JSLPS, 3rd – floor, shanti deep tower, radium road, ranchi – 834001, jharkhand
ANNUAL ACTION PLAN
FINANCIAL YEAR 2015 - 2016
UNDER NATIONAL RURAL LIVELIHOOD MISSION JHARKHAND STATE LIVELIHOOD PROMOTION SOCIETY
Preface“Jharkhand State Livelihoo d Promotion Society” (JSLPS) a society registered under Society Registration Act,1860 on July, 2010 under the aegis of Rural Development Department and is working towards promoting livelihood for the disadvantage section of the rural community in the state. The society is implementing women empowerment and livelihood programme in the state. The society is currently running two important project viz. Sanjeevani and is the nodal agency for implementation of National Rural Livelihood Mission in the State.In a very short span of time the society has firmly established itself by effectively extending its outreach to some of the remotest geographies of the State. Several successful stories of women breaking the poverty inertia from traditionally marginalised section have further boasted the moral of SRLM. The State Rural Livelihood mission has established the State Mission Management Unit, District Mission Management Units and Block Mission Management Units to implement the programme. Under NRLM the society has now its outreach in 12 districts and 38 blocks under intensive, resource block and home grown model (or partnership) categories. Simultaneously, non-intensive blocks are being supported to consolidate the SGSY programme and roll out NRLM strategy. The staff and support structure have been created and new staff are being recruited and mandatory trainings like induction, immersion are being continuously provided.
Active support from National Resource Organisations - SERP, Kudumshree and BRLPS are being taken to establish resource blocks and intensive block strategies. The preliminary results and support from the resource organisation have created confidence to scale up institutionalization and build the capacities of poor women to access financial and non-financial services in the state. At the end of January, 2015, a total of 14775 numbers of SHGs have been brought under NRLM fold.In the planned year the focus is on – Layering of Livelihood and Social Development Activities, Scaling up from Resource Blocks to Intensive Blocks, Communitisation & Rationalisation of Human Resource Structure and taking up new pilots and partnership. Some of the important pilots and partnership proposed are – Gender Social Action Plan, Elderly SHGs, Person with Disability, Community Based Health Insurance, Nutrition Pilot with UNICEF, Tata Trust – CINI, TSRDS and Ultra Poor with Trickle Up. The AAP of 2015-16 for MKSP is also annexed along with the document. In the coming Financial Year i.e. 2015-16, JSLPS intends to expand its outreach to a total of 18 districts and 80 blocks and forming and strengthening additional 16000 SHGs. The budget requirement from NRLM and NRLP including that for skills and MKSP is and Rs. 232.11 cr. and Rs. 219.19cr respectively.
Chief Executive Officer1
Jharkhand State Livelihood Promotion Society, Ranchi
Vision & MissionTo work as a specialized agency for social empowerment and poverty reduction with
special focus on livelihood promotion of the poor and vulnerable communities and
households by bringing about synergy among all line departments through convergence for empowerment of
disadvantaged communities in Jharkhand.
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Preface.......................................................................................................................................................1
PART I- REVIEW OF AAP 2014-15...............................................................................................................6
a. Implementation structures established.........................................................................................6
b. Management Systems instituted (MIS, FMTSA, Internal Audits etc.).............................................7
c. NRLM footprint achieved - No. of Intensive Districts, Resource Blocks, Intensive Blocks, Partnership Blocks, Villages....................................................................................................................9
d. Physical progress in key areas of implementation – SM, IB and CB, FI, Capitalization, Livelihoods etc. 10
e. Key activities planned but not implemented with reasons (Shortfalls, deviations and constraints and spill overs).....................................................................................................................................12
f. Adequacy of support from NMMU and NROs..............................................................................13
g. Key Learning.................................................................................................................................14
h. Learning on AAP Formulation:......................................................................................................17
i. Key Activities proposed for Promotion of Knowledge Management and Communication..........18
PART II: HR, Social Mobilization, Institution Building and Capacity Building............................................19
a. HRD Plan for JSLPS in FY 2015-16.................................................................................................19
c. Performance Management System (PMS):..................................................................................25
d. Strategies and activities for Intensive Blocks, Resource Blocks and Partnership Blocks...............25
e. Promotion of SHGs, VOs and CLFs................................................................................................26
f. Capitalization of CBOs through RF and CIF...................................................................................27
g. Audit of Community Institutions..................................................................................................27
h. Plans for capacity building of institutions (including CB calendar) for Resource, Intensive and Partnership blocks................................................................................................................................27
i. Plans for capacity building of community cadre (including CB calendar) for Resource, Intensive and Partnership blocks.........................................................................................................................27
j. Plans for capacity building of Mission Staff in Resource, Intensive and Partnership Blocks.........28
k. Partnership with NROs and other capacity building institutions..................................................28
l. Start Up kits for SHGs:..................................................................................................................28
m. Strategy for Participatory Identification of Poor..........................................................................28
Part III: Financial Inclusion.......................................................................................................................30
a. Key strategies and activities for promotion financial literacy and SHG bank linkage and insurance.30
Part IV. Livelihoods...................................................................................................................................32
a. System of Crop Intensification (SRI and Vegetable Cultivation):..................................................32
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b. Goat based livelihood intervention..............................................................................................34
c. Efficient irrigation promotion:......................................................................................................35
d. Community Managed Sustainable Agriculture:............................................................................35
e. Lac Cultivation through CRP Drive................................................................................................36
Part IV – A- Livelihoods Through MKSP....................................................................................................37
f. Expected Output under Livelihood Interventions........................................................................40
g. Micro Enterprise Consultant (MEC)..............................................................................................40
h. Skills: Training of youths and Placement (DDU-GKY)....................................................................40
PartV. Pilots, Partnerships and Innovations.............................................................................................42
a. Strengthening / scaling up of existing pilots.................................................................................42
b. New Pilots and Innovations................................................................................................43
iv. Community Based Health and Livestock Insurance:........................................................................45
v. Partnership with XLRI on HR Capacity Building:...............................................................................45
v. Partnership with NSO-PRADAN under Livelihoods Farm:.................................................................45
c. Strengthening ongoing partnerships..............................................................................45
i. New Partnership:.........................................................................................................................52
PART VI- RSETI..........................................................................................................................................67
PART VII - IMPLEMENTATION OF NRLM IN NON-INTENSIVE BLOCKS IN JHARKHAND.............................68
a. Strategy for the implementation of NRLM in SAGY Villages:........................................................68
b. Strategy for the implementation of NRLM in SANJIVINI Villages:.................................................69
c. Strategy for the implementation of NRLM in Non-Intensive Blocks:............................................69
PART VII -INFRASTRUCTURE, MARKETING AND FAIRS (SARAS FAIR):.......................................................72
PART IX –ME&L AND MIS.........................................................................................................................73
PART X –PROCUREMENT..........................................................................................................................74
PART XI –FINANCIAL MANAGEMENT.......................................................................................................75
PART XII –TECHNICAL SUPPORT REQUIRED FROM NMMU AND NROs....................................................76
a. SUPPORT FROM NMMU...............................................................................................................76
b. SUPPORT FROM NRO...................................................................................................................76
PART XIII – Tables.....................................................................................................................................77
Table 1: AAP 2014:15: Targets and Achievement.................................................................................77
Table 2: Component wise financial Progress – Allocation Vs. Expenditure..........................................80
Table 3: NRLP Component Wise Expenditure for FY 14-15 (Up to 28th February ’2015)......................81
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Table 4: Sources of Finance FY 2015-16...............................................................................................82
Table 4A: Sources of Finance FY 2015-16 (Including other Program)...................................................83
Table 5 Physical Targets for FY: 2015-16 (NRLM+NRLP).........................................................................0
Table 5a Physical Targets in Resource Blocks for FY: 2015-16..............................................................13
Table 6: Scaling up of Resource Blocks to Internal Blocks: 2015-16.....................................................19
Table 7: Additional Activities to be taken up by the State Missions.....................................................20
Table 8: NRLP Component Wise Financial Requirements* FY 2015-16...............................................22
Table 9: NRLM Component Wise Financial Requirements FY 2015-16................................................23
Table 10: Sources of Finance FY 2015-16.............................................................................................25
Table 10A Sources of Finance FY 2015-16 (Including other Program)..................................................26
Table 11: Result Based Monitoring Framework...................................................................................27
Table 12: Performance Indicators........................................................................................................35
Table 13: Budget Template for FY 2015-16 (NRLP)..............................................................................39
Table 14: Budget Template for FY 2015-16 (NRLM).............................................................................52
Table 15a: Annexure - Procurement Summary: Jharkhand SRLM (April -2015 to March -2016) Rs. In Lakhs....................................................................................................................................................64
Table15b: Procurement Plan-Goods - Plan for (April 2015 - March- 16 )............................................65
Table 15c: Annual Procurement Plan for Services for the Year 2015-16 (April-2015 to March-16).....71
Table16: Internal CRP Driver Calendar FY: 2015-16.............................................................................73
PART XIV Annexure..................................................................................................................................77
a. Annexure –I Details of Admin Cost (NRLM)..................................................................................77
b. Annexure-II Details of Admin Cost (NRLP)....................................................................................80
ABBREVIATIONS...................................................................................................................................86
Scaling Up Plan...................................................................................................................................115
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PART I- REVIEW OF AAP 2014-15a. Implementation structures established
Jharkhand State Livelihood Promotion Society (JSLPS) was formed as an autonomous and independent society year 2009 within Rural Development Department, Government of Jharkhand.The society was created to serve as a special purpose vehicle for smooth implementation of poverty reduction schemes and programmes in the state. The business of the society is run by its General Body (GB) and Executive Committee (EC). Hon’ble Minister, Rural Development is chairperson of GB while the EC is headed by the Principal Secretary. The EC of the society is empowered to approve the systems and policies of the society as well as supervises day to day business. The GB and EC members comprise of senior level officers of the Government of Jharkhand, representatives from banks and other institutions.
The state level State Mission Management Unit (SMMU) is established within the society, which is headed by a full-time Chief Executive Officer (CEO). The CEO is being supported by a full-time Chief Operating Officer (COO) and a team of senior level professionals and thematic experts.
Jharkhand State Livelihood Promotion Society has been designated by the State Government to anchor and implement the National Rural Livelihood Mission in Jharkhand in the September 2011. The JSLPS has initiated the SRLM’s activity in the financial year 2012-13. The first Annual Action Plan of SRLM got duly approved in May’2012 and initial preparatory work got started.
Further, the core team of JSLPS has been recruited, inducted and placed. They are exposed to village immersion programme. The team is instrumental to catalyse social mobilization, nurturing institutions of the poor, build capacities and skills, facilitates financial inclusion and access to financial services, support livelihoods and ensure convergence, partnership and networking. Professionals at state core team (SMMU) were recruited from the open market on contract basis. At present, the mission has following thematic unit at state level Social Mobilisation and Institution Building(SM&IB), Financial Inclusion (FI), Livelihoods- Farm, Livelihoods-Non-Farm, Skills and placements, MKSP, M&E and MIS, Human Resource Division, Finance, Procurement and Knowledge Management Cell. Each division is headed by senior level professionals and thematic experts.
The details of HR Structure at State, District and Block Level as approved by State Cabinet is placed in annexure – I
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b. Management Systems instituted (MIS, FMTSA, Internal Audits etc.)
Following Management Systems have been instituted.Management Information System(MIS): JSLPS has developed transaction based MIS ‘Swalekha’ for Community Based Organizations (CBOs). Swalekha means writing one’s own book of accounts with focus on community managed book keeping. Swalekha is a community centric, MIS developed with support from Technical Agency ‘Microware Consulting and Computing Pvt. Ltd.’, Gurgaon. JSLPS has also developed community one MIS bookkeepers per village. These MIS bookkeepers are responsible for data collection and validation during SHG meetings. Specific training programs have been designed for these bookkeepers for data analysis and monitoring and review of SHG performance at VO level.
Necessary hardware facilities like – Computer, Printer, UPS, Internet facility and separate MIS room have been provided at block level.
The application for tablet based MIS is developed and has been successfully tested in Resource Blocks of Ranchi, W.Singhbhum and Pakur district. 700 tablets were procured and have been handed over to MIS/Master Book Keepers in resource blocks. The ‘Swalekha’ is being effectively used for decision making at all levels. Automated alerts are being generated and sent to SMMU, DMMU and BMMU on a variety of indicators. The data is being further used to prepare monthly progress reports, priorities field visits, discuss gaps in the monthly review meetings and rank district quarterly performances. The MIS is also being used to generate due list for release of RF, CIF and expedite the process by introducing online submission of community fund release requests by BMMU, DMMU and SMMU. In the current year JSLPS has further stepped forward in developing online IUFAR based AAP budget template. The current budget for AAP 2015:16 has been prepared by using this application wherein Blocks and Districts have furnished their data online.
Monitoring Evaluation &Learning (ME&L):Under NRLM, JSLPS has established a monitoring, evaluation & learning system enabling the programme to enhance overall effectiveness through establishing clear logical links between programme interventions and results. The ME&L system is built upon the need for demonstrating accountability of DMMU/BMMU/partners and stakeholder by having strong mechanisms of measuring and managing results and learning.
System for monthly review meetings has been institutionalized at State, District, Block and Sub block level where overall progress of mission is assessed. Further,
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thematic reviews are also conducted by the teams as and when required basis. The RF and CIF disbursements take place every fortnight by the RF and CIF appraisal committee.
The ME&L team undertakes sample checks and does regular random spot checks for output tracking and monitoring. These findings help the SMMU team to analyze the field observation, validate MIS information, synthesize and present timely findings and recommendations on any strategic improvements to the SMMU.
Community Based Monitoring System (CBMS) is an innovative step of ME&L unit to undertake periodic input output monitoring wherein community takes charge of monitoring their own program. CBMS was successfully rolled out in Resource Blocks of Pakur and Resource and Intensive block of Ranchi district. Encouraged by the outcome of CBMS, JSLPS intends to further take it forward to West Singhbum district and few partnership districts.
A concept note cum findings of CBMS is put as Annexure – II.
Baseline Study: JSLPS has successfully completed Baseline Study covering approximately 6000 Households (HHs) spread over 8 districts, 16 blocks and 128 villages. The draft report has been shared by the survey agency GfK Mode, Kolkotta to JSLPS. The final report is expected to be finalised by March, 15. The uniqueness of Baseline Survey lied in engagement of Community Monitors (representative from NRLM target group).
JSLPS FMS SYSTEM:
JSLPS was selected by NMMU to be part of resource group for rolling out of Tally FMS on a pilot basis. JSRLM has been actively involved in the provision of inputs, testing the Tally FMS and evaluating the system generated reports more specifically IUFR. We have coordinating with Tally and provided support and guidance to the Tally Solutions Pvt. Ltd. (TSPL) solution developers and helped the developers in the design and development of the solution to meet with the deliverables. We have worked hard in making the TSPL developers understand the necessity and logic of IUFR formats and all programs, components that form part of IUFR. We have also spent considerable time and resources in testing the solution and helping the TSPL in modifying and updating the solution to produce the desired results in a phased manner resulting, JSRLM has become the first state in the country to submit system generated IUFRs and got the appreciation of the World Bank and thus becoming a trendsetter whereby other SRLMS have got encouragement and stimulus to emulate JSRLM in system generated IUFRs.
