Results
Badlao Foundation's Expansion
First Phase of Development
Since its establishment in 1982, Badlao Foundation has embarked on a transformative journey to empower marginalized communities. The first phase, spanning from 1982 to 1987, focused on key areas such as health, education, and self-employment. During this period, significant achievements were realized, including:
Establishment of an Informal Education Centre: A dedicated space was created to provide education and learning opportunities to the community.
Community Health Awareness Camps and Training for Dais: Health awareness programs were organized, along with training sessions for traditional birth attendants (dais) to enhance their knowledge and skills.
Formation of Mahila Sabha: A women's collective, known as Mahila Sabha, was formed to empower and advocate for the rights and well-being of women in the community.
Livelihood Initiatives: Initiatives such as goat rearing, vegetable cultivation, and silk production were introduced to enhance income generation opportunities for the community.
Affiliation with Khadi Gramudyog Commission: Badlao Foundation became affiliated with the Khadi Gramudyog Commission, fostering the promotion and support of local handloom and handicraft industries.
Self-employment Support: Through the Tussar Katai-Bunai program, 50 women were trained and supported to become self-employed in the field of silk weaving.
Establishment of Anganwadi Centers: Anganwadi centers were established at Gandhi Ashram, Kewarjali, with the aim of providing education and care for young children.
Collaborations and Partnerships: Badlao Foundation collaborated with various organizations such as OXFAM America, TRADES HOME of GERMANY, and the Industrial Department of the Bihar Government to expand its reach and impact. These partnerships facilitated training programs and initiatives aimed at empowering women.
Expansion to New Villages: Starting with 10 villages, Badlao Foundation gradually extended its presence to 50 additional villages in the Jamtara Block, focusing primarily on the primitive tribes of Santhal (Pahari).
Key Focus Areas: Badlao Foundation's work revolved around health, education, environment, sustainable agriculture, and livelihood generation, addressing the pressing needs of the communities it served.
Milestone: By the end of the decade, Badlao Foundation successfully expanded its reach to 100 villages, further amplifying its impact and influence.
Khadi Outlets and Cultural Development: To promote local industries and cultural development, two Khadi outlets were established in Mihijham and Jamtara. Additionally, cultural events and meals were organized at Kewarjali Ashram from 1995 to 1991, fostering community engagement and development.
These early initiatives laid the foundation for the subsequent growth and expansion of Badlao Foundation, propelling it towards its mission of creating positive change and empowering marginalized communities in the Santhal Pargana region.
Second Phase of Development
During the second phase of development (1988-1992), Badlao Foundation made strategic decisions to broaden its scope and extend its impact to new areas. Building on the extensive work carried out in Santhal Parganas over the previous five years, the foundation engaged closely with the community to identify their needs and establish extension centers inspired by the success of Kewarjali Ashram. This phase witnessed significant achievements, including:
Geographic Expansion: Starting from one district, Badlao Foundation expanded its operations to three additional districts, marking its presence and influence in a wider area.
Comprehensive Approach: A concrete plan was formulated to address various issues such as women's empowerment, informal and functional education, human resource development, community health, hygiene and nutrition, income enhancement, environmental conservation, and advocacy.
Women's Training and Self-Employment: In collaboration with Khadi Gramudyog Yoga, Badlao Foundation provided training to 210 women from villages, focusing on institutional development and self-employment opportunities. The foundation gained a strong reputation in the field of khadi production, with record levels of production and sales reaching 40 to 50 lacs during 1990.
Sustainable Development Programs: In the Madhupur and Karanpura areas, Badlao Foundation initiated programs centered around environmental conservation and sustainable development. These programs encompassed initiatives such as hair had (hairpin bend) for farmers, composite methods, and water conservation. Special emphasis was placed on tussar silk production during this period.
Through these strategic endeavors, Badlao Foundation expanded its reach and deepened its impact, working towards its mission of promoting social and economic empowerment in the Santhal Pargana region.
Third Phase of Development
During the third phase of development (1992-1996), Badlao Foundation embarked on significant initiatives that contributed to the organization's growth and impact. The following highlights characterize this phase:
Tussar Weaving and Production: Recognizing the importance of tussar weaving and spinning, Badlao Foundation launched extensive programs that spread throughout the state. These programs aimed to promote the traditional art of tussar silk production, creating avenues for income generation and skill development.
Expert Team Formation: To enhance the organization's expertise and capabilities, Badlao Foundation assembled a team of experts specializing in various areas, including tourism and natural resources, gender equality, community health, and education. This multidisciplinary team played a vital role in guiding the foundation's activities and ensuring their effective implementation.
Action Plan Development: A comprehensive action plan was meticulously crafted to ensure the systematic execution of programs and initiatives. This strategic approach facilitated the organization's ability to meet its objectives and achieve desired outcomes.
Partnerships for Institutional Development: Badlao Foundation forged significant partnerships with international organizations, namely ICCO from the Netherlands and SRC from Switzerland. These long-term associations provided valuable support for institutional development, enabling the foundation to expand its operations and impact on a larger scale.
