After Independence, a series of developmental programmes and plans have been undertaken for the all-round development of tribes. We discuss them below chronologically.
The first attempt was made in 1954 when 43 special multipurpose development projects were started to supplement the Community Development Programmes which aimed at comprehensive development of rural areas. Since these projects were in the areas which comprised sparsely populated hill and
forest regions, with poor for greater investment and personal attention by extension workers. The efforts, therefore, did not achieve the desired success.
The situation was reviewed in 1956 by Elwin Committee which recommended a cautious approach in the introduction of multiplicity of schemes in tribal areas. On review, the projects were substituted by a less intensive model of tribal development blocks in 1957. The norm for a tribal development block was confined to an area of 150 to 200 sq. miles and a population of about 25000. the blocks were supposed to work for tribal population under intensive development programmes. They were to concentrate on the following four main activities, viz, .economic development, education, health and communication and were to have specific targets.
The tribal development policy was subjected to comprehensive review by Dhebar Commission, in 1960. the Commission noted that the pace of development in the tribal areas was slow. Investment and other protective measures were also inadequate and needed urgent attention of the Government. It called for comprehensive legislation to cover all tribals living within the Scheduled Areas and outside, and simple administrative system for tribal areas. It recommended a scheme of tribal development blocks for all area with more than 50 per cent tribal population.
The recommendations of the Commission were accepted and the block approach was continued. By the end of Third Five Year Plan, the scheme was implemented in about 500 blocks covering about 40 per cent of the total tribal population. It precluded a large section of the tribal population from the development programmes. The tribal situation, as far as protective measures and developmental programmes are concerned, remained almost unchanged.
In 1969, a Committee under the Chairmanship of Shilu Ao was appointed to review the tribal development programmes. It observes that most of the recommendations of the Dhebar Commission had remained unimplemented and urged that they should be implemented without any further delay. It disapproved the block approach as inadequate. The block was too small to function effectively as a basic unit of planning and implementation. It pointed out that the main problem of the tribals related to indebtedness, land alienation, economic backwardness and inadequate communication and suggested that those should be tackled on priority basis by formulating a comprehensive programme of development.
During the Fourth Plan, six tribal development agencies were started as pilot schemes in four states, viz,. two in Madhya Pradesh two in Orissa and one each in Bihar and Andhra Pradesh. Subsequently, two more agencies were started in Orissa by the end of the Fourth Plan. Each agency covered a group of blocks and was expected to take up various programmes and protective measures on integrated basis by pooling up the resource. In actual practice, however, the agency approach practically remained an agricultural development programmes and failed to achieve the desired results. This approach was not extended to other areas and the blocks continued to be unit of development.
Tribal Sub-plan:
The tribal situation was again reviewed on the eve of the Fifth Five Year Plan by a take force on “Development of Tribal Areas” constituted by the Planning Commission. It opined that the deficiencies and shortcomings pointed out by the earlier Commissions and Committees had generally remained
unattended. It observed that one of the important factors for the failure or the development programmes, is that the Scheduled Tribes and tribal areas have been looked upon as a ‘welfare’ problems as distinguished from “development” problem. The Backward classes sector and not on general sector outlays. The administrative structure in tribal areas lacks simplicity. It is beyond the comprehension of the Tribals and therefore it does not evoke any response from them. For carrying out integrated development of tribal areas. The task Force recommended that to ensure balanced socio-economic development of the tribal areas a policy of integrated development would be necessary for the Fifth and subsequent Plans. Therefore, a Tribal sub plan strategy was evolved in 1974-75. this strategy emphasized area development with a focus in improving the quality of life of the tribal communities. Its immediate objectives were elimination of exploitation in all forms, speeding up the process of social and economic development. It observed that any developmental activity for benefiting the tribal population will not succeed unless exploitation in various forms is prevented. For protecting the tribals from exploitation it recommended integrated credit-cum marketing service, marketing of agricultural and minor forest produce, supply of inputs and essential consumer commodities, credit for production purpose, consumption of social needs, redemption of past debts through legislative and
executive measures etc.
