Skill Upgradation and Livelihood Generation for Tribals through Van Dhan Vikas Kendras in Rajasthan

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Project Details

Category: Livelihoods
Project Title: Livelihood Generation through Skill Upgradation, Value Addition of NTFP and Other Produces & Marketing
Department or District: Rajasthan Tribal Area Development Co-operative Federation Ltd. (RTADCF), Udaipur
State: Rajasthan
Start Date of the Project: 14th April 2018
Website: https://trifed.tribal.gov.in/Rajasthan

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Tribe(s) that the Project Covers: The project primarily targets the Scheduled Tribes (STs) including Sahariya tribes residing in the Tribal Sub-Plan (TSP) and Sahariya regions of Rajasthan.

Keywords: Tribal Development, Tribal Livelihood, Women Empowerment, Van Dhan Yojana, NTFP, Skill Up-gradation, Tribal Entrepreneurship, RTADCF, Socio-Economic Upliftment

The project was conceived to address long-standing economic marginalization among tribal populations in Rajasthan. RTADCF, the apex cooperative body under the Government of Rajasthan, initiated this program to promote livelihood opportunities through skill development and market-based interventions, especially focused on Non-Timber Forest Produce (NTFP) and minor forest-based products. This integrated initiative combines the Van Dhan Yojana with supporting schemes such as SFURTI, Mini-TRIFOOD, and ESDP, aiming to foster entrepreneurship, income generation, and empowerment among tribal women.

The Project

The project involves the formation and operationalization of 479 Van Dhan Vikas Kendras (VDVKs) across eight districts of Rajasthan. These centers provide training, infrastructure, and marketing support for around 1.44 lakh tribal beneficiaries. With 94% of the beneficiaries being women, the project promotes inclusive development. The intervention focuses on the entire value chain of forest produce—from collection and grading to value addition, packaging, branding, and forward marketing—thus positioning tribal communities as empowered stakeholders in rural enterprise.

Problems that it Intends to Solve

The project addresses several interconnected issues. Firstly, it targets poverty and economic exploitation that tribal communities have long endured. Secondly, it aims to tackle economic and technological backwardness by introducing skills and tools for value addition. Thirdly, it recognizes the socio-cultural handicaps that hinder tribal integration into mainstream economic processes. Lastly, it attempts to eliminate dependency on exploitative middlemen who prevent tribals from accessing fair prices for their produce.

What was the Need

Tribal communities in Rajasthan depend significantly on minor forest produce for their livelihoods, often contributing between 40–60% of their annual income. However, without access to knowledge, technology, or markets, these communities were stuck in cycles of exploitation and low returns. The need to develop localized entrepreneurship, increase value realization, and improve socio-economic indicators necessitated the creation of such a holistic livelihood initiative.

What Hindered its Introduction

There were considerable initial barriers to launching the project. Among them was a lack of awareness and technical knowledge among the tribal beneficiaries regarding NTFPs and their market potential. The low literacy and education levels among tribal populations posed difficulties in training. Further, within government departments, technical expertise and integration across multiple schemes and stakeholders were lacking, delaying streamlined implementation.

Process Followed for Implementation

The process began with careful identification of operational areas and eligible tribal beneficiaries. Each Van Dhan Vikas Kendra was required to have at least 60% tribal representation, with a strong focus on women’s inclusion. Business plans were prepared, and training modules were designed accordingly. Beneficiaries were guided in obtaining certifications such as FSSAI and MSME registration. Value addition processes were established, including branding, packaging, and market linkage. A multi-tier governance structure was deployed, comprising State and District Level Coordination and Monitoring Committees, supported by on-ground personnel such as Van Dhan Sakhis and Van Dhan Managers.

• Government
  • The Government of Rajasthan, through the Tribal Area Development Department and RTADCF, served as the primary implementer. Coordination and convergence were ensured by State Nodal Departments, State Implementing Agencies, and Mentoring Organizations.
• Involvement of Community
  • Community participation was central to the project. Beneficiaries, particularly women, played a vital role in identifying NTFPs, participating in skill training, and managing the operations of VDVKs. Tribal knowledge informed the choice of forest produce for value addition.

Solutions Implemented

The project implemented a multi-faceted solution. It empowered tribal entrepreneurs through strategic training and market integration. Supporting schemes such as Mini-TRIFOOD, SFURTI, and ESDP were converged to enhance technological and financial access. It emphasized behavioral change and capacity building. Moreover, it ensured forward marketing through various channels, enabling tribals to receive fair prices for their produce.