Through these concerted efforts, Badlao Foundation solidified its position as a catalyst for positive change, working in tandem with expert teams and strategic partners to advance its mission of sustainable development and social empowerment.
Fourth Phase Of Development
During the fourth phase of development (1997-2001), Badlao Foundation witnessed significant progress in empowering women through the formation of Self-Help Groups (SHGs). The following key achievements characterize this phase:
Women's SHGs: The women's groups initiated earlier transitioned into SHGs, enabling them to strategize and take ownership of their initiatives in the field. These SHGs became self-sufficient entities, empowering women to become self-employed and establish their own organizations.
Education Initiatives: Recognizing the importance of education, especially in areas with high illiteracy rates and limited access to quality education for children, Badlao Foundation established informal education centers. These centers were set up in Deoghar (Karanapura), Dumka (Machkol), and Godda (Sunderpahari), providing experimental and quality education to enhance educational opportunities in these regions.
Promotion of Sustainable Agriculture and Tourism: Through targeted awareness campaigns, Badlao Foundation actively promoted sustainable agriculture and tourism practices. Barren lands were transformed into cultivable land, fostering the growth of productive vegetables and contributing to agricultural sustainability in the communities.
During this phase, Badlao Foundation's efforts focused on empowering women through SHGs, promoting education in underserved areas, and advocating for sustainable agricultural practices. These initiatives played a pivotal role in creating self-reliant communities and fostering a sustainable and inclusive development environment.
Fifth Phase of Development
During the fifth phase of development (2002-2007), Badlao Foundation focused on fostering collective leadership and community involvement in decision-making processes. The following key achievements highlight this phase:
Establishment of Core Team: A dedicated core team was formed to provide support to the secretary and president of the organization. This team played a crucial role in guiding and strengthening the foundation's operations.
Community Decision-Making: Emphasizing the importance of community participation, the organization prioritized the involvement of the community in decision-making processes. The empowerment of the community to make their own decisions was a significant milestone during this phase.
Women's Empowerment: The organization effectively implemented women's empowerment initiatives at the organizational level, yielding positive outcomes for both the women and the foundation. Collaborating with NABARD, Badlao Foundation established 400 Self-Help Groups (SHGs) comprising 6,000 women and their families, enhancing their socio-economic empowerment.
Recognition and Collaborations: The organization gained recognition as a Microfinance Non-Governmental Organization (MNGO) in the Jamtara district. Additionally, important collaborations were established with educational institutions. Notably, Greenwood Public School was established during this phase, with the organization partnering with NIOS (National Institute of Open Schooling) and IGNOU (Indira Gandhi National Open University) to provide quality education opportunities.
During this phase, Badlao Foundation's focus on collective leadership, community involvement, women's empowerment, and collaborations with key stakeholders contributed to its growth and impact. The organization's commitment to inclusive decision-making and strategic partnerships paved the way for positive change in the communities it served.
Sixth Phase of Development
During the sixth phase of development (2008-2011), Badlao Foundation achieved recognition for three key institutes: Badlao Institute of Training and Management (BITM-Ranchi), Badlao Sikhshan Sansthan (Mihijham), and Samarthan Weakling Development Foundation (Mihijham). These institutes played a vital role in advancing the foundation's objectives.
Additionally, during this phase, a significant focus was placed on working at the village level and empowering women through the formation of Mutual Benefit Trusts (MBTs). Each block in the Santhal Parganas region had its own MBT, and each MBT was assigned various tasks and responsibilities.
This phase marked the establishment of well-recognized institutions and the promotion of village-level empowerment through the formation of MBTs. By strengthening institutional capacities and engaging communities directly, Badlao Foundation continued to make meaningful strides towards its goals of social development and empowerment.
Seventh Phase of Development
During the seventh phase of development (2012-2016), Badlao Foundation embarked on 18 new projects spanning six districts within the Santhal Parganas region. To ensure effective project management and evaluation, a dedicated project manager was appointed, and the organization conducted discussions on its strengths, weaknesses, opportunities, and threats (SWOT).
An important milestone during this phase was the publication of a book titled "Badlao ka Prayas" in Hindi, written by our esteemed founder member, Bajrang Singh. This publication further highlighted the organization's commitment to knowledge sharing and dissemination.
Recognizing the need for a robust organizational structure, various strategies and policies were developed, including those pertaining to human resources, communication, gender, and child development. To enhance the skills and capabilities of project leaders, a capacity-building workshop was organized.
In planning for the future, the board of trustees and core team members made a strategic decision to focus on climate change, water-related challenges, and organic farming for the next 5 to 10 years. At that time, Badlao Foundation was already working closely with approximately 60,000 families in the field area, demonstrating its extensive reach and impact.
This phase marked a period of significant expansion, organizational strengthening, and strategic planning, positioning Badlao Foundation to address pressing environmental issues and promote sustainable farming practices in the region.