For development of tribal economy, the tribal Sub-plan strategy recommended giving high priority to agriculture, land reforms, irrigation, improved methods of cultivation and completion of land records; special attention to vulnerable groups like shifting cultivators and forest villages; generation of employment opportunities for better utilisation of available manpower through programmes in the fields of horticulture, animal husbandry and allied occupations; development of cottage industries based on the local raw material so that the proportion of semi-processed and processed goods is maximised in the export mix of the region and development of basic infrastructure including legal, institution and physical aspects for speeding up the socio-economic development.
Focus
While preparing the Tribal sub-plan which aimed at area development with a focus on tribal families, a through review of tribal problems was made which included:
(i) Identification and demarcation of areas of tribal concentration;
(ii) Identification of socio-cultural barriers and promoters of change in development;
(iii) Assessment of potentialities, special problems and felt-needs of the tribal areas;
(iv) Assessment of resources available for Sub-Plan:
(v) Formulation of sectoral programmes and
(vi) Devising suitable administrative set-up.
Components:
The main components of Tribal Sub-Plan strategy are Integrated Tribal Development projects (ITDPs), Modified Area Development Approach (MADA) and Pockets and Primitive Tribal Group Projects. For implementation of Tribal Sub-plan strategy, 194 ITDP created in states and Union Territories. Each ITDP
comprises blocks/ Taluks/ Tehsils or even whole district with 50 per cent or more tribal population. In delineating the projects areas, the main factors viz., predominance of tribal population, contiguity of area and administrative viability have been kept in view. In certain States like West Bengal, Karnataka, Kerala an
Tamil Nadu where concentration of tribal population is not in contiguous belts, a flexible approach has been adopted in delineating ITDP areas.
Besides, 259 modifies Area Development Approach (MADA) pockets have also been carved out in 9 states, covering about 50 lakh tribal population. These areas comprise smaller pockets of tribal concentration having minimum population of 1000 with Scheduled Tribe population of 50 per cent or more. Inthese areas, the emphasis is on family development by taking up family-oriented income generating programmes. By the end of the Sixth Plan, the Tribal Sub-Plan approach covered about 75 per cent of the total Territories to which it was applicable. In 1974 the govt. set up Large-scale Multipurpose Cooperative Societies (LAMPS) for the purpose of providing all the requirements of tribes under a single roof. These Societies take care of their credit-cum-marketing requirements. The National SC/ST Finance and Development Corporation was set up by the Government of India in 1989 with of the objective of stimulating economic development SC/ST and function as an apex institution for the agencies engaged in the economic development of SC/ST.
Critical Appraisal of Tribal Sub-Plan
The Tribal Sub-Plan strategy is in operation since the Fifth Five Year Plan, but it has not been to bring about any perceptive improvement in the situation in tribal areas. It has remained a mere conglomeration of sectoral schemes under the State Plan. The general schemes and programmes under the State Plan have been applied to tribal areas some of which do mot cater to the needs and aspirations of the local people. The sectoral flow of funds for the Tribal Sub-plan has not been able to solve the problem of imbalance in the investments in tribal areas. In the absence of area specific programmes, it is difficult to identify the physical achievements of investments.
The basic information about the infrastructure development relating to health education, drinking water, sanitation, communication, agriculture, productivity, horticulture, industries, etc. in respect of all tribal area has not yet been tabulated. Such information is basic to a planned strategy for development of the tribal areas within a time frame.
Integrated tribal Development projects (ITDPs) were devised as viable administrative units for accelerating the balanced development of tribal areas. Each ITDP is headed by a senior officer but he has hardly any role to play wither as an agent of development or as a co-ordinator. There is no uniformity concerned. In some states the ITDP is a subordinate organisation to District Rural Development Agency (DRDA). In some state no distinct ITDP administrative set-up has been evolved.
The other weaknesses of the tribal developmental programmes are as follows:-
- (a) non-durable, poor quality of assets,
- (b) manipulation in identification beneficiaries,
- (c) communication gap between the administrators tribals,
- (d) low or negligible participation of tribes,
- (e) non-utilisation of tribal skills knowledge,
- (f) role of middlemen,
- (g) bureaucratic hurdles,
- (h) corruption,
- (i) lack of follow-up,
- (j) lack of marketing facilities
- (j) apathy of lending institutions paper-work,
- (k) poor motivation of staff and lack of properly trained technical staff,
- (l) contractor-administrator-politician nexus and
- (m) non-feasible schemes.
