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The project had a component for Human Resources Development (HRD), which was to be implemented by a qualified NGO. HRD included the building of awareness and self-reliant capabilities among the tribal community in areas such as environmental management, trading practices, money lending, legal and land rights and social and economic development opportunities.
However, the Orissa Tribal Development Project (OTDP) is a classic example of a development intervention in which the “hardware” side of development was given far more weight than the “software” side, both during design and implementation.
First and foremost, this is reflected in the allocation of financial resources for HRD activities: a mere six percent of total project resources were earmarked for HRD. Even the project management component was allocated more resources (eight percent).
Secondly, right from the design stage the project had an over-bearing faith in technology. It attached over-riding importance to establishing physical infrastructure, agriculture development, land allocation and related hardware activities as the motor of the development process. Consequently, as mentioned above, the project’s funds were allocated mainly in favour of technical and infrastructure activities. This trend continued during implementation, as is, for example, illustrated by the limited efforts made by the project to identify a suitably qualified NGO to replace Agragamee. Instead, OTDP directly implemented HRD activities without having the required experience and profile. This reflected the failure of the project to recognise the prime importance and contribution of the HRD aspect to the overall project objectives and the related development process. In fact, the evaluation believes that limited success in HRD was a principle cause of the shortcomings of the project, since, for example, the target group did not feel “included” and sufficiently integrated in the project.
What
the experience here clearly illustrates is that the software side of the
development activities such as building participation and training, empowerment
and education of the target populations are essential for the success,
impact and sustainability of any project or programme of this nature.
The OTDP attempted to promote the well being of the tribal people by following a traditional integrated approach to development through investment in agriculture production, utilisation of natural resources, rural infrastructure, and land survey and settlement. However, the need to “prepare” the development process in the area of social mobilisation and social development prior to launching full-blown productive investment activities cannot be over-stressed. In this way projects and programmes will become “people-centred”, thereby instilling a sense of trust and confidence in the beneficiaries towards the project and leading to the requisite sensitisation of the target group as owners and stakeholders. Only thus would they benefit as intended and, equally importantly, be motivated to contribute effectively and willingly to the success of the project, both during implementation and beyond.
The importance of HRD for project authorities is also a dimension to consider. Personnel responsible for project management and implementation need to be sensitised about the project’s objectives and the importance of building grassroots capabilities, and to generate concern and commitment in them towards the intervention.
References:
1. Completion Evaluation Report (214-IN)
2. Evaluation Report of Govt. of Orissa 1998
3. WFP Project Completion Report 1998
