Skip to main content

How a Rajasthan tribal farmer turned four bighas Into a year-round livelihood

By Vikas Meshram
 
The Banswara district in the southern part of Rajasthan is known for its rich tribal heritage and cultural traditions. It is here that the remarkable story of 50-year-old tribal farmer Badarsingh Phoolji Ad from Sukheda village unfolds — a story that demonstrates how firm determination, the right guidance, and access to knowledge can transform a life. Badarsingh not only reshaped his own economic situation but also emerged as a role model for farmers in the region.
Like most tribal families, Badarsingh’s household in Gram Panchayat Pali Badi under Sajjangarh tehsil depended entirely on traditional agriculture. His entire property consisted of four bighas of land, a buffalo, a cow, and two oxen — meagre resources with which he supported his wife and four children. The income from these limited means was barely enough to survive. Daily life for the family was a cycle of toil and uncertainty.
Each day began before sunrise. Badarsingh rose with the morning light to feed and water the cattle, before heading into the fields where he worked until nightfall. His wife juggled farm tasks with household chores, while their children helped wherever they could. Despite the family’s relentless labour, crop yield remained disappointing. Traditional farming allowed just one crop a year, and unpredictable rainfall, lack of irrigation, and no access to market information meant extremely low income. At times, even arranging food became difficult. Educational expenses, healthcare, and daily needs piled up, making survival itself a struggle. Badarsingh worried constantly about his children’s future. He wanted them to study and succeed, but the reality around him made that dream seem distant. Many nights were spent wondering how to escape the cycle of poverty.
A turning point arrived when he learned about the Gram Swaraj Group, formed by the Vaagdhara organisation, which works to empower rural communities. A community facilitator met him and explained how the group helped farmers improve their lives. Though hesitant at first, Badarsingh decided to try, believing he had nothing to lose. That simple decision marked the beginning of a new chapter. The Gram Swaraj Group became more than just an organisation — it became a collective learning space where farmers shared knowledge, supported each other, and aimed for progress together.
Through the group, Badarsingh began attending regular training sessions. These covered advanced agricultural techniques, scientific methods, soil testing, crop planning, kitchen gardening, and understanding market demand. Agricultural experts helped him identify soil type and fertility, suitable crops for local conditions, and vegetables that fetched better market prices in particular seasons. He also learned about government schemes — subsidies, seed distribution, farm equipment assistance, insurance and more — benefits he had never accessed earlier. These learnings completely transformed his understanding of farming. He realised agriculture was not only about sowing and harvesting, but about applying science, planning, and market awareness.
This knowledge emboldened him to take a major risk: shifting from traditional grain farming to commercial vegetable cultivation. Many villagers viewed diversification as risky, but Badarsingh relied on the training he received. Vaagdhara supported the shift by providing improved seeds of turmeric, ginger, and assorted vegetables, along with detailed guidance on sowing technique, irrigation scheduling, spacing, organic fertilizers, pest control, and harvesting.
He divided his four bighas thoughtfully, cultivating onions, coriander, spinach, fenugreek, brinjal, tomatoes, bitter gourd, okra and other vegetables. He planned crop rotation to ensure produce round the year. The results were almost immediate. The first harvest exceeded expectations. His vegetables stood out — fresh, naturally grown, and superior in quality. Soon, his name became known in local markets. Instead of travelling miles to sell his produce, traders began arriving at his farm. “Now I don’t have to run around. Traders come here, buy on the spot, and pay cash,” he says with pride. Regular year-long income followed, and his monthly earnings rose to between ₹15,000 and ₹20,000 — several times higher than before.
Alongside farming, Badarsingh expanded into goat rearing after receiving training through the Gram Swaraj Group. He learned about breed selection, feeding, vaccination, disease prevention, hygiene, and breeding cycles. He improved his livestock management, constructed proper sheds, arranged a balanced diet, and sought veterinary guidance when required. His goat population gradually increased to 16, and he began earning income from livestock sales. Recently, he sold a single healthy goat for ₹12,000 — a sum that proved useful for his children’s educational and emergency needs. “Their bleating is like music,” he says with emotion. “Goats are a reliable income for my family.”
With diversified farming and livestock income, his household finances stabilised and improved dramatically. Today, his annual income touches nearly ₹2 lakh. But for him, the real triumph lies elsewhere — in the education and opportunities he can now offer his children. His daughter is pursuing a three-year GNM nursing diploma, and his son is studying veterinary science. “My greatest achievement,” says Badarsingh, “is giving my children what I never had — education, stability, and a chance to stand proud in society.”
His journey offers valuable lessons. It highlights how knowledge and guidance can spark transformation, how adopting scientific and modern practices can multiply farm income, how diversification into livestock strengthens livelihoods, and how collective institutions can reduce poverty democratically. It also proves that learning has no age limit — even at 50, Badarsingh embraced new ideas fearlessly.
Today, Badarsingh Phoolji Ad stands as living proof that circumstances can change, limitations can be overcome, and dreams can be realised. For those struggling against poverty and uncertainty, his life shows that with the right direction, hard work, and unwavering resolve, change is not only possible — it is within reach.

Comments

TRENDING

How strategic is India's commercial expansion in the Mediterranean?

By Vijay Prashad  On 26 October 2026, Greece’s foreign minister George Gerapetritis stood at the United Nations headquarters and rejected the maritime agreement between Turkey and Libya. Gerapetritis spoke on behalf of Greece of course, but also Bahrain, Cyprus, Egypt, the European Union, and the United Arab Emirates. Five days later, the Indian frigate INS Trishul entered Souda Bay in Crete as part of activities with the US Navy installation (Naval Support Activity) and with the NATO Maritime Interdiction Operational Training Centre. The sequence illuminates a developing strategic geography: India’s naval reach, its confrontation with Pakistan’s new Turkish partner, and its ambition to connect Indian capital to European markets increasingly converge in the eastern Mediterranean.

Asbestos found in 60% rangoli powder tested in India, Malaysia, England: Civil society sounds alert

Counterview News   Asbestos , a substance known to cause cancer, has been detected in 60 per cent of rangoli powder samples tested in a laboratory in South Korea, raising concerns about the safety of products used during Diwali and other festivals. Indian samples recorded particularly high contamination rates, according to an investigation released by environmental and public health organisations.

India among targets as China-linked hackers 'exploit' VPNs, firewalls

Counterview News   Cyberattackers grew faster and harder to detect in 2025, increasingly slipping through trusted systems rather than breaking in with obvious malware, claims U.S.-based  cybersecurity technology company CrowdStrike's 2026 Global Threat Report . The report says adversaries "grew more evasive than ever before," exploiting trust in supply chain partners, legitimate software, internal systems and employees. CrowdStrike now tracks 281 adversaries after naming 24 new ones in 2025, plus 150 activity clusters and emerging threat groups.