Response of The Tribes
Response:
The response of the tribes to developmental programmes and policies is varied ranging from positive acceptance to indifference, if not rejection. The response of a given tribe depends on its numbers, location, relation with nontribals, rapport with the demonstrative mechanism and also the nature of the developmental programme or project in question. For example, the tribes of the North-East are averse, if not hostile to any project or programme which is likely to bring in outsiders like infrastructural projects. Keeping the above mind, we mat sum up their response and reaction as below.
- (i) Some of the developmental programmes in the fields of education, health, horticulture and minor forest produce etc., have been accepted positively. The Khasis, Mishings, Gonds are example of tribes responding well.
- (ii) It is seen that the more literate tribes like the Khasis and Meenas have made better use of facilities and programmes.
- (iii) The role of local community leaders and credibility of official are also important in determining the response of the tribes to developmental projects and programmes.
- (iv) In the North- East, specially Nagaland and Mizoram, the role of Christian Missionaries in influencing the tribal’s response is to be taken into account.
- (v) Another factor is the past experience of the tribes with governmental agencies.
- (vi) It is generally seen that the tribes respond better to NGO/ Voluntary organisations.
Tribal plans and programs
- The Five-Year Plans of the Government too proposed many constructive plans for the tribals.
- The First Five Year Plan (1951- 1956) aimed at bringing development in the rural and tribal areas by Community Development Blocks with making an expenditure of Rs 1.03 crores.
- The Second Five Year Plan (1956-61) set up the Special Multipurpose Tribal Development Blocks (SMPT) in selected tribal areas on an experimental basis. During this plan, priorities were given to development of education, communication, agriculture, animal husbandry and medical care in the tribal areas.
- The Fourth Five Year Plan (1969- 74) initiated a series of development programmes for a specific target group. The Tribal Development Agencies were established on the pattern of the SFDA (Small Farmers Dev Agency) which catered to the need of the individual tribals.
- During the Fifth Five Year Plan (1974-1979), a comprehensive view of the tribal problem was taken and a new strategy called the Tribal Sub-Plan approach was evolved. The Tribal Sub-Plan Strategy envisages a provision of a minimum amount of 20% of the total plan size of the state to be spent for the development of the tribal areas. The plan also heralded the idea of an integrated Tribal development Plan (ITDP) in which a number of specific projects for the tribals would be given high priority.
- During the Seventh Five Year Plan (1985-1989), several innovative steps were followed. Efforts were made to alleviate the poverty of the tribals by promoting agriculture, horticulture, forestry, cottage industries, small industry etc. The tribals were given special training of using technology, marketing and advancing monetary assistance.
- The Ninth Five Year Plan (1997-2002) vowed to empower the tribal communities who are striving for survival for centuries. Hence, the Plan took a holistic vision of the empowerment process and approached. Both the Government and Non-Governmental agencies to contribute in the development of the tribals. The Plan adopted a three-point strategy for tribal development, viz. social empowerment, economic empowerment and social justice. By the three forms of empowerment, the fruits of development would “reach the unreached.”
- During Tenth Five Year Plan (2002-2007), development of the Primitive Tribal Groups was given high on agenda. The Government of India allocated as much as Rs. 105.03 crores for various activities viz. housing, land distribution, land development, education, agriculture, horticulture development, health, etc. were taken up through State Governments and NGOs.
- In the Eleventh Five Year Plan (2007-2012) proposed different strategy for two distinct primitive Tribal Groups. The approach of heritage group will emphasise on preservation of eco-system and traditional skills along with an economic component.
The approach of the Twelfth Five Year Plan must be to achieve overall improvement in the socio-economic conditions of the Scheduled Tribes with the following objectives:
• Relaxing the normative prescriptions about taking up a programme or a scheme in the Tribal majority areas.
• Administrative strengthening of the implementing agency so as to enable taking up implementation of these programmes in the scheduled/tribal areas. This may also require a clear cut personnel policy with regard to posting of officials in those positions, fixity of their tenure and incentivizing these officials for having rendered their services in those areas for a prescribed period.
• Preferring engaging people from the tribal community itself in the areas predominantly inhabited by tribal for government efforts at spreading education, health and extension services, nutrition, public distribution, and so on. If necessary, the basic minimum qualification for such engagements could be relaxed for a specified period (say during the Twelfth Five Year Plan period). For example, engaging a +2 student from the nearby locality for teaching tribal students in primary classes.
