1

Preface

The National Rural Livelihoods Mission (NRLM) is a major antipoverty

program through self employment for the rural poor by organizing them into

Self Help Groups (SHGs). NRLM envisages to encompass the entire gamut of

social issues and to pave the way for the poor so that they become capable

of coming out of poverty.

The major strategic interventions will be universal social mobilization,

forming and strengthening of SHGs and their networks, capacity building,

financial inclusion, access to credit, skill development and taking up different

livelihoods options supported with provisions of technological as well as

marketing support. Enhancing and expanding existing livelihoods options of

the poor; building skills for the job market outside and nurturing self-

employed and entrepreneurs (for microenterprise) are the three pillars on

which NRLM will be working.

This flagship program has subsequently been renamed as Aajeevika and

has been launched as Anandadhara in West Bengal in 2012.

Anandadhara will be implemented with the support from dedicated and

sensitive structures being developed at state, district and sub-district levels.

It has a phased implementation strategy to reach all districts and blocks by

the end of 12th Five Year Plan in order to ensure involvement of quality social

capital in the implementation process. A Mission Mode approach is the kernel

in the process of implementation.

NRLM has the belief that the poor have the innate capacity and strong desire

to come out of the poverty and accordingly it intends to translate this into

reality. Keeping the vision in view as well as the Framework of NRLM

prepared by the Ministry of Rural Development, the West Bengal State Rural

Livelihoods Mission has been formed and registered as a Society under the

West Bengal Societies Registration Act, 1961, under the Panchayats and

Rural Development Department, Govt. of West Bengal with a view to

implementing NRLM in the state.

The WBSRLM had developed its Annual Action Plans for 2012-13 (from

December 2012 to March 2013) and for the year 2013-2014 and submitted

before NMMU in December. The Empowerment Committee of NMMU provided

sanction to initiate work during 2012-13.

As per revised guidelines received from NMMU, the annual plan for the

period of 2013-14 developed and submitted earlier, has now been re-

prepared in the newly designed formats. Meanwhile, WBSRLM has also

received indication on the amount of fund available under NRLM (non-NRLP

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portion) and also the amount for interest subventions. This present form of

the annual plan is outcome of such revisions.

The WBSRLM is committed to:

I) implement NRLM in a mission mode so that through this programme,

the rural poor can go for different livelihoods options and make those

sustainable as well as income generating.

II) The WBSRLM aims to strive so that the poor can go for their economic

upliftment and that a strong SHG bank linkage is developed.

III) The WBSRLM is further to see that their own institutions i.e. SHG,

Federations at village, GP and higher levels are formed and strengthened.

IV) The WBSRLM is committed to play an important role in this strive of

the poor to come out of poverty through capacity building, skill

development, financial linkage and moreover through empowerment.

V) developing systems and resources at State, District & Block levels that

would aid and assist the strengthening of the federations of the poor.

3

Executive Summary

of the

Annual Action Plan for the period

April 2013 to March 2014

Introduction

As per Framework for Implementation of NRLM, the West Bengal State Rural

Livelihoods Mission, a State Level Society has been formed under the

Panchayats and Rural Development Department, Government of West

Bengal and accordingly Aajeevika / NRLM has been launched as

Anandadhara by the Hon’ble Chief Minister on 17/05/2012.

This Annual Action Plan (April 2013 to March 2014) prepared for rolling out

Aajeevika / NRLM in the State has the following key features:

I) STRUCTURE :

a) Pending preparation of HR Manual for the State Society, an interim

arrangement for dedicated support structure at state, district and block

level has been decided by the Governing Body.

b) Interim Rules for Delegation of Administrative and Financial Power

have also been framed and approved by the Society.

II) SPATIAL CATCHMENT:

a) Regarding phased implementation, the WBSRLM has identified

32 blocks of 8 districts of different geographical and socio-

economic region as intensive blocks in the 1st phase. These 32

blocks will also be covered under the World Bank aided “National Rural

Livelihoods Project”.

b) In the remaining 309 blocks of the state, NRLM will be

implemented in Non-Intensive manner during 2013-14.

c) Phasing of all the blocks as per guidelines of NRLM will be made during

preparation of State Perspective and Implementation Plan (SPIP).

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III) RESOURCE BLOCK STRATEGY:

a) SERP, from Andhra Pradesh will provide technical support for

developing 8 blocks as resource blocks apropos the process mentioned

in this document later to develop those as model blocks under SRLM

for making these as immersion sites for best practices for SRLM staff,

SHG members of other areas, line department staff and other

stakeholders.

b) For turning these as sites for systematic training for State Mission

Team and the WBSRLM structure upto Blocks.

c) For providing support for the strengthening of the Govt Set Up (viz

SMMU, DMMU & BMMU)

d) For providing support in the development & strengthening of the

existing SHG Federations & assisting in the formation of new ones.

e) For providing support in making structural, functional, institutional &

behavioural changes for ensuring better and enhanced credit linkages

from Banks etc.

IV) PRI-SHG CONVERGENCE:

a) WBSRLM would like to tie-up with Kudumbashree of Kerala

who will provide technical supports for developing 5 blocks as models

in convergence with PRIs for:

i. providing us support for strengthening our Federations and linking

the same with the PRIs

ii. Assisting in the PIP process

iii. Bringing in Self Sustainability within the Federations

iv. Effectively making these Federations a contributor in the Planning

and Implementation of the Flagship schemes of the Govt of India

and helping in Converging the schemes of GoI with the NRLM

5

V) EXISTING STRUCTURE OF FEDERATIONS IN WEST BENGAL:

a) West Bengal has been the pioneer state to have started

institutionalizing the federations of the SHGs and the poor.

b) The State has self sustainable institutions of the poor at Gram

Panchayat & the Block levels. A great example of this would be in the

Maha-Sanghas and the Sanghas who are manufacturing Sanitary

Napkins and supplying it under the Menstrual Hygiene Program

supported by UNICEF.

c) Nine (9) block level federations are running community based financial

institutions

d) However, present Federation structures would now need additional

strengthening and capacity building.

The NRLM prescribes a structure and we propose that this structure

can be developed in the following way & manner:

Upa-Sanghas20156 / 37426 Gram Sansads

(Unregiste red Body)

Maha-Sangha s(Registered under WB Societies Registration Act)

23nos out of 341 Blocks

Sanghas2509/3349 GPs

(Unregistered Body)

SHG-based Institutions

SHGs( wi th 10-20 members)

Block level Federations

Gram Panchayatlevel Federations

Village level Federations

SHGs( with 10 -20 members)

SHGs( with 10 -20 members)

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VI) The groups will be supported with Capacity building supports,

Revolving fund, Community Investment Fund, Vulnerability reduction

fund, interest subvention, etc. In addition, there will be specific projects

on livelihood developments, convergence with other departments, pilots

on preventing women trafficking, etc.

VII) There will be special emphasis on institution building and financial

inclusion with Bank linkage.

VIII) In 309 blocks, the programme in the 1st phase, NRLM will be

implemented in non-intensive manner where the activities of social and

financial inclusion, livelihoods etc will be limited in scope and intensity.

The objective of the non- intensive blocks will be to get ready for

seamless transition to intensive blocks.