JSRLM has also provided technical support, in coordination with NMMU, to various SRLMs. The efforts of JSRLM has positively contributed toward getting
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system generated IUFRs from most of the SRLMs implementing NRLP. As Tally FMS is still evolving there may be needed further enhancements and JSRLM is willing to provide support in improving the solution and further JSLPS is ready whenever other SRMLs need any technical assistance and training. JSRLM may be nominated as an NRO for Tally FMS.
ROLLING OUT FMTSC:
During this financial year, JSLPS has successfully rolled out FMTSC. A team of 6 professionals have been engaged in providing technical support in the area of setting up systems, proper financial management and internal controls. Since in our intensive area, we have full dedicated finance professionals in place, the role of FMTSC in intensive area are more about ensuring statutory compliances, value addition and provide technical inputs for internal control. In non-intensive area, where systems (Tally, etc.) are not properly in place and where we are struggling to get monthly IUFR on time, role of FMTSC are different. Here the team is working closely with DRDA for implementation of Tally FMS, training and hand holding support to DRDA finance people for proper accounting and timely & accurate reporting.
In intensive area are more about ensuring statutory compliances, value addition and provide technical inputs for internal control. In non-intensive area, where systems (Tally, etc.) are not properly in place and where we are struggling to get monthly IUFR on time, FMTSA team are lacking behind our expectations. It is required to work more intensively with DRDA finance team for building their capacity and Tally roll out. FMTSA need to give more focus to ensure proper accounting and timely & accurate reporting of DRDAs.
Procurement of goods and services completed
All the essential services like Baseline Survey, FMTCS, Statutory Auditor, Internal Auditor, MIS Agency and required infrastructure for the DMMU & BMMU has been procured except process monitoring. The process of the tender invited for process monitoring has been cancelled due to substantial variation between estimated and actual price. The details are reflected in annexure - II
c. NRLM footprint achieved - No. of Intensive Districts, Resource Blocks, Intensive Blocks, Partnership Blocks, Villages
Adopting the phasing plan, Jharkhand SRLM is progressing towards covering all the districts by 2018-19 and all blocks by 2019-20. Eventually, the NRLM program would leave its footprint in all 32000 odd villages by 2021-22. The current status of program outreach in terms of geography is as follows:
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S.N
Particulars Total District/ Block/ Villages
in State
Cumulative Target
for FY 2014-15
Cumulative Achievement
Upto28th
February, 2015
1 No. of Intensive Districts 24 12 122 No. of Intensive Blocks - 10 8*3 No. of Resource Blocks - 16 14#4 No. of Partnership Blocks - 14 145 Total Blocks 259 40 366 No. of Villages 32623 2587 2238
*Two blocks in Pakur district have come under intensive NRLM fold in March, 2015.
#There would be shortfall of 2 RBs in year 2014-15 against annual target. Hence, at the end of March, 15 the total block coverage would be 38 out of planned 40. However, in anticipation of CRP drives in these 2 RBs, SHG formation has been initiated by our staffs.
d. Physical progress in key areas of implementation – SM, IB and CB, FI, Capitalization, Livelihoods etc.
Key Progress (up to 28th February, 2015) Cumulative and Annual in Intensive Area
S.N.
Indicators Status as on
March, 2014
Annual Target (2014-
15)
Achievement
(2014-15) in Apr -
Feb, 15
Cumulative achievement till
date since Inception
A.1 Total No. of districts 12 12 12 12
2 Office Setup2.1 SMMU (number of offices) 1 0 0 12.2 DMMU (number of offices) 10 0 0 102.3 BMMU (number of offices) 08 18 18 26
3 Program Outreach3.1 Total No. of blocks entered 23 40 13 363.2 Number of villages entered 1239 1348 999 22383.3 Total Number of SHGs supported
by SRLM 8102 10846 6826* 14928
3.4 Total estimated families supported 105326 131671 76491 181817
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S.N.
Indicators Status as on
March, 2014
Annual Target (2014-
15)
Achievement
(2014-15) in Apr -
Feb, 15
Cumulative achievement till
date since Inception
by SRLM 3.5 No. of VOs formed 162 700 532 694
4 Financial Inclusion4.1 No. of SHGs with bank account 4654 7548 7422 12076
4.2 No. of SHGs that have received RF 3992 8863 6893 10885
4.3 Amount of RF disbursed (Rs. lakh) 598.75 1329.50 1033.95 1632.75
4.4 No. of SHGs that have received CIF 2341 4468 4812 7153
4.5 Amount of CIF disbursed (Rs. lakh) 1170.40 2234.00 2406.00 3576.50
4.6 Total amount of RF/CIF disbursed (Rs. in lakh)
1769.15 3563.5 3439.95 5209.25
4.7 No. of SHGs credit linked to Banks 228 2923 1249 1477
4.8 Amount of credit leveraged from Banks (Rs. Lakh)
264.5 1458 690.75 955.25
5 Livelihood (Includes Coverage in Non-Intensive Blocks)5.1 No. of farmers practicing SCI NA 80,000 58,459 58,4595.2 No. of farmers practicing CMSA NA 200 322 3225.3 No. of farmers with goat
interventions NA 4500 6383 6383
5.4 No. of Community Cadres developed
NA 600 AKM- 562APS - 151
AKM- 562APS - 151
5.5 No. of farmers taken Lac Cultivation NA 2000 1600 1600
5.6 No. of Micro Entrepreneurs Developed
NA 225 176 176
5.7 No. of farmers under MKSP interventions
NA 15134 14611 14611
5.8 Total youths Trained & Placed under Skill Dev. Program
53,727 (cumulativ
e target for PIAs)
NA 32,717
*Shortfall in SHGs formation against annual target is mainly due to low number of CRP rounds by NROs and implementation of Model Code of Conduct twice in the FY 2014-15.
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Status of the progress in the MEC project in partnership with NRO, KUDUMBASHREE:
I. Identification, Selection and Capacity building of MECs- This part completed in Dec 14.
II. Setting of baseline information and enterprise bench marks- Collection of first level of information completed. The compilation and analysis is continuing and expected to be finalized by March 2015.
III. MEC group business plan and placement of MECs- The MEC groups are formed based on the market principles and placed in respective zones in Ranchi, Pakur and West Singhbhum district.
IV. Monitoring, reporting and evaluation- The pilot testing was completed but shall be finalized by March 2015.
V. The collection of information from the existing entrepreneurs on their business and its performance completed. First level of digitization & analysis of the collected data through software completed.
VI. The R-SETI of 3 districts were also coordinated during this year to integrate the MECs to the selection of right candidates, prioritisng the training module, MEC as resource person during the training and post-training follow-up and linkages with the banks to initiate the ME by the trainees.
VII. The MECs were also exposed to SARAS to make them feel the ME development and strengthening the inner motivation to provide consultancy services to scale up the ME in our state.
e. Key activities planned but not implemented with reasons (Shortfalls, deviations and constraints and spill overs)
SMIB:In AAP 2013-14, there was tremendous backlog in imparting training of SHGs on different basic modules. However, in AAP 2014-15, pool of community trainers were created that resulted in expediting trainings and reducing the backlogs. But still there are around 75%, 32%, 25% SHGs (as on Dec,14) who have not received M3, M2 and M1 training respectively. Most of these backlogs are from Resource Blocks (RBs) resulted mainly due to gap in CRP rounds in the earlier years. Since, in the current year RBs have almost saturated hence, there would be more impetus in clearing these backlogs in the current year. Moreover, taking clues from older districts, the training architect has been communitisedin newer districts since inception. Timely settlement of training advances by staffs was another major impediment in expediting the trainings. Now, provisions for block accounting has been made to overcome the above challenge.
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FI: Bank credit linkage of SHGs fell short of targets. Upto Dec, 14, against bank linkage target of 2923 SHGs a 1249 SHGs have been linked. Proper filling of application or proper documentation is one of the major constraint as banks are now ready to lend credit under Cash Credit limit. Efforts are being taken to implement common format for bank linkage that should be applicable to all banks. Juxtapose, SRLM has started placing Bank Sakhi’s in branches to facilitate many processes. MIS:A total of 2200 tablets were planned to be procured in the FY 2014-15. Till date 700 tablets have been procured and rolled out with support from VOs and trained Master Book Keepers. The tender process for the remaining tablets have been initiated and is expected to complete by March, 2015. M&E:The agency hiring process for undertaking Process Monitoring in the State was completed till RfP found. However, due to substantial variation between estimated and actual price quoted by the technically selected L1, NMMU has advised to go for retendering. The hiring of Process Monitoring agency would be taken up in the FY 2015-16. MEC:The following interventions as part of the MOU were earmarked in the FY 2014-15 but are in progress and could not be completed. Therefore, those interventions will be carry forward to the FY 2015-16.
Mid-term Assessment study-The Mid-term Assessment study will be carry forward to the next year 2015-16
Annual Review- The annual review will carry forward to 2015-16 as it can be done after the first phase of compilation of the progress, validation of Bench Marking and completion of process documentation and mid-term assessment study.
Support for integration with MIS of JSLPS and related systems (lumpsum) & Performance Tracking system of MEC- Pilot testing of the PTS is going on it can be finalized and established in the next FY.
Monitoring, Reporting and Evaluation- It is under progress and will be streamlined in the FY 2015-16.
Hand holding support by the Mentor MEC- 15 mentor MECs of NRO will be positioned at 3 districts. Out of them 9 mentors will be responsible for 9 zones focusing on 9 resource blocks and
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others will support in different thematic areas for the uniformity in all 3 districts.
f. Adequacy of support from NMMU and NROs
ME&L:The NMMU was instrumentalin providing technical support to JSLPS in finalizing ToRs for – EoI as well as RFP for the – SHG profiling, Baseline Study and Process Monitoring. Technical support was also obtained by SRLM from NMMU in terms of sampling design and indicator finalization for the baseline study. Representatives from M&E division of NMMU also undertook visits to Jharkhand for orientating staffs on MIS and overall M&E framework envisaged under NRLM. The NMMU team also undertook field visits and provided critical feedbacks for further strengthening of JSLPS’s MIS systems. Further concurrent monthly progress reviews done at National level helped the State receive timely feedback on its progress and system settings. Invitations and nominations of SRLM members to thematic workshops organized by NMMU and World Banks helped the state team in gaining more insights into the different dimensions of the program. FI: In the current year SRLM received many valuable thematic inputs from SERP, Andhra Pradesh, for example monitoring mechanisms and tools for CIF management at VO level. SERP has also helped in sensitizing bankers particularly through seven days immersion of bankers for SHGs-bank linkage.Further, SRLM is getting thematic support regularly from NMMU, for example, training of Bank Sakhi, improving SHGs bank linkage portal, disbursement of interest subvention in Category-II districts. MEC: Status of Micro-enterprises development and MEC project in partnership with NRO KUDUMBASHREE:The capacity building phase of the master MEC and MECs was completed in the December 2014. The CREAM training was provided to the master MECs and training on the enterprises development (TED) was completed in the last financial year March 14. As per the implementation framework of the NRO and agreed timeline with the state. The second phase of intensive TEAM training was started at the beginning of the financial year 2014-15. TEAM or Teaching Enterprise Administration and Management is compressed CREAM with applicable business concepts to the MECs. These sessions are delivered by Master CREAM MECs who have already undergone an intensive training on business management and administration in detail.. At the end of TEAM training second phase of exposure visit was organized for selected 30
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MECs as per the performance to Kerala to help them gain an understanding of ME development in the State.Performance Tracking System & integration with MIS of JSLPS: The objective behind this is to collect periodic real-time data from the entrepreneurs on their business transactions, enable MECs track their performance & assess against benchmarks over a period of time. As a step towards this, Kudumbashree NRO envisages developing a robust Performance Tracking System (PTS) to enable the SRLM, through MECs. The (woman) entrepreneur will feed information about her daily transactions directly in the Kudumbashree NRO database through an SMS or an IVR based technology. This information would help the MEC assess her performance on a regular basis by getting access to software generated financial Statements. This would enable the MEC analyse accurate data, which would aid him in identifying and rectifying his/her business concerns. The PTS system will be pilot tested by March 15 and the rolling out of the same will be done in the next year.
g. Key LearningFI:
Focus is required in strengthening Panchasutra mainly inter loaning, on time repayment and good book keeping for better and sustainable performance of SHGs.
RF & CIF helped members for further strengthening of Panchasutra, meeting, immediate consumption need and small credit needs, helped SRLM in understanding credit need,investment pattern through MCPs and livelihood pattern of the community. MIS analytics are being used to analyze above information.
Community cadres (MCP/MIP Facilitators/Trainers) played a greater role in facilitating MCP/MIP preparation.
Introduction of Bank linkage sub-committee, DCB and bank watch register at VO level helped community as well as SRLM to strengthening community based monitoring mechanism of CIF and SHG-bank linkages.
It has been realized that there are still hidden fear and hesitation for SHGs-Credit linkage among members.
Exposure visits of bankers (within the State/outside the State) 15
resulted positively in accelerating opening of saving bank account of SHGs and helped in creating enabling environment for SHGs-Credit linkage. Exposures, trainings and other means of sensitizing bankers need to be continued for building better relationship with SHGs/VOs/BLFs.
District wise quarterly sharing and learning workshops for bankers and community helped a lot to understand and solve issues at bank branch level.
It has been realized that regularization of BLBC and DCC meeting is important for solving most of issues faced at bank branch level related to SHGs-bank linkage.
Hiring of two retired bankers as Consultants–Financial Inclusion also helped a lot in sensitizing bankers, regularizing DLCC and BLBC meetings, accelerating opening of saving bank account of SHGs and creating enabling environment for SHGs-Credit linkage).MEC
Although the MEC groups are placed at the 9 zones in 3 districts, but they need to focus in the resource/intensive blocks of the JSLPS to get early results of the project. The community institutions are strong and funds are available for the capital investments for the initiation of the micro-enterprises.
There is a need of awareness building in the VO for the existing and interested micro-enterprises about the business planning by the MEC to initiate the micro-enterprises.
The analysis of the information from the opportunity study shows that there is a requirement of the formation of the “Producer’s Organisation” for the potential enterprises in which large nos. of members are involved.
There is a need of block level enterprises facilitation center to support and linkages to the ME, particularly in the resource/intensive blocks.
KMC Folk media: In year 2014-15 we used folk media for doing street
play in 4 districts and 4 blocks as a pilot project. This pilot helped 16
as a useful tool for creating awareness among community for better understanding of the program.
Success stories in the newspaper- The success stories of the members of SHG are published in the newspaper. This acted as a motivational factor for them. Reading their own stories members felt motivated to improve their livelihoods. The women reciting in the same as well as nearby villages are also motivated in improving their livelihood through changing their day to day activities of their living by reading such success stories.
Training film “BaithakKaise” shooting - The members of SHG themselves participated as an actor in the movie “BaithakKaise” which was about the difference between the good and bad SHG. Community was fully equipped with the talent and capacity of acting which gave an idea of creating IEC CRP. This will create an option of secondary livelihood for the community.
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h. Learning on AAP Formulation: Since, last AAP i.e. 2014-15 JSLPS has involved participatory
process of AAP formulation wherein BPMs, DPMs along with domain representatives are engaged through work shop and discussion mode to freeze physical and financial targets. Taking a step forward, for the AAP 2015-16, cluster level planning exercise resulting into block wise physical and financial targeting has been done.
