Course 2: Climate Resilient Solutions to Hydro Mini-Grids 

Sustainable watersheds are the foundational element of SEEED because hydro mini-grid sustainability relies on healthy forested watersheds; in turn, hydro mini-grids incentivize watershed restoration and stewardship.  In the context of the global climate crisis, ecosystem health is all the more important for ensuring climate resilient hydro mini-grids and communities.  

With this in mind, the second SEEED E-course focused on solutions for enabling climate resilient hydro mini-grids.  The course oriented participants to the important role of traditional ecological knowledge and environmental governance systems of Indigenous and local communities.  It then introduced the key phases of watershed management for hydro mini-grids and practical examples of watershed treatment, such as reforestation, agriculture-related solutions, and built structures for managing flooding and erosion. 

The course modules included:

• Orientation to Community-Scale Hydropower
• Climate Resilient Watersheds of Hydro Mini-Grids
• Phases of Watershed Management for Hydro Mini-Grids
• Watershed Treatment for Hydro Mini-Grids

​To kick off the course, we were privileged to have Hon. Adrian Banie Lasimbang join us as a speaker, who is an Advisor for TONIBUNG and JOAS and serves on the boards of the Right Energy Partnership (REP) and HPNET.  Watch the recording for insights on the role of Indigenous communities in the water-energy-food-forests-livelihoods nexus.
 

We are thrilled to announce the launch of our SEEED E-Learning platform!  The all-new platform is designed to facilitate online learning and capacity building on key topics for hydro mini-grid sustainability and social-ecological impact.  The E-Learning platform provides an interactive, user-friendly interface that hosts our SEEED E-Learning series, which we launched earlier this year with support from Skat Foundation, DGRV, GIZ, and WISIONS.  

The SEEED Approach
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Our E-Learning initiative is embedded in the SEEED Accelerator.  Collating 40-years of experiential hindsight in the Asia Pacific, HPNET established the Social Enterprise for Energy, Ecological and Economic Development (SEEED) approach for community-scale hydro implementation.  Ultimately, SEEED aims to facilitate sustainable hydro mini-grids that support community empowerment beyond electricity generation.

​The SEEED approach integrates key factors for optimizing hydro mini-grid sustainability, local socio-economic benefits, and climate resilience.  The core elements of SEEED are shown below.  The foundational elements of sustainable watersheds and technical reliability focus on functionality.  Once they are established and the system is functioning consistently, productive end use and inclusive enterprise aspects can be achieved, bringing value-add to local livelihoods.  

SEEED Accelerator

The approach is embedded into an accelerator program aimed to unlock the full potential of hydro mini-grid practitioners and communities.  The Accelerator incorporates knowledge exchange and strategic advocacy to advance context-responsive solutions in line with proven approaches.  The SEEED Accelerator utilizes a 4-step strategy to generate impact from knowledge exchange and advocacy activities, as shown below. 

SEEED E-Learning Series

The SEEED E-Learning platform is designed to support practitioners to learn about the core elements of SEEED, through self-paced, interactive learning.  So far, the platform has hosted three E-courses: 

1. Fundamentals of Community-Scale Hydro Mini-Grids
2. Climate Resilient Solutions to Hydro Mini-Grids
3. Agroecological Benefits of Hydro Mini-Grids

The independent learning portion of each course consisted of a series of modules designed around video-based learning, supplementary reading and self-assessment quizzes.  Participants also engaged in live sessions to connect with experts and peers on the topics addressed in the modules.  To read more about the above courses, click here.   
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We look forward to hosting more E-Learning opportunities soon, including the 5-day course, Local Manufacturing of Turgo Turbines, in June, 2022.

To stay up to date on SEEED E-Learning opportunities, sign up for our newsletter.

The small-scale hydro sector for energy access in Nepal has achieved immense success over the last fifty years, with over 3000 communities electrified using mostly localized technology.  Amidst new challenges and opportunities, policy, technology, and institutional solutions continue to emerge from Nepal’s long committed and experienced ecosystem of stakeholders.

Such a vibrant, living localized sector in Nepal has been made possible thanks to the pioneers who sacrificed professionally and personally to advance the sector as a whole.  One such early pioneer of micro and mini hydro development in Nepal is the late Mr. Shyam Raj Pradhan, the founder of Nepal Yantra Shala Energy (NYSE), now the leading small-scale hydro manufacturer and service provider in Nepal and in South Asia, serving the sector globally. ​

We understand that it was under your leadership that renewable energy initiatives were first initiated at Gram Vikas. What inspired you to start promoting micro hydropower?