PROPOSED BRANDING OF WBSRLM

Anandadhara Dist Office

(ADO)

Anandadhara Block Office (ABO)

Panchayat FederationsSANGHAs

Anandadhara State Office

(ASO)SMMU

SHG Federations

DMMU

BMMU

Village ClustersUPA-SANGHAs

Gram Panchayat

Gram Sansad

Block OrgsMAHA-SANGHAs

The CIF & RF would be handled at the Panchayat Feds

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Budget Summary :

� NRLP Total (A) : Rs.171.22 crores

� NRLM Total, except NRLM (B) : Rs.387.51crores

� Total NRLM with NRLP (A+B): Rs.558.72 crores

Chapter 01: Progress of AAP 2012-13 and Status of Implementation

I) State level Society for implementation of Aajeevika/NRLM

ANANDADHARA STATE OFFICE (ASO)

a) Keeping in view the ‘Framework for implementation of NRLM’ prepared

by MoRD, apropos the approval of the state cabinet in its meeting on

05.03.2012, the ‘West Bengal State Rural Livelihoods Mission’

(WBSRLM) has been formed as a Society and has been registered

under ‘The West Bengal Societies Registration Act, 1961’ on

10.05.2012 vide no. S/ID/91315.

b) The Governing Body is constituted with the Minister-in-Charge,

Panchayats and Rural Development Department, Govt. of W.B. as

Chairperson and the Chief Secretary, Govt. of West Bengal as the Vice

Chairperson whereas the Executive Committee is chaired by the

Principal Secretary, Panchayats and Rural Development Department,

Govt of W.B.

ORGANOGRAM OF SMMU/ ASOEXECUTIVE & FUNCTIONING

Executive Committee

Mission Director & Chief Executive Officer

Prin Secretary, P&RD & Chairman

Addl Chief Executive Officer

Administrative Officer

Financial Controller

State Project Managers

Project Managers

Young Professionals

Support Staff

Consultants

Project Managers

ConsultantsConsultants

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c) The Society is responsible for managing the programme of Aajeevika /

National Rural Livelihoods Mission (NRLM) in the state and also other

project(s) which the State Government and the Central Government

may entrust, and the Society may expand its scope of work throughout

the state or such area as may be specified by the Central Government

and/or the State Government. There is separate bank account of the

state Society.

II) Infrastructure:

a) The office of the State Mission Management Unit (SMMU) has

been set up at Jessop Building, Kolkata where the Secretariat of the P

& RD Department is located.

b) However, the State Govt has taken a decision recently to shift

P&RD Dept offices to Salt Lake. Hence the SMMU will be relocated to a

more spacious accommodation shortly by around June, 2013.

c) At the District level, the District Rural Development Cells (DRDAs

that had already been merged with the ZPs / SMP / GTA in the year

2000) will function and house the District Mission Management Unit

(DMMU). However, in order to utilise the buildings properly for NRLP

and NRLM, necessary refurbishing works will be carried on.

d) The BMMU will function from the office premises of the Block

Development Office. Necessarily the identified space will require some

refurbishing.

e) As per the guidelines of Aajeevika / NRLM, dedicated and sensitive

support structure shall be set up at the State, District, and Sub district

level. These support structures shall have staff with professionally

competent and dedicated human resources through appropriate

arrangements including partnerships and outsourcing of services.

f) The State Mission Director shall be the Chief Executive of the Society

and shall be responsible for proper administration of the day-to-day

affairs and fund flows/financial operations of the Society and the State

Mission Management Unit (SMMU).

III) Human Resources and Manpower deployment:

a) The offices of the SMMU/ Society and the support structures at

different levels shall have staff of the officials of the Panchayats &

Rural Development Department and other Departments and

organizations / undertaking of the State Government or the Central

Government on deputation basis or to be engaged on contract or part

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time basis as per decision of the Society according to the guidelines of

Aajeevika / NRLM.

b) The Governing Body of WBSRLM has decided to develop the

support structures at different levels as an interim measure as under:

State Level: State Mission Management Unit (SMMU)

i. The SMMU will have 4 officers on deputation basis from the State

Govt i.e. SMD cum CEO, Addl. CEO, Administrative Officer and

Controller of Finance. The Administrative Officer will be in charge of

procurement and the Controller of Finance will be in charge of

Financial Management.

ii. The Special Project Cell of SGSY comprising of one Consultant

(SGSY/NRLM), one Banking Coordinator, 2 APOs, one Marketing

Consultant and 4 Support Staff has been merged with WBSRLM.

iii. Seven (7) SPMs, Seven (7) PMs, 3 Consultants (in addition to the

existing 5); 4 YPs, 6 Support Staff will be recruited on contract

basis.

iv. At present Core Team members co-opted from various programs

and fields and on different thematic areas are functioning in the

SMMU. However, once this above said team is in place, this current

structure would get dissolved.

District Level: District Mission Management Unit (DMMU)

i. As most of the HR of the DRD Cells in West Bengal is presently

engaged in implementation of SGSY, the DRD Cells will be absorbed

as far as possible in the DMMU.

ii. The District Magistrate and the Ex-Officio Executive Officer, Zilla

Parishad / SMP/ Designated authority of GTA, will function as

District Mission Director and the Project Director DRDC will function

as Addl. District Mission Director.

iii. Officers including 4/5 Deputy Project Directors, contractually

engaged professionals and Support Staff will be involved in

implementation of NRLM.

iv. 3 District Project Managers for each of the (8) Intensive districts

selected for the 1st phase are being recruited on contract basis.

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v. The recruitments in the DMMUs would be made by an HR agency so

chosen amongst the Call Down 6 HR Agencies who have been pre-

chosen by the Govt of India.

Block Level: - Block Mission Management Unit (BMMU)

i. Block Development Officer and ex-officio Executive Officer of the

Panchayat Samiti will function as Block Mission Director and Joint

Block Development Officer will function as Joint Block Mission

Director.

ii. Block Project Manager for each of the Intensive Blocks will be

recruited on contract basis.

iii. Women Development Officer, Gram Sevika now associated with

implementation of SGSY will also be associated with the BMMU.

iv. In each of the Intensive blocks, three (3) Cluster Co-ordinators /

Cluster Leaders, 9 Community Co-ordinators, 1 Administrative

Assistant / Computer Operator, 1 Accounts Assistant and 1 Support

Staff per block, will be engaged on contract basis.

PROPOSED VERTICAL STRUCTURE OF NRLM

� SMMU –� Officers

� Consultants

� Young Professionals

� Support Staff

� External experts as

& when reqd

� DMMU

Addl DMD/ PD -

DRDC

DPD Monitoring

DPD Women

Devmt

DPD Credit

DPD Accnts

DRDA admin fund scheme

DPD Agri

DMD/ Dist Mag

DPMEstt-

HR+Admin+

Procurment

M&E

DPMSM & IB

Livelihoods

DPMFI

DPMFM

Asst

Supervisor Livestock

DPMSkills & BD

DTC

LDO livelihood

Devmt Officer

MarktngConsltnt

Support Staff – avg 20 per Dist

Competent Support Staffselected for WBSRLM by agency

DMMU & BMMU

Remainder Support StaffKept in DRDA admin cell

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v. The recruitments in the BMMUs would be made by an HR agency so

chosen amongst the Call Down 6 HR Agencies who have been pre-

chosen by the Govt of India.

IV) Training and capacity building of the staff and related

stakeholders

a) Orientation

b) Comprehensive Training

c) Workshops & Exposure Visits

d) Field study cum evaluation for the Human Resources who are going to

be engaged under the SMMU, DMMU & BMMU-

i. the people who are recruited or engaged would be sent for 2 weeks

to different District & Block to stay and work.

ii. Such field level assignments would be evaluated and the engagee

would get graded.

iii. after the successful completion of such a field-level internship would

the candidate get finally absorbed.

e) Support from NMMU and other resource organisations be sought for

this purpose.

f) SIPRD will play a vital role in order to formulate as well as implement

the activities of training and capacity building.

V) MANUALS & GUIDELINES

i. Necessary action for developing HR manual for the state under

NRLM has been initiated. Accordingly, SIPRD has been assigned

with the job of preparing the HR manual to be suitable for

implementation of the programme in the state.

ii. Necessary supports for preparation of this document are being

provided from state level wherein the Core Committee sits every

fortnight and discusses on the same.

iii. Necessary technical support is sought from NMMU from time to

time.

iv. Required approval will be taken from the competent

authority/authorities after the document is finalised.

(1) We had thought of having a committee of a few District

Magistrates, Project Director - DRDCs, few DPDs & Experts -

SIPRD & representatives from NGOs like SHG-Promotional Forum

etc. However, the 8th General Panchayat Elections being round

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the corner, this committee has been limited to the Core

Committee of WBSRLM.

v. The following table shows the status of the operating procedures

that are being created for the Project:

SL.