Series of consultations were held with all units at all levels. In previous years’ AAP preparation process following key problems were encountered:
o Different districts quoted different cost rates for various level trainings
o The unit of measurement varied from district to districto There were calculation errors o Due to difference in units of measurement and calculation
errors, compilation of data required immense time and energy
In order to resolve the above issue, JSLPS has figured out an IT based solution by initiating ‘Online Budgeting and Planning Process’. This has been successfully used in the preparation of current AAP. Additional module has been created in JSLPS MIS ‘Swalekha’ (refer Screen Shot) with following salient features:
Predefined inbuilt system checks to rule out calculation errors Predefined cost ceilings Budget template prepared in line with IUFR format Block, District and State Wise Budget Preparation Formats Separate module for Procurement plans Component Wise compilation possible
NRLP and NRLM wise reports
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i. Key Activities proposed for Promotion of Knowledge Management and Communication
Governance & Anti-Corruption
Grievance Handling, RTI, Disclosure, etc. Including awareness programmes, workshops, knowledge products and
consultancy fee. Community led GAC Initiatives Training of SRLM staffs on transparency and accountability
Further, KMC would focus on documentation, IEC material creation and dissemination, Communitisation.
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PART II: HR, Social Mobilization, Institution Building and Capacity Building
In order to take broader decisions on HR, SMIB, CB and other core areas of NRLM, JSLPS organised a A state write shop was organised from 5th to 9th November, 2014 in Puri. The writeshop was facilitated by representatives from NMMU, NRO and other consultants. The writeshop first to be organised by JSLPS proved instrumental in achieving the following:
1. Revisited systems, policies, processes, protocols established and manuals (COM, HRM and FMM)
2. Discussed HR Processes including induction, capacity building, HR protocols (for being a sensitive support), performance management, de-selection etc., in view of Communitisation, rationalization and geographic responsibilities to all staff
3. Finalised strategy for expansion in to 39 intensive blocks from 5 resource blocks and phasing plan
4. Discussed progress of this year AAP & developed broad outline for AAP 2015-16 including indicative units and unit costs
a. HRD Plan for JSLPS in FY 2015-16HR Management is an integral part of Programme Management for implementation of NRLM. The establishment of SMMU/DMMUs/BMMUs has been accomplished with 86% of completion of positions against approval till FY 2014-15. HRD Unit have also taken policy measures to create healthy work environment with retention level of 95%. Detailed status of manpower is:
Sl. No. Level No. of Units
Approved positions
In-position
Staff Attrition
(%)1. SMMU 1 62 58 1.72 (1)2. DMMU 10 148 100 7.00 (7)3. BMMU 26 494 392 3.57 (14)
Total 704 550 4.00 (22)
In view of the shift in the programme Strategy from organization driven to community driven, existing HR structures across all SRLMs is to be
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rationalized in view of communitization. The thematic structures is to be replaced with the generalist managers. In view of above the staffing for FY 2015-16 would be:
BMMU Level: As most of the positions at the block level will be rationalized in view of communitization process. Maximum ownership is to be handed over to the community professional through the community institutions. Accordingly capacity of the community institutions and community professionals is to be developed so that the processes can be owned by them. The structure at BMMU level is being revised from 20 to the unit size of 10. Proposed structure for FY 2015-16 at BMMU Level would be –
Table: Approved vs. Proposed HR structure at Block Level
Proposed BMMU Structure in FY 2015-16Positions Approved
Position FY 2014-15
Staff in Positio
n
Proposed for FY
2015-16
Additional Requirement/ Adjustment
Block Program Manager
1 1 1 NIL
Cluster Coordinator (CLC)/ Community Coordinator (CC)
(4+12) 16 16 8* -8
Office cum Account Assistant
1 0 1 1
Support Position 2 1 0 -1 Total 20 18 10 -8
*JDs of CLC and CC would be reworked to assign geographic responsibility without any hierarchyIt is proposed that a cluster will be subdivided into two so that CC and CLCs can work in a cluster with fixed geographic responsibility.
Table: Mapping of existing block staff with revised requirementTotal 66 (16+10+40) Block in FY: 2015-16
Positions
Position required as per Proposed Structure
Staff in Position
Adjustment/additional requirement
BPM 66 20 46CLC/CC (264+264) 528 (99+263)
362(205-39) 166
Suppor 56 10 4621
tTotal 650 392 258
DMMU Level: The specialist positions would be collapsed to Managers in the generalist profile and will work at Block level. The Unit size is being resized from 16 to 8 at District level. Proposed structure for FY 2015-16 at District level is – Proposed DMMU StructurePosition Approved
Position FY 2014-15
Staff in Position
Proposed for FY 2015-16
District Program Manager
1 1 1
District Manager (Area focus)
8 4 3
District Finance Manager
1 1 1
District MIS officer 1 1 1Accountant 2 1 1Support Staff 3 3 1Total Unit Size 16 11 8
Total (10+4) DMMU in FY: 2015-16 Position Position required as per
Proposed Structure (8 prof/DMMU)
Staff in Position
Adjustment/ additional
requirement
DPM 14 10 04DM 42 35 07DFM 14 10 04MIS 14 12 02Accountant 14 5 09Support 14 28 -14Total 112 100 26
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Total districts targeted to be covered in FY 15-16 is 18 however, only 14 DMMUs will be set up. SMMU Level: Since the SRLM is under set-up phase and the programme interventions are scaling up, the structure at SMMU level will be retained for FY 2015-16. However new staff in the project shall not be added in the FY 2015-16 except some positions in operational wing as mentioned below. Currently JSLPS is having its interventions in 40 Blocks across 12 Districts with 26 BMMUs (Blocks as resource and Intensive) 10 DMMUs and 1 SMMU. For FY 2015-16, the programme is to be expanded in further 40 blocks across 18 districts. For which 40 new BMMUs and 6 new DMMUs is to be set up. As per the phasing plan submitted by various programme domains, the proposed requirement in FY 2015-16 is:
Level Positions Proposed positions for FY-
2015-16 SMM
UPM – Livelihood (Farm) 1PE - Admin and Logistics 1PE- KMC 1Total 3
DMMU
DPM 4District Finance Manager 4District Manager 7Accounts Officer/ District Accountant 9MIS and M&E Officer 2Total DMMU Staff 26
BMMU
BPM 46YP (including that for SAGY) 41Cluster Coordinator/ Community Coordinator
166
Support Staff 46Total BMMU Staff 299
Total Staffs 328
Provision for 20 YPs under SAGY program has been made. Sl no. Domain
HeadNo of YP Requirement
1 Livelihood 6 Goatry-1
Sri- vegetables-1
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Sl no. Domain Head
No of YP Requirement
Block level 4 CMSA
2 MKSP 7 Khunti – Rania (CFT & intensive)Lohardaga – Bhandra, Kairo (CFT & intensive)Latehar – Manika (CFT and MKSP AAP)Garhwa – Bhandaria (CFT & intensive)Simdega – Kolebira, MKSP AAPGiridih – one block, (MKSP AAP)Ranchi – Bero (Intensive & MKSP AAP)
3 Pilots & Convergence
8 6 for resource blocks
2 for PRI CBO convergence
Total 21
The staff recruitment will be done through the HR Agency largely. The recruitments for the CC/TCC and support positions may be conducted by JSLPS.
b. HR Systems setup:Induction and Staff Capacity Building:Staff will have to undergo probation period of 6 month from the date of joining. Six months would be the induction period including activities as follows:
Phase Topics/Activities Objective Nature of Training
Place of training
No of days
Phase 1
3 days Residential basic orientation
Basic understanding of NRLM, Organisation etc
In-house State 3
Village Stay- in resource block
Understanding on Village context
Field Resource Block
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Debriefing of learning from VI
Experience sharing In-House District/Block
3
Sensitization on Social and Developmental issues
Sensitization on issues related to Gender, leadership, human skills, communication
In-house & external resources
State 3
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Phase 2
To tag with CRP round in the same concern district
Skilling Staff on Institutional building
Field Village in district/ block
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Practical task - Social Mobalisation& IB
Developing practical learning
Field Village in district/ Block
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Debriefing of learning from CRP round training
Evaluating conceptual understanding of staff
In-House Block 2
Phase 3
Residential Thematic Induction Training
In-depth understanding on each NRLM components
In-House State 5
Tagging with related domain under similar position staff
Understanding Roles, Responsibility & Work Profile
In-House\ Field
Resource\ Intensive Block
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Phase 4
External Visit to NRO
To learn the best practices of other SRLM
In-House\ Field
NRO state
10
Domain Thematic Training (Respective domain)
Enhance domain expertise
In-House\ Field
State\District
3
Deployment of Staff in the concern District/ Block
After completion of phase 3 of the induction schedule
Staff Training Status (As on Dec, 2014)S.
No. Module SMMU Staff
DMMU staff
BMMU Staff
1. Induction (No. of staff who have completed induction)1.2. Initial Orientation (2-3 days) 58 100 3921.3. Village Immersion (30 days) - 30 2081.4. Exposure Visit (21 days) 52 70 1321.5. Classroom: Understanding the context –
Poverty, Vulnerability, Livelihoods 45 70 208
1.6. Classroom: Participatory Tools 4 22 31.7. Classroom: Understanding Institutions 45 70 2081.8. Classroom: Beyond Institutions - - -1.9. Classroom: Planning for block, cluster - - -1.10.
Attachment with CRP Rounds (45 days) - - 208
1.11.
Attachment with PRP/CC during CRP Rounds (45 days)
- - 208
2. Other Generic Training (number of staff provided these modules of
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S.No. Module SMMU
StaffDMMU staff
BMMU Staff
training)2.1 Poverty and Gender 16 - -2.2 Community Institution (SHG and
federations)45 35 208
2.3 Participatory Identification of the Poor (POP)
4 22 3
2.4 Micro Credit Plan (MCP) 20 58 2982.5 Financial Management of Community
Institutions (RF, CIF, Bank Linkage etc.)20 58 298
2.6 10 years in a Block 18 10 -2.7 Visioning and strategy planning exercise 18 10 -2.8 Management Development Programs - - 262.9 Any other specific trainings like
Convergence, etc.- - -
3. Domain Specific Trainings (number of staff provided these modules of training)
3.1 Livelihoods - - -3.2 Monitoring, Evaluation & Learning 30 17 103.3 MIS 35 35 1203.4 SI/SD - - -3.5 Procurement - 35 -3.6 Financial Management 12 30 1393.7 Any other thematic based trainings - - -
c. Performance Management System (PMS):
JSLPS is rolling out its Performance Management System (PMS) for the FY 2014-15. This will help the organization in meeting the overall performance standards. This will help the organization to compensate the performance and assess the Capacity Building needs of the respective staffs. The first PMS will be rolled out on recall basis and would be completed by May’2015.
Thematic and unit level wise workshops to finalize key performance indicators and key results areas have been completed. Services of external HR consultant has been engaged to facilitate the process.
A core team has been constituted for smooth rolling out the PMS including all domain representatives.
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Other policies:Other policies like Grievance redressal Policy, sexual harassment policy, reward and incentive policy will be developed and set up in JSLPS. Existing policies will be reviewed in view of existing practices. Better HR hygiene practices will be promoted to maximize the performance of the individual as well as overall organization.
d. Strategies and activities for Intensive Blocks, Resource Blocks and Partnership Blocks.
1. Intensive Blocks: In FY 14-15, JSLPS has entered in 10 intensive Block through the support of Resource Blocks. Thei-CRPs &i-PRPs of Resource Blocks have supported in rolling out intensive block strategy in 10 blocks. In FY 15-16, it is planned to expand in additional 39 intensive blocks. In the intensive blocks, formation of new SHGs, revival of existing SHGs, formation of VOs will be done through the support of i-CRPs & Senior CRPs of intensive blocks. The annual calendar of internal CRP drive i.e. Resource Blocks supporting intensive blocks through i-CRPs have been prepared separately(Table 16).
2. Resource Blocks: In FY 14-15, 13 out of 16 targeted Resource blocks are operational. In FY 15-16 these two blocks would be taken up and further two additional blocks namely Rania of Khunti District &Bhandara of Lohardaga District with support of SERP-NRO will be initiated. In the old resource blocks, primary focus would be to build the additional capacities of existing CRPs, Book Keepers & Resource book keepers i.e generate i-CRP &i-PRP resources proportionately so that JSLPS can expand in another new 36 Intensive blocks in FY-15-16. Additionally Internal senior CRPs would be also generated in old resource blocks
3. Partnership Blocks: In the 14 Partnership Blocks, the 15 BLFswith whom JSLPS has tripartite agreement, they will focus to form the VOs in all the villages.Till date 477 VOs have been formed.
Specific focus will be on; To form additional new 339 VOs in the partnership block.
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Saturating poor & poorest of HH through PIP by VO in old villages.
Capacity Building of VOs. Capacity Building of Existing 15 BLFs. Reduce dependency of 15 BLF on promoting agency. Saturation of village by inclusion of poor & poorest HH in SHGs
through PIP by VO in old villages. Formation of Cluster Level Federations.
e. Promotion of SHGs, VOs and CLFs.This year new SHGs will be formed by VOs in old Resource Blocks where there are left out HHs through the PIP exercise. Intensive Blocks will be saturated by forming SHGs of left out HHs through these VOs. VOs will be formed in all the Resource & Intensive blocks where it is not formed. In old blocks where 605 VOs have been formed, focus would be to strengthen the sub committees of VOs so that they can take up the social issues, CIF & Bank loan management issues. It is planned to form 40 CLFs in FY-15-16.
f. Capitalization of CBOs through RF and CIF.In FY 2015-16, it is planned to prepare Revolving fund proposals, Micro-Credit/Investment Plans and Bank Linkage through VOs and their cadres. The existing 605 VOs will apprise/evaluate the MCP/MIP Proposals of the SHGs and approve & provide the CIF to SHGs. The newly formed CLFs will also get the repayment instalment from VOs of CIF. Apart from this initiative would be taken in new blocks to communitize the Capitalization of CBOs through the increased involvement of their cadres. 3 to 4 Bank Sakhi will be also developed & deployed by the CBOs in the Banks per block to further facilitate the Bank Linkage and opening of Bank A/C of newly formed SHGs in old blocks.
g. Audit of Community Institutions
All SHGs will be audited under NRLM for effective management of SHG fund, maintaining transparency & proper book keeping. A pool of community auditor/SHG auditor will develop to audit the SHG at least
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once in a year. JSLPS will develop audit team with the help of finance/ financial inclusion team/other agency.
h. Plans for capacity building of institutions (including CB calendar) for Resource, Intensive and Partnership blocks
In FY 2015-16, Community based Capacity building initiatives/ Centres have been planned so that old CBOs can take up the responsibility to build the capacities of newly formed CBOs and cadres. In the new blocks, the District Resource Pool will build the capacities of Institutions. It is also planned to train participants at NIRD-Hyderabad.
i. Plans for capacity building of community cadre (including CB calendar) for Resource, Intensive and Partnership blocks.
The District Resource Pool will train the community cadre of Resource Blocks, intensive blocks & Partnership blocks. The Cadres will also be sent to resource blocks for immersion.
j. Plans for capacity building of Mission Staff in Resource, Intensive and Partnership Blocks.
To smoothly and effectively train the State Resource Pool, District Resource Pool, An MoU with agencies like SahbhagiSikshanKendra (SSK) has been planned in FY 15-16. SSK will support the ToT to State Resource Group and District Resource Group.