• Sensitizing officials with detailed information for serving in the tribal areas so that they become empathetic to the sensitivities of tribal lives and their traditions.
• Reorganizing basic services such as nutritional interventions, education, health services, public distribution system, employment generating activities under MGNREGA with posting adequate staff with surety of tenure and assurance of funds to implement these programmes. Emphasis on education, health and livelihood support. For education, schools must be opened wherever necessary and for matriculation and above, facilities at designated places should be created. For health, necessary extension work and facilities for preventive medictal-care should be ensured. For livelihood support, apart from the land and forest based activities under MGNREGA imparting of skills and creating employment opportunities near their habitations should be encouraged. For this skills relevant to the tribal should be identified on the basis of a socioeconomic survey and then necessary skills training should be provided to them.
• No post in the implementing agencies in scheduled areas/areas with tribal majority should be left vacant; every post must be filled up and wherever necessary, additional post Scheduled Tribes should be created for effective implementation.
• Implementation of the schemes must be monitored closely at prescribed periodicity. Implementation should not be made to suffer on account of problems associated with transfer of funds.
• Better coverage of roadways for tribal areas (population of 500–1,000), with population up to 100 being covered in LWE to be connected.
• Better connectivity through railways in LWE and tribal areas.
• Land acquisition of tribal land to be addressed as required under PESA and displaced tribal population to be resettled and rehabilitated.
• Tribal communities to have full right to minor forest produce.
• Converge MGNREGA with artisanal work to provide livelihood to tribal, many of whom are engaged in artisanal work.
• Land and Tenancy Reform: Deal with outstanding matters of tribal ownership.
• Increase coverage of the most vulnerable within the Scheduled Tribes in the health sector. Increase cadre of health workers to better serve tribal.
• Plan within a plan of the Twelfth Plan: Suitable programmes for Central Indian Tribal Belt, border and backward areas and those who suffered discrimination like DNTs.
• Better and speedy implementation of PESA and FRA Institutional Mechanism of Conflict Resolutions.
Legislative
1. Bonded labour
2. Migrant worker act
3. Minimum wages act
4. Land alienation act
5. Money lending regulation act
6. Forest rights act
7. Forest conservation act
8. Panchayat Extension to scheduled areas act (PESA)
Budgetary and government programs
1. Tribal sub plan
The Tribal Sub-Plan (TSP) is a strategy for the rapid Socio-economic development of tribal people. It forms a part of annual Plan of a State/UT. The benefits given to the tribals and tribal areas of a State or UT from the TSP are in addition to what percolates from the overall Plan of a State/UT. The funds provided under the Tribal Sub Plan have to be at least in proportion to the ST population of each State/UT. A total of 28 Central Ministries/Departments are identified for differentiated earmarking of Plan funds under TSP. The other Ministries/Departments also requested to make efforts for providing allocation for TSP on voluntary basis. The TSP is applicable in 22 States and 2 UTs which are: Andhra Pradesh, Assam, Bihar, Chhattisgarh, Gujarat, Goa, Himachal Pradesh, Jammu & Kashmir, Jharkhand, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Manipur, Odisha, Rajasthan, Sikkim, Tamilnadu, Tripura, Uttar Pradesh, Uttarakhand, West Bengal, Andaman & Nicobar Island and Daman & Diu.
From the Year 2011-12 onwards, the Planning Commission has made a classification of Central Ministries/Departments for the purpose of TSP and from the responses received so far, no Ministry/Department has expressed any difficulty in segregation of TSP component during 2011-12.
2. Integrated tribal development project/area (ITDP/ITDA)
A detailed and comprehensive review of the tribal peoples’ problem was taken up on the eve of the Fifth Five Year Plan period. The main objective of ITDA is socio-economic development of tribal communities through income generating schemes allied with Infrastructure Development programmes and protection of the tribal communities against exploitation.
The ITDA project areas are generally contiguous areas of the size of a Tehsil or Block or more in which the ST population is 50%percent; or more of the total. Due to the demographic profile of the tribal people in these regions, however, the ITDPs in Assam, Karnataka, Tamil Nadu, and West Bengal may be smaller or not contiguous. Andhra Pradesh and Orissa have opted for an Agency model under the Registration of Societies Act and the ITDPs there are known as ITD Agencies (ITDAs).