Details of the Coverage

The project currently covers eight districts of Rajasthan and reaches approximately 1.44 lakh beneficiaries. With 94% of the enrolled individuals being women, it has emerged as a model for gender-inclusive tribal development. The program is ongoing, with 16 centers fully operational in the first phase and the remaining being activated in a phased manner.

Innovation and Unique Features

The project demonstrates several unique features. Value-added products like herbal Gulal, Jamun vinegar, and custard apple pulp have been created using traditional knowledge. A bottom-up monitoring mechanism was introduced through Van Dhan Sakhis and Van Dhan Managers. Many VDVKs have received awards at state and national levels for their innovation and economic performance. The project also secured government certification and marketing support via TRIFED.

• New Approaches: Tech integration, capacity building, culturally sensitive methods
  • The project integrates modern training with culturally rooted practices. It ensures capacity building through multiple levels of trainers and video-based learning sessions. Branding and product positioning are done in collaboration with TRIFED, using both physical kiosks and digital channels. Culturally sensitive methods are evident in the selection of locally known forest produce and the leadership role of women in each Kendra.
• Co-creation: How tribal knowledge or leadership shaped the solution
  • Tribal leadership and indigenous knowledge directly influenced the choice of produce for value addition, such as Jamun and custard apple. Women entrepreneurs have played a vital role in production and marketing decisions, reflecting co-creation in action.
• Any adaptations: How the project evolved during implementation
  • The implementation process evolved to address on-ground challenges. A layered administrative and support system was deployed to improve responsiveness. Continuous feedback from Van Dhan Sakhis helped modify training and operations, making the model more adaptive.

Challenges Faced Before Implementation

• Internal Challenges included insufficient training mechanisms and lack of integration across departments.
• External Challenges involved low awareness among tribals and lack of infrastructure for value addition.
• Mitigation Efforts included capacity-building programs, recruitment of domain experts, and establishment of state-district monitoring units.

Challenges Faced During Implementation

• Internal Challenges included maintaining a 60% tribal quota, identifying relevant forest produce, and boosting women’s participation.
• External Challenges were tied to finding qualified trainers and establishing fair market linkages.
• Mitigation Efforts involved phased implementation, expert hiring, and market collaboration with TRIFED and others.

Outcomes

• Quantitative:
  • Formation of 479 VDVKs
  • Coverage of 1.44 lakh beneficiaries
  • 4,586 beneficiaries trained
  • Rs. 70 lakh in early sales
  • Development of 104 value-added products
• Qualitative:
  • Improved socio-economic status of beneficiaries
  • Reduced migration
  • Enhanced access to basic amenities
  • Greater entrepreneurial confidence among tribal women
• Monitoring and Evaluation
  • Monitoring is carried out at multiple levels through State and District Coordination Committees. Video conferencing and regular field updates from Van Dhan Sakhis ensure timely identification and resolution of issues.

Beneficiaries

The initiative directly benefits over 1.44 lakh tribal individuals, predominantly women (94%), across eight districts in Rajasthan. Special focus has been placed on empowering female entrepreneurs from marginalized communities.

Replicability / Scalability / Sustainability

The project offers a scalable model for tribal livelihood enhancement. It aligns with central schemes like SFURTI and TRIFOOD and demonstrates strong financial viability with a future budget of Rs. 7,135.60 lakhs. The project’s success indicates potential for replication in other tribal regions, especially where NTFPs are abundant.

The Van Dhan Vikas Kendras (VDVKs) scheme represents a transformative initiative in tribal livelihood enhancement, particularly in Rajasthan. As of April 2025, nearly 4,000 VDVKs have been approved nationwide, linking over 11.8 lakh tribal beneficiaries, with total sales reaching about ₹109 crore. Rajasthan, contributing 479 VDVKs, aligns strongly with the broader national impact . These Kendras facilitate tribal transformation from primary collectors to value-added processors, creating avenues for skill development, certification, and market access.

Nationally, the goal is ambitious: to set up 50,000 Kendras benefiting 10 lakh tribal entrepreneurs. However, progress indicates that not all sanctioned centers are fully functional, signaling the need for capacity strengthening and market linkage enhancement.

From the grassroots, in Karnataka and Kerala, cohorts of approximately 300 women per Kendra have been empowered, with over 450 centers operational, indicating both reach and replication potential. Notably during COVID-19, these Kendras provided crucial support to tribal communities by offering processing infrastructure when conventional livelihoods were disrupted.

Sustained impact will require bolstering working capital, ensuring product quality standards, and formalizing market channels. Integration through TRIFED, MSP mechanisms, and convergence with schemes like Aajeevika/MGNREGA is key. Further investment in infrastructure, digital platforms, and institutional partnerships can bridge gaps and scale operations.

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