated revenue of Rs. 16.3 lakhs in 2011-12 as compared to Rs. 14.95 lakhs revenues generated in the previous year 2010-2011. The unit has posted surplus in the operations but after writing off the pre-operative expenditure of last year it posted a minimum loss of Rs 0.4 Lakhs. The unit was involved in tribal enterprises projects of ALC India. The Odisha unit has taken upon itself the mandate of working with tribals and promoting enterprises of the tribals. Key sore points of the year: 1. Due to lack of good team leaders and money for investments and higher concentration on grounding large direct outreach projects, all the major initiatives for the year which includes Transforming India, Fellowships and Tathya were not taken up. 2. The quantum of voluntary work was very less and only 3 consultants had completed their quota of voluntary work 3. Company remained grossly underfinanced. For a turnover of Rs.1.86 crores with an average expected cycle of 3-4 months the total requirement of working capital is around Rs.80-90 Lakhs, while the total working capital which could be mobilised is only . 4. There were several human resource challenges which are yet to be addressed. Middle management with 3-5 years of experience was absent and could not be stabilised. The diversity in terms of old and young and different streams of education to stabilise domains also was a failure on ALC Indias part. Some very capable youngsters had left the organisation to go closer to their homes, family reasons and in search of higher remuneration 5. Though ALC India senior management comprehended that serious entrepreneurs who had the passion to drive units could only take the units forward, but it was successful in finding only one entrepreneur who was interested in taking the Odisha Unit forward. The search is on for entrepreneurs to take the other units forward. 6. The exposure to government projects has its own risks. Long pending payments of Rs. 10.18 Lakhs especially from government had increased the working capital mobilisation pressure and also the cost of recovering them is increasing by every passing day.

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The coming year plan:

ALC India Organizational Targets -2012-2013 # i ii iii iv i ii iii iv Internal Strength 52 34 86 Particulars Business Generation Raising Finance Revenue Surplus (10% on Revenue) Direct 2,00,00,000 2,00,00,000 2,04,00,000 20,40,000 Outreach Indicators Number of New States New Project Offices New Clients 1 1 7500 farmers Indirect 2,00,00,000 1,00,00,000 1,40,00,000 14,00,000 Total 4,00,00,000 3,00,00,000 3,44,00,000 34,40,000

15

i ii iii iv v Total

Organizational Business Generation Target for Direct Outreach Direct Outreach Target 2,00,00,000 CEO Desk -Program Director Direct 30% 60,00,000 FEP 30% 60,00,000 FF 20% 40,00,000 NABARD 10% 20,00,000 SPARDA 10% 20,00,000 100% 2,00,00,000 Organizational Business Generation Target for Indirect Outreach Indirect Outreach Target 2,00,00,000 CEO Desk - CEO and Program Director Indirect 44% 88,00,000 HRIM 23% 46,00,000 BDC 8% 16,00,000 FMA 2% 4,00,000 PPM 23% 46,00,000 100% 2,00,00,000

i ii iii iv v Total

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Captured...
Mobilization, capacity building of promoters and inputs supply to small & marginalized farmers as part of the direct outreach projects.

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Communication material
Communication material developed under SFAC project

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Annexure
Annexure 1: Unsecured loans for the FY 2011-12 Fresh Debt Opening Balance as during Creditors on 1st April 2011 (FY 201112) USL GVL Prasanna 250,025.00 USL GV Rajagopal 1,129,651.00 USL Manprit 150,000.00 Arora Usl Mritunjay Das 550,000.00 USL Padmavathi 77,749.00 USL R.K.Anil 800,000.00 USL FWWB 1,343,837.00 Total 4,301,262.00 Annexure 2: Legal Compliance Report for FY 2011-12 Compliance Annual Target Progress Service Tax 12 Paid payment Service tax Filling 2 Done TDS Payment 12 9 months Paid TDS Filling 4 3 Q filing done ROC Filling 2 Done Income tax filling 1 Done for the year 201112 Professional Tax 1 Done Payment Annexure 3: Business Development Report for FY 2011-12
Business Development Report till 4th Quarter FY 2011-2012 Domain Sent Value of Proposal Sanctioned Value of Proposal Percent No. of projects applied No. of projects sanctioned Hit Ratio Plan for year 201112 % of domain business to total business Achievment till 4th Quarter 2011-12