I realized early on that water is a precious resource.  In southern and western Odisha, most tribal communities are less developed than those in other parts of Odisha.  They lack basic services and access to clean water, electricity, communications, food security, healthcare, etc.  Most tribal people die from common diseases like diarrhoea, TB, fever and jaundice, most often impacted by waterborne diseases.  Water is important for many reasons.  Can you imagine that, to get a bucket of water, a woman must walk 1 to 2 kms in a mountainous area?  Cooking and eating must be finished before nightfall, otherwise families must eat by the light of a fire (“chula” light).  Some communities have abundant natural resources but cannot benefit from them; all the water goes downstream and is used for large hydroelectric dams and irrigation channels to improve agriculture production for affluent people.  The government always thinks that, unlike the rich, poor people need only poor solutions.

In this context, we noticed that some villages had very good untapped water sources up in the mountains.  It occurred to me that we could use this water to improve livelihoods through electricity access, but at first, I did not know how. I discussed this with my Director who consulted a few technical experts.  One person named Jogesh, from Utarakhanda, visited one of our sites and said the site could produce 15 to 25 KW of electricity. Using their feasibility report we decided to construct a micro hydro project.  Fortunately, at that time we had an Australian volunteer named Michael who had been working with Gram Vikas for two years, under the leadership of then-Program Manager, Liby Johnson [now Executive Director of Gram Vikas].  Michael provided technical support to initiate the first micro hydro project in a tribal village called Amthaguda in Kalahandi District.  When Michael left, Dipti Vaghela [now Network Facilitator and Manager at HPNET] joined Gram Vikas, providing technical support to continue the project and she helped to bring it to completion.  We were able to work within a very restrictive budget, since the community contributed in-kind labour and provided local materials free of cost, and we developed a system for monthly tariff collection.  We also supported one youth from the village to receive training on system operation and maintenance.  This project not only generated electricity, but also helped the community to increase their food production through land irrigation, provided 100% of households with 24/7 access to safe water for toilets, and improved health by mitigating water borne diseases.

The day electricity came to the village, people celebrated by cooking a bhoji for a jatra (as if there was a festival for the whole community).  What the government had not accomplished over 60 years, the community accomplished in two years, with perseverance to overcome various challenges. Upon seeing the success of micro hydro in Amthaguda village, other nearby villages stepped forward to develop community hydro as well.  To date, five hydro mini-grids are running in Kalahandi District.

What kind of challenges have you encountered in your career journey? Have you faced particular challenges as a woman practitioner?

Yes, I have encountered many challenges in both my personal life and working life.  Firstly, as a woman, it is often not easy to be accepted as a leader; often you are only accepted when there is no alternative and only once you have proven yourself.  I first faced this challenge and demonstrated my leadership capacity in Thuamul Rampur project in Kalahandi District.

Thuamul Rampur project was, and remains, one of the key tribal community sites for Gram Vikas.  It was situated in a forest reserve area with no communication services and only one pucca (“paved”) road from Bhawanipatna district headquarters to Thuamulpur block headquarters, thus I had to walk part of the journey.  Due to its extreme remoteness and underdevelopment, in a hilly area with dense forest, those living in the area faced many challenges including malaria, lack of electricity, no running water, and dangerous wildlife encounters.  Moreover, the site was 450 kms from Gram Vikas headquarters.  The project was initiated in 1988.  From ‘88 to ’94, 6 Team Leaders were posted within 6 years.  Most of them were not interested to stay in such poor conditions for extended periods.  Not only Team Leaders, but also staff turnover was very high.  Those who visited the site and didn’t quit immediately often came down with malaria after a few weeks (although this problem has since reduced).  As such, amongst Gram Vikas staff, this project was considered the most difficult.   Often, staff would resign before transferring to Thuamul Rampur having heard of its challenging conditions; and those who were successful in Thuamul Rampur earned great respect.  The area was rich in natural resources like water sources, forests and minerals, and both  a challenging yet inspiring context for outsiders.

In 1995, I was posted as a Team Leader in Thuamul Rampur.  I was shocked to find that 95% of my staff were much more senior than myself and there was only one woman out of 45.  “Who will take me seriously,” I thought.  The staff advised that, being a woman, I should not go to the field and, rather, remain working from the project office.  All the community work would be done by them, and I was only to process bills and pay vouchers.  I was confused and afraid -- how could I lead the project without doing field work and engaging with communities?  I informed them that my primary job required field visits and I acted accordingly.  During field visits I noticed some problems including improper reporting of finances and staff work hours, and lack of discipline among staff when in the villages.  I tried my best to correct these issues, but it was not an easy task for me.  The staff disliked the changes I was trying to instill and created obstacles for me.  The situation worsened to the point that my supervisor became my adversary; but thankfully the Gram Vikas Director was able to understand my intentions and was supportive.

