The VEC prioritized and submitted the INRM plan to MGNREGS for convergence with Megha-LAMP. The plan aimed to construct two R.C.C. water storage tanks—one at Kaitkasngi, situated at the edge of a steep hill with a perennial spring source, and another at Lum Dorbar, located at the village centre. A submersible electric pump and pipelines were used to pump water from Kaitkasngi to Lum Dorbar, covering a distance of 496 meters. The INRM plan and site selection were determined through a participatory meeting involving VEC functionaries and the village community.

Before the intervention, the selected site housed a perennial spring source, requiring an average household to make six trips a day, spending around three hours fetching water from the challenging terrain. The total cost of ₹10,11,196 was utilized for the interventions. The VEC mobilized ₹7,81,196 through MGNREGA, which is 3.91 times the Village Development Fund (VDF), for constructing the water storage tank. The VDF funded the installation of a submersible pump (2HP/240V) and associated infrastructure. The community contributed ₹30,000 in labour, which is equivalent to 15% of the VDF.

Men undertook most of the heavy work, while women were involved in tasks like crushing stones and transporting materials. Despite challenges, including delays in material delivery and internal disputes, the community was able to persevere with the implementation of the INRM plan.

During the implementation process, the technical assistant of MGNREGA facilitated the VEC in constructing the water storage tank, and the field engineer of MBMA facilitated the VEC in selecting and procuring the submersible pump, including pipe connection and installation. The field engineer also assisted the community in catchment protection and other INRM works for the remaining tranches.

Post intervention, the Kaitkasngi spring was treated, and runoff was controlled, redirecting water to the storage tank. With the pump installed, water from the source was brought closer to the settlements, which eliminated the need for residents to fetch drinking water directly from the source, saving about three hours daily. This water also served washing and sanitation purposes.

The intervention benefited the entire community, and significantly reduced water-fetching time from 30 minutes to 5 minutes per trip—a remarkable 83.33% reduction in daily drudgery.

To ensure sustainability, the VEC and the Village Institution established INRM-related policies, which included the prohibition of tree felling and encouragement of tree planting drives to protect the catchment area. These rules have been willingly complied with by the village community.

The VEC undertakes post-intervention repair and maintenance of the INRM infrastructures supported under Megha-LAMP. The electricity bill for the pump and maintenance or repair works are being covered by a separate fund collected monthly from the beneficiary households. Future plans include tree plantation drives at Kaitkasngi, Wahumdor, and Wahsaitmaw, contour trenches at Kaitkasngi, a water tap platform in the village bringing water from Lum Dorbar nearer to homes, and spring chambers at Wahumdor and Wahsaitmaw

The village community of Siju in the South Garo Hills District faced numerous challenges in sustaining their livelihoods. It primarily relied on fishing and agriculture but struggled to cope with market developments and inflation due to poor price realization and limited marketing opportunities. Individual farmers operated independently, leading to unequal sales distribution and substantial waste. With the local village market serving as the only selling platform, profits were limited. In addition, the inability to trade with neighbouring villages due to high transportation costs was a major obstacle, hindering their prospects of tapping into more profitable markets. Small-scale farmers encountered difficulties selling their fruits and vegetables, with some experiencing surplus and others struggling to sell at all.

To compound these challenges, the community faced issues related to credit access due to the absence of banks and financial institutions in the area. They were unable to save money and obtain loans, making it impossible to undertake higher activities to supplement their livelihoods. The need for a transformative solution was evident to elevate the economic prospects of the community.

Since its establishment, the Gangga IVCS Ltd. has significantly alleviated these challenges.

In December 2019, the IVCS was formed and registered with 15 member shareholders. In the following years, the members engaged in community mobilization to strengthen membership while the project provided continuous support in the form of training, capacity building, exposure, and knowledge services. Today, the IVCS has grown to 600 members and boasts substantial savings of over Rs. 74 lakhs. It has also provided regular loans to the community with feasible repayment plans.

While the IVCS was performing well, the true turning point in the community’s fortunes came with the inception of the Collective Marketing Centre (CMC) and a cold storage facility. Seizing the opportunity, the IVCS initiated the aggregation and processing of local produce in the CMC, which allowed its farmers to explore improved marketing methods. In 2022, headlines were made when, with minimal project support, the IVCS ventured into the global market by successfully exporting one metric ton of their Khasi mandarin to Abu Dhabi, which was displayed at the world-renowned Lulu Mall. Nationally, one metric ton was also sent to markets in Kolkata.