The objectives of ITDA are
1. Achievement of socio-economic development of the tribals
2. Narrowing down the disparities in the levels of development of tribal and non-tribal areas;
3. Raising the productivity levels in the fields of agriculture, horticulture, animal husbandry, forestry and so on to create an economic impact which will enable the targeted number of families in the Tribal Sub-plan to cross the poverty line and
4. Elimination of exploitation of tribals in respect of alienation of land, money lending, debt bondage, forest, excise, etc.
So far, 194 ITDPs / ITDAs have been delineated in the country. In Jammu and Kashmir though no ITDP has been delineated yet, the areas having ST Population in the State are treated as covered under the TSP strategy. In ten states having scheduled areas the ITDPs / ITDAs is generally coterminus with TSP areas. The ITDPs / ITDAs are headed by Project Officers though they may be designated Project Administrators or Project Directors
3. Modified area development approach (MADA)
MADA scheme has been operating since the Sixth Plan for the total development of the dispersed tribal population residing outside TSP area, which are contiguous smaller areas having a population of 10,000 or more, with 50% tribal concentration. The total number of MADAs identified so far in the various TSP States is 259. Generally, MADA pockets do not have separate administrative structures to implement development programmes. The line Departments of the State Govt. are expected to implement development programmes in MADA pockets under the overall control of the District authorities.
4. Clusters
The cluster approach has been introduced from the middle of the 7 th Five Year Plan Period in order to bring smaller areas of tribal concentration beyond the MADA pockets into the mainstream of development. Contiguous areas having a population of 5,000 or more with at least 50% tribal concentration are identified as clusters. As in the case of MADA pockets, there are no separate administrative structures for Clusters. So far 82 Clusters have been identified in various T.S.P. states.
5. Large area multipurpose cooperative societies (LAMPS)
The collection and sale of minor forest products such as honey, tender leaves, amla fruit, soapnut, lichen, tree gums etc., . had been a subsidiary occupation of tribal communities right from the Pre-British period. As shifting cultivation and hunting were banned and the tribals got pushed into a monetised exchange economy, their dependence on minor forest products for income increased, even as their access to forests declined. But they were at the mercy of middlemen and MFP contractors, who controlled access to markets, or forests, or both.
The Bawa Committee recommended that LAMPS should be organised in tribal areas on the lines of Farmers’ Service Societies (FSS) providing a package of services such as credit for production and consumption needs, technical guidance for agriculture and arranging for marketing of their produce.
Historically, tribal communities were characterised by a lifestyle distinct from agrarian communities. They subsisted on some combination of shifting cultivation, hunting and gathering of forest products: all activities closely linked with forests. Their cultures celebrated and fostered this close bond with nature, while also emphasising communal ownership and consumption, closely knit kinship structures, and minimal hierarchies.
Co-operation as a form of economic organisation is ideally suited to the tribal life and the economy. Since the tribals are economically backward and exploited, socially handicapped and have a greater sense of homogenity, the cooperative form of organisation may by and large be the most suitable agency for bringing about a thorough transformation in their economic and social conditions.
LAMPS as instruments of tribal development were being organised in India since 1974. Even before Bawa committee recommendations, some cooperative societies on these lines were formed in some states particularly since the First Five Year Plan. They were called ‘Forest Labour Contract Societies’ and also ‘Labour Contact Multipurpose Societies’. They had as their main objective collection and sale of minor forest produces and catering to the credit and marketing needs of the tribal people. But the recommendations of the Bawa Committee gave new impetus to the organisation of LAMPS as they enumerated the broad objectives with which the LAMPS have to be established and the direction in which they have to grow. By 1989, 2912 LAMPS had been established across the country. Out of this more than 80 percent of the societies were in the five states of Madhya Pradesh, Bihar, Maharashtra, Rajasthan and Orissa that have large tribal population.
The broad objectives with which the LAMPS have been organised are as follows:
1) Promotion of subsidy-cum-loan production scheme in the fields of agriculture, horticulture, animal husbandry, irrigation, forestry, cottage and village industries.
2) Liberating the tribals from the clutches of money lenders through supply of production and consumption credit.