It is also planned to train the State Resource Pool & District Resource Pool in the train at NIRD, Hyderabad. The District Resource Pool will train the block level officials, Cadres and institutions.
The key area of the Capacity building would be SHGs concept & Management, VO concept & Management, Participatory Training Methodology, Participatory Identification of Poor, Training on SHGs and VO book keeping and Micro planning process.
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k. Partnership with NROs and other capacity building institutions
The three NROs i.e SERP, BRLPS and Kutumbshree will continue their support to JSLPS in FY 15-16. In FY 15-16, the NRO SERP would provide support to additional 7 Resource Blocks. SSK Lucknow will support the JSLPS in large scale for capacity building initiatives.
l. Start Up kits for SHGs:
During last year SHGs were provided start up kits such as Box, Carpet, Alarm Clock & Calculator. This year, One Rice Container has been included and the cost of kit has increased up to Rs 3,000. The DMMU/BMMU will procure or facilitate procurement of start up kit for all the SHGS after formation/strengthening/revival of SHGS in all the resource blocks & intensive blocks.
m.Strategy for Participatory Identification of Poor.
Participatory Identification of poor consists of set of tools of participatory exercises conducted by the community with the objective to group themselves in various socio-economic categories which can then be used by NRLM as its targeting population.
PIP is conducted in two phase. There is first level PIP which is facilitated by Community Resource Persons at the time of their village entry and Social Mobilization. In the second and final phase of PIP will be facilitated by the Executive Committee (EC) members of concern Village Organisation (VO). Only those VO shall facilitate this phase of PIP who is matured, trained on the process and whose sub-committees are functional.
While the PIP, as an exercise, will be facilitated by CRPs and EC members of concern VOs, the ground level staff like Community Coordinators/ Training Community Coordinators (CCs/TCCs), Cluster Coordinators (CLCs), Professional Resource Persons (PRPs) and Poverty Assessment Facilitators (PAF), which are selected amongst EC members of VO also needs to be trained on both the module of PIP and shall also be given refresher training.
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Training module for conducting first level of PIP by CRPs is called PIP Module 1 which is two days residential course. Second and final phase of PIP which is conducted by EC members of concern VO will have 8 days residential training module to be given to all EC members of VO. Refresher training for both the module will be of 2 days again.
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Part III: Financial Inclusion
a. Key strategies and activities for promotion financial literacy and SHG bank linkage and insurance.i. Promotion of Financial Literacy
o Trainings and capacity building of JSLPS staffs, community cadres and SHGs/VOs members for proper and efficient management of their own savings, RF, CIF and VRF will be taken up. The appraisal of MCP/MIP, appraisal of applications of RF and release of fund will be done at VO level where VO is formed. In case where VO is not formed appraisal would be done at BMMU/Block Level Federation and release fund will be ensured from DMMU.
o A comprehensive training and capacity building module of financial literacy is being developed for JSLPS staffs, community cadres and SHGs/VOs members.
ii. SHGs-bank linkage
o One day training (credit counseling) and one day exposure visits (for those SHGs who have some hesitation in taking credit from bank) before SHGs- credit linkage and its follow up after the linkage (bank repayment norms, etc.) would be ensured.
o District wise quarterly sharing and learning workshops for bankers and community will be organized.
o Emphasis will be given to regularize and standardize BLBC, DCC, DLCC and SLBC sub-committee.
o Emphasis will be given to establish older resource and intensive blocks as training and exposure sites for bankers, community and JSLPS staffs.
o Community Based Recovery Mechanism (CBRM) will be made fully functional in older resource and intensive blocks.
o Trainings and exposures visits of bankers (within the State/outside the State) and other means of sensitizing them for long-term relationship with SHGs/VOs/BLFs need to be further continued and strengthened.
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o There is plan for partnership / MoU with major banks (SBI, BOI, Jharkhand Gramin Bank, VananchalGramin Bank, Canara Bank, Allahabad Bank) for ensuring saving bank account opening of SHGs and SHGs-Credit linkage in the Financial Year 2015-16.
o Seeing important roles of hired retired bankers (as Consultants-Financial Inclusion) in SHGs-bank linkage JSLPS is planning to hire around 10-12 Consultants-Financial Inclusion. Each consultant would support one to two districts (in resource and intensive districts) and their support can be extended in non-intensive districts as per requirement.
iii. Insurance
o Piloting and scaling up of life and health insurance in older resource and intensive blocks will be done.
o BimaMitra will be placed in blocks where insurance initiative is being introduced.
iv. Enabling SHGs to access interest subventiono Awareness building measures to SHGs members and bankers on
interest subvention to SHGs will be taken upo PIP process and ratification by Gram Panchayats for ensuring the
benefits of interest subvention would be taken up
v. Communitization Initiatives
o Bank Sakhi will be placed in all bank branches older resource blocks and certain Intensive blocks. In rest intensive blocks at least 2 Bank SakhiMitra will be placed in each block.
o Community Based Recovery Mechanism (CBRM) will be fully rolled out in older resource blocks and certain intensive blocks for ensuring on time repayment of credit, ensuring SHGs-credit linkage of rest potential SHGs and saving bank account opening of all 3 months old SHGs.
o In each cluster 4 to 8 MCP/MIP Facilitators/Trainers (including Master Trainers) will be developed to facilitate, train and support the rolling
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out of Micro planning and CIF management in existing resource and intensive blocks as well as in expanding to new intensive blocks.
Part IV. Livelihoods
Strategy for livelihood layering in Resource Blocks/Intensive Blocks
The major Livelihood layering proposed under the resource blocks and intensive blocks are promotion of: SCI (System of Crop Intensification), Lac cultivation, efficient irrigation based vegetable cultivation, Goat based livelihood intervention and dairy particularly in the project areas where significant level of social mobilization has been carried out. The layering would be done intensively in the areas where Village Organisation has come into existence. During the current year we have made a provision of 1.5 lakh per VO as a specific livelihood CIF under budget head B.3.1.2. In order to support livelihood intervention in each blocks a young professional would be placed in each block, the budget for this would be made under B.2.1.2
a. System of Crop Intensification (SRI and Vegetable Cultivation):
During the year 2014-15 under the resource block, intensive block and partnership block the focus was on identification of AajeevikaKrishakMitra( AKM) in the villages. In the intensive and resource blocks 33473 farmers were registered for system of crop intensification, similarly under the partnership block 24986 farmers were involved in SCI during the kharif season. All together 58459 farmers were brought under SCI during the year 2014-15. The basic strategy was focus on communitization of the system for scaling up of SCI for which AKMs were trained and developed in the project area 888 AKM have been identified and trained for promotion of SCI in the project area. In the resource and intensive area 600 AKM have been identified and similarly in partnership block 288 AKM have been identified and trained.
Strategy
i. AKM identification and training these AKM is the prime focus. These AKMs are members of SHG and practicing farmers, validated by VO are being promoted as AKM. AKM are being supported on task based assignment from the project.
ii. The AKM are supporting in demonstration, training and day to day monitoring.
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iii. The AKM on an average during the current year were able to support 47 farmers per village and they have been given option to support upto 100 farmers per season, similar numbers for other seasons also.
iv. The farmers willing to get support from this need to be registered by the AKM and registration fee need to be paid. Generally the SHG members are involved and AKM are involved in the registration process and the amount collected is being deposited in VO/nodal SHG, in specific cases they are depositing in their own SHGs.
v. Capacity building at three levelsa. SHG level/community membersb. AKM level/ CRPs i.e. community cadrec. Village Organisation level/livelihood sub-committee level
The cost norms of training and exposure visit would be as per the norms of IB &CB and met from the same budget head B.2 capacity building.
The two technical agencies (ASA and IGS) were involved in the resource blocks and intensive blocks for supporting in trainings and hand holding to new AKM. We intend to continue during the current year and the cost involved would be met from A1.4.3 TA for livelihood.
The main support systems that are being envisaged during the current year from technical agency are:
Identification and developing @40 AKM per block i.e. @ 60 farmers/AKM, 2400 farmers per block with average area under SCI 15 decimal.
Development of community based agriculture support services Productivity enhancement in SCI Introduction of NADEP, Organic extract preparation and following sustainable
agriculture practices Supporting livelihood sub committee formation under the VO. Initiation of community facility centres Support on Participatory Varietal Selection and Promotion Collective Marketing (input and output)
The trainings to these AKMs would be on modules prepared by JSLPS, a draft module consisting of 6 module for SCI basic has been prepared and advance training module need to be prepared for specific PoP of vegetable crops. The training and exposure cost for each level would be met from head B.2.
Thus it is proposed that along with existing AKM new AKM would be promoted and trained on specific themes of sustainable agriculture. In the areas where 40 AKM
35
have been identified new AKM would be promoted and the good AKMs would be used as trainers in the resource and intensive blocks for upscaling the intervention.During the FY 15-16 we intend to expand the intervention in resource, intensive and partnership block to one lakh farmers and double the number of AKMs in blocks. Support would be provided to VO with Common Facility Centre @ one lakh per VO based on requisition from the VO for purchase of agronomic equipment’s to be used by SHG members on cost basis norm prepared by VO. The budget for Common Facility Centre would be met from B.3.1.2
A provision of Rs 5000/- has been made for each AKM to provide them with AKM kit, the kit consist of FFS chart, traps, tape, etc. During the current year tablet based entry system can be taken up with the existing tablets in the field. The budget for the kit of AKM would be taken under head B.2.2.4. Demonstration would be also done of PVSP and other processes.The AajeeviakKrishakMitras would have provision of task based payment through VO/nodal SHG and the budgetary provisions are made under B.2
The budgetary provision of partnership block has been made under budget head 4.1 and subsequently for livelihood intervention under budget line B 4.1.7
b. Goat based livelihood intervention
Goat based livelihood intervention has being instigated in 7 blocks in the resource blocks were social mobilization round has been completed and VO are in juvenile stage of formed. The livelihood interventions on goatry is being communitized through community resource center here depicted as AajeevikaPashuSakhi. These pashusakhis are being trained and capacitated to support SHG members. During the current year 121 AajeevikaPashuSakhi has been identified and trained. During the current year we could reach to 6383 families. It is proposed to upscale the intervention to 12000 families during the year 2015-16 and APS numbers to 300.
Technical agency The Goat Trust has been involved to support in this intervention and we intend to use their technical support during the coming year too. The cost involved would be met from A1.4.3 TA for livelihood.During the year 2014-15 the focus was only on goat based livelihood intervention but during the year 2015-16 we intend to start back yard poultry, duckery and make the Goat Resource Centre Operational.
During the year 14-15 we introduced community insurance for goat and we intend to upscale the community insurance in other areas also. Similarly during the current year we organised training of herbal medicine with support of SEVA organisation of
36
Tamil Nadu. We intend to further advance training for the APS and CLM. Community livestock Managers were involved to support 10-12 APS and they were supported from the goat trust, we intend to involve these CLM as community cadre and pay on task based assignment from the community cadre support fund from JSLPS under B.2
In order to upscale the intervention with 12000 families we intend to develop new 70 APS and 15 CLM in the new areas and old area. The budgetary provisions would be made from B2.. The kits required for APS would be met from budget head B.2.2.4.
In order to communitise Goat Resource Centre would be developed in 6 clusters for which a tentative budget of Rs. 6 lakh would be required per GRC. The budget provision has been made under B.3.2.1.
APS and CLM capacity building on different themes i.e. goat, insurance, herbal medicine, poultry, piggery and duckery would be provided in systematic manner through the support of Goat Trust for which the fund would be met from B.2. Further if the SHG members are ready to take up these intervention through livelihood microplan a kitty of Rs. 1.5 lakh is there with the VO under Livelihood CIF.
c. Efficient irrigation promotion:
The Efficient irrigation system is being promoted on pilot basis for vegetable cultivation with SHG members. CIF would be provided to SHG members for installation of drip irrigation unit. The drip irrigation unit would be on loan to individual and the money would be returned back to Village Organisation on interest. Community resource person/KrishiAajeevika Mitra would be involved and trained to replicate the intervention on task based assignment mode. It is proposed to continue the activity with the existing resource with one hundred farmers. In order to support the intervention the services of Field Organisers and CRP working would be continued. The budget would be utilized under budget code B3.2.2
d. Community Managed Sustainable Agriculture:
Community Managed Sustainable Agriculture (CMSA) has been piloted with support of SERP in three clusters in fifteen villages. Seeing the satisfactory result we would consolidate in existing block and expand the intervention in two more blocks i.e. 15 old and 15 new villages. Thus CMSA would be taken up in 30 villages with the support of SERP. We would be revising the MOU with SERP for expansion of the interventions and continuation of the livelihood layering in these blocks.
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Under the ultra poor strategy of CMSA the following activity are proposed1. The existing or new community livelihoods resource persons /AKM
AajeevikaKrishakMitra (two in each village) would be placed.2. VO subcommittee on livelihoods would be formed and strengthened.
Committee will be equipped with agriculture tools and implements using the infrastructure development fund.
3. Common facility centres would be developed in selected areas within 4 resource blocks.
4. Focus would be on ultra-poor to bring them in agriculture fold and provide them with proven package of practices.
The cost of CMSA would be met under budget head 3.2.2.1 and B 2.2.4 for the 6 CRP round, State Anchor Person cost. Etc. The PRP cost of the MOU need to be relooked as PRP has not been placed by SERP
e. Lac Cultivation through CRP Drive
The objective of the Lac Community Resource Person (CRP) Drive Program is to build the capacity of the Lac farmers through cascaded capacity building program so as to enhance the income of 10000 tribal farming households. Thus, the program aims to achieve the following; Engage 10000 farmers in Scientific Cultivation of Lac in three districts selected by JSLPS Build Knowledge, attitude and skills of
o 490 (400-internal & 90 external) CRPs and 30 PRPs to sensitize producers to adopt scientific practices for cultivation lac
o Capacity build up of 1500 village organization sub-committee members as community manager to manage & regulate Lac program at village/community level
Target Area and DurationJSLPS aims to engage 10,000 farmers in three districts of Jharkhand in five crop cycles (of six months each) from January 2015 to July 2017.
The First Cycle will cover 1400 producers in four blocks of two districts and further
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Box 1 : Coverage under drive 1 (Feb 15 – July 15)S. No. Name of District Name of block No. of farmers No. CRP team
1 West Singhbhum Manhorpur 500 5 Goielkera 500 5
2 Simdega Kolebera 200 2 Thateitangar 200 2
TOTAL 1400
two blocks e.g. Simdega and Namkom will be covered in Second cycle with additional 1600 farmers as per Box 1 and Box 2
Capacity building of community cadre in Goilkera and Manoharpur block will be taken care by Udyogini continuously till 3rd crop.
Detail of drive 3: The target blocks for next crop cycles will be identified by JSLPS in the coming months.The Lac CRP drive will be overall managed by a dedicated team deployed by Udyogini and JSLPS MKSP cell for smooth & quality implementation.