NO.

ITEM MANUAL GUIDELINES REMARKS

1 Human Resource

& Personnel

Being

developed

by SIPRD

NA By mid

July

2 Financial

Management

Adopted

from GoI

Being

developed

By mid

July

3 Procurement Adopted

from GoI

Being

Developed

By 1st

week of

July

4 Financial Inclusion

Being Developed

NA By July end

5 IBCB Being

Developed

NA By July

end

vi. Until these manuals are prepared and approved by the

appropriate authority, the WBSRLM will be functioning as per the

Interim Rules for Delegation of Administrative and Financial Power

which has already been prepared and approved by the Governing

Body of the WBSRLM.

vii. The MD cum CEO of the Society or the person delegated by him

will have the power to conduct day to day management and

administration as required for effective functioning of the Society.

viii. A Core group drawn from state level government officials,

specialized in the areas of procurement & finance as well as some

professional experts will be extending support for development of

procurement guidelines.

ix. There will also be community operation manual so that

community procurement guidelines are prepared keeping

conformity with the community operation manual.

x. WBSRLM will have separate cells for procurement and finance

related activities at all levels.

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VI) State Perspective and Implementation Plan

a) Progress and Preparation

i. Introduction:

1) The SPIP is a long term (5-7 years) strategy for reducing

poverty comprehensively in the state, outlining the results, core

strategies and key activities in a phased manner.

2) It is a dynamic document subject to regular and periodic

modifications based on the learning/feedback from the progress

of programme implementation. However the overall direction of

Policy Making would be guided by such a document.

3) Apart from results, strategies and activities, the SPIP also

articulates the implementation arrangements and financial

resources for achieving these results in a phased and time bound

manner.

ii. Preparation:

1) 5 sub-groups have been formed for development of State

Perspective Plan with members drawn from various departments,

Banks, NGOs, and also from specialized institutes like CII, etc.

2) The groups were for

• Social Mobilization and Institution Building,

• Financial Inclusion,

• Livelihood,

• Monitoring and evaluation, and

• Skill Development.

3) These groups had submitted their specific thematic reports. The

reports need to be updated and revised according to the present

scenario.

4) In addition to these, WBSLM proposes to have stakeholders

meetings at the district and block levels to get their views on

strategies, focus, etc. so that SPIP is able to ensure all

stakeholders participation and incorporate their views in the

document, and in the process SPIP becomes an effective and

realizable framework for WBSRLM.

iii. Additional Work:

WBSRLM proposes to undertake

• Study & Exposure tours

• Tie up with Resource Organisations & other entities

• Conduct discussion workshops of the Core Group with the

prominent NGOs and entities having experience in doing work

in this field.

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• Discuss and decide with the assistance of the NMMU.

b) Phasing of Blocks for implementation of activities under NRLM

i. Background:

1) The NRLM has adopted a phased implementation approach

wherein all the programme activities in intensive manner will

reach all the blocks by the end of the 12th Five year plan so that

the required social capital consisting of the institutions of the

poor, community professionals and community resource persons

for implementation of the NRLM are available during its

implementation. The blocks that are taken up for implementation

of NRLM, i.e., the Intensive Blocks, would have access to a full

complement of trained professionals and cover a whole range of

activities of universal and intense social and financial inclusion,

livelihoods, partnerships etc. Other blocks where the activities

may be limited in scope and intensity will be called Non-Intensive

Blocks. This means from 2013-14 onwards, there will be two

sets of blocks, i.e., Intensive and Non-intensive. However,

selection of Intensive blocks for the 1st phase has been made.

Phasing plan for all the blocks will be made during preparation of

State Perspective and Implementation Plan (SPIP)

2) Out of 341 Blocks in the State, 32 blocks of the 8 districts of

different natural and socio-economic regions have been selected

as Intensive districts and blocks for the 1st phase under

NRLM which would have access to a full complement of trained

professional staff and cover a whole range of activities of

universal and intense social and financial inclusion, livelihoods,

partnership etc.

3) These blocks will also come under the World Bank aided

National Rural Livelihood Project (NRLP) under NRLM.

4) NRLM will be implemented in Non-Intensive manner in the

remaining 309 Blocks during 2013-14.

c) Intensive Blocks under NRLM in the 1st Phase:

The districts identified as intensive districts in the 1st phase, as well as

to come under NRLP under NRLM are: Bankura, Birbhum, Coochbehar,

Jalpaiguri, Malda, Purba Medinipur, Purulia and S-24 Paraganas. While

selecting intensive blocks as well as blocks under NRLP, the variables

like existing social capital, BPL households, BPL SC/ST/Minority

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households, uncovered BPL households within SHG fold, locations etc.

were taken into consideration.

List of NRLP Blocks/Intensive Blocks under NRLM for the 1st phase:

Name of the

District

Name of the Blocks

1. Bankura i) Simlapal, ii) Ranibandh, iii) Patrasayar, iv) Saltora

2. Birbhum i) Bolpur-Sriniketan, iii) Mohammed Bazar, iii) Rampurhat I,

iv) Dubrajpur

3. Coochbehar i) Dinhata I, ii) Haldibari, iii) Mekhliganj, iv) Sitai

4. Jalpaiguri i)Alipurduar I, ii) Dhupguri, iii) Kalchini, iv) Matiali

5. Maldah i) Kaliachak I, ii) Harishchandrapur II, iii) Manikchak, iv)

Habibpur

6.Purba Medinipur i) Khejuri II, ii) Tamluk, iii) Ramnanagar I, iv) Nandigram I

7. Purulia i) Joypur, ii) Manbazar II, iii) Para, iv) Baghmundi

8. South 24

Parganas

i) Jaynagar II, ii) Basanti, iii) Patharpratima, iv) Bishnupur

II

d) Resource Blocks:

i. As suggested by MoRD, GoI, within the districts identified as

intensive districts in the 1st phase the WBSRLM has identified 8

Resource Blocks

ii. These Resource Blocks would have seed intensive social

mobilization and institution building by engaging external

Community Resource Persons (CRPs) and Project Resource Persons

(PRPs) in various best practices.

iii. The Resource Blocks will, in a short period of 2-3 years, become

immersion sites for the best interventions

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iv. The avg size of the Blocks in West Bengal is larger than any other

Block in the Country. On an avg there are about 2400 SHGs per

Block. Hence the External Resource Persons (ERPs) would come and

train the CRPs chosen by and from the Sanghas (Gram Panchayat

Level Federations). These CRPs would in-turn help the Upa-Sanghas

(Gram Sansad Level Clusters) & the SHGs in the tenets of NRLM.

v. The strategy of the rollout would be worked out with SERP in due

course of time.

vi. when the project scales up these blocks will be useful for training of

the newly recruited staff as they can learn from the external CRPs.

vii. The biggest gain from the Resource Block strategy will be the

generation of high quality social capital in the form of CRPs, who

will play a major role in scaling up NRLM to newer blocks and newer

districts.

viii. It has been decided that one block from each of the selected 8

NRLP districts (out of Intensive Blocks), would be identified as

Resource Block as a result of which all the NRLP districts of different

Zones may get one Resource Block to develop as a model block.

ix. While selecting these blocks, location, higher number of uncovered

BPL households under SHG, etc of the non-federation blocks were

considered.

e) Partnership with External Resource Organizations (EROs)

The WBSRLM has decided to take advantage of having partnership with a

Resource Organisation from amongst the organizations shortlisted by MoRD,

which have wide experience in the large scale anti poverty and women

Name of the

District

Name of the

Block

Name of the

District

Name of the

Block

1. Bankura Simlapal 2. Birbhum Dubrajpur

3. Coochbehar Sitai 4. Jalpaiguri Kalchini

5. Malda Habibpur 6. Purba

Medinipur Nandigram I

7. Purulia Baghmundi 8. South 24

Parganas Patharpratima

17

empowerment initiatives by building strong institutional platforms of poor

and engaging them comprehensively in rural poverty elimination

programme. The Resource Organization will provide support to the State

Mission in the areas of i) immersion to best practice sites for SRLM staff, line

department officials, other stakeholders, ii) systematic training of state

mission team etc.