3) Purchase from tribals their surplus agricultural produce and forest produce.
4) Supply of essential commodities and agricultural inputs to tribal people.
The LAMPS is a bigger society especially designed for tribal regions. These bigger units were formed by assimilating all the scattered varieties of primary credit, consumer and other co-operative societies working in the area of block or in many cases even a bigger market place under a tribal development project. In a large number of areas new LAMPS were organised at the block level.
The Bawa Committee had proposed setting up of state level tribal development co-operative Corporations/Federations. The primary level societies were to be affiliated to the apex corporations for getting organisational and financial support for their marketing, supply and distributional functions. In accordance with these recommendations states such as Andhra Pradesh, Bihar, Madhya Pradesh, Maharashtra, Manipur, Rajasthan, Orissa and West Bengal have established Tribal Development Corporations/Federations.
Co-operative institutions to cater to the needs exclusively of tribal areas have much relevance. The history of man as a social being begins in small tribal groups. It is generally said that if co-operation has to succeed it has to first succeed among tribals. Because the very way of tribals’ life is based on leadership and participation. Since tribals are at a loss to avail credit facilities and to procure necessaries of life and to have a suitable avenue to sell their products, creation of Large-sized Adivasi Multipurpose cooperative Societies to cater to the needs of those people under one roof has acquired greater relevance.
6. Joint forest management program (JMFP)
The Indian Forest Policy of 1988 (MoEF, 1988) and the subsequent government resolution on participatory forest management (MoEF, 1990) emphasize the need for people’s participation in natural forest management. The policy document asserts that local communities should be motivated to identify themselves with the development and protection of the forests from which they derive benefits. Thus, the policy envisages a process of joint management of forests by the state governments (which have nominal responsibility) and the local people, which would share both the responsibility for managing the resource and the benefits that accrue from this management.
Under joint forest management (JFM), village communities are entrusted with the protection and management of nearby forests. The areas concerned are usually degraded or even deforested areas. However, in Andhra Pradesh and Madhya Pradesh all village fringe forests can come under JFM. The communities are required to organize forest protection committees, village forest committees, village forest conservation and development societies, etc. Each of these bodies has an executive committee that manages its day-to-day affairs.
Non-wood forest products (NWFPs) have a key role in JFM efforts. With the increasing awareness of their economic potential and growing concerns for the sustainability of the resources and the distribution of the benefits derived from them, various state governments have taken over control of a number of NWFPs.
7. Tribal research institutes (TRI)
The tribal ministry is implementing central sector scheme of Support to Tribal Research Institutes (TRIs). TRIs have been set up in various States namely, Andhra Pradesh, Assam, Chhattisgarh, Jammu & Kashmir, Jharkhand, Gujarat, Himachal Pradesh, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Manipur, Orissa, Rajasthan, Tamil Nadu, Telangana, Tripura, West Bengal, Uttar Pradesh, Sikkim and in the Union Territory of Andaman & Nicobar Islands.
These Institutes are engaged in the work of providing planning inputs to the State Governments, conducting research and evaluation studies, collection of data, identify challenges in the field of socio-economic development of tribals and understanding promoting and preserving their culture. Training and capacity building of stakeholders, and knowledge advocacy that would help formulate evidence-based policy and planning are also the thrust area for providing assistance under the scheme.
As part of the research activities of the TRIs, the Ministry also supports construction of tribal museums within the premises of the TRIs to preserve the tribal art, craft and culture.
FUNCTIONS of TRIs:-
(a) as body of knowledge and research
(b) support evidence-based policy, planning and legislations
(c) undertake capacity building of tribal people and personnel and institution associated with tribal affairs and
(d) would be responsible for dissemination of information and creation of awareness.
8. The Tribal Cooperative Marketing Development Federation of India Limited (TRIFED)
In the spheres of tribal development, minor forest produces business and activities of LAMPS, the role of Tribal Co-operative Marketing Development Federation – TRIFED, finds a special and an important place. TRIFED has been set up by the Government of India to pay specific attention to the marketing requirements of tribal forest and agricultural produce and to help speed up the process of assimilation of tribals into the economic main stream of the country. It came into existence in 1987 and is head quartered at New Delhi.
