SHELTER: Transforming Adivasi Lives through Comprehensive Community Development in Nilambur, Kerala

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Project Details

Category: Tribal Development
Project Title: SHELTER – Nilambur Adivasi Comprehensive Development Project
Department or District: Kudumbashree District Mission Malappuram
State: Kerala
Start Date of the Project: 1st April 2021
Website: https://www.kudumbashree.org/district/malappuram

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Tribe(s) that the Project Covers: The project covers 5,022 tribal families from 13 communities in Malappuram district, including Paniya, Kattunayakan, Aranadan, and Cholanaicka. Special attention is given to Particularly Vulnerable Tribal Groups (PVTGs) such as the Cholanaicka community.

Keywords: Tribal Empowerment, Tribal Development

The SHELTER project, initiated by Kudumbashree District Mission in Nilambur, Kerala, is a dedicated tribal development initiative aimed at uplifting the most marginalized Adivasi communities through holistic and culturally sensitive interventions. Located in the densely forested Nilambur region of Malappuram, this comprehensive program integrates livelihood, education, health, cultural preservation, financial inclusion, and institutional empowerment under one framework. With a strong emphasis on community participation and inter-departmental convergence, the project seeks to empower tribal women, youth, and children while preserving traditional knowledge systems and indigenous identities.

The Project

The project is designed to build strong grassroots-level tribal institutions and offer sustainable livelihoods. Core components include special coaching for government employment, formation of neighborhood groups and youth clubs, bridge courses for students, support for non-timber forest product (NTFP) collection, and revival of tribal folk art. The Kudumbashree model of community development has been adapted to suit tribal needs, including the establishment of Tribal Special NHGs, JLGs in agriculture and animal husbandry, and micro-enterprise units. Special programs are also organized for health, sanitation, first aid training, digital literacy, and disaster preparedness.

Problems that it Intends to Solve

The project targets the deeply rooted socio-economic challenges faced by Adivasi communities. These include the unemployment of educated tribal youth, widespread dependency on local moneylenders charging exorbitant interest rates, excessive alcohol use among youth and women, and high dropout rates from schools. The communities also suffer from limited access to entitlements and inadequate representation in planning processes. Livelihood insecurity, particularly for PVTGs like the Cholanaicka who depend on NTFPs, further exacerbates their marginalization.

What was the Need

Tribal communities in Malappuram were trapped in a cycle of poverty, debt, addiction, and educational backwardness. Government-led efforts often failed to reach them due to lack of cultural alignment and infrastructural barriers. The absence of targeted interventions led to social exclusion and economic exploitation. SHELTER was envisioned as a localized, inclusive solution grounded in the lived realities of Adivasi communities and tailored to their unique socio-cultural context. The project aimed to build institutional capacities from within, create sustainable livelihood pathways, and foster collective community identity.

What Hindered its Introduction

The initial rollout of the project was hindered by resistance from within the community due to past experiences of ineffective interventions. Mobilizing youth, especially those battling substance addiction, was particularly difficult. Many hamlets were located deep inside forests, lacking transportation and communication infrastructure. Additionally, differences in cultural and ritual practices among the 13 tribal communities made it challenging to design a uniform model. There was also a knowledge gap among implementers regarding traditional systems and community dynamics, which required careful learning and trust-building.

Process Followed for Implementation

The project began with regular visits to tribal hamlets and interactions with families to build rapport. Animators and community resource persons led awareness campaigns, financial literacy drives, and cultural gatherings. Entry-point activities such as bridge courses, football tournaments, and youth club meetings were organized to mobilize participation. Neighborhood Groups (NHGs) were formed and trained in savings, book-keeping, and leadership. Livelihood activities in agriculture, animal husbandry, and NTFPs were rolled out based on local resources. Capacity building was continuous and adaptive, with interventions evolving through feedback and field monitoring.

• Government
  • The project was implemented under the National Rural Livelihood Mission (NRLM) by Kudumbashree, the poverty eradication mission of the Government of Kerala. District-level governance was led by the Kudumbashree District Mission Coordinator with convergence from departments like Forests, Education, Health, and Revenue.
• Involvement of Community
  • Community involvement was central to the project. Oorumooppans (traditional tribal leaders) were engaged as trainers in cultural art forms. Youth were mobilized through clubs and sports. NHGs became platforms for women to access credit, run enterprises, and engage in hamlet development. Cholanaicka youth-led NTFP collection under the GANTHE unit. Animators from within the community facilitated implementation and feedback loops.

Solutions Implemented

Key solutions included PSC coaching programs that led to the appointment of 47 tribal candidates in government jobs, with 20 becoming Beat Forest Officers in 2022–23. The formation of 195 Tribal Special NHGs ensured financial inclusion for over 2700 families. Forty-two Youth Clubs were registered and conducted activities such as football leagues and addiction awareness. Twenty-five Bridge Course Centers reduced school dropouts by offering remedial education and life skills. The GANTHE unit involved 73 Cholanaicka families in sustainable NTFP collection and marketing. Kosatti Gothra Kala Sangam preserved tribal art and provided performance-based livelihoods.