Considering the achievement of the ‘Society for Elimination of Rural

Poverty’ (SERP) of Andhra Pradesh in the field of SHG movement,

WBSRLM has decided to have partnership with the SERP for developing 8

Resource Blocks.

For social development, SHG-PRI convergence and entitlement related

capacity building support from Kudumbashree is planned in this year.

18

II) Chapter 2: Implementation Plan for Resource Blocks

a) Introduction:

8 resource blocks will have all the intensive support from ERO i.e.

SERP. The detail plans will be formulated with the advice from SERP

for which a MOU will be executed soon. Based on the ground

situations on the status of SHGs and their institutional framework,

the following paragraphs give an indicative strategy only.

b) Background & Run-up:

i. West Bengal state has 3.97 Lakh SHGs formed under SGSY (upto

March, 2013) and about 6.9 Lakh SHGs that have also been formed

by the line departments and under Bank linkage programmes of

NABARD.

ii. All the SHGs are to be brought under NRLM purview and in this

regard, a SHG Database would have to be developed.

iii. The data would have to taken from Districts, Govt Depts, SHG

Federations, Banks, Cooperatives, NABARD & SLBC. Since their data

exists in a digital format on heterogeneous platforms/ applications/

software, we'd have to integrate all these under one universal

system. The same would be done by a System Integrator whom we

select from amongst the best IT companies. Such a MIS would be

developed under a web-based portal so that the data can be put

online. This same system would double-time as an internal G-2-G

application like HRMS or the FMIS.

iv. Once such a database is created it would need to be validated and

the same would be done at the ground level vide a thorough

exercise.

v. Additionally a survey on the structure of federations of the SHGs

would be conducted and an assessment made on the health of

these federations

vi. GP level Federations (Sanghas) will be a part of not only IBCB

activities, but also act as CIF channeling agency. Hence it is

proposed that all these Sanghas will also be registered as a Coop

Soc. This would help us in achieving a better & faster database and

also negate any duplicity of any sorts.

vii. Out of 3243 Gram Sansads in 32 intensive blocks, there are

2816 Village clusters (known as Upa-Sanghas). Similarly at the

19

Panchayat level, out of 313 GPs, there are 292 Panchayat Level

Federations (called as Sanghas). Out of 341 Blocks 23 have Block

Level Organisations (called as Maha-Sanghas).

viii. These PLFs have been in existence since more than a decade.

However these would need strengthening and Capacity Building.

c) Community Professionals / Community Resource Persons

i. BACKGROUND:

1) The State has existence of GP level Resource Persons and District

Level Resource Persons who were chosen and engaged by the

Govt

2) These DRPs and GPRPs had been engaged during the SGSY

ii. PROPOSED:

1) All RPs would now start to be designated as CRPs – Community

Resource Persons.

2) They would be selected by the Panchayat level Federations for

and from the Village Clusters / SHGs.

3) The existing District & GP RPs would be evaluated by the PLF

apropos guidelines issued by SRLM.

4) However the overall control (financial, functional etc) of the CRPs

will remain with the SHGs or their Federations.

5) The CRPs would draw their honorarium from their respective

SHG Federation who would be controlling them though their

honorarium would be not less than the present rate & they would

be paid as per performance criteria drawn on an objective scale.

6) Based on their competence some CRPs would be considered for

performing roles at Anandadhara Block offices also as facilitators

for the PLFs.

7) They will be paid incentives based on their performance. The

performance of the CRPs will be judged not only the controlling

Federation but also the next tier on objectively verifiable

parameters such as a) identification of poor, b) formation of

groups, c) Hand holding of the groups, d) saving mobilization, e)

credit mobilization / bank linkage, f) repayment rate, g)social

actions by the groups, etc. In order to assess the performance

on the basis of the agreed parameters, the MIS and e-book

keeping systems will be introduced from the very beginning

apropos the part b of Chapter II.

20

iii. SERP's ROLE:

1) As the ERO would be faced with the daunting task of about

2400 SHGs per block. This would essentially mean that a team of

80 CRPs from SERP would have to come over and train. Since

this is an unmanageable number, it is envisaged that the ERO i.e

SERP team would reach at the level of Block and in consultation

with DMMU, BMMU, Representatives from Maha-Sanghas (if

existent), Representatives from the Sanghas, GPs, NGOs like

Pradan, Banks - LDBs, RBs et al who are operating in that will

assist the Sanghas to identify and select the CRPs.

2) Once selected these CRPs would undergo handholding,

training, capacity building and even exposure visits thereby

making these CRPs as Master Trainers. These Master Trainers

would thereafter assist in the rollout of the NRLM at the GP & GS

levels effectively.

3) Thence, Instead of the "saturation approach" the SERP

team members would adopt a cascading mode of training.

4) The Master Trainer CRPS would adopt the "saturation

approach" for GPs & GSs (Gram Panchayats and Gram Sansads).

5) The selected CRPs will be trained in phases by SERP and

will also be provided with follow up supports and be monitored

through an agreed mechanism to be devised and applied jointly

with SERP team.

6) There will be about 1 CRP for about 20-25 SHGs – the actual

engagement will depend on the catchment & the context. For

this year, all CRPs will be developed in multi-task competencies

and in the coming years based on their competencies in specific

thematic areas, some of them will be groomed as specialists /

para-professionals in different themes such as book keeping,

bank mitra, livelihood trades, etc.

d) Objectives of such a Strategy:

The objectives of such Resource Blocks strategy will be:

• to develop these 8 block as model blocks under SRLM,

• to make these as immersion sites for best practices for SRLM staff,

SHG members of other areas, line department staff and other

stakeholders and

• to turn these as sites for systematic training for State Mission Team

also

21

e) PROCESS & METHODOLOGY

Major Activities in Resource Blocks and the strategies

The activities here will include:

a) Social mobilization and institution building

b) Financial inclusion with special emphasis on Bank linkage

c) livelihood promotion

d) Skills and Placement

e) Convergence with PRI and other line departments

f) Replication of best practices

b. Social mobilization, institution building and capacity building

The activities will include

� Identification of the poor by participatory method and their

mobilization, including vulnerable

� Nurturing and strengthening - existing groups

� Formation and strengthening - new groups

� Hand – holding

� Capacity building and exposure

� Formation and strengthening federations at different levels

All the SHGs irrespective of their promotional agencies, will come under the

coverage of village level organisations and gradually under higher level

federations.

f) Financial Inclusion / Bank linkage

mobilizing bank credit is core to the NRLM financial inclusion and

investment strategy.

i. BACKGROUND:

1) SHGs have shown considerable achievements in social

mobilization and group strengthening. The bank linkages are also

there with savings and then credit supports. But in many cases,

22

SHG members strive desperately to convince bankers for larger

credit. This is a mis-match situation for both supply and demand

perspectives. Bankers find the inability of SHGs to articulate their

strengths in business planning and the SHG members on the

other hand find Bankers’ systems and processes as unwarranted

hurdles resulting into bankers’ reluctance to extend investment

supports. In fact, there are many SHGs in West Bengal, whose

members are looking for avenues to utilize their own savings and

also the credit that they can access form banks and other

sources.

ii. NEED:

1) In view of this, there is a need for the SHG members to prepare

their own livelihood plan with credit requirements, necessary

support, etc. However, this should be simple, easy to understand

by the women members and also to be able to take out the

potential of the individuals. The women SHG members

themselves will be able to identify the livelihood options through

a participatory methodology The above tool when introduced will

be very much helpful to prepare their own livelihood plan with

credit requirements, support necessary, etc.

2) A financial inclusion strategy will have the supply side and the

demand side. i.e The Lending and the Investment cum

Repayment mechanism would have to be strengthened.