Specific Task and Deliverables
Roll out of CRP, PRP, Internal CRP: A team of 3 CRP under the guidance of 1 PRP will be trained to sensitize 100 households in four villages to adopt scientific practices for cultivation of Lac. The team of 3 CRP and 1 PRP will be screened and selected through Village Organization
Training of Village Organization (VO) sub-committeeVO is envisaged to play a pivotal role to manage the whole program and hence will be provided orientation, training and exposure visits
Development and production of training materialTo build the capacity of CRPs, PRPs, VO members and Lac Farmers, services of agency Udyoginiwill be taken for design, print and distribute following information, education and communication (IEC) material. During the Lac drive the CRP will identify internal CRP from lac project villages who will be trained by Udyogini& IINRG. After successfully completion of training these internal CRP will handhold & provide technical services to lac farmers in service charge model. Overall this internal CRP strategy will be helpful in sustaining the project in a long run.
All the selected SHG members will be provided with 5 Kg of broodlac as a loan and after successfully cultivating lac, in the next cycle they have to return 5.5 Kg broodlac to V.O. Likewise the V.O will provide this broodlac to new farmers. In this
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Box 2: Coverage under drive 2 (Aug 15 – Jan/Feb 16)S. No. Name of District Name of block No. of farmers No.CRP team
1. Simdega Kolebera 600 6 Thetiatangar 600 6
2. Ranchi Namkom 400 4TOTAL 1600
process this whole CRP drive will scale up and will be reached to 10,000 famers in July 2017.The Lac CRP drive will be overall managed by a dedicated team deployed by Udyogini and JSLPS DMMU/BMMU team for smooth & quality implementation. In this drive Udyogini as agency is responsible to organize all proposed capacity building programmes for farmers, progressive farmers, sub-committee members and SHGs to roll out lac programme in resource block.
Part IV – A- Livelihoods Through MKSP
1. MKSP: Under MKSP umbrella, the project will be implemented with 60,000 poorest of poor small and marginal women farmers belonging to ST, SC, Other Backward Caste (OBC) in 400 villages of 4 districts namely Ranchi, Giridih, Simdega and Latehar in four blocks (Namkum, Bengabad, Kolibera and Latehar respectively). The project will take up 37 beneficiaries from one village in the first year and will be gradually increased. In first year of the project 15,000 farmers will be covered and thereby 25,000 in second year and 20,000 in third year.
Phasing and project coverage through AAP mode:
Table: Proposed Village Phasing Plan
Details Yr1 Yr2 Yr3 Total
No. of MahilaKisan/NTFP collectors 15000 25000 20000 60000
No. of producer groups / Livelihood Groups 1250 2083 1667 5000
No. of villages 400 400 400 400
No. of Blocks 4 4 4 4
No. of Districts
4 4 4 4
Table: District WiseCoverage Plan
DISTRICT BLOCK VILLAGES Farmers
(Year I)
Farmers
(Year II)
Farmers
(Year III)
Ranchi Namkum 400 4800 8000 6000
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Giridih Bengabad 400 3700 7000 4500Simdega Kolibera 400 3600 6000 5000Latehar Latehar 400 2900 4000 4500TOTAL 4 1600 15000 25000 20000
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Component wise break up of budget:
S.
No.Component
Financial Outlay Break-up of
budget (%)
Yr1 Yr2 Yr3Total (Rs)
Central Share (Rs)
State Share/ Other
A Project Inception 43.50 65.50 80.50 189.50 142.13 47.38 2.84
B Institution Building 38.40 68.60 110.04 217.04 162.78 54.26 3.26
C Capacity Building 251.40 762.54 916.58 1930.52 1447.89 482.63 28.97
DCommunity Investment
Support945.00 1573.50 1265.50 3784.00 2838.00 946.00 56.79
EKnowledge
Management11.87 16.80 18.90 47.57 35.68 11.89 0.71
FMonitoring &
Evaluation40.85 58.55 109.80 209.20 156.90 52.30 3.14
GAdministration
Expenditure95.00 95.00 95.00 285.00 213.75 71.25 4.28
HGrand Total
(A+B+C+D+E+F+G)1426.02 2640.49 2596.32 6662.83 4997.12 1665.71
The detail AAP for 2015-16 under MKSP is attached.
Implementation strategy of livelihood intervention under MKSP in resource blockDuring period of April 2015 – Sept 2015, planning at block/VO level will be consolidated & finalized. Implementation will be on ground Oct 2015 onward. Recruitment of personnel, preparation of technical protocol, standard operating practices will be completed during Apr – Sept 2015.
Livelihood strategy of this programme is to cater the demand of livelihood need of poorest of poor segment of the rural community. Largely sustainable agriculture practice will be taken as major activity by following NPM, INM and other non-negotiable under NRLM. Activity like Annapurna model, 36x36 model, Goatery, backyard poultry etc will be grounded as PoP strategy.
Phasing and project coverage through MKSP partnership mode:17630 farmers have been covered across 22 blocks of Jharkhand through MKSP partnership mode. Another 10000 farmers will be covered in the year 2015-16.
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Two more projects under MKSP are pipeline and will be sanctioned in the year 2015 – 16. Under these project total 18600 farmers will be covered in the first year.
f. Expected Output under Livelihood Interventions
No. of farmers taken up livelihood activities by adopting improved agricultural practices
S.N. Particulars Unit Output 1. Farmers Adopted SCI Farmers 100000 2. Area taken under SRI Cultivation Acres 12000 3. Area taken under Vegetable Cultivation Acres 8000 4. No. of farmers taken up improved Goatry
Activities Farmers 10000
5. No. of GRC formed and strengthened GRC 66. No. of families availing support from CMSA Farmers 2000 7. No. of Livelihood CRPs (AajeevikaKrishiMitra)
created AKM 1500
8. No. of Farmers under MKSP 420009. Dissemination of video through AKM/APS villages 700
g. Micro Enterprise Consultant (MEC)As two type of similar businesses substantially differ from each other on the size, serviceability and business operations a felt need of developing benchmark arose against some parameters to assess micro-enterprise performance to necessary for the decision support system at block and district level. Thus, data were collected from existing enterprises regarding their ownership, capital, operations, cost details, etc. from 3 districts by the MECs and fed into software which would calculate values for a given parameter. The draft data shows 77 potential categories of ME, which can be promoted in large scale and demand can be created among the SHG members. These benchmark values need triangulation at regular interval and the final benchmarking values will be finalized in the next financial year. One of the objectives of the SRLM’s enterprise promotion policy is also promotion of self-employment opportunities among women using thrift and credit from the community structures, which they are a part of. Active support of RSETI is being taken for training and hand holding too for this activity. Formation of Producer Organisation of the potential produces:It has emerged during the piloting of the livelihood activities in the last year that the formation of Producer Organisation is necessary. 21 such producer organisations will be started in the next FY.
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h. Skills: Training of youths and Placement (DDU-GKY)Project Trainee Cost: 25300 candidates shall be trained and placed as per the provision of scheme. To achieve this 50% of fund has to be released as per the given guideline governing projects sanctioned to 16 PIAs of Jharkhand State. Skills Gap Assessment:Skills Gap assessment has to be carried out to know the aspiration and requirement of the specific sectors in the 18 operational district of Jharkhand for which provision of 1 % of Trainee Cost is being kept. A suitable agency at District level and division level shall be hired to professionally conduct skill gap assessment study and potential. Job Mela:Two job mela was conducted in the year 2014. It is planned to conduct job melas in 40 intensive and resource block operation area at Block Level for facilitating Industry and youth interact and hiring facilitation. IEC:1.5 % of project trainee cost is earmarked for launching different campaigns at State, District, Block , Panchayat level for awareness creation about skilling and placement programme through teaser ads, wall writing, Pamphlet and NukkadNataks. Campaigns through TV ad, Local FM channels, 5 Local Radio Relay stations of AIR and Doordarshan shall be conducted for mass awareness for skilling programme in the form of teaser Ads, Jingles, Specific programme content sponsoring. Migrant Support CentreIn Ranchi one Migrant Support centre shall be created to support backward linkage with SRLM for all migrants from SRLMs operational area and operational area of PIAs.Alumni ConnectAlumni connect Sammelan shall be organized at District and State level for facilitating skilling and providing support for reskilling through multi-channel operations of state organisations as well as private institutions. Capacity BuildingA series of capacity building programme has to be conducted for smooth functioning of the programme for the following target groups:-
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- Project Implementation Partners including Staff and Trainers- Staff of SRLM- Staff of State Government dealing in skilling programme- Representative of Panchayati Raj Institutions
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PartV. Pilots, Partnerships and Innovations
a. Strengthening / scaling up of existing pilots
i. Anti-Human Trafficking Pilot
As per the NMMU guidelines, the selection of districts done from among intensive districts under NRLM for the AHT pilot, predominantly districts with high out migration or which are known to be feeder districts for human. Based on information and data available from primary and secondary sources, the district of Simdega, West Singhbhum and Ranchi has been selected for AHT pilot first in Jharkhand.
IndicativeDistricts
Indicative blocks for AHT pilot
Pakur Maheshpur, Pakuria, LittiparaWest Singhbhum Goelkera and ManoharpurSimdega Thetainagar and Kolebira
JSLPS has commissioned M/s Gfk Mode, Kolkata to do a study on “mapping and gap analysis to strengthen strategic intervention on anti-human trafficking”. The final report has been submitted by the agency in Aug'14.
In the FY 2015-16, JSLPS will recruit an agency for mass awareness through IEC for AHT. Agency will responsible for awareness and sensitization on AHT through IEC and development of IEC materials. JSLPS will follow the procurement norms of the NRLM for engagement of agency. Simultaneously, JSLPS will be responsible for raising awareness and building capacity of community, empowering community to prevent trafficking and media campaigns about trafficking. JSLPS has already initiated IEC campaigns in 452 villages of AHT pilot districts on human trafficking.Further eight counselling centres would be established. The counselling centres would be nested and hosted in CLF offices. Members of Social Action Committee would be trained and placed as counsellors.
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b. New Pilots and Innovations
i. Health and Nutrition Pilot"Swabhimaan" through Aajeevika women's federations
"SWABHIMAAN" a pilot project on the community based intervention in the area of health and nutrition through Aajeevika women's federations in Jharkhand with the key objective todemonstrate enhancement of the nutrition of rural women by integrated nutrition-livelihood-health-water-sanitation intervention designed and led by organized village level institutions. Jharkhand SRLM is collaborating with UNICEF for the implementation of health and nutrition pilot in Jharkhand.The pilot concept involves:
Improve the quantity of household food consumed and its nutrient quality Prevent micronutrient deficiencies and anemia Increase women’s access to basic nutrition and health services with special
care for the at-risk Improve access to safe drinking water and sanitation Prevent too early, too many and too close pregnancies (empowerment,
preventing discrimination)
The intensive blocks selected for piloting are Goelkera in West Singhbhum and Angara in Ranchi district. It will cover all villages of selected NRLM intensive blocks in tribal dominated district- priority district, mature social capital existing, high burden.The specific objective of the pilot is to converge all the specific services and entitlements associated for enhanced nutritional outcome in the specific geography for maximum impact with VO as the pivotal point and to iintegrate the NIF model into the main frame of AAJEEVIKAInterventions planned under "Swabhimaan" are:
Awareness creation and capacity development of SHGs and their village organizations through nutrition CRPs
Identifying the context specific needs, the most needy among the members Supporting individual members as well as group enterprise for nutrition
(Nutrition Investment Fund) Special Focus on high risk women for enhancing the nutrition status of the
women as well as the child through proper facilitation and motivation VOs works as one stop shop for information, services and entitlements and
linkage with service providers47
UNICEF propels services in the communities and VO propels demand generation and train a cadre of nutrition CRPs.
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ii. Improving / strengthening Traditional Livelihoods / occupations of tribal and vulnerable People There are many PVTG (Particularly Vulnerable Tribal Groups), tribal and scheduled caste people in Jharkhand who have not adopted modern agriculture and livestock rearing for their livelihoods but still depend upon on their traditional occupations i.e. collecting and selling of forest produce, fishing, snake charming, bamboo basket making, pottery, handcraft etc. for survival. Jharkhand SRLM will try to improve / strengthen those traditional occupations on experimental basis through follow strategies
Forming of SHGs and VOs with those communities Provision of RF, CIF, Livelihood CIF, VRF for those communities through SHGs and VOs Organizing exposure visit to successful projects of similar nature Identifying traditional occupations, developing skills of people involved through training, adding
value, introducing appropriate tools and technology, linking with market etc. Formation of “Producer Groups” of respective occupations
iii. Pilot Programme on Persons with Disability (PWD)Jharkhand SRLM having the mandate of mobilizing the poor people into self-managed institutions (SHGs) across the state with greater focus on reaching the vulnerable groups including persons with disability. Society for Elimination of Rural Poverty (AP and Telangana) is assigned as National Resource Organisation (NRO) for rolling out institution building process for PwDs in Jharkhand. NRLM intensive block Angara in Ranchi and Khuntpani block in West Singhbhum has been selected for PWD piloting in Jharkhand. The selection of the blocks is based on the criteria of population, disability prevalence and resource availability. The key objectives of the unit are:
Enhancing livelihood opportunities and Quality of life for Persons with Disabilities (PwDs) and their caregivers.
Ensure optimum utilization of residual abilities by PwDs Improve capacities of PwDs to access and avail various entitlements and services offered by the
government Mainstreaming Disability Concerns in Policy making and line activities
The activities planned under PWD pilot are: Capacity building of community, stakeholders and staff Positioning of external CRPs at resource block:These CRPs are the members of self help groups
of PWD promoted by SERP Andhra Pradesh and Telangana. The CRPs group consists of 4 members including one book keeper and one of them must be women with disability. One CRP round will last for 1 month covering 3- 4 villages.
Identification and Mobilization of PWDs into groups. The SHGs will be mix of men and women with age group of 0-55 years.
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Identification of Rehabilitation needs: After the SHGs are formed the SHG members will identify their needs such as Aids and appliances, surgical corrections and other rehabilitation needs.
Formation of Primary federations at cluster level Awareness generation activities by developing IEC materials on disability
prevention, intervention and social stigma associated with PwDs.
The outcomes heads of PWD pilot in selected blocks are:
Institutional Structure created Capacity building of community and stakeholders Improved access to credit
Improved access to benefits and entitlements Increased availability of rehabilitation services Increased opportunities
iv. Community Based Health and Livestock Insurance:
The poor run the risk of life, health, livestock, crop and asset. If these risks are not mitigated or managed effectively, poor may fall in the trap of poverty even if they have come out once. A robust, reliable and responsive insurance mechanism will provide necessary safety net to the SHG members. It is proposed to pilot a Community Based Health and Livestock Insurance. Experiences from SERP and other such practices in the country would be explore.
v. Partnership with XLRI on HR Capacity Building: Collaboration in the domain area of HRD - Managerial & Leadership Capacity building of JSLPS staff mainly SPMs / PMs, DPMs and BPMs SWOT analysis of JSLPS, Organizational systems and processes for long term relevant in development sector.
v. Partnership with NSO-PRADAN under Livelihoods Farm: Collaboration in the domain area of Livelihood Farm Building Knowledge and Capacity of JSLPS staff (SMMU, DMMU and BMMU) in Livelihoods
promotion, Creating a livelihood knowledge forum, Facilitating scaling of livelihood prototypes, Helping JSLPS to innovate Jharkhand specific livelihood models.