The Gangga IVCS Ltd. showcases the high potential of the IVCS as a village-level model for collective benefits and enhanced services when backed by proper support and community participation. It intends to invest its profits in making the services of the IVCS even more comprehensive.

The agricultural landscape of Meghalaya is fraught with numerous challenges that limit productivity due to the fragmentation of land, income, and market opportunities for local farmers. Small-scale farming is predominant and characterized by low yields and insufficient access to extension services. The sector’s growth is further stymied by the poor adoption of modern farm machinery and technologies, as well as inadequate processing infrastructure. Aggregation and marketing systems are in place but are not sufficient to cater to all of Meghalaya’s 4.5 lakh farming households, most of whom reside in remote areas with logistical constraints. Conditions are even more challenging due to limited remunerative market linkages and low investment levels, while restricted access to agricultural credit and poor penetration of formal banking networks exacerbate these issues.

Despite these significant challenges, the State Government is well positioned to tackle these issues. Various developmental programmes and projects have been introduced through departments and special purpose vehicles to address the different aspects associated with farming in challenging conditions and arrive at sustainable solutions. Among these is the State’s Planning Department’s Meghalaya Basin Management Agency (MBMA), the implementing agency for key externally aided projects committed to addressing issues of rural development and farmer empowerment holistically. Partnering with leading multilateral agencies and banks like the International Fund for Agricultural Development (IFAD), the World Bank, and the KfW Development Bank (KfW), MBMA’s initiatives span nearly all of Meghalaya’s 6,500+ villages.

Over the past decade, the IFAD-supported Meghalaya Livelihoods and Access to Markets Project (Megha-LAMP) and the World Bank-funded Community Led Landscape Management Project (CLLMP) have adopted unique strategies to tackle various facets of these challenges. Megha-LAMP focuses on establishing inclusive supply chains for agriculture, creating credit and marketing institutions of farmers, now popularly known as Integrated Village Cooperative Societies (IVCS), implementing integrated NRM for enhancing agricultural productivity, promoting entrepreneurship and farmer collectivization benefits, and establishing relevant agri infrastructure designed to enhance activities. CLLMP has supported communities with comprehensive management and conservation of natural resources through a holistic landscape approach, providing a model for community-led NRM and economic growth. Notably, CLLMP has introduced, for the first time in India, a state-wide Payment for Ecosystem Services model, with future payments pledged by the government and linkage to carbon markets to aid forest conservation for 30 years.

Although these projects have made significant strides in facilitating numerous initiatives and leveraging various resources to address these pressing agricultural sector issues, untapped opportunities remain. This led to the launch of the KfW-funded Sustainable Land Management Meghalaya Project (SLM), which aims to capitalize on Meghalaya’s traditional farming practices, connect farmers to lucrative markets, and tackle debt and productivity challenges by promoting organic farming, simplifying certification processes, enhancing farmer capacities, and strengthening market linkages.

Outlining SLM’s Role

The rationale behind the Sustainable Land Management Meghalaya Project (SLM) is rooted in the need to overcome the aforementioned challenges and help farmers continue with traditional farming practices, developing them into clean, niche food products. With a noticeable shift in consumer preferences towards quality organic foods, both at home and internationally, there is a rising demand for these food categories. Meghalaya’s tradition of organic farming uniquely positions it to tap into this demand. However, several hurdles require intervention, such as delivering effective market linkages, meeting certification costs, and ensuring sustainability in the organic farming sector.

Enhancing agricultural productivity and establishing robust market linkages are necessary not only for poverty reduction but also for driving economic growth. Recognizing the role of organic farming in Meghalaya, the project aims to promote traditional farming methods, which are predominantly organic. This approach can create new opportunities for farmers, farmer organizations, cooperatives, producers, and stakeholders to engage in sustainable and pesticide-free agriculture, aligning with the growing consumer demand for such produce. To improve market access and prices, the project will establish effective and sustainable linkages with accessible remunerative markets within and outside the State.

Another facet of the project is its aim to address the challenges associated with cumbersome and expensive certification processes. The approach is to streamline procedures and reduce costs, thereby facilitating access to certification for small-scale farmers. Capacity building is another key focus, empowering farmers with the necessary skills and knowledge for organic production and value addition, enhancing their participation in the organic agriculture sector.

