Discussion on BAIF work related to Mango wadi project:

What is a Wadi?

The Wadi encompasses shape features bunding hilly territory into smaller lots to aid in soil and
water content preservation, the incorporation of water shortages fruit crops as main crops, such as
mango, cashew, Indian gooseberry, and custard apple, the cultivation of seasonal food crops in the
spaces between fruit plants, and live fencing with saplings of various plant species useful for food,
fodder, timber, fuel, and herbal remedies. Wadis can expect to earn up to rupees fifty thousand per
year from fruit-bearing trees and crops after the first five to six years.

In an effort to provide a long-term solution for the tribal people of Gujarat's Vansda area, BAIF
created the "Wadi Program." The region was too dry and mountainous to support either dairy
farming or modern agricultural methods. Moreover, it was unable to commercially raise any crops
due to the limited quantity of land holdings (less than an acre). A cow development initiative was
started as a way to connect with many tiny, underprivileged farmers who kept low-yielding animals.
Growing perennial and fodder crops was added as an additional activity. For the development of
wastelands, Subabul, a fast-growing, drought-tolerant fodder tree, was planted. However, rather
than cultivating a species like Subabul that serves as both fodder and firewood, the indigenous
people preferred to grow fruit trees such as mango Tree. The Wadi Concept was therefore
established in 1982 to fulfil this need for generating cash revenue and promoting self-reliance for
Gujarat's tribal people. The resounding success of this programme led to its replication in other
states, including Rajasthan, Maharashtra, Karnataka, Uttar Pradesh, and Madhya Pradesh.

This strategy made use of the combined resources of BAIF and the neighbourhood tribes. BAIF
contributed to the cooperation through its horticulture experience, access to structured finance, and
understanding of contemporary supply chain strategies. The tribal people in the area made a
contribution by agreeing to the idea and putting their sole resources—land and labor—to use. In
order to produce more food in larger quantities, the community joined together to plant
uncultivated land and then gathered this produce for planned future links.

BAIF assisted the community in accepting the time-consuming and difficult effort of laying the
foundation needed for success by acting as a facilitator, trainer, and guide. To motivate the 42
indigenous families who took part in the programme when it was originally introduced in 1982,
regular involvement was required. The sapling maintenance was difficult due to the difficult voyage
and harsh weather. Participating tribal members would spend hours carrying water in pots on top of
their heads to water and care for the saplings in places without irrigation options. Before the fruit
plants stabilised, this had to be done every day for around three to four years. Production began
about four or five years ago. At the Gujarat BAIF centre there are seven types of mangoes cultivated,
which are then processed into different products by the local villagers to get the maximum output.
1. Tree implied cultivating for supportable occupations

Watercourses are typically established on 2-3 portions of land and also in neighbouring blocks to
help local farming. Every Channel examines escalated out agrarian improvement that bears organic
product in five to seven years, the time it takes for plantlets to prove fruitful, the Watercourses to
become self-sufficient, and the ranchers to have procured a more extensive bin of development
rehearses and water the executives.

Given the lengthy nature of yields thru the Channel programme, BAIF advised ranchers to look into
alternative sources of transitional pay, such as dairy and animal farming. Ranchers began digging
composting pits along the lines in search of rich compost to sell to vegetable producers and finishing
companies. Discovering that ranchers most fundamentally required specialised skill as well as the
capacity to adjust their traditional thinking for contemporary techniques, the non-benefit has begun
rancher preparing each quarter, once in a while more frequently as possible at the instructional hub
in Hubli where they were shown how to keep up with their aqueduct, water system procedures,
fertilising the soil, water the executives, and so on. To encourage ranchers to participate, BAIF also
organised regular homestead visits where potential Watercourse ranchers could meet those in the
programme and see the results of the agri-ranger service horti mix firsthand.

After 5 years, most ranchers have begun to purchase Channel programme products. Rancher
livelihoods have grown to more than 1 lakh per year on a typical land size of one section of land.

2. Tukdi a journey from single farmer to a self-reliant ecosystem.

The wadi programme had a modest beginning per section of land per rancher, but financing has now
flowed down to a pitiful Rs. 3000 for each section of land as the idea has begun to show results and
ranchers have been approaching to endure up to 75% of the operational expenses. The most recent
support given by BAIF has been in assisting with observing, directing, and providing human assets to
ranchers in remote areas of Haveri and Gadag. Because the concept is based on a local area, a lack of
engagement from one hinders the entire framework. Ranchers are frequently impatient, not
wanting to wait 3-4 years before seeing any indication of returns from the land.

Key Insights & Conclusion:

Due to the involvement and active participation of numerous stakeholders, including development
organisations, tribe members, businesses, and financial institutions, the Wadi Program was a huge
success. The seed's connection to market demands supported sustainable livelihoods.

Combining land holdings and efforts results in lower production costs, higher product quality, and
more producer bargaining power.

Excellent outcomes came from developing the tribal members' organisational and leadership skills,
demonstrating that effective leaders could be created using participatory techniques.

The Wadi model was successful because it combined technology, R&D, and practical, straightforward
solutions that required utilising environmentally acceptable alternatives.
“The benefits are tremendous as they have made so much profit out of their waste lands. The
wadi intercropping system has helped farmers place millets which ensure food security but are not
high paying alongside fruit trees like mango and sapota that fetch much higher returns,” says one
of the farmers working in the mango wadi project.