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c. Strengthening ongoing partnershipsi. Home grown model
The Tripartite Agreement (MoU) between Women SHG Federations at Block level, JSLPS and PRADAN was signed and project rolled out since 25th of October’2013 in Jharkhand state under the name Home grown model with 15 SHG Federations in 14 Blocks spread across 5 districts. The basic objective of this agreement was to build on the already existing social capital existing in these blocks in terms of number of SHGs and a vibrant Federations functioning as collection including capitalizing the long experience of PRADAN of around 15 years in these blocks. All the 14 Blocks in Home Grown Model (HGM) were treated as Intensive Blocks as part of the implementation strategy. Implementation structures established
At the beginning of the projects, the CBOs functioning in HGM blocks were existing in form of SHGs which were federated at Block level in form of Block Level Federation. These SHG members were also organized at cluster level existing in various panchayat in HGM blocks. However, over the last one year, in line with NRLM guideline of CBOs’ structures, as many as around 400 Village Organizations (VOs) have been formed in HGM blocks which are further planned to be federated under Cluster Level Federations (CLFs) in terms of having 4 to 5 CLFs in every blocks along with the existing Block Level Federations.Physical progress in key areas of implementation – SM, IB and CB, FI, Capitalization, Livelihoods etc
Huge level of social mobilization has happened in all 14 blocks of HGM and as many as 2992 SHGs have been formed and brought into NRLM fold up to 31 Dec 2014. The total nos of SHGs have increased from 2911 at the time partnership to 5903 up to Dec 2014 and further expected to go upto 7178 nos till 31 March 2015 covering 1074 villages and 106375 households. The SHG formation has been supported by creating a large pool of community cadres in terms of SHG CRPs, Livelihood CRPs, CRPs for MCP, Bank Sakhis and imparting huge nos of trainings to community by SHG Federations, CRPs, thematic experts from JSLPS and PRADAN Professionals. Further, Federation representatives along with PRADAN Professionals were taken for exposure to BRLPS, SERP and resource blocks of JSLPS. They gathered new ideas, processes and strategies for better functioning of SHGs and its tiers.
Progress under Home grown model as on 28th Feb, 2015
S. No Particulars Nos.1 No of district covered under HGM 52 No of block 14
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3 No of Village 11214 No of Panchayat 2115 Formation of new SHG after MOU signing 38196 Existing SHG prior to signing MOU 29117 Total SHGs ( Upto Dec, 2014) 71258 Number of SHGs provided basic training 67439 No. of Household covered under SHG fold
(Cumulative)95146
10 Total SHGs provided with RF (Cumulative) 395811 Total Amount of RF provided to all SHGs (Rs. Lakh) 593.712 Total SHGs provided with CIF (Cumulative) 177013 Total Amount of CIF provided to SHGs (Rs. Lakh) 88514 Total Amount of RF and CIF provided to SHGs (Rs.
Lakh)1478.70
15 No of V.O formed (Cumulative) 47516 Internal CRPs Promoted (Cumulative) 110917 No. of SHG – Book Keepers placed (Cumulative) 641418 No. of SHGs credit linked 59719 Amount of Credit linked (in Rs. Lakh) 333.520 Total families covered under livelihood 43049
The SHGs have been large nos of trainings and facilitation to ensure adherence to Panchsutras and book keeping managing their funds. In VOs, books have been introduced and training given to VOs and SHGs to ensure repayments to their VOs and approach banks for additional credit. Under livelihood intervention, 43049 households have been linked with livelihood initiatives in terms of SRI, horticulture, mango plantation, poultry, floriculture, goatry etc.
Key Learnings & Challenges
1. In the intensive block, as no other NGO or DRDA are promoting SHGs, a uniformity has been achieved in terms of social mobilization and community based organization
2. In case of HGMs, the social mobilization is being carried out by experience SHG members and SHG CRPs and they are confident enough of promoting further community collectives in terms of VOs in their areas. Ownership and confidence of federation members as well as SHG and VO members has been increased.
3. Linkage with other stakeholders like Block & district level functionaries, PRIs, Banks has been improved and strengthened..
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4. A large pool of social capital inter of community cadres of SHG promotion, Livelihood Promotions (AKMs), CRPs for MCPs, Bank Sakhis, Master trainers have been built to further strengthen and take up the process of social mobilization and institutional development.
5. HGM blocks like other intensive blocks have adopted SHG MIS ,Swalekha for capturing the thrift and credit transactions at the SHG and VO level. The profiling of almost all SHGs has been completed and transaction entries have also started which will help us to periodically review the financial intermediation taking place in SHGs and VOs.
6. In HGM blocks, Village Organizations (VOs) have been established at village level which is new organization structure taken place federating the SHGs in their villages and taking up issues like financial intermediation, monitoring the working of their SHGs and formation of sub-committees taking up different developmental issues like education, health, drinking water, sanitation and gender discrimination etc.
7. Building Social capital (CRP, AW, AKM, Master trainer etc.) is one of the most critical node which need to be taken care of first to scale up the entire process. Separate pool of cadre for specific roles need to be there rather than multiple roles by same cadre
8. Focus on building systems and building linkages with relevant stakeholders so that the activities runs smoothly in the long term
9. VO is a very important nod in the whole structure and that requires a lot of input and strengthening to take up financial intermediation, SHG monitoring and work as a self-reliant community organization.
10.Rigour of the program has brought a very positive vibrancy, ownership and confidence among the CBO members & now they are feeling even more confident to execute the program
Strategy for next year
1. Focus on CBOs specially VOs in terms of their trainings, capacity building and further deepening of their role related to financial intermediation in terms of Book Keeping, CIF management and CBRM etc.
2. Layering of 2-3 livelihoods interventions including Off-farm activities in line with MCPs.
3. Grooming a large pool of community cadres to take different roles and their quality engagements including capacity building, trainings and exposures for staffs and CBOs.
4. More and timely capitalization in SHGs and CBOs through NRLM in terms of coverage of groups through RFs and CIFs and credit linkages of the SHGs.
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5. Task based payment will be made to CRPs, AKMs, Trainers, SHG auditors and other similar community cadres for which resource fees has been budgeted as a part of VO annual cost. However, the exact payment modalities will be worked out mutually between PRADAN and JSLPS.
Key support required from SRLM in respect to different domain
Frequent field visits from different domain like M& E, FI, SMIB, MIS, Livelihood to provide thematic inputs from time to time.
Quarterly review & orientation from different domains and thematic areas in lines of thematic review of FI to bring in further focus and rigour.
Timely disbursement of quarterly budget, RF and CIF for smooth operation in the field. The fund release to Federation can be done once or twice for the whole year supported by monthly expenditure report to make necessary adjustment as the quarterly release of funds are taking time leading to situation when federations are out of money and not able to carry out their planned activities.
Support required from JSLPS in credit linkage of SHGs with banks in terms of trainings at VO level, exposure of VO members, Bank officials, liaising and organizing credit camps etc.
ii. PRI CBO Convergence Project.PRI CBO Convergence pilot Project aims at Strengthening the Convergence of PRI & CBO for overall village development through access of entitlement. In the first year,it was implemented in 3 block i.eKhuntapani, Bundu&Ghatsila. In the 2nd Year 15-16 this will be extended to three resource blocks like Manoharpur, Angara &Kolebira in Simdega as per the suggestion of NRO-Kudumbashree. NRO-Kudumbashree will provide the technical as as well as CB support.This year focus will be on the following:1. State Resource Group (SRG) will be revived & strengthened2. Local Resource Groups and Block Resource Groups will be selected and
trained during the year to Cater the needs of the pilot blocks.3. Participatory assessment of Entitlements through SHGs and VOs will be
done.4. SGHs and CBOS will be capacitated to access to entitlements and
rights.5. Pilot interventions in 3 new blocks(resource) will be initiated.6. Special training for women elected representatives.
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7. Women will be mobilized for Active participation in Tola Sabha and Gram Sabha.
8. Documenting Case Studies and Best Practices at Village Level9. Developing IEC material for capacitation of Panchayat Representatives,
LRGs, BRGs, CBOs10. State level Workshops for Drafting Rules and regulations of
Standing Committees of Gram Sabha and Gram Panchayat with Rural Development and concerned departments.
iii. Swachh Bharat Mission InitiativesIn FY 2015-16, 300 VOs will be involved in the Swachh Bharat Mission initiatives: Initially, following activities will be carried out;
1. Capacity Building : Capacity building of staffs and community trainers, SwachtaDoot.
2. IEC materials: Developing, printing and distribution of IEC materials like pamphlets, posters, sign boards, hoardings, banners and special SBM songs and slogans in all regional languages.
3. SBM kit for VOs : Provision of SBM kit (bag, nail cutter, dettol,soap,phenoyl,5 brooms & bucket, dustbin, Caps & T-shirts with SBM logo and a message printed on it).
4. Campaign : Street Play, Community Rallies (painting by women and children), Campaign (schools & village), Celebrating world toilet day (19 Dec), Celebrating world hand washing day (15 Oct), Short marathon, Kites flying with a message.
5. Construction of toilets at VO office: One Toilet is to be constructed at VO office in initial 300 VOs.iv. Partnership with Digital Green
The partnership with digital green has been initiated from July 2014 and will be continued during the year 2015-16, with the objective to disseminate the technology with audio visual aid with involvement of community cadre.During the current year we identified 12 video resource person and with the support of these 12 person we developed 5 movies in local language till January,15. The integration of data with COCO and JSLPS Mis is being worked on.Under the strategy of dissemination we finalized that the AKM/APS the community cadre implementing the activity would be the person to disseminate the technology through audio visual aids. Training were organised for AKM for understanding the process of dissemination.
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A guidelines of payment and of VRP and disseminating AKM payment has been finalized. The dissemination was less compared to target due to unavailability of audio visual aid in the field.
We proposed to extend the partnership with Digital green during the current year 15-16. We have planned to extend the dissemination of videos to 700 villages during the current year with the support of AKM/APS.The capacity building of VRP and AKM for using this system would be done by digital green with the fund available under budget code B.2. The tracking system has been developed under JSLPS MIS on training and dissemination thus a computer operator cum video editors would be required in 4 numbers for which provision has been made under B.2.
It is proposed to procure dissemination and production equipment i.e. pico-projectors, cameras and other accessories for which the budgetry allocation has been made under budget code D.3.2. . Partnership with Kudumshree:
The following interventions will be carried out as per the MOU with NRO. Functioning of MEC Groups and strengthening the business plan process. MEC Groups functioning as per business plan Regular hand-holding by 15 Mentor MECs from Kudumbashree for at least
200 days in a year. Regular reviews by JSLPS at block and district level. Quarterly joint review by JSLPS &Kudumbashree Monitoring and reporting- Suitable reporting systems will be developed
integrating with the MIS of JSLPS and development of web based MIS for monitoring the activities of MECs
Establishment of BRC (Block Resource Centre) and working capital for the MEC group: The MEC group will be registered under the “ Partnership firm” in this year and a block resource centre will be established.Currently, most of the MEC (CRP-Enterprises Promotion) provide business services to micro Enterprises visiting the respective village level. There is need to facilitate promotion of this cadre of quality service providers at an area level, preferably at block level. These MEC group would also require back up support to enhance their quality of services. This includes enhancing skill in providing Business Advisory, and sharing experience of best practices among other ME. This could be facilitated through the MEC group & further be institutionalized by promoting micro Enterprise Facilitation Centre (BRC) at block level. This can be can be visualized as a long term sustainable institution dedicated to promotion of micro Enterprises in a block. Micro Small and Medium Enterprises (MSME) Act already indicates Government of India’s
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commitment to promote and support micro Enterprises. Government could promote a network of BRCs at block level. The BRC may cater the following activities as Single Window approach:Awareness, Orientation and Training: To promote village entrepreneurship, it is required to create awareness among the villagers and provide orientation to the interested villagers. The selected villagers will have to undergo Entrepreneurship Development training for understanding the entrepreneurship, enterprise and business.Financial Literacy: In order to establish an enterprise a sound understanding upon financial management and simple account keeping cannot be under estimated. Thus, financial literacy needs to form core component for promoting village entrepreneurship.Business Development Services Support [BDS Support]: A first generation entrepreneur always needs support for business development services from a particular location of the MECsMarketing: It is seen that a village enterprise normally serves local demand and customers only which is limited and do not have potential for growth. Rural Marketing has its own issues and challenges which need to be considered. There should be link between village enterprises and urban market so that the enterprise can grow and sustain. Supply chain related issues needs to be taken care of while exploring and creating a new market for the village enterprises.Collective efforts: Individual village enterprise can be established and developed and it will grow also based on the local demand of the given products/services. But for its sustainability, getting costly business services and negotiating with urban markets, few of the enterprises might also require Common Facility Centre [CFC] such facility which will benefit all of them at low investment and service charges.Credit Support: It is evident that Banks and other financial institutions do not consider a village entrepreneur as their customer for extending credit support. Since they are not able to provide documents and collateral for getting loan from the bank as well as they do not have “Past Track Record” as customer, Bank refuses to extend the credit support. In that case the BRC will act as negotiator between entrepreneurs and banksInfrastructure: Limited or lack of infrastructure such as roads, transport facility, power, water, storage facility, processing facility, worksheds etc. are important factor in development of village entrepreneurship. This needs to be considered while promoting village Entrepreneurship. The BRC may also facilitate to create demand of the good products by the SHG members and markets to the villages as well.
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i. New Partnership:i. Gender Social Action Plan
Jharkhand state with 32620 villages in 259 blocks of 24 districts has a total female population of 1,60,57,819. Planning commission estimated 46.3% of total Jharkhand population lives below poverty line whereas Tendulkar committee peg it to 51.6%. Around 22 million people of Jharkhand live in rural areas. Overall female sex ratios are declined from 2001 to 2011 from 947 to 940; among SC Population 944 to 936 and among ST Population 987 to 978 respectively.
Due to the deep rooted aspirations and preference for sons, families neglect the girl children and their survival has become a very difficult situation. The same is reflecting in the low Female Child sex ratio 943 for 1000 boys. Young girls are being forced into early marriages, deprived of their rights to education, health, and nutrition. They are being denied for their equitable share of resources within the family while prioritizing boy children. They are affected by severe anemia. Many of them are being trafficked as child labor ending in sexual exploitation.
Gender discrimination manifest in a very early age of girl child and it is embedded in the family culture which is dominated by patriarchal principles. Female literacy is 56.21% percent compare to male literacy rate 78.45% and state overall literacy rate 67.63% it is very low. (NRHM Jharkhand website)
Systems of redress mechanism and justice for women are being poorly implemented. Jharkhand has 58% elected women representatives (EWRs).
Implementation of Poverty Eradication Programme supplemented by greater gender sensitization will boost the confidence of women and encourage them to own the fruits of the development process. Gender Strategy helps women to increase their understanding about men and women’s roles and responsibilities in the family and society, the importance of free mobility and safe space to participate in the development process.
Therefore it is very necessary to universalise the social action programme and to develop a support system to deal specifically with social agenda of SHGs. This process will create Social action committees at all levels with SHG women and they in turn deal with strategic needs of the SHG women, will try to reduce gender based violence. The experienced women in the process will upscale the programme implementation to all other resource blocks
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across Jharkhand state with a strategy by providing services to other districts, blocks and villages as Gender Community Resource Persons.For this purpose to create a core group of women within the SHGs of the Jharkhand SRLM hiring services of Gender CRPs from SERP is necessary. Process of Gender CRP Strategy in Jharkhand:
Description of the External Gender CRPs round: In the 1st round Gender CRPs will stay in a village. Subsequently, they make 5 rounds to the same village in a year (altogether 35 days in a village in a year)Description of the External Gender CRPs team:In the 1st round, 6 members team will visit a village. From 2nd round onwards 3 members' team will visit the village. All the SHG members in a village will get 16 days training on 4 modules within 35 days of Ext Gender CRP rounds. Among the 3 members team, there will be a division of work take place. For example, 2 members will engage in SHGs training and at the same time one member will do follow up with adolescent girls and pregnant and lactating women.