Meghalaya’s focal goal is to double farmers’ incomes through various interventions including increased productivity, premium prices, and value addition. Organic agriculture methods have the potential to improve soil fertility and biodiversity, leading to sustainable increases in productivity over time if appropriate platforms are created. Hence, the SLM project will focus on developing farmers to certify their niche products.

In essence, SLM aims to establish and develop sustainable land management practices and value chains to unlock the full potential of Meghalaya’s agricultural sector.

The First Phase

The SLM project is an Externally Aided Project (EAP) of the Government of Meghalaya that was launched on 30 August 2023. For project implementation, MBMA is acting as the Project Executing Agency, supported by its stakeholder partners: the Directorate of Horticulture under the Department of Agriculture and Farmers’ Welfare, the Bio-Resources Development Centre (BRDC), and the Meghalaya State Rural Livelihoods Society (MSRLS).

The project aims to elevate existing farming practices in Meghalaya, converting or strengthening them to increase their value and market accessibility. These practices will be taken up in equal parts by the partner agencies to achieve common objectives. These include strengthening Natural Farming to achieve PGS certification and transitioning traditional methods to meet NPOP standards. The project will also address the complexities and costs of certification by piloting a new state-level organic certification system, “Megha Organics,” designed to adhere to organic standards while remaining cost-effective for targeting domestic and Northeast Indian organic markets.

The project comprises four key components. Component 1, “Organic Farming Production and Diversification,” aims to enhance organic farming competitiveness at the farm level by providing support for knowledge, technology, and finance. Component 2, “Value Addition & Upgradation of Aggregation Infrastructure,” focuses on improving market access for farmers through post-harvest handling and processing of organic produce. Component 3, “Establishing Effective Market Linkages,” is designed to overcome existing constraints and increase the volume of organic produce reaching wholesale markets, supermarkets, and other buyers. Lastly, Component 4, “Organic Certification for Premier Organic Markets,” aims to enhance the institutional capacities of executing and implementing agencies for smooth project delivery.

Initially, SLM will focus on 93 targeted villages, covering over 5,000 farming households across Meghalaya, during the Grant Phase. This phase aims to establish sustainable land management practices and value chains on a pilot basis, facilitated by a streamlined operational structure that can be replicated or scaled up at the state level. The primary goal is to lay the groundwork for the loan component. Once these models are successfully established, the grant phase will support the implementation of the loan phase, ensuring a smooth transition to full-scale project implementation.

L. Khongwir

Secretary of Laitkynsew Village, East Khasi Hills

“Our tomatoes are big and very delicious, distinct due to the organic farming methods practiced by the famers, including use of cow dung at regular intervals. This has enabled the farmers to command higher price for the produce.”

Rilang Basaiamoit

Tomato Farmer

Laitkynsew Village, East Khasi Hills

“Tomato farming is crucial for our community’s economy. Majority of the farmers from the village grow tomatoes but on small scale. Our traditional practices include using bamboo baskets, locally called ‘Kriah’, that helps not only in transporting but also in keeping the laitkynsew tomatoes fresh, which otherwise is delicate and have a short shelf life.”

Kynpham Rapthap

Tomato Farmer

Laitkynsew Village, East Khasi Hills

Ostander Lyngkhoi

Headman of Sohliya Village, Ri Bhoi district

“Farmers from Syntung village have been cultivating strawberries for almost five years now, and we can see the numerous benefits it brings to us farmers. I hope our produces reach far and wide and Meghalaya continues to be renowned for its strawberries”

Robert Pale

Headman of Syntung Village, East Khasi Hills

“The strawberry festival in our region has not only provided a platform for showcasing our produce but has also facilitated newer market opportunities.”

Milli Ch Marak

Strawberry farmer

Darechikgre, West Garo Hills

“Because of old age, most of us cannot go far away to work anymore, so we work on the farms near our houses. Initiatives like the strawberry festival and strawberry market have created new opportunities for marketing of our produces with the support of the department and we are filled with joy.”

Dit Lyngshiang

Strawberry Farmer

Syntung, East Khasi Hills

“Farmers from the village harvest this fruit during the winter season, which is a period when we encounter many financial difficulties. Being able to cultivate this fruit and earn good income from it is truly a blessing for the farming community.”

Sadalin Suting

Strawberry Farmer

Syntung Village, East Khasi Hills

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