• supply side: it is to be worked out what and how the

necessary support by the financial institutions can be available

to the SHGs.

• demand side:

(i) Making a Micro Investment Plan

(ii) Investing from self

(iii) Repayment

iii. PROPOSED ACTION POINTS:

Supply side actions

a. Orientation and exposure for Bankers to the Andhra Pradesh for

having the experience of outstanding SHG Bank linkage by SERP

b. Workshops with stakeholders at District and Block levels

c. Regular monitoring of SHG bank linkage programme in the

meetings of SLBC, SHG Bank linkage sub committee of SLBC, DLCC

and DCC, BLBC etc

d. Establishing partnership with the banks vide MoUs

23

e. Creation of a robust database of all SHGs in collaboration with the

banks involved in SHG Bank linkage programme

f. Having a common IT system that would allow WBSRLM and banks

to view their micro credit lending to the SHGs

g. Fixation of credit targets bank branch wise - in terms of number of

SHGS and the amount of credit lend

h. Fixation of a reasonable amount as minimum for first credit linkage

to an SHG

i. Having Bank officials at SMMU & DMMU and Retd Bank Officials at

BMMUs

Demand Side actions

a. Universalisation of financial literacy and counseling for all SHGs in

order to increase loan absorption capacity and effectiveness of loan

utilization

b. Preparation of Micro Investment Plan by SHGs through a

participatory process

c. Provision of RF to the Grade I passed groups to improve their

financial management capacity. RF support will be @ Rs 10000/- to

Rs 15000/-.

d. CIF Support @ around Rs 50000/ to the Grade II passed groups not

linked with project credit.

e. Vulnerability reduction fund to the needy SHGs

f. At least 10% Gr II passed groups will have credit support from the

bank during the period.

g. Interest Subsidy as per norms

h. Placement of Bank Mitras to enable SHGs to have better banking

transactions. The eligible Resource Persons selected SHG members

will be engaged as bank Mitras, to act as interface between the

bank and the SHG/its members so that all services from the banks

are easily accessible and that also on timely basis.

i. Having a Loan Recovery Unit in each and every Sangha

iv. PROGRESS SO FAR:

Supply side action

1) Removing the multiplicity of database. For this, SLBC, Banks,

SHG&SE Dept & SGSY Database would be compiled and

uniformed for 32 Intensive Blocks by June 13.

24

2) A common MIS system is contemplated with a uniform IT / MIS

system with banks for effective SHG bank linkage - Banks have

agreed to share their data. A common platform & format has

been designed & shared. An independent SI or IT agency would

integrate all platforms & applications across all banks &

departments.

3) An exclusive sub committee of SLBC on SHG Bank linkage has

been formed. Credit target for 2013-14 has been fixed by

NABARD and distributed district wise by SLBC (Total amount is

Rs 1163 Cr), with Rs 1 lakh as minimum amount for 1st credit

linkage has been fixed by SLBC. The road map of achieving these

targets & district-wise targets (physical & financial) has been

drawn up but is being amended. This would be ready by May

2013.

4) For Cross Pollination of officials, WBSRLM would enter into MoUs

with 7 main banks and serving Bank officials would be placed in

SMMU & DMMUs & retd bankers in BMMUs. In addition, Bank

Mitras would be positioned by Panchayat Federations in Banks.

5) Exposure visit of around 70 bank officials in 2 batches to SERP

- AP has been decided and this will be followed by Sensitization

Workshops of LDBs, PDs & SHG federations.

g) Livelihood Promotion Strategy:

i. NEED:

1) In the present socio economic conditions in rural areas, the

poor families cannot rest upon their traditional livelihoods for the

only way of income generation.

2) They are to find out suitable livelihoods from different

options. To create such a situation that the poor can attain such

expertise in going for new economic activities or to strengthen /

expand their own existing economic activities provisions will have

for imparting different trainings under their own traditional

sectors i.e. farm development and allied activities. These will

enable them to take up economic activities individually as well

collectively. Wherever the situations will be congenial for taking

up collective activities, the federations will take initiatives for

developing producers collectives.

3) A good number of activity based clusters have so far been

developed in different areas like manufacturing of jute based

25

products, handlooms, kantha stich sarees, carpet making,

horticulture and floriculture, Gahanna bori, toy making, paddy

processing etc.

4) Apart from secondary sector activities the producers group

are involved in primary sector business activities also.

5) Some are doing business in service sector activities like

catering, hospitality etc.

6) Under NRLM more number of producer’s collectives will be

formed / developed. It will be necessary to provide them

necessary support for technology inputs, value addition,

training/capacity building/ branding, exposure to best practices,

designing value chain, scaling up on-firm and non-firm best

practices etc.

h) Food security

i. For the poorest of the poor i.e. the most vulnerable sections, at the

initial stage only by providing some supports for livelihood

developments, their day to day needs cannot properly be

addressed, because of the fact that these people at the backward

regions are prone to food insecurity. To cope up this situations and

to get out from this insecurity stage for finding out a livelihood for

generating income, together with other supports they are to be

provided food security and in this respect, NRLM is to look after how

this problem can be overcome. Together with food insecurity, they

are also prone to health hazards and NRLM has also this objective

to provide health coverage to those families now staying in

vulnerable conditions.

ii. These necessarily will invite convergence with various departments

like Food and Supplies Department for Social Welfare Department,

Health and Family Welfare Department etc.

iii. Schemes like SABLA, SAHAY, NRHM, ICDS, MDM etc would have to

have a very strong inter-face with the SHGs

i) Community Investment Support

i. WBSRLM proposes to provide livelihood support to SHGs /

Federations when they reach a certain level of maturity as an

incentive to SHGs / Federations for undertaking productive

livelihood activities.

26

ii. This will enable SHGs to leverage funds from the banking system,

benefits from other government programmes like RSBY, MGNREGS;

improving access to social safetynets and other entitlements for

vulnerability reduction of the poorest households;

iii. undertaking livelihoods enhancing activities in agriculture, fisheries,

forestry (NTFP), livestock and household diary, micro-enterprises,

for building skills for the job market etc.

iv. Necessary guidelines will be prepared for taking up activities under

CIS, in consultation with this NMMU.

v. The resource block will be further revisited in consultation with

SERP and Kudumbashree as they come on board for supporting

these resource blocks as NROs in their respective fields i.e. SERP for

social mobilization, institution building, financial inclusion and

primary livelihood whereas Kudumbashree for PRI-SHG

convergence, social development, Gender and entitlements.

vi. Though it may not be fixed beforehand, the special programmes,

pilots, etc as detailed in chapter 6 may be tried in the resource

blocks and then intensive blocks as preferred implementation sites.

27

III) Chapter 3: Implementation Plan for Intensive Blocks

NRLM is a process intensive and community driven poverty alleviation and

women empowerment programme. It requires a phased implementation and

community learning approach for reaching out to all villages in all blocks of

the state. In order to demonstrate and consolidate this approach, in addition

to 8 Resource blocks as detailed in the previous section, WBSRLM has

identified 24 blocks and will work intensively to learn from Resource blocks

and undertake social mobilization, institution building, financial inclusion and

livelihood promotion intensively with local CRPs.

In the dedicated and sensitive support structure being developed at Block

(BMMU) and a mature set-up at district level, Human Resources will be

deployed accordingly and strategic interventions will be made under every

sector of activities NRLM envisages to implement in respect of intensive

blocks.

