The DA team surveyed CLFs and mission staff in Mirzapur, Varanasi, Bhadohi and Jhansi. In Bhadohi, FGDs were held with two CLFs (Nari Shakti Prerna Sankul Stariya Samiti and Sanjeevani Prerna Sankul Stariya Samiti), and the Gyanpur BMM was interviewed. In Jhansi's Badagaon block, the team covered Shree Ramraja CLF, Sangam CLF and BMM Shri Dharmesh Kumar. Discussions in Varanasi (Chiraigaon) and Mirzapur (City block and DMM) covered similar ground.

CLFs Evolving into Spaces for Collective Decision-Making

In Bhadohi, members described CLFs as having evolved beyond promoting non-farm enterprises into spaces where members discuss challenges, identify solutions and seek support. In Mirzapur, Vikash CLF reported making its own decisions on loans and business ideas, including establishing a coaching centre in the CLF office so that children would not have to travel to other villages to study. In Chiraigaon, women reported that their voice and decision-making power within their families had increased after joining the CLF.

The Chiraigaon BMM observed that women’s institutional agency was stronger than their dependence on the BMM, noting, “CLF acha kaam nahi karti, CLF se jude samuh acha kaam karte hain.” However, decision-making at the CLF level in Bhadohi remains significantly influenced by DMMs and BMMs, while Vidhya Marts in Mirzapur are similarly subject to their influence.

Diversification of Enterprises

Non-traditional enterprises were reported across blocks, reflecting growing entrepreneurial aspirations and diversification.

• Bhadohi: Footwear-making, e-rickshaws, solar panels and shuttering.
• Mirzapur: Electronic shops, ice cream units, building materials retail and power looms.

The Mirzapur DMM noted that women's CLFs had started businesses such as phenyl and Harpic-type disinfectants without waiting for outside approval, which he described as surprising and new. In Varanasi, a local thread-spinning factory saves approximately ₹50,000–₹1 lakh monthly and employs 10 women for packaging.

Saffron farming is planned, while water chestnut and mushroom farming emerged from local women's own ideas and assessments of their requirements, without block-level intervention. Enterprises in Chiraigaon and Badagaon remain largely traditional, but their scale is changing in Chiraigaon. One woman entrepreneur in Ramna village engages approximately 100–120 women across multiple enterprises. Badagaon members are aware of DA's work and prototypes, and some entrepreneurs need exposure to new and non-traditional ideas.

Market Access and Linkages

Badlav CLF cadres in Mirzapur steer women away from donna pattal and sandal units, where demand is limited, towards namkeen, jewellery, laundry and gobar units. CLF cadres support loan financing and online marketing on Meesho and Flipkart, while Samuh Sakhis facilitate bank-approved loans of ₹3–5 lakh for laundry, cow dung block and namkeen enterprises.

Chiraigaon members noted that market access is emerging as a bigger differentiator than enterprise creation alone, while systematic customer, market and needs assessment remains largely unexplored. In Varanasi, Pragati Samiti reported a loan repayment rate of over 90%, attributed to close monitoring and active cadre empowerment.

Capacity Building and Aspirations

In Varanasi, approximately 108–110 women completed training in business planning and development, with no dropouts. Businesses based on local skills and traditions were reported to perform well.

Chiraigaon women said they use AI tools such as Gemini and GPT to seek feedback on business ideas and marketing, and have received AI training through the CLF. A CLF-owned drone camera generates ₹12,000 per month in rental income.

Aspirations for the next three years include establishing coaching centres and ambulances in Sivo village, while one member from Ramna village aims to contest the Gram Pradhan election.

Way Forward

The Chiraigaon BMM identified the next opportunity as moving from enterprise promotion to an integrated livelihood ecosystem, with floriculture, canteens and murabba flavours emerging as potential business ideas. Aajeevika Samvardhan Kendras, such as Kashi Prerna Mart, are being developed as one-stop solutions for services and goods.

The BMM also noted that managing multiple verticals simultaneously creates workload pressure. The Gyanpur BMM shared a plan to establish market zones across all 96 panchayats in the block. The Badagaon BMM recommended exposure visits for entrepreneurs and support for establishing a new EFC in the block.