In this exclusive interview with Dhruvi Shah, Executive Trustee and Chief Executive Officer of Axis Bank Foundation (ABF), we delve into the organization's ambitious goal of reaching 2 million households through its Sustainable Livelihoods Program. Shah elaborates on the multi-faceted approach ABF employs to ensure that its interventions not only meet numerical targets but also achieve long-term sustainability and quality. Central to this vision is the creation of self-sustaining livelihood ecosystems managed by the communities themselves. Through collaborations with grassroots organizations, tailored projects, and regular impact assessments, ABF continually refines its strategies to remain contextually relevant and responsive to local needs. This dedication to community engagement and adaptive learning underscores ABF’s commitment to empowering rural households across India.
Shah also highlights the importance of gender-sensitive approaches in ABF's initiatives, particularly through partnerships with organizations like SPS and Harsha Trust, which focus on women's empowerment. By fostering women-led self-help groups and promoting active participation in village development, ABF ensures that women's voices are integral to project design and implementation. This inclusive strategy not only enhances financial literacy and access to credit for women but also encourages their economic independence and leadership within their communities. Shah's insights offer a compelling overview of how ABF integrates climate-smart practices, builds sustainable market linkages, and leverages technology to enhance rural development, making this interview a must-read for those interested in sustainable development and social impact.
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Q. Axis Bank Foundation has set an ambitious goal to reach 2 million households through its Sustainable Livelihoods Program. What is your approach for this program and how do you plan to ensure the quality and long-term sustainability of its interventions beyond numerical targets?
A. At its core, our Sustainable Livelihood Programme is seeking to establish self-sustaining livelihood ecosystems managed by the communities themselves. To achieve this vision, we prioritize various initiatives aimed at enhancing community leadership, capacity building, and knowledge disseminationthat focuses on improving quality not as a parameter of the programme but rather as a culture. By broadening the spectrum of livelihood options, we empower communities to participate in this progress and become a stakeholder in building their own future.A key aspect of our approach involves close collaboration with grassroots organisations to develop tailor-made projects to address the specific needs of each community.This collaborative effort ensures that interventions are contextually relevant and responsive to local challenges and aspirations. Furthermore, we employ regular impact assessments and actively solicit feedback from communities. This evaluation process allows us to continually refine our strategies, adapt to changing circumstances, and bolster long-term sustainability. Our team spends a lot of time on field meeting partners and community members. We try to understand people and their challenges better in these rural ecosystems across India. Empowered communities talking about their own positive changes, with ownership and responsibility - that's our goal. Our consistent engagement with these community, equips us with social, cultural, economic and environmental insights, enabling us to shape our project and develop robustprogrammebased on the learnings from the grassroots. The quality and long-term sustainability of our interventions reflect our constant efforts to keep our solutions most relevant to the community with the changing times.
Q. The partnerships with SPS and Harsha Trust highlight women's empowerment. How does ABF ensure women's voices are heard in project design, implementation, and benefit distribution? Are there specific metrics to track women's economic independence and decision-making power within households?
A. Through all our programmes, we actively seek inputs from women within the rural communities to understand their challenges, needs, priorities and aspirations. While planning our project design, being gender-sensitive with our needs assessment is a crucial step. Afterall, we are committed to enhancing lives and livelihoods of rural families where the role of women needs to be understood and empowered as an individual and as a community. We work with our partners to build safe spaces to build capacities, skills, leadership and participation of women so that they feel confident to share their perspectives through focus group discussions, consultations and workshops from the onset throughout the entire project lifecycle. For instance, the partnership with SPS and Harsha Trust aims to empower women-led self-help groups (SHGs) across Madhya Pradesh, Maharashtra, and Odisha. As the CSR initiatives of Axis Bank are opening doors for marginalised communities of the country, the inclusive growth in village ecosystems is significantly rising across demographics, and encouraging women to actively participate in the financial inclusion movement in the country. Our focus is on developing and strengthening these SHGs,by providing them with a platform to voice their opinions, enhance their financial literacy, access credit facilities, and hone their agency to express their thoughts. Across our projects, we encourage women to actively participate in SHGs, and engage as equals with other members in their villages. This participation extends to taking leadership roles in various aspects of village development, including active involvement in Gram Sabha meetings and driving the village development agenda forward.SHGs, predominantly led by women, start with micro-savings and gradually progress to establishing bank linkages for savings and credit. Over time, women members leverage these resources to invest in income-generating activities, thereby promoting economic independence.In Khiroda village, Maharashtra, we recently met inspiring women who shared their journey of change. Few years ago, they were confined to household chores. Contrastingly, in recent times, with the support of their families, they actively engage in SHG meetings, while family members take on household responsibilities. This transformation journey has made them financially independent and more aware of their rights. Our programme as part of its mission to impact 2 million rural households since 2018, has supported close to 68,784 SHGs while empowering communities for positive change.