28

IV) Chapter 4: Implementation Plan for Non-Intensive Blocks

i. A phased implementation approach has been adopted under

Aajeevika/NRLM so that NRLM is rolled out with the active

involvement of social capital consisting of the institutions of the poor,

their leaders, community professionals and more importantly

community resource persons and it will take some time for building up

this social capital in initial years.

ii. Therefore during the 1st phase 32 blocks of 8 districts have been

selected as Intensive Blocks (out of these 8 as resource blocks) and

these blocks will also to come under the World Bank aided NRLP under

NRLM. All the remaining 309 blocks will gradually be selected as

intensive block within the 12th Five year plan. Phasing of all the blocks

will be taken up during the preparation of SPIP.

iii. In the 1st phase, NRLM will be implemented in these 309 blocks

in non-intensive manner where the activities of social and financial

inclusion, livelihoods etc will be limited in scope and intensity. The

objective of the non- intensive blocks will be to get ready for seamless

transition to intensive block.

iv. The DMMUs that would be set up will implement NRLM in non-

intensive manner in the non-intensive districts. At the block level, the

Women Development Officers, Gram Sevikas, and other officials will

be associated with implementation of NRLM in non intensive manner

alongwith the Community Resource persons.

v. Out of the total number of 309 non-intensive blocks of the 1st

phase 22 blocks (@ 2 for each of the remaining 11 DRD Cells) have

been selected for implementing non- intensive NRLM in intensive

mode where the activities of social mobilisation, institution building,

capacity building, financial inclusion will be taken in a more intensive

manner than the non-intensive blocks for having the concept of

implementation of NRLM in intensive manner in subsequent phases.

vi. The CRPs who would be created apropos the method mentioned

earlier will be associated in training and capacity building of the

existing groups, as well as new groups. Therefore this pool of CRPs

29

will be further strengthened with intensive training, capacity building

exposure visit etc.

vii. In the non-intensive blocks, strengthening of existing groups,

rejuvenation of dormant/non-functional groups, strengthening of

existing federations of SHGs, providing RF support, to the Grade I

passed groups, credit linkage to the eligible Grade II passed groups,

strengthening of producer’s collectives etc will be given importance.

MIS development at GP level will also be taken up. Training and

capacity building on livelihoods promotion will also be given priority.

Convergence with the programmes of other departments and with PRI

will be one of the major components of activities in the non-intensive

blocks and PRIs will play a major role in this matter. The concept of

Bank Mitras may also be introduced in some non-intensive blocks.

viii. Eligible SHGs will be provided with Interest Subsidy as per

norms.

ix. Apart from these, workshops with the stake holders like line

departments, PRIs. Banks, CBOs, etc will be organised so that the

supports to the rural poor are duly extended for social inclusion,

financial inclusion, livelihoods promotion etc.

30

V) Chapter 5: Infrastructure and Marketing

(Key infrastructure items proposed and the rationale)

a) Plan and the Way ahead:

i. As the main focus of Aajeevika is to look at the entire portfolio of

livelihoods of each poor household and work towards stabilising and

enhancing the existing livelihoods and subsequently diversifying

their livelihoods, it should be ensured that infrastructure needs for

the major livelihoods activities of the poor are met with and support

for marketing to the SHGs and their institutions are provided.

ii. Accordingly the fund available under the component of marketing

and infrastructure support would be utilised for building the farm

and non farm collectives supporting related interventions- value

addition, market research, market intelligence, marketing support,

pooling and marketing etc.

iii. Goods and services are traded everyday in all parts of the

country. According to the requirement of goods and services in

different areas( i.e, rural, urban, local, regional, inter-district, inter

state etc.) and in different sectors(i.e, agriculture, industry,

marketing services etc.) necessary arrangements will be made for

providing supports for cleaning, packaging, processing, quality

upgradation, market linkage through

1) intermediary agencies,

2) building an identity (branding) to the SHG products etc.

3) With partnership support from the emerging urban markets

for developing clientele for the rural products.

iv. In order to provide necessary support for marketing of the SHG

products at local, block and district level, marketing outlets (haats)

will be developed. In fact, under SGSY, initiatives for setting up 3

rural haats for each district have been taken up and some of them

have already been completed.

v. A good number of marketing outlets are being run by the SHGs

in all the districts. These will be branded under Anandadhara and

would be positioned as Marketing Sites for sale of produce.

vi. At the district level, all the districts have already identified land

for setting up district haats that would be run and managed by the

31

SHG federations who would use these places of the Govt on rental

basis.

vii. At the state level, work has already started for setting up of

market complex with all necessary arrangements and amenities at

Dhakuria, Kolkata.

viii. SHGs of West Bengal have been participating in various

fairs/exhibitions at local, district, regional, state, regional SARAS

fairs, IITF, Delhi haat etc. for marketing of their products as well as

having the experience of direct interaction with the different

category of customers, and their choice, market demand etc and

and this avenue has been proved to be very effective. During the

current financial year also the SHGs of West Bengal will be

participating in such type of fairs/exhibitions.

ix. The e-catalogue of all products would be made and tie-ups with

other States and NGO Partners who would assist in better

marketing of the Goods of the SHG Federations would be entered

into. We intend tying up with a organisation that would do this for

us on an outsourced model.

x. WBSRLM plans to organize 2 fairs each of one week duration at

the Kolkata that would help improve the brand image of Aajeevika/

Anandadhara & help in the sale of produces of the SHGs

32

VI) Chapter 6: Partnerships, Innovations, Pilots and Special

Programs

(Key strategies and activities proposed under special programs and

innovations such as those for health and nutrition, creation of special

purpose vehicles, implementation in difficult areas, social entrepreneurship

development, innovation forums etc.)

a) Innovation and Partnership

i. WBSRLM proposes to organise an Innovation Forum at the

state level in order to support innovations identified through

developing marketplace type forums that have potential to be

scaled up in a viable manner in partnership with development

foundations.

ii. This will help replications/scaling up of many innovative

mechanisms and good initiatives of various stakeholders (public,

private, community, CBO etc,) including e-book-keeping at SHG

level, Financial literacy, etc.

iii. A detailed plan of action would be developed through workshop,

consultations etc.

b) Special Project for Extremely Excluded

i. There are communities like extremely excluded people like

displaced, women headed, destitute, and affected by social,

ecological, industrial tensions and disasters. Some of them like

primitive races are solely dependent on natural resources like

forests and river by hunting small animals, birds, fishes, crabs even

turtles, collecting woods and honey etc. and thus destroying the

nature and bio-diversity. They are not habituated with cultivation.

They have no lands for agriculture, no ponds for fish culture. They

only manage a small piece of vested/ vacant land for residential

purpose only. As the natural resources are declining day by day

they are facing hand to mouth situation. Severe malnutrition is a

part of their life. These people live on subsistence mode and without

any access to resources needed for their living. In order to ensure

their access and control to the basic needs and then to move

towards decent livelihood, there will be need for special attention

and therefore specially designed interventions.

ii. The intervention may include support for infrastructural

development, behavioural change, health, nutrition, education,

heritage and culture and capacity building on sustainable livelihood

and job opportunity, etc. - directly and through linkages. There will

be attention to ensure protection of bio-diversity from their

33

destructive livelihood pattern, in forests and rivers, through

alternative livelihoods.

iii. The WBSRLM envisages to focus Spatially on - Tea Garden

workers who have been rendered jobless due to the closing down of

the gardens (Jalpaiguri, Darjeeling, Cooch Behar & North Dinajpur)

& on the people who are working in the wetlands of Kolkata

Municipal Area.

iv. The WBSRLM also plans to undertake extension of "Parvaaz"

initiative in Murshidabad, by replicating it in other Dists with similar

anthropo-socio-cultural patterns in the Women from the Minority

Communities.

c) Block level Knowledge Kiosk

It is seen that in many cases the poor and marginalized SHG members are

unaware of their entitlement and rights. While the members look forward to

get access to such information easily and continuously, there is huge

information demand among service providers as well i.e. the front line

service providers like AWC, ANM, etc. There is huge need for appropriate

materials in different forms to be used as dissemination materials. Poor also

need continuous facilitation to enable the poor to ensure access on a

sustainable basis, along with continuous capacity enhancement of the

facilitators and service providers. Few projects may be developed for by

dissemination of information through the Common Services Centers set up

by the Dept of IT, Govt of India across the State. This would include

information such as:

i. To provide relevant information and knowledge to socially excluded

poor women about their entitlements under different programmes.-

maintain and update related information and materials for

dissemination, organize display and dissemination of materials at

prominent public places such as GP offices, Cluster / Federation / NGO

offices, BDO offices, Banks, ICDS, Health Sub centres, Rations shops,

Schools, etc.