PROTOCOLS TO BE FOLLOWED BY NRO AND SRLMNRO PROTOCOLS SRLM PROTOCOLS
Scoping study Identification of BlocksOrientation of SMMU officials on Gender initiatives
Positioning / Nominating anchor persons for block
Identification & training of Gender CRPs
Immersion & Exposure of SMMU / Destruct / Block teams
Identification & training of Gender PRPs / YPs/ Consultants
Identification of VOs - 1. Minimum onetime rotation of CIF should be there 2. All SHGs formed / mobilized / revived during the IB CRP rounds, must be the members of VO 3. VO started to take up / discuss some social issues.
Immersion & Exposure of SMMU / District / Block teams of SRLM in NRO area
Block action plan for Ext. CRP deploying
Development of Training modules / Flip charts / IEC material in etc., English / Hindi
Initiation of External gender CRP rounds
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Deployment of Ext. CRP teams / PRPs/ YPs / Consultants in SRLM
Start meeting with Block staff & VO representatives
Organizing exposure & immersion for identified Int. Gender CRPs
Ensure that the SRLM functionaries are attached with Ext. CRPs
Training of Int. Gender CRPs ( Refresher trainings / ToT etc.,)
Documentation of process
Attending start-up & de-briefing meetings at SRLM programme area and handhold support to SRLM for follow up action
De-briefing meeting
Refresher trainings to Ext. Gender CRPs
Follow up action plan
Facilitating SRLM for formation of Cluster level Social Action Committees (SAC)
Immersion & Exposure visit of all SHG gender point person at NRO
Supporting / Facilitating SRLM for establishment of CMFCC at block
ToT / Trainings of Int. Gender CRPs on Social Agenda/ Gender concepts - women life cycles / Women Laws - entitlements/ personal safety, Health & Hygiene of adolescent girls / Human trafficking - migration etc
Specialized training for State Resource group of SRLM on Gender strategy
Convergence meetings with line departments
Developing Gender CRP Action plan - Phasing of activities
Ensure logistics for Ext. Gender CRP rounds
Organizing Exposure visit for all stakeholder (Police, WCD officials, Railway police, Dist Collector etc ) of SRLM
Identification of State level Gender Resource Group among existing staff / community
Immersion & Exposure visit of all SHG gender point persons
Immersion & Exposure visit of all VO OB at NRO
Immersion & Exposure visit of all VO OB
Exposure visit of all stakeholder (Police, WCD officials, Railway police, Dist Collector etc ) at NRO
Blocks selection Criteria:
1. Resource blocks developed by AP External IB CRPs. 2. Within Resource blocks where VOs were formed by external IB CRPs.
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3. Villages where SHGs are implementing Panchasutras4. Villages where women already started taking up social issues on their own way.5. CIF rotation started at VO level
Movement plan of External Gender CRPs
A team with 24 External Gender CRPs from SERP, AP will be allocated to work in Namkum and Khuntpani blocks.. The 24 members of the team will be further divided into three member teams will be sent to VOs.
Each village will be visited by two teams in the first round. They will give 10 days' time. Later one of the teams will visit the village 5 more times in a year.
Strategy:
External Gender CRPs from SERP, AP will work for 10 days in a village in the first month and from first to sixth onward they will allocate 5 days for the same village. In this fashion E Gender CRPs cover three villages in a visit (CRPs Round). (See ECRPs Calender – Annexure I). The CRPs will be the same persons all the time.
Gender Internal CRPs development
During External Gender CRPs stay in villages each External Gender CRP team will select one person from each SHG in the village and train them on 4 modules in 16 days for working on Social Agenda systematically during the time of 6 CRP rounds. So by the end of 6 rounds 750 Gender point persons in two blocks will be trained and they will get immersion in Andhra Pradesh state resource base area. External Gender CRPs will do this training by using effective inter-personal communication, trainings using IEC materials, regular reviews, constant monitoring of the Gender point persons and Village Gender Forums in the villages they visited. These Gender CRPs (GCRPs) will work in their villages for one year,
then move into new villages in their clusters and blocks for up scaling the programme under all villages coverage strategy.
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The GCRPs teams before starting their work as ICRPs, they will be trained by external Gender CRPs(class- room training and on-job training) team and get exposure visits to SERP, AP resource base area.
On an average each cluster consists of 36 villages and each block consists of four clusters
Gender Fund Creation:
Gender fund will be created by VOs for sustainability of the Social Action Committees (SACs) and for support service system to work at cluster level against violence on women. Cluster level SAC will collect 12 or 20 rupees per year from every SHG member as gender fund. This amount will be maintained as corpus fund, can be utilized for resolving the cases or to help women victims in emergency. This fund may be maintained by the Cluster level SAC or block level SAC.
Cluster level Feedback meeting:Feedback session: Submission of report on the activities done in the villages
1. Report on Village level Social action plans - case studies, 2. Reports regarding school children – girls groups3. Report on pregnant and lactating women – their situation & nutrition4. Resolution copy on formation of VO SAC and Introduction of Social
Agenda for filing.
ii. Concept Note for Piloting Elderly SHGs in JharkhandIntroduction:
A need is being realized to do something differently for elderly people particularly in villages where SHGs are getting matured and VOs have been formed. We are realizing that their needs, issues, aspirations, etc. seem to be different than rest of the population. There are many cases where elderly people feel excluded in the existing interventions initiated by JSLPS and hence feel isolated, humiliated and getting sidelined in the community. To understand the needs, aspiration and issues of elderly people and to help them out for their better and dignified life in the society JSLPS is planning to do piloting in one cluster each in three older blocks of Pakur, Ranchi and West Singhbhum. The HelpAge India is coming forward to support JSLPS in conducting the pilot. The proposed blocks and districts for the pilot are –
Sl. No. District Blocks1. Pakur Pakuria
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2. West Singhbhum Goielkera3. Ranchi Namkum
Objectives :
o To understand the needs, aspirations, issues of elderly people of rural area of Jharkhand.
o Help them out to meet their needs, aspirations and issues with dignity.o Test certain initiatives and create best suited models for further
replication.
Modalities of Piloting:
o SHGs of elderly people will be formed under the supervision of VOs.o Piloting would be initiated in selected one cluster each in three blocks.o One full time Resource Person will be placed by HelpAge India in each
cluster to initiate and demonstrate the initiatives for elderly people. o Training and exposure visits of SRLM staffs, VO members, elderly
persons and other stakeholders will be arranged in HelpAge India operated area.
Cost of Piloting:
The total cost envisaged to carry on this piloting for the FY 2015-16 is around 15 lakhs.
iii. Pilot programme of Information Education Communication Community Resource Persons (IEC CRP)
Introduction
Background
Communication plays an important role in the process of rural development. The communication bridges built between public institutions and rural organizations. Community can generate the opportunities to ensure share of knowledge and experience needed for implementation of any program. The communication networks set up in the rural areas facilitate access by the local people to the service and the information. Therefore, it is evident that
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communication plays a remarkable role in poverty alleviation also. Rural communications is one of the most vital strategies for an effective combat against poverty. Communications tools make it possible to ensure that the voice of the people is heard. Believing that community to community cross learning approach, it is a vehicle for social mobilization and sustainability. Information means telling something to an individual about a person or a thing or a subject. Education is a gradual process of learning through which a person gains knowledge and understanding of a subject and,Communication is a two way process of giving information or sharing ideas between two or more than two persons.
Objectives
Creating Community Cadre for dissemination of information/communication through various tools ( street play, community radio)
For creating awareness, informing, educating and communicating local rural women.
To augment and harness full potential for empowerment of rural poor and participatory model for development.
Providing secondary livelihood opportunities for the rural women.
Team StructureAltogether, 50 SHG women will be selected intensively for the pilot, out of which 25 women will be including in street play and rest 25 will be dedicated for Community Radio.
Technical PlanThe implementation will be initiated in 2 blocks of Ranchi. 25 women will be selected from each block i.e. 50 altogether, whose capacity building will be done by the local hired Agency, who has extensively worked in the context of Jharkhand, in similar area.
The training will be done for 6 months, in which they will be trained to conduct Street-Plays. Provide training in scripting as well as acting skills. Community Radio then for the next 6 months, handholding support will be given. Training starting from the radio script writing to the vocals for
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broadcasting the radio show. The training will help in strengthening their capacities and knowledge. This will help in building a platform for secondary livelihood. It will also turn up to be a very powerful and effective tool in creating awareness among villagers. If one talks about the long run then this can also be helpful for their primary livelihood. After a time frame of one year, we will be having trained Master Trainers. The next 6 months the handholding support will be provided by the agency trainers. During this time frame they will be performing street plays in different project areas of NRLM and the capsule made by the community radio CRP team will also broadcasted from time to time.The first pilot will be undertaken in Ranchi.
Eligibility for IEC CRPsIt is assumed that some SHGs members may have excellent articulation and communication skills to work with the community and have ability to bring change and also to motivate others and will be willing to give time. Therefore, IEC CRPs will be identified based on the following criteria:-
Women who are members of SHGs. Women who are interested in performing street plays, puppet
shows, writing stories and speaking for Radio. The females belonging to poorest of the poor/vulnerable households
having basic articulation and communication skills to work with the community and having ability to bring change.
Should possess a good communication skill.
Details of Training provided to IEC CRPsThe selected women will be provided training by the local agencies for their capacity building in the following respective fields.
Street play training- The selected IEC CRPs will be provided the training to perform street plays. The purpose for this training is to help the IEC CRPs to create awareness, mobilize, inform and educate the local rural women of different villages.Agency name (tentative) – BharatiyaLokKalyanSansthan
Personality development training- For building up the personalities of women,in order to know about themselves, bring positivity in their outlook, have an opinion, meet new people, read
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more often and develop new interests, to be a good listener, to be courteous and to be confident.Agency name (tentative) - Visual media
Radio production training–Capacity Building will be done for writing radio script about providing social awareness about SHGs, its benefits and the government schemes for rural development.Agency name (tentative) – Vikalp Multimedia, Alternative for India development
*we are in talks with the agencies name mentioned above. These agencies are local and have vast experience in the relevant field.
Job Descriptions of IEC CRPsThe IEC CRPs will perform the following activities to do the social mobilization, formation of SHGs and strengthening of the SHGs:
To perform street plays in different villages in order to socially mobilize the women of rural villages. This will help in creating awareness among the rural women to understand about SHGs and its benefits. During village entry of CRPs these street play groups will be a powerful tool for creating awareness and bring an effective impact for social mobilization as we have already noticed during the pilot of the same.
To write success stories and case studies about their as well other members of SHGs and will document best practices of their area.
To write the radio script for broadcasting the slots of advertisements and further for Community Radio.
To help other rural women in developing up their personalities.iv. Partnership with Tata Trusts (CINI) for far reaching impact in Jharkhand
Tata Trusts have been key players in the development scenario in the country. The Trusts have been active in Jharkhand since 2001 and have established innovation and different prototypes in livelihoods enhancement, agriculture diversification and intensification. Significant investment and efforts have been made on institution building, at community level, in establishing centers of excellence and in long-term support for select non-profit organisations. Building on this strong foundation, the Trusts are launching their flagship regional programmes in mission mode whereby they would be working at
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significant scale, to bring quantum change, which is measurable and irreversible. In Jharkhand, the Tata Trust in partnership with JSLPS in its first phase intend to
Transformation in 25 tribal dominated blocks drives growth & opportunities in the state
1.5 lakh households irreversibly brought out of poverty with increased life choices
This would be through a range of expected outcomes including nurturing of self-reliant community institutions and a leap in income by adding Rs 90,000 additional income per household through range of interventionsCollaboration objectives:
Complementing resources from the Tata Trusts and JSLPS, to impact quality of life and life choices of rural poor in identified incubator blocks. This collaboration will ensure building sustainable community institutions and local livelihoods, resulting in significantly enhanced household income of rural poor. These blocks trigger large scale change within and a potential multiplier effect in the region
More specifically, this will help in establishing:o Proof of concept of effectiveness of interventionso Pathway for communitising the programme i.e. bringing it to a stage
where it can be led by demand of the communityo Building community champions who can both help in creating and
responding to the demand createdo Standard operating procedures for the programmeo Interplay of institution with the interventiono Self-reliant and sustainable community institutiono Organic linkages for continued interaction with government and
panchayats.o Training modules and processes
Bring in the global best and cutting edge knowledge/innovation to show the path for similar work across the region. It is expected that these would increase efficiency and cost effectiveness in the approach.
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Development of Monitoring and evaluation systems for evidence based action
Building knowledge networks: The Tata Trusts would collaborate with JSLPS to build knowledge, document the experience and build knowledge products based on experiences of the programme
Focus will be on establishing a seamless and irreversible pathway out of poverty through a robust set of interventions
Operational mechanisms
1) Tata Trusts and SRLM will collaborate in the following contexts:
a. Blocks which are > 50% ST population and are not resource blocks. Five such blocks will be selected from among the Intensive blocks in phases. The community institutions will be developed under intensive block strategy by the mission. Tata Trusts will place a multidisciplinary professional team with thematic competencies, which will provide technical and managerial support to this process besides taking lead on livelihood and quality of life outcomes as planned.
b. Blocks which are > 50% ST population and are resource blocks. Two such blocks will be taken as part of this partnership with the Tata Trusts in the first year. A detailed institutional assessment will be made and a joint plan made in these blocks. Tata Trusts will place a multi disciplinary professional team with thematic competencies, which will provide technical and managerial support to this process besides taking lead on livelihood and quality of life outcomes as planned. The team would develop the block level federation as a facilitating body/training centre, which can deepen and support the processes with 3-6 cluster level federations. Such livelihoods plan developed at cluster level by TSUs will be integrated with the Annual Action Plan of SRLM for implementation in targeted clusters of intensive blocks. While the Trusts would provide the human resources, all other operational and programme costs are expected to come from SRLM for the same.
c. Blocks, which are covered under partnership mode with PRADAN. The livelihood intensification in these blocks will be taken as part of this partnership. The institution building support will continue as is presently designed.
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2) Tata Trusts will embed a Technical support unit at the State Rural Livelihoods Mission, for an initial period of three years. Comprising of two high quality experienced professionals, this TSU will support the collaboration besides undertaking specific mutually agreed to tasks. This will be nested in the mission with a primary purpose to support the collaboration.
3) Phase wise coverage may be undertaken to saturate while ensuring quality of outcomes in each intensive block under the program.
4) An annual conclave would be organized by the Trusts and SRLM, which will showcase the work done during the year, lessons learnt, new collaborations to be forged among others.
5) Strong M&E system will be built through this collaboration, which will include baseline and impact assessments, qualitative reviews, third party review systems. Community led and driven management information systems would be established.