Q. The partnerships with BRLF and Harsha Trust showcase climate-smart practices. How does ABF integrate climate change adaptation and mitigation strategies across all its livelihood programs?
A. Since 2010, Axis Bank Foundation (ABF) has partnered with rural and tribal communities through a network of NGOs, focusing on regions with unirrigated lands and low Human Development Index (HDI). Facing the urgency of climate change, ABF integrates climate-smart practices into all its livelihood programmes. These practices, rooted in local contexts and traditional knowledge, span water-saving structures, sustainable agriculture, and non-farming initiatives.These are further complemented by facilitating credit and market linkages. Recently, our Sustainable Livelihood Programme (SLP) with both Bharat Rural Livelihoods Foundation (BRLF) and Harsha Trust received national recognition for its income enhancement impact in Chhattisgarh and Odisha. Both projects have incorporated community collaborations to enhance the climate resilience of the community and improve income. Our programme aims to enhance community resilience by strengthening local institutions and fostering sustainable livelihoods. Byleveraging various funding sources, we tailor interventions to each community's needs and regularly evaluate progress through baseline assessments and customized monitoring. Our approach recognizes that climate change demands flexible, systemic responses that empower communities to adapt effectively. Through these efforts, ABF strives to create resilient communities, capable of thriving amidst environmental challenges.
Q. ABF emphasizes on income generation. How does the foundation help communities build sustainable market linkages for their produce or products beyond subsistence farming? Are there initiatives to encourage diversification into non-farm livelihoods or value-added products?
A. Yes, ABF goes beyond just subsistence farming, emphasizing income generation by fostering sustainable market connections and encouraging diversification into non-farm livelihoods. We provide communities with the right tools and knowledge needed to boost productivity and modernize agricultural practices. Moreover, we facilitate value chains that link communities with markets, ensuring economic sustainability. Our efforts extend to promoting non-farm livelihoods like livestock rearing, fisheries, horticulture, and floriculture, reducing reliance on a single income stream. By empowering communities to build a basket of livelihood to sustain them through the year, we bolster their resilience against market shifts and the impacts of climate change.
Q. The story from Dewas highlights digital literacy. How else is ABF integrating technology (e.g., mobile apps, precision agriculture) into its programs to enhance efficiency, market access, or financial inclusion for rural communities?
A. We recognize the importance of piloting technology solutions, particularly in bridging the digital divide. Technological advancements, such as demand-based and AI-driven solutions, have significantly enhanced the accessibility and cost-effectiveness of information. Despite the challenges on the supply side, we are committed to piloting smaller initiatives to enable the use of technology.Our focus lies in improving access to high-quality information, covering a range of topics includingagricultural practices, resource management, government programmes, and financial services through technology. To achieve this, we utilize primary platforms like Self-Help Group (SHG) and initiatives like NagrikMitra to train community members and develop local leaders who can facilitate the integration of new-age technology. For instance, in Dewas, the digital literacy initiative focuses on training young girls and women in basic computer skills such as Word, Excel and Internet Skills; providing them a safe space to learn and share challenges; enabling financial literacy through technology by teaching the women to use debit card usage for withdrawals and balance inquiries; and knowledge sharing around online payment features such as UPI, Google Pay and PhonePe. In Dangs, Gujarat, community members often were unable to access government schemes and other entitlements. Due to this our SLP introduced the concept of NagrikMitras at the NagrikSuchanaKendras, who have been trained to support the community to use technology to and enable access to entitlements and government schemes with ease. NagrikMitras work closely with the gram panchayat to increase community awareness on government schemes. Recognizing the dynamic nature of knowledge, we continuously update and deliver relevant information to communities. By bridging both demand and supply-side drivers, we aim to create an interconnected ecosystem wherein everyone can contribute. It serves as a vital enabler, acceleratingoutcomes in grassroots engagements, and fostering community participation, local employment, and transformative opportunities.
