handles all functions of handloom operation independently. There are 3-4 women who have assumed the role of the Master Weavers/ production supervisors. Mrs. Dulari Tiwari is one of them, employed in Lamgondi Centre. She supervises the center and coordinates with helpers, spinners, weavers, and marketers.

Economic rehabilitation of women-headed households

The project undoubtedly has generated cash income for a significant number of women who were facing economic hardships. Although the compensation was provided by the government adequately, the regular income was the main concern obviously for these women. There were several women who had the year-old offspring, at that time, so they were wondering as to how they will ensure their upbringing, properly, with the limited means of survival they had at their disposal. There are other women who have become economically independent attributed to the livelihood center/ spinning center established in their village. Figure-1 presents year-wise details of the women employed in the livelihood centers.

Linkages development-Enhancing the income of stakeholders

The selection of beneficiaries under the different activities is based on the age factor and literacy. The Weavers are relatively young and more educated. Weaving requires a better understanding of the complex designing process and it is very attentive work therefore relative young women are trained as weavers while the women of other age groups perform the spinning and other ancillary activities. The average income of different categories of stakeholders is presented in figure-2. As noted above the women were paid a stipend during the first 2 years since it normally takes 1-1.5 years to train the women in spinning and weaving properly. From the figure-4 it is clear that the income of spinners has 

slightly increased and then remain stable however the income of weaver has been increasing continuously from Rs. 2300 to Rs. 5300. During the 3-year time span, there has been a phenomenal increase in the income of weaver i.e. 56 %.

Production Capacity-enhanced productivity of spinners and weavers

MMBS has evolved a comprehensive capacity-building process due to which the productivity of spinners has gone up considerably. Normally a spinner and weaver takes 1-1.5 years to learn the spinning and weaving skills however the women have learned the skills very fast and have started producing quality products. Spinners play a critical role in the value chain as the quality of yarn determines the quality of the finished weaved products. Thus it is important to capacitate the spinners adequately. Training and capacity building is an ongoing process, as new designs of shawls, stoles, muffler scarves, and fabrics in different color combinations need to be developed, every year, to be

able to compete in the contemporary markets. The designers were engaged firstly to train Master Weaver(s), who in turn trained the weavers to weave the different designs. MMBS has created a wide network with the players in the handloom sector as part of developing the in-house capacity to produce the best quality products and to enhance productivity.

trade fair, exhibition in Mumbai, and in several other places. Last year, in 2018, MMBS had been invited to participate in the ‘’Wool Spell Show” held in London from 1-8 Nov 2018. Considering the quality and unique design of the products Handicraft and Handloom Development Corporation has sponsored the participation of MMBS in this show mainly to display the handloom and handicraft products. The participation has made the presence of the project felt at the international forum from such a non-descriptive, remotely located small hill village.

Enhanced sale-an economic security to the disaster-affected women

The process has led the enhanced sale over the years and correspondingly a steady income of the stakeholders. MMBS has relentlessly conducted the trials of different products in the market and based on the market research/ trials it has concentrated to manufacture such products which could meet the market demand-price wise and quality-wise. Since MMBS has gained a sound marketing understanding however it is yet to evolve a robust marketing strategy. It is observed that maximum sale is either coming from the participation in the exhibition or from the individual buyers who visit the center sporadically. The marketing strategy needs to be reviewed and

institutionalized as it is critical for sustainability. Exhibition sales may enhance the visibility and cash flow for a certain period of time and may also help develop contacts but in the long run, it would have to shift from sporadic efforts to the more sustained and institutionalized form of marketing and sales. The enhanced sales, as shown in figure-4 is the direct outcome of the participation in exhibition and supply chain management that MMBS has been able to maintain.

High Commission of India, London and Handloom Export Promotion Council for the Artesian from 1st Nov to 6th November 2018 at Nehru Center, South Audley Street, London.