ii. To facilitate access to government programmes - organize face to face

/ facilitation meets with service providers

iii. To develop and ensure an SHG / community facilitated review and

monitoring mechanism for this

34

d) Prevention of Human Trafficking and Rehabilitation of Victims

of Human Trafficking

i. NRLM prioritizes social inclusion of marginalized and excluded

communities of the poor. Therefore, prevention of human trafficking

and rehabilitation of victims of human trafficking will become an

integral component of NRLM intensive block strategy.

ii. In this connection, WBSRLM proposes to take up special pilot

initiatives on prevention of human trafficking and rehabilitation of

victims of human trafficking initially on pilot basis with the help of

the Women and Child Welfare and Social Welfare Deptt, AIDS

Control Society, credible NGOs working in this sector etc. It is learnt

that UNWOMEN in association with National Commission for Women

(NCW) has already initiated a pilot on prevention of human

trafficking in South 24 Parganas district.

iii. Pilot intervention would focus on developing intensive livelihood

support strategies which would include sensitization of community

based organizations of women towards this problem, create

channels of social acceptance of victims, create convergence of

various employment schemes of women, special focus for

institutional credit access for livelihood support etc.

iv. Initially, 3 districts vulnerable to human trafficking would be

taken up for this pilot programme. Gradually all the vulnerable

districts would be taken up under this special initiative.

e) other Pilots

In the 8 Resource Blocks Piloting on e-book keeping and

Financial Literacy will be taken up. This will enable the SHGs to build

their capacity in Group management, leveraging funds from the

banking system and taking up economic activities.

d) Convergence

i. Convergence with PRIs

As the Panchayati Raj Institutions have a constitutional role in local economic

development, poverty reduction and social justice, mutually beneficial

working relationship and formal platforms for consultation between the

Panchayats and the institutions of the poor such as SHGs and SHG

federations need to be facilitated in the interest of deepening democracy and

empowering the poor.

35

West Bengal, where the PRI system is very strong, all the three tiers of the

PRI are actively facilitating the SHG movement. Few examples of supports

provided by the PRIs in strengthening the SHG movement are as under:

a. Maintenance of SHG database.

b. Playing active role in formation of SHG based federations at Gram

Sansad, Gram Panchayat and block level.

c. Membership from GP level SHG federations in the standing

committees of Gram Panchayats

d. Incorporating SHG plan and disbursement of fund as per plan

sanctioned by the authority

e. Providing support for acquiring necessary training and production

infrastructure, skill and non credit inputs, lease of vested land,

machinery etc.

f. Entrusting SHG/ SHG federations to manage and utilize common

property resources(CPR) for the interest of the poor

g. Intermediation for smooth flow of credit and other external support

h. Extending support of various government driven self employment,

wage employment and welfare programmes to the target groups

It is important for any government-driven programme seeking local

participation to strategize and overcome local realities of divisions, power

structure, economic relations and dependencies and vulnerabilities which

limit participation of the most vulnerable. For NRLM to succeed and benefit

those who are deprived due to either or all of these, PRI strengthening and

convergence will surely play a vital role. A strong local instititional system

developed through NRLM would also create a cordial environment for the

implementation of other innovative projects like MGNREGS, Nirmal Bharat

Abhiyan, RSBY, NSAP, NRHM etc. Complementarily, all these programmes

facilitate capacity building of both PRIs and CBOs.

Considering the unique experience of Kudumbashree- Kerala State Poverty

Eradication Mission in the area of convergence of Community Based

Organisations (CBOs) with Local Self Governments along with designing,

implementing and evolving a number of interventions in the areas of

economic and social development, the Ministry of Rural Gevelopment has

identified Kudumbashree as a National Resource Organisation for providing

technical assistance and implementation support for PRI CBO convergence.

The WBSRLM, with its previous experience of PRI SHG convergence during

the implementation of SGSY, now therefore proposes to have partnership

with Kudumbashree for further strengthening PRI- CBO convergence under

Aajeevika/NRLM as per guidelines of MoRD.

36

As a pilot initiative under this component, 5 blocks will be taken up as pilot

blocks where women person days under MGNREGS is low

The activities under this component will include-

• Exposure visit of the state delegations to Kudumbashree

(the team will include panchayat leaders, leaders of

federations, panchayat officials etc.)

• Scoping study and feasibility analysis

• Signing of MoU between WBSRLM and Kudumbashree

• Strategy formulation

• Setting up community based Resource Persons

• Support for community mobilization

• Community building at various levels- organisational and

functional

• Establishing coterminous

• Establishing M & E system

• Hand holding support by Resource Persons as mentors for

various activities

After successful implementation of the pilot initiatives for

PRI-CBO convergence, these activities will be replicated in

other blocks.

However, the plan of action in details will be developed with the

support of Kudumbashree. In this regard, a state level workshop

and exposure to Kerala will be organized.

ii. Convergence with Nirmal Bharat Abhiyan (NBA)

WBSRLM would like to work in close collaboration with NBA in West Bengal.

Since inception of Total Sanitation Campaign SHGs are actively involved in

awareness generation under this programme. Out of 3349 GPs in the state,

1077 GPs have already earned the distinctions of Nirmal GP. Out of 315 GPs

of 32 intensive blocks in the 1st phase, there are already 33 GPs which have

earned the distinctions of Nirmal GP. Besides promoting SHGs as self

propelling demand creation and supporting organizations in general, special

emphasis will be given on earning the status of Nirmal GP in respect of all

the GPs of the Intensive Blocks. WBSRLM would collaborate with NBA for

convergence strategy in the following areas

37

• Awareness Generation through SHGs and their Federations

• More production centre to be run by SHGs / Sanghas

• Engagement of SHG members as Swachhata Doots

i. Convergence with other government schemes and

programmes

In keeping with the on-going efforts and as suggested by NRLM framework,

SRLM will surge ahead with convergence with MGNREGS, NRHM, ICDS,

RSBY, etc. to ensure higher access to wage employment, heath services and

entitlements, RCH and supplementary nutritional services, health insurance

services, etc. In addition, there will be specific emphasis on

• Aam Admi Bima Yojana and other insurance schemes available for SHG

members

• Comprehensive data base of all SHGs in the state

e) Special initiatives for IAP districts

Dists of Bankura, Paschim Medinipur and Purulia have been identified

as IAP districts where special supports for public services are being provided.

The SHGs and the SHG based institutions at different levels formed or

to be formed will play important role in the areas of awareness development

for health, sanitation, safe drinking water, literacy, school education, etc.

These institutions may also play key role in developing infrastructures

like village roads, Godowns, markets, etc.

f) State Resource Centre

i. The SRLM would establish a state resource centre to support the

massive capacity building programme that would be undertaken in a

cascading mode.

ii. The SIPRD would be suitable institute in the state, as these are

dedicated institutions developed for similar purposes and have the

required resources and infrastructure.

iii. A separate centre may be developed at SIPRD with support from

NRLM. The resource centre would empanel resource persons and

agencies from the state, district and block levels to facilitate

delivery of training services.

