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8 Parikalpana - KIIT Journal of Management happening mostly in terms of infrastructure development, the people who are at bottom of the society are largely excluded. Although the wage availability and cash income has increased, however challenge is whether that is sustainable after the construction job of the company is over.The case represent a beginning of building a platform for the development of people, however there is need of collaboration to have an inclusive growth of the people as Porter and Krammer (2006) rightly said Corporation are not responsible for all world’s problem and solve them all. CSR in isolation cannot bring development of people to cope with changing economic climate. Integration of stakeholder’s interest with business value chain: Integration with business value chain. In this paper, ‘BILT-Harsha community development project’ has been taken as the case representing Corporate social responsibility integrating the interest of stakeholdercommunity with business leading a sustainable development process for the poor and marginal farmers in Jeypore of Koraput district. The project was primarily focused on creating alternate livelihood opportunities for people in the periphery villages, so as to reduce the pressure on local Industry (Bilt) for employment of people living in periphery villages. This is a case of Conflict-consensus and cooperation among all stakeholders to proactively respond to the need of the community in a sustainable way. Harsha Trust has collaborated with Ballarpur industries limited (BILT), under their CSR initiative, to improve the quality of life of the families residing in the villages around their SEWA paper mill at Jeypore subdivision of Koraput District in South Orissa. The collaboration began in the year 2002, since then, Harsha Trust has been working on livelihood enhancement of the poor community around Sewa paper mills. The initiative which started as a community development programme in 10 villages has expanded to 150 villages covering 3000 families. Harsha trust started initial intervention with promotion of women Self Help Groups (SHGs) with poor tribal families around the Sewa paper mill in year of 2002. Initially there was little apprehension among the community people regarding the interventions, however with consistence efforts from the professionals of Harsha trust, the apprehension turned to a long standing relation based on trust and commitment. In 2003, Hasha trust started taking intervention on livelihood through SHGs bank linkage program. The initial intervention was mostly to make people bankable with the local grameen bank (Regional Rural Banks) and help them to get loans from the bank to timely apply inputs in their paddy cultivation, for which they used to take loan from local money lender with high interest rate, mostly in form of agricultural produces. By end of 2003,
An alternative Stakeholder Management Tool 9 about 60 SHGs were formed and Harsha trusts started taking vegetable cultivation with the families in small patch of their homestead to generate cash income for the families and in summer 2004, maize was taken as the major intervention in upland which was used to remain fallow or grown with small millets, after exposure visit to Umarkote of Nabarangapur District. Within 2003 to 2005 all these efforts were counted as experimentation with different livelihood intervention such as improved paddy cultivation, vegetable and maize cultivation, Banaraja poultry, goat rearing etc. At that point of time the district administration was having reservation to support the SHGs promoted by Harsha trust as it was supported by paper mill, however after lot of efforts, in 2005, one group got linked with SGSY program to start the dairy. The experience was not encouraging due to many reason mostly attributed to the selection of breed. In mid 2005, with support of Bilt, 3 units of poultry farms started, however the intervention needed a scale. Harsha trust convinced the local administration and bankers to go for an exposure trip to PRADAN and after that exposure visit the local banks agreed to finance for poultry under SGSY, thus in 2006 poultry started taking momentum with active participation of local banks and administration. In 2006- 07 financial year, the number of unit reached at 85 farms and a poultry cooperative was registered under Odisha Self Help Cooperative Act. By 2012, there are 185 families involved in this activity. The activiy took a lext leap when SDTT (Sir Dorabji Tata Trust) supported Harsha trust to set up its hatchery in Rayagada under ownership of the Cooperaive and the poultry as a livelihood opportunities brought a revoltionary cahnge in developmental perspective of the area, reulting in replication of the activities in the neighbouring dristricts of Koraput by supports of banks and government. On the other hand, success of maize was replicated with many other families. The mere coverage of 15 acres in 2004 was quickly spread to coverage of about 100 acres in 2006, resulting in establishing a linkageof maize production with poultry farming through a setting up a feed mill with support ftom Bilt and DRDA, Koraput. In year of 2006, as Bilt proposed, Harsha trust integrated its agriculture intervention with pulp wood plantation on marginal land which was lying almost unused and people used to lease it out to local money lender for eucalyptus plantation, the raw material for paper industry. The intervention started with 200 acres of plantation in 2006 with support from Bilt. The cooperative was also formally registered under Orissa Self Help cooperative Act in the year 2008 to further expand the activity and institutionalize the intervention. The pilot project on agro-forestry was initially supported by Ballarpur Industries Limited (BILT) and had been guided by Harsha Trust at the field level. ASA agencies limited provided loan and technical support to the cooperative. The loan was given to the cooperative at 8%, which subsequently
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