TRIFED is an apex level federation of the State Tribal Development Co-operative Federations and the State Forest Corporations. It has its own national network for procurement, processing and marketing of forest and agricultural commodities produced in the tribal areas of the country. TRIFED has opened zonal offices at Mumbai and Guwahati and Regional Offices at Nasik, Ahmedabad, Udaipur, Jagdalpur, Bhopal, Chennai, Hyderabad, Mysore, Bhubaneswar, Ranchi and Calcutta.
TRIFED like any other co-operative institution has adopted by laws for governance. Its broad objectives are full utilisation of natural produce of the tribal areas by improving their marketability, ensuring higher earnings and employment opportunities for the tribes, creation of awareness of market forces among the tribal people, enabling them to optimise their incomes and lending marketing support to state tribal cooperative Federations and Forest Corporations engaged in procurement and sale of agricultural and minor forest produces.
TRIFED procures and markets over 50 items of forest and agricultural produce including spices, dry fruits, oil seeds, medicinal herbs and processed foods. Since most of the tribal areas are remote regions and are not accessible even by road, TRIFED has set up hundreds of procurement centres all over the country. To ensure that the produce is not only collected fresh but also stays that way, a chain of warehouses and refrigerated storage facilities are established at strategic locations. The Federation has ensured quality control of the highest international standards. For this, it has set up two well-equipped research and development laboratories at Delhi and Jagdalpur.
TRIFED is engaged also in exports of about 20 minor forest produces in a very big way, important of which are Gum, Karaya, Cashew nuts, Niger seed and Tendu leaves. It is making a breakthrough in procurement and marketing of rare medicinal plants and herbs.
A remarkable achievement of TRIFED is that it has set up plantations of commercial crops and industries based on tribal produce. Tribal industrial complexes are established in Madhya Pradesh, Gujarat, Rajasthan, Orissa, Bihar, West Bengal and Meghalaya. These complexes are entrusted with the responsibility of processing tribal produce which helps in adding value to these commodities.
As said earlier, TRIFED is an apex level institution co-ordinating the activities of state level federations and corporations engaged in procurement and sale of tribal produce. In the way it has been giving a fillip to the activities of LAMPS and has helped them undertake MFP business on a large scale. Minor forest produce and surplus agricultural produce collected by LAMPS are purchased by State level Federations and Corporations. These institutions sell them to TRIFED, which in turn sells them in the market in India and in other countries across the globe.
TRIFED was thought of as a customary agent of change. The results of this have been quite evident. TRIFED’s intervention helped in checking the malpractice of short weighing and unfair bartering, generating substantial employment for them and boosting the ruling price of tribal produces. TRIFED has come a long way towards improving the lot of indigenous people, those dependent upon forest produce for their livelihood, by providing them with remunerative prices for their products on the one hand and generating large number of employment opportunities on the other. Its efforts in the field of tribal service are laudable.
9. Schemes for education and health
✓ Eklavya Model Residential Schools (EMRSs)
✓ Vocational Training Centres in Tribal Areas
✓ Establishment of Ashram Schools in Tribal Sub-Plan Areas
✓ Centrally Sponsored Scheme of Hostels for ST boys and ST Girls Scholarships
✓ Revised Guidelines of Scheme “National Fellowship and Scholarship for Higher Education of ST Students.
✓ Revised Scheme guidelines of National Overseas Scholarship for ST candidates
✓ Pre-Matric Scholarship (Class IX and X)
✓ Post Matric Scholarship (PMS) for ST students
10.Support to NGOs
✓ Vocational Training Centres in Tribal Areas
✓ Scheme of Grant in Aid to Voluntary Organizations working for welfare of triblas
✓ Scheme of ” Development of Particularly Vulnerable Tribal Groups” (PVTGs)
✓ Scheme of Strengthening education among ST Girls in a low literacy Districts
11.PVTGs scheme
The Ministry of Tribal Affairs implements the Scheme of “Development of Particularly Vulnerable Tribal Groups (PVTGs)” exclusively for them. Under the scheme, Conservation-cum-Development (CCD)/Annual Plans are to be prepared by each State/UT for their PVTGs based on their need assessment, which are then appraised and approved by the Project Appraisal Committee of the Ministry. Activities for development of PVTGs are undertaken in Sectors of Education, Health, Livelihood and Skill Development, Agricultural Development, Housing & Habitat, Conservation of Culture etc.