Q. The success stories highlight strong partnerships. How does ABF foster knowledge exchange and collaboration among its NGO partners, government agencies, and other stakeholders in the rural development sector?
A. From the inception of the Sustainable Livelihood Programme at ABF, we have prioritized collaboration and consultation with key stakeholders in the sector. We firmly believe that maintaining strong partnerships and delivering impactful solutions for communities require active listening and a deep understanding of local needs.When forming partnerships, we seek alignment with like-minded individuals and organizations. Given the nuanced nature of our work, it's essential to establish shared goals and values. Our approach involves fostering dialogue and knowledge-sharing, both individually and through group platforms like our internal event ‘Abhisaran’. We meticulously select partners who resonate with our vision, ensuring synergy in co-designing and executing projects aimed at sustainable impact.By bringing together the expertise and resources of diverse stakeholders, we amplify the effectiveness and scalability of our interventions, ultimately driving positive change in rural communities.
Q. The Annual Report mentions impact assessments, what kind of robust system does ABF have for monitoring and evaluating its programs? How does the foundation use learnings from past interventions to continuously improve its strategies and approaches?
A. Monitoring and evaluating our programmes are central to ABF's commitment to accountability and continuous improvement. We have established a robust system for impact assessment, incorporating both qualitative and quantitative indicators. Tailored to each programme, our monitoring and evaluation processes feature custom-designed metrics and regular field visits to gauge progress and address challenges. We systematically analyze insights from past interventions to refine our strategies, ensuring adaptive and evidence-based approaches driven by stakeholder feedbackFurthermore, we prioritize cross-learning opportunities across the 26 states where we operate. While recognizing the uniqueness of each geographical context, we also identify best practices that can be shared and applied across diverse areas. Established metrics and evaluators, insights from field visits and observations, discussions with partners, and regular community engagement, offer valuable perspectives on the enhancement opportunities for the programmes.
Q. Livelihoods are intertwined with social issues like health and education. Does ABF integrate programs that address these social determinants or partner with organizations working in these areas to create a holistic approach to rural development?
A. By incorporating health and nutrition into our approach, we tackle intergenerational challenges faced by rural communities. We focus on a comprehensive approach to health improvement, emphasizing preventive measures and behavioural change alongside curative interventions. As we navigate this new impact area, we prioritize learning and collaboration, seeking partnerships to embed health initiatives into our programmes. Our goal is to ensure the optimum health benefit for the most vulnerable. Our Sustainable Livelihood Programme is committed to investing in efforts that ensure a holistic support system for the overall well-being of pregnant and lactating women, new-born and adolescents.Community mobilisation and engagement of SHGmembers and frontline workers is another critical element to build their capacity to create awareness and build community demand for quality health and nutrition-based services for improving the quality of rural family lives and livelihoods.
Q. Beyond the immediate increase in income, how does ABF measure the long-term sustainability of its programmes on factors like household savings, reduced migration, and community resilience?
A. In our engagement with communities, we have witnessed a ripple effect generated by our approach to transformation. Our programme is designed to cultivate self-sustaining communities that actively participate and take ownership of their development journey. We prioritize community involvement, providing training and resources to enhance decision-making, leadership, and ownership skills. Additionally, we ensure that women are empowered to contribute meaningfully and voice their opinions confidently.Beyond fostering community confidence and leadership, we also focus on building resilience against climate change. Bydiversifying livelihoods and equipping communities to adapt to changing weather patterns, we enable them not only to survive but thrive and seize new growth opportunities. Ultimately, we aim to empower communities to create a brighter future for themselves and their families, enriched with possibilities and greater resilience.
Q. Does ABF engage in policy advocacy to influence government policies that can further support sustainable rural livelihoods?
A. We participate in forums such as Confederation of Indian Industry (CII) and Federation of Indian Chambers of Commerce & Industry (FICCI) to share our experiences on aspects relevant to designing livelihood creation models at a larger scale and with an innovative lens. In 2023, we were a part of the FICCI Task Force on Climate Change & Sustainable Agriculture that visualised the role of technology infusion, developing appropriate linkages and a conducive policy ecosystem in creating insightful discussion on strengthening a case for climate-smart agricultural practices.We also shared our insights in G20 Empower to be a part of a discussion to promote and encourage small businesses in India with an emphasis on supporting women-led businesses.