During the year, the Trusts and the SRLM will work out more specific contours of this partnership. It will be approved by the Executive Committee of SRLM/JSLPS, post which it will be operationalized.
v. Convergence with Tata Steel Rural Development Society (TSRDS)
This year a non-financialMoU with Tata Steel Rural Development Society will be executed. The JSLPS will support TSRDS in following areas;
i. Formation of SHG through internal CRP Round.ii. Training of SHG on M1, M-2, M-3 & M-4iii. Development of Active Women, Book Keepers, Community Facilitator and
other Cadres.iv. Structured Training of Active Women, Book Keepers, Community
Facilitator and other Cadres.v. Introducing Seven Steps of Micro Credit Plans/ Micro-investment Plans of
SHGs.vi. Introducing Revolving Fund Concept & Community Investment Funds.vii. Training of Field Staffs of SHG Management & Book Keeping.viii. Exposure visit of Community Cadres & Field Staffs to Resource blocks of
JSLPS.ix. Sharing of IEC Materials of JSLPS.x. Training on Goat Rearing & Grounding of Activity.xi. Training on Lac Cultivation & Grounding of Activity.
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xii. Formation of Village Organization & Training of VO Office Bearers.
TSRDS will support JSLSP in following issues;a) Community health Providers training.b) Health and Nutrition initiatives.c) Support for Bio-Toilets.d) Nest in Construction Solutions for VO Office & CLF Office.
vi. Ultra Poor Strategy Program With Trickle Up:Since its inception in 1979, Trickle up (TU) is working with these households and has been able to demonstrate a successful model in empowering people who live in extreme poverty belonging to marginalized groups, including indigenous populations, and particularly vulnerable people within those groups such as women, single mothers, widows and people with disabilities (PWD in remote rural areas). Challenges like invisibility of the concerns of ultra-poverty with multidimensional factors minimises reach to these secluded population in very large scale programs, where TU can bring its learnings to improve reach to these populations. It is anticipated that this collaboration will ensure reaching the goal of 100% saturation for poverty alleviation under NRLM with JSLPS through effectively including the most marginalised populations in livelihood development activities and social inclusion.
The anticipated outcome of the collaboration is visualised as: Increased inclusion and participation of the most marginalized in SHGs; Financial inclusion with improved access and utilization of savings and
credit; Increase and diversification of livelihood activities; Enhanced food security; and Increase participation in governance.
Framework:
The intervention is proposed within the organisational structure of JSLPS, where CRPs would be performing their roles of promoting different livelihood activities, SHG promotions etc. complemented by TU staffs for value addition by integrating poverty targeting, livelihood planning for critical mass, effective coaching & social inclusion of these groups in VOs through the CRPs to assert their rights and entitlements. Proposed TU role is to complement
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efforts of the program, in its training design, monitoring, documentation, research and demonstration. Program Design:
Lessons from the experience of different thought leaders and practitioners highlight that following elements are critical for achieving a dignified-diversified-decentralized livelihoods. The CGAP Graduation Model is one of the few models that has been rigorously tested across various countries and demonstrated a positive impact for people living in ultra-poverty through time-bound, carefully sequenced interventions. Targeting: A participatory method of wealth ranking and assessment to identify the gradations of poverty and select households living in ultra-poverty is critical. However, there would be criteria for auto inclusion or exclusion while identifying the household. Following, participants living in ultra-poverty would be brought under exclusive collectives of SHG with homogenous economic condition, groomed and brought up to the level where they can perform at par with other women who are comparatively better off. This is essential as they need special support to overcome their mental construct engrained due to poverty and low self-esteem, reluctance to take risk, silence culture, inertness, etc. Asset Transfer: Since these households survive in extreme distress and do not have the capacity to access favourable means of credit, it is difficult for them to initiate any sort of livelihood activity involving investment for start-up. Therefore an approach to ensure some means of asset transfer to these families within first 6/7 months of project initiation would be strategized. Savings habit: Habit of regular small savings would be a prerequisite for these families to enable them to cope with future shocks and redundancy. Therefore goal based individual savings and collective savings in their SHGs would be positioned under the project. Additional Resources/Entitlement: Intensive and planned entitlement is desired for these households for making the approach sustainable. VOs would be sensitized in a manner to address issues of ultrapoverty and facilitate the inclusion of these groups until the time they reach a level above ultrapoverty. Access to entitlements and utilization of additional resources will reduce the vulnerability of UP families and facilitate their successful inclusion in the broader livelihood programs.
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Intensive capacity building for the staffs: Working with people living in ultra-poverty / critically vulnerable groups is challenging due to their special mental construct created from the distress and deprivation they have faced, which could be frustrating/ demotivating to facilitators working with them in comparison to working with other better of families while promoting livelihoods. Staffs would be supported with the skill to address these challenging and complex financial/social circumstances and assure results with these vulnerable population. Collaboration between various Government Department: A single window operation is desired for better and effective input by government line departments, which would be facilitated here. Outreach:
Trickle Up Propose to pilot the same in two blocks of two districts. In each block two GP will be targeted and implemented. The two proposed blocks are Amrapara in Pakur and Monoharpur in WestSinghbhum.
Trickle Up’s Contribution: In order to fulfil the proposed role as stated under “Framework for Collaboration”, TU is willing to contribute the following resources:
a) Human: i. Depute 1 livelihood staff for four cluster, ii. Program manager at block level. iv. State TU representative for overall coordination
b) Financial: TU is willing to contribute the personnel, travel and administrative costs associated with the ultrapoor initiative inside the existing JSLPS framework. The approximate cost for next five year considering the expansion is INR 14810639 ($246,844). TU’s ability to cover these costs will be dependent on our fundraising success. A year wise break up for the same is discussed and found that for the first year we need an amount of INR 1574350.
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Depending on the success of the approach over the first couple of years, this collaboration could reach a greater scale, of potentially close to 10,000 ultra-poor households, by the fifth year. A detailed concept note is put as annexure.
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PART VI- RSETI24 Rural Self Employment Training Institute(RSETI) and one RUDSETI are functioning in the state of Jharkhand. 13 RSETIs are in the Grade AA, 8 RSETIs are in Grade BB, 2 RSETI is in Grade C, 1 RSETI is in Grade D whereas RSETI, Chatra is not graded. State will initiate activities to ensure that all RSETIs achieve AA grade. State has requested each RSETI to plan for at least 1000 trainees each and 750 for RUDSETI, Ranchi. SRLM shall provide mobilization support to RSETI for better targeting. SLBC sub-committee for RSETI is constituted and reviewed regularly. Special meeting was organized with State Bank of India officials for strengthening RSETI run by SBI. Punjab National Bank, SBI, Bank of India and Allahabad Bank have assured that RSETI shall be manned as per the manual provided by NAR from the very inception of 2015-16.
Major challenges
Completion of construction of RSETI building. Credit linkage for settlement of Trainees. Proper and competent staffing of R-SETI.
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PART VII - IMPLEMENTATION OF NRLM IN NON-INTENSIVE BLOCKS IN JHARKHANDJharkhand SRLM is committed to strengthen NRLM in all the Non Intensive area with the existing Women Self Help Groups in 179 Non-Intensive Blocks of 23 Districts of the State through a dedicated cell of professional human resource. The initiatives of SRLM Jharkhand to rejuvenate the women SHGs formed during the SGSY by various agencies including the government have been proven quite effective in transforming NRLM compliant SHGs in Non Intensive Blocks too. Members of SHGs have shown their interest to follow “Panchsutra” and thus qualifying to earn Revolving Fund to strengthen their kitty and reinforce their Financial Inclusion. Almost 5000 women SHGs have utilized the RF and around 2500 WSHGs have taken credit from the Banks in current Financial Year. The positive learning of these initiatives has encouraged the SRLM to enhance the quality of the intervention with three pronged strategies as follows:-
A. Strengthening of NRLM in 125 Villages in Non-Intensive 10 Blocks in 10 Districts selected under SansadAdarsh Gram Yojna (SAGY)
B. Strengthening of NRLM in 400 Villages in 13 Non Intensive Blocks of 7 Districts selected under SANJIVANI program Govt. of Jharkhand
C. Strengthening of NRLM in 166 Non-Intensive Blocks 23 Districts of Jharkhand
a. Strategy for the implementation of NRLM in SAGY Villages:A large number of SansadAdarsh Gram Yojna (SAGY) has been initiated with the objective to facilitate the process of Holistic Human Development through Social Harmony, Good Governance and Optimum Infrastructure in Gram Panchayat of the population of 3000-5000 in a plain area and 1000-3000 in hilly, tribal and difficult area solely identified by Hon’ble Member of Parliament. The program also aims to generate models of local level development and effective local governance which can motivate and inspire neighbouring GPs to learn and adapt.
NRLM, MoRD has also issued a revised guideline envisaging a prominent role of SRLMs in the initiation and implementation of SAGY in the state in coordination with Hon’ble Member of Parliament, Deputy Commissioners and Officer in Charge. There is a prominent role of SRLM to strengthen NRLM in
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all the SAGY villages on priority based. NRLM will be intensively implemented in the approx 125 SAGY villages of Jharkhand with following strategies:-
i. Internal CRP round to form women self help groups in SAGY villagesii. Training of Active Womeniii. Training of Master Book Keeperiv. Internal CRP round for VO formationv. Capacity building of SRLM staff and Stakeholders
Dovetailing and convergence with existing 100 Model Villages – Adarsh Gram Yojna (AGY) identified by State Government would also be nurtured in the line of NRLM framework.
To monitor and supervise the progress of the SAGY (with additional responsibility of AGY villages too) 1 YP will be deputed in each panchayat. This means a total of 20 YPs will be deputed under SAGY.
b. Strategy for the implementation of NRLM in SANJIVINI Villages:SRLM Jharkhand has also been implementing SANJIVINI program of the Department of Rural Development, Govt. of Jharkhand having its goalto empower the rural poor women by bringing them in to SHG fold to ensure sustainable livelihood as well as to increase their access to entitlements and their participation in decision making process from 2012. The initiatives in line with the vision and mission of NRLM has been able to form 13631 women SHGs in 30 Blocks of 10 Districts of Jharkhand of which 16 Blocks are phased in to Intensive Blocks under NRLM from the year 2015. A total no. of 17 new Non-Intensive Blocks along with existing 13 Non- Intensive Blocks in 11 Districts have been proposed for the implementation of NRLM in AAP 2015-16 with following strategies:-
i. Clusterisation of new non-intensive blocks: - Cluster approach will be adopted to mobilize poor household in the villages to be organized in form of women SHGs aligning with the NRLM approach.
ii. Internal CRP round to strengthen NRLM compliant Women SHGs: - CRPs from existing Intensive and Resource blocks will be deployed to new villages to build the capacity of women members of poor house hold to be organized as NRLM compliant SHGs.
iii. Identification of Social Capital and their Capacity Building: - Community based resource persons will be identified and their skill will be enhanced through training and exposure. Cadre of Active Women,
76
Master Book Keepers and Book Keepers will be developed to sustain the institutions of poor in the villages.
c. Strategy for the implementation of NRLM in Non-Intensive Blocks:
Strengthening of ongoing NRLM in 179 non-intensive blocks in 23 Districts of Jharkhand with following strategies:-
i. Capacity building of community cadre to strengthen NRLM activities:- Cadre of District Resource Persons, Active Women, Master Book Keepers and Book Keepers will be trained on various manuals developed at SRLM as per the guidelines of NRLM.
ii. Revolving Fund utilization by WSHGs: - Revolving fund will be utilized properly by the NRLM compliant WSHGs by demonstrating best practices of financial inclusion.
iii. Mainstreaming Credit to WSHGs from Banks: - Eligible SHGs will be identified and mobilized to be financially included through mainstreaming of their credit need from Banks.
Capacity building of Para Professional in collaboration with CHAITANYA through e- learning course
The State Resource Cell (SRC) of JSLPS has an important mandate of providing capacity building support to SRLM. In this endeavor MoU with Chaitanya has been done:
i. To enhance knowledge to understand and apply different rural poverty reduction approaches in the state, and develop skills among them to successfully support the management operation of community based institutions primarily the SHGs, VOs and further aggregations.
ii. By doing so, it is expected that JSLPS will have a well - trained cadre of field staffs and community professionals applying knowledge and skills to implement the NRLM and other poverty reduction program.
Profiling of SHGs:Jharkhand SRLM has been declared as nodal agency in the state for SHG promotion, nurturing and development. Over the years through various agencies like NABARD, JTDS and other development agencies a good number of SHG has been formed. It has been estimated that there are almost 60000 odd SHGs in the state. Profiling of all these SHGs, who are existing in non-
77
intensive blocks has become a necessity to gauge the impact of NRLM in future. Hence a searchable database need to be developed. Under the head a sum of Rs.1.50 Crore (approx) is proposed.
Partnership with national level empanelled Capacity Building AgenciesNRLM, at the national level, has already empanelled capacity building agencies who have the expertise and experiences of working in Social Mobilisation. The services of these agencies may be hired for either supporting the cadre directly or developing pool of resource at various level through which the training and continuous TA to the cadres/ CBOs could be ensured.
Physical progress in Non-Intensive Areas up to the month of Feb 2015 for FY 2014-15
No. of SHGs availed RF: An amount of ₹721.17 lakhs have been provided to 4969 SHGs in the state during the year 2014-15 till Feb 2015. Bank Credit Mobilised: Till date 2249 SHGs have been provided bank credit worth ₹1061.42 lakhs.No. of SHGs following panchasutra: A total of 6995 SHGs have been trained/following panchasutra. DETAILED BREAK-UP OF PHYSICAL ACHIEVEMENT IN NON-INTENSIVE BLOCKS DURING 2014-15.
District
No. of SHGs to be disbursed Revolving Fund Bank Credit linkage
No. of SHGs to be trained and follow panchsutra
Target AchievementAmount Disbursed (Rs. In Lakh)
Amt (in Rs. Lakh)
No. of SHG
Target Achievement
Bokaro 400 182.00 25.70 5.50 6.00 3200 245Chatra 100 174.00 25.62 67.30 207.00 159 0Deoghar 800 225.00 33.75 64.00 99.00 1065 472Dhanbad 100 54.00 8.10 0.00 0.00 300 0Dumka 700 393.00 58.95 28.21 31.00 900 0E. Singhbhum 500 439.00 53.45 132.50 124.00 3056 866Garhwa 700 554.00 83.10 74.00 134.00 782 354Giridih 500 14.00 2.10 6.50 21.00 2000 407Godda 400 344.00 51.60 132.85 266.00 800 4Gumla 100 100.00 12.90 29.10 61.00 129 100
78
District
No. of SHGs to be disbursed Revolving Fund Bank Credit linkage
No. of SHGs to be trained and follow panchsutra
Target AchievementAmount Disbursed (Rs. In Lakh)
Amt (in Rs. Lakh)
No. of SHG
Target Achievement
Hazaribagh 600 402.00 60.30 61.20 117.00 2000 0Jamtara 700 258.00 38.70 0.00 0.00 925 269Khunti 700 59.00 8.85 35.71 132.00 1305 59Koderma 500 145.00 21.75 87.96 97.00 1000 72Latehar 300 213.00 31.25 23.10 35.00 310 145Lohardaga 400 137.00 20.55 77.50 186.00 800 171Palamu 700 367.00 55.05 17.69 47.00 702 367Ramgarh 300 106.00 15.90 80.00 188.00 800 400Ranchi 300 203.00 30.45 38.35 142.00 4960 1290Sahibganj 500 164.