Details of the Coverage

The project spans all 294 hamlets of Malappuram, covering 5022 tribal families. It includes 195 Tribal Special NHGs, 25 bridge course centers with 364 students, 30 Balasabhas with 385 members, 42 youth clubs, 32 JLGs in agriculture, and 35 in animal husbandry. It has created 19 micro-enterprises and facilitated over 652 beneficiaries in the animal husbandry sector.

Innovation and Unique Features

Innovative aspects of the project include hybrid online-offline competitive exam coaching, Google Form–based MIS reporting by NHGs, and the appointment of Oorumooppans as master trainers in art forms. Youth Clubs were linked to institutions like NYK and Youth Welfare Boards. Corporate sponsorships and CSR support enabled technological upgrades for bridge courses. The GANTHE NTFP brand and Kosatti tribal performance group represent unique integrations of traditional knowledge with enterprise models.

• New Approaches: Tech integration, capacity building, culturally sensitive methods
  • The project integrated digital tools into rural development through MIS data collection and hybrid learning. Capacity building included continuous training of NHG leaders, youth club members, and animators. Cultural sensitivity was maintained through inclusion of folk elders, preservation of ritual traditions, and celebration of tribal identity in art and livelihood.
• Co-creation: How tribal knowledge or leadership shaped the solution
  • The involvement of Oorumooppans and tribal elders in designing interventions ensured that solutions were grounded in cultural knowledge. Folk traditions, local agriculture, and community leadership structures shaped the activities. Bridge courses and PSC coaching were timed and contextualized to suit the hamlet routines and seasonal labor cycles.
• Any adaptations: How the project evolved during implementation
  • The project adapted by switching to digital coaching during COVID-19 and refining curriculum based on performance trends. Youth engagement strategies evolved from informal gatherings to structured sports leagues. In deep-forest areas, facilitators used walking routes to reach isolated families. Custom content for Bridge Courses was introduced to address foundational literacy gaps.

Challenges Faced Before Implementation

• Internal Challenges
  • Early internal challenges included limited experience among staff in tribal-specific planning, difficulties in mobilizing the community, and a lack of structured modules for cultural integration.
• External Challenges
  • Externally, transportation to forest hamlets, substance abuse among youth, and mistrust toward government programs were significant obstacles. Attitudinal resistance from some community leaders also slowed uptake.
• Mitigation Efforts
  • These were addressed by recruiting tribal animators, organizing trust-building events, conducting relief and medical outreach during floods, and enabling access to entitlements. Partnering with youth for creative events like the Tribal Premier League created positive momentum.

Challenges Faced During Implementation

• Internal Challenges
  • During implementation, maintaining consistent reporting, managing resource distribution across hamlets, and ensuring attendance in training sessions were ongoing issues.
• External Challenges
  • Field conditions such as monsoon floods, remote geography, and poverty-related constraints often disrupted program continuity. Substance abuse among youth continued to interfere with mobilization.
• Mitigation Efforts
  • Relief activities such as food and medical camps were intensified during emergencies. Active field visits, support from tribal department officials, and involvement of trusted community figures helped stabilize implementation.

Outcomes

• Quantitative
  • Since inception, the project has supported over 2,772 families in 195 NHGs. A total of 47 tribal candidates secured government jobs, including 20 as BFOs. Youth Clubs now number 42, and Bridge Courses have enrolled 364 children. Animal husbandry and JLG activities have benefited over 800 members collectively.
  • Direct beneficiaries include 5,022 tribal families across Malappuram district. Indirect beneficiaries include local institutions, youth networks, and markets engaged through NTFP trade and cultural programs.
• Qualitative
  • Community cohesion, educational aspirations, and participation in governance have visibly improved. Women report greater confidence and financial independence. Substance use has declined among youth due to constructive engagements. Cultural revival through art collectives has rekindled tribal identity.
• Monitoring and evaluation
  • Monitoring is done through regular field visits, MIS reports submitted by NHGs, and coordination meetings. Evaluation includes tracking performance metrics in PSC coaching, school retention, and livelihood outputs. Animators provide monthly updates and serve as community informants.

Replicability / Scalability / Sustainability

• The project aligns with NRLM, state tribal development policy, and Kudumbashree’s broader mandate for inclusive growth.
• It is supported through revolving funds, corpus grants, and CSR partnerships. NHGs have developed internal lending systems, reducing reliance on external credit.
• The model has strong potential for replication in similar tribal areas across Kerala and beyond, especially its modules on PSC coaching, bridge courses, and cultural economy.

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