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iv. The group of external resource persons would be supported by a

dedicated group of internal resource persons from state project.

v. The team would work in close collaboration with the SMMU. At the

initial stage financial support from NRLM may be available for the

centre and eventually it will be self-sustained.

vi. The expected Role of State Resource Centre will be to:

(1) develop capacity building tool kit/manuals, and design

courses, modules, methodology and program content based on

the requirements of SMMU;

(2) develop as a state level knowledge hub on social

development, livelihoods, micro finance, vulnerability reduction,

etc;

(3) link up with stakeholders like NGOs, government agencies,

banks and other financial institutions and draw from their

experience and help SRLM to develop and pilot initiatives;

(4) establish a state information resource centre to facilitate

access to development related information and to create a

database in respect of the same for preparing reports,

developing information tools for research and training and

promoting exchange of information among the participating

organization and establish an interactive website for the same;

(5) bring out publications including books, journals, reports,

occasional papers, study reports, newsletters etc; and to

(6) facilitating community learning academy to establish, grow

and develop

g) Mahila Kishan Sashaktikaran Pariyojana (MKSP)

MKSP is an important sub component of NRLM which recognizes the

centrality of women in agriculture and therefore aims to provide direct and

indirect support to enable them to achieve sustainable agriculture

production. WBSRLM attaches top priority on this scheme and proposes to

create sustainable agriculture and in the process ensure food and nutrition

security at the household and the community level. One Project under MKSP

has already been sanctioned by the MoRD and some proposals are now

under scrutiny at State level. SRLM proposes to prepare and submit separate

proposals under this sub component.

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h) Placement Linked Skill Development Programme:

There is a high demand for skilled youths in cities and industrial clusters on

account of high economic growth and at the same time large population of

unskilled & unemployed rural youths are increasingly looking for work / job.

In order to bridge this gap and to create more and more skilled wage

employment Skills and Placement Projects will play a key role under NRLM

by scaling up through partnership mode as one of the best investments in

youth and provide impetus to livelihoods opportunities in emerging markets.

At present several agencies are imparting skill training under this

programme. WBSRLM proposes to scale up this projects and to arrange

training programme placement for around 30-40 thousand rural youths

every year, for which a separate proposal will be submitted.

About 28,000 youth have been successfully placed across the country till last

year.

Our target this year is to achieve processes to start for placing about

50,000 youth this year.

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VII) Chapter 7: Mission Management, MIS and M&E

(State and district Mission management, M&E, MIS, process monitoring,

community monitoring, other studies etc.,)

WBSRLM would warrant block wise plan for all categories of blocks

(intensive, non-intensive and resource) that are going to feed into

developing district plans. The block and district plans will be developed

within the overall framework of NRLM and also within the ambit of this Plan.

This will be undertaken and completed as soon as AAP is approved, so that

actual implementation can start immediately after that on the basis of the

detailed plans. This is basically to ensure a demand driven and participatory

approach originating from as below as possible. The plan will consist of the

following:

a) Annual Plan and Budget for Block / District

b) Period:

c) Introduction: About the block / district set up, about the operational

area

d) Objective (for this year only – as far as possible SMART)

e) Strategy / Key approaches

f) Activities: month-wise plan covering project activities, review and

monitoring, recruitment and procurement, etc.

g) Budget: month-wise fund requirement covering project activities,

review and monitoring, recruitment and procurement, etc.

h) Review and Monitoring

a. Expected Outcome against the Programme Activities

The expected outcome against programme activities will be measured

according to the following indicators:

Actual numbers / targets will be decided based on the base line and the

detailed plan exercise at the block and districts:

a) Institution Building and Capacity Building related

� No. of SHGs formed

� No. of SHGs adopted Panchasutra

� % of poor organized into SHG

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� No. of SHGs with paid book-keeper

� No. of village level federation (up-sangha and sangha) formed

and functional

� No. of VO activities trained and functioning

b) Financial Inclusion related

� No. of SHGs linked to Banks (more than 6 months old)

� No. of SHGs received at least one dose

� No. of SHG received at least 2 doses

� No. of SHGs received at least 3 doses

� Bank Credit mobilized

� Bank Mitra positioned @1 per branch / GP

� Institutionalization of community based recovery

� e-book keeping system introduced

� SHGs adopted Micro plan for accessing CIF

c) Livelihood related

� Livelihood CRPs incubate best practices

� Internal livelihood CRPs available for saturating the blocks

� Internal livelihood CRPs available for scaling up to other blocks

� No. of HH with viable livelihoods

� X number of HH are provided with food security intervention

d) Skill and placement related

� Job CRPs identified and trained

� Youth data base developed

� CBO support to the jobs initiative institutionalized

b. Monitoring, Evaluation and Learning

The Monitoring, Evaluation and Learning Framework for WBSRLM will be

based within the overall plan of National Mission’s Monitoring, Evaluation

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and Learning system (ME&L) for reinforcing the culture of result-based

management and providing the basis for evidence-based decision-making

processes, of both strategic and operational nature, at all levels including

community institutions. However, the context specific requirements on each

programme components will also be addressed through this ME&L.

For Monitoring and Evaluation, the indicators of Result Framework of NRLM

will guide the detailing in all aspects. SPIP will elaborate processes and set

targets aiming at achieving the objectives as envisaged in the result

framework. The purpose of monitoring will be to achieve an efficient

and effective project implementation by providing feedback at all

levels for taking timely, corrective actions at all levels in case of

shortfalls and constraints, if any, in the implementation of each

project component. The important concerns of project monitoring

are-

1. Input utilization and operation performance (In terms of timeliness,

Quality, costs, etc.)

2. Activity delivery system performance

3. Process adherence

4. Output generation against targets ( Quantitative)

5. Financial performance

The evaluation of the project shall be for the Effects and Impact of the

project. M&E Matrix to be detailed before the commencement of the project

will provide the details of the indicators which will be covered under the

evaluation. As already mentioned, PDO level and intermediate level

indicators will be main basis of evaluation. PDO levels indicators for the state

within the overall NRLM PDO indicators are as follows:

1. At least 70% of the excluded SC, ST and Minorities households directly

access Community Investment Support or formal financial institutions

through SHGs/Federations.

2. At least 45% increase in the number of identified poor households who

have accessed services from formal financial institutions

3. Identified poor households have saved cumulatively through thrift and

financial inclusion

4. Average income for identified poor households in project villages has

increased by 50%

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The learning management system will help to build a process of learning

from within the state and outside – this means there will be systematic

collection of information and practices and sharing / dissemination

mechanism in WBSRLM to keep the Mission staff, community and other

stakeholders updated, interested and motivated.

The components of ME&L framework

a) MIS based input-output monitoring anchored on specially developed

ICT platform (e NRLMs)

b) Process monitoring through well knit review and MIS mechanism

c) CBO self-monitoring and learning

d) Internal reviews and learning;

e) Impact evaluation involving baseline survey, follow-up surveyes. Mid-

tem evaluation at the end of 2 years and end of project evaluation;

f) Longitudinal studies based on panel sample and stand-alone studies;

and

g) Social/development audit.

Learning Management System

Learning management systems will be built on the following

� Institutionalization of learning space in the regular staff meeting and

review processes

� Regular documentation of Learning events / practices through internal

institutionalized system and also by engaging external experts

� Dissemination through news letter / websites / e-group / short films, etc.

� documenting field based learning and disseminate it continuously to the

policy makers of the project and

� Encouraging vernacular and neo-literate friendly language for

communication with the CBOs.

� Incentivize staff on knowledge gathering and own personal development

through promotional, additional responsibility, etc.

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Ensuring proper functioning of ME&L and take care of any corrective

measures in this regard

While M&E Manager at the SMMU will be primarily responsible to ensuring

proper functioning of M&E, SMD at the state level and the heads at DMMU

and BMMU will look into the timeliness, quality of data / information, flow of

information, analyses and feedback, etc. For this SMD may introduce an

internal checking system on monthly basis, to be under his / her direct

supervision and whenever necessary may also look for checks and supports

through external agencies.

VIII) Chapter 8: Technical Supports Required from NMMU

WBSRLM would be working within the guidance and supports from NMMU.

However, considering some of the critical areas that WBSRLM is going to

undertake / initiate during this AAP period, the following list suggests the

areas where NMMU’s technical supports will be immensely valuable:

1. Establishment of State Resource Centre

2. Establishment of knowledge management centre

3. Draft TOR for base line study

4. Exposure / immersion in other states

5. Data Base management for SHGs

6. Development of M&E frame work, especially for measurement of

process indicators

7. Specialized CB inputs on Institution building, bank linkage, producers

collectives, etc.