Liquidated debt during (FY 201112) 250,025.00

Closing Balance as on 31st March 2012 1,129,651.00 150,000.00

550,000.00 59,700.00 18,049.00 800,000.00 1,343,837.00 2,453,562.00 1,847,700.00

FMA ICK PPM HRM MBD

1,02,43,100 45,54,873 27,80,24,568 23,74,64,102 70,64,616

2,61,000 1,13,197 4,67,17,183 24,93,112 75,000

2.55% 2.49% 16.80% 1.05% 1.06%

9 10 38 21 3

2 3 13 7 1

22% 30% 34% 33% 33%

20,00,000 50,00,000 75,00,000 50,00,000 20,00,000

0.35% 0.15% 62.03% 3.31% 0.10%

13.05% 2.26% 622.90% 49.86% 3.75%

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IOM Jharkhand Odisha TOTAL 29,50,44,998 90,000 83,24,86,257 2,56,59,469 7,53,18,961 8.70% 0.00% 0.00% 9.05% 38 1 2 122 10 0 0 36 26% 0% 0% 30% 75,00,000 47,00,000 24,00,000 361,00,000 34.07% 0.00% 0.00% 100.00% 342.13% 0.00% 0.00% 208.64%

Annexure 4: Detailed list of projects executed in FY 2011-12 Finance Management and Administration
Name of the project Client name Project value as per ToR (Rs.) 5,200.00 10,000.00 India 2,49,500.00 75,000.00

Stock verification of the cooperative societies Chitrika supported by Chitrika Workshops for Business Planning Chitrika SHG skill assessment and Market study World Vision (WVI) Raipur Business Plan for community based waste CDD water treatment system

Human Resource Management

Name of the project Deputation Services Deputation Services Course on Social Entrepreneurship Deputation services to Chitrika Management Support to Chitrika CWS-Social Evaluation(related to water) Idea workshop on cooperatives in Kenya Client name Hunnarshala Foundation Khamir - CRC Project value as per ToR (Rs.) 9,66,228.00 2,30,898.00 94,129.00

National Institute of Rural Development (NIRD)

Chitrika Chitrika

1,44,000.00 2,88,986.00 Centre for World Solidarity 1,60,000.00

(CWS)

Land of Lakes

73,561.00

Information Communication and Knowledge Management

Name of the project Co-Creation standards workshop Client name Project value as per ToR (Rs.)

The Covalent Centre for 1,13,197.00 Development (CCD)

2,53,690.00

Workshop on M&E - MIS Data Analysis and Winrock International Decision Making FPO User Guide Small Farmers

Business (SFAC) Institution and Operations Management

Agri 6,00,000.00 Consortium

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Annual Report 2011-12 Project value as per ToR (Rs.) 27,67,400.00

Name of the project Institution Development Extension

Client name Winrock International

Program and Project Management

Name of the project Evaluation of Horticulture Plantation Client name Project value as per ToR (Rs.) 4,00,610.00

The AP Scheduled Tribes Co-operative Finance Corporation (TRICOR) Evaluation of MKSP Proposals National Rural Livelihoods Mission (NRLM) Evaluation study of conservation cum The AP Scheduled Tribes development plan for PTGs Co-operative Finance Corporation (TRICOR) Diagnostic Study of Textile, Forestry and Employment Generation & Fishery Sector Marketing Mission (EGMM) Mid term review of Landscape approach National bank for Agriculture & Rural Development (NABARD) Evaluation Study of Food Basket Scheme for The AP Scheduled Tribes Chenchu PTGs Co-operative Finance Corporation (TRICOR)
Oxfam India Impact Assessment Oxfam Evaluation of Andhra Pradesh Flood Response Care India Program APMAS Documentation Project Andhra Pradesh

8,000.00 4,09,814.00

3,60,000.00 2,90,676.25

3,72,260.00

3,26,985.00 2,49,282.00

Impact Assessment of Watershed Programme. Long-term Support to SFAC -Madhya Pradesh

SFAC_LTS_FPO_Guidelines

SFAC_LTS_RI_Orientation

Abhivrudhi (APMAS) Indian Tobacco Company (ITC) Small Farmers Agri Business Consortium (SFAC) Small Farmers Agri Business Consortium (SFAC) Small Farmers Agri Business Consortium (SFAC)

Mahila Society

66,180.00

3,91,849.00 1,75,000.00

6,00,000.00

9,28,000

Marketing and Business Development

Name of the project Client name Project value as per ToR (Rs.) 40 | P a g e

Annual Report 2011-12 Rapid Market assessment for DEWATS

Consortium for Dissemination (CDD)

Dewats 90,000

Tribal Enterprise Program

Name of the project Farmer Group Support Promotion of Producer Srikakulam District Companies Client name Ford Foundation in NABARD Project value as per ToR (Rs.) 89,00,000.00 36,00,000.00

Livestock Enterprise Program

Name of the project Steering the DPP II program extension CB Support to MWCD Client name KNNA Rabo Foundation Project value as per ToR (Rs.) 9,60,000.00 1,23,53,010.00

Farmers Enterprise Program

Name of the project Promotion of FPO Client name Project value as per ToR (Rs.)

Small Farmers Agri 4,25,48,800.00 Business Consortium (SFAC) Share holding amount (Rs.)
1,27,000.00 1,10,000.00 10,000.00 12,000.00 10,000.00 5,000.00 5,000.00 200 2,000.00 41 | P a g e

Annexure 5: List of shareholders for the FY-2011-12 # Name of Holder No. Share(s) held

01 02 03 04 05 06 07 08

Mr. G. V. Krishnagopal Mr. G. Satya Deva Prasad Ms. K. Prativa Sundary Mr. Santosh Kumar Mr. Sanjay Tripathy Ms. Nisha Kumari Mr. Bhaskar Rao Ms. Rama Mishra

12700 11000 1000 1200 1000 500 500

Annual Report 2011-12

09 10 11 12 13 14 15 16 17 Total

Ms. Shruti Rao Mr. Hussain Nadiadwala Mr. Sandip Vairagar Mr. Guru Prakash Mr. Pramod Kalekar Ms. Rituparna Majumdar Mr. N Madhu Murthy Mr. GV Sarat Kumar Mr. V Madhusudan Rao

200 2,000.00 500 5,000.00 800 8,000.00 500 5,000.00 500 200 8500 8200 2500 50000 5,00,000.0 0 5,000.00 2,000.00 85,000.00 82,000.00 25,000.00

Annexure 6: Details of Board member: Name of the Designation Qualification Director Mr. Vinod Independent B.tech, IIT Reddy Director Kanpur, MBA IIM Ahmadabad Mr. GV CEO, Senior B.Tech Dairy Krishnagopal Partner ALC Technology, India PGDRM, IRMA Mr. G Satya Senior Partner, B.tech, Deva Prasad ALC India Mechanical PGDRM, IRMA Mr. N Madhu Partner ALC BSc Agriculture, Murthy India PGDRM,IRMA Mr. G V Sarat Partner ALC BSc Botany, Kumar India PGDRM, IRMA

Experience 32 year 13 year 13 Year 13 Year 9 Year

Association with ALC India 2.5 Year 7 Year 7 Year 7 Year 5 Year

Annexure 7: Details of Voluntary work for the year 2011-12 # Consultant name Mr. G V Krishnagopal Project Name NRLM Guidelines Review Meeting Proposal for Millets Development Client Name NRLM - GoAP Appropriate Reconstruction Training & Information Centre Total Number of Days 0.50 1.00

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Shashi Memorial Cooperative Meet Shashi Memorial Cooperative Meet Management Support Services Business Development for NGO Business Development for NGO Management Support Services Chitrika Board Meeting Capacity building services & proposal writing Preparation of business plan for Mahila Sanatkar Data entry services Business planning & capacity building of staff Audit services Accounts Perspective planning services

Andhra Pradesh Mahila Abhivrudhi Society (APMAS) APMAS Chitrika - ADF SaisewaSamithi Forum for Rural Development (FORD), Madaksira Chitrika Chitrika Forum for Rural Development (FORD), Madaksira ALC India CONARE Earth 360 Eco Ventures Private Ltd. Chitrika Chitrika Chitrika

1.50 1.50 15.50 5.25 6.00 9.75 0.25 5.75 1.50 0.5 20 5.5 12.5 2 89.00

2 3

Ms.K. Surekha Ms.K. Surekha

4 5 6

Ms.K. Surekha Ms.Pinky Kumari Mr. Manas Mohan

7 8 9

Mr. Lalit Kumar Mr. B. Bhaskar Rao

Mr. N, Madhumurthy Ms. Meenakshi 10 Choudhary Ms. Meenakshi 11 Choudhary Ms. Meenakshi 12 Choudhary Total days

Annexure 8: List of Associates who were involved in the projects, during the financial year 2011-2012 # 1 2 3 4 6 7 8 9 11 Name of the Associate Ms. Archana Londhe Ms. Tejas Merh Mr. Ashokgopal Ms. VijayaSwithaGrandhi Mr. Ramanjulu Chinduluri Mr. VSN Murthy Mr. V Madhusudana Rao Mr. G Satya Deva Prasad Mr. Guru Prakash
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12 Ms. Shashi Rajagopalan

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