How did you overcome these obstacles? What helped you to persevere?

​During that challenging time in Thuamul Rampur I discussed the situation with our Director and thankfully he provided moral and strategic support, even directly in the field.  As a result, I was able to continue and became the only Team Leader who successfully completed 5 years as a Team Leader in Thuamul Rampur.  I’m happy to see that the programs initiated during my leadership continue to be sustained by communities, including: establishing the Residential tribal school named Gramvikas  Shikhsyaniketan in August, 1998; the Livelihood, Water & Sanitation Programme which has benefitted 100% of the households in the village; solar PV systems and biodiesel projects (biodiesel produced from un-utilized local seeds, in collaboration with a Canadian NGO named CTx Green); water pumping from dug wells to supply bathrooms in tribal villages; and, of course, the micro hydro initiatives.

More broadly, I benefited from maximizing the time I spent with community members, getting to know the reality on the ground, and I learned many new things from them.  I always tried to be a friend to community members, not a boss.  Acceptance by community members is one of the most important factors for getting work done.  Sharing knowledge and, in turn, learning from local knowledge is one of the most important tools.  Local peoples’ practical knowledge is more useful than any outsider’s knowledge. For this reason, I succeeded by empowering local people to become leaders who would be the real drivers of successful development programs.

​For example, we conducted a series of village meetings to motivate the community to participate in decision making and contribute labour for the community hydro project.  All community members agreed to the meeting but the next day we didn’t see any men at the worksite.  Only women community members were present and did the work.  When we asked about men, the women said they went to the bazaar or were playing cards in the village.  “They won’t work but we cannot sit idly because we are struggling to get water,” they would say.  “It is our responsibility to fetch water for the home.”  In the end, we noticed only a few men participated.  A similar situation repeated with the collection of funds for micro hydro maintenance.  So, to answer your question, I have not faced any difficulty motivating women to participate and take the lead; in my experience, this happened naturally.

When you look back at your career, what are you most proud of?

At the end of my 33-year career with Gram Vikas, when at times I feel that friends and acquaintances may have forgotten my contributions to the organization, I feel touched that the communities I engaged with haven’t forgotten me.  Whenever I feel down, very often my spirit is lifted when I receive a phone call from a community member saying, “Didi [meaning elder sister in Oriya], please come to visit our village”. 

​I feel proud of the many development initiatives that I initiated, which improved the livelihoods of tribal communities.  I am lucky that I had the opportunity to work with tribal communities in the remote interior through Gram Vikas, in inaccessible areas where development was once just a dream.  Initially, I thought it was impossible to work in such remote areas where you could not manage adequate food and mobility, but thanks to support from colleagues, training, exposure, etc., I could succeed.  Overall, I am very thankful to Gram Vikas for a highly rewarding career.​

One of my proudest accomplishments came out of one of the most difficult struggles in my career.  In 1992, I was posted as Team Leader in Rudhapader project, in Ganjam district.  During my field visit I noticed that villagers were cultivating a small patch of brinjal in infertile land within the forest reserve; for this, every year, the forest guard and rangers took bribes from them.  I motivated the community to shift to cashew plantations instead of brinjal, which would result in a better return.  They agreed and implemented this successfully with financial support from Gram Vikas.  The next year, the forest rangers asked for bribes, but I encouraged the community not to pay any bribe to anyone.  When they didn’t pay, the rangers became angry.  They illegally arrested people and kept them in the Tarasing Rang police station.  When it came to my notice I rushed to the station and confronted them.  In the end, they released the community members, but 10 forest and criminal cases were filed in my name in 1992.  I had to regularly attend court from then until 2004.  That 12-year experience is one I will never forget, but at the end of my painful struggle I saw a remarkable outcome.

In total 20 families were living in the village.  From 1995/1996 onwards, each family was earning a minimum of 20,000 to 50,000 RP cash in a year from cashew sales (depending on land size).  Today, after a long fight, every family in the village has a land record in their name under the Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act, 2006 (FRA). Now the village scenario has completely transformed.  Recently a family showed me their new marble house through a video call.  Often, they call and invite me to visit their village.  I feel very proud of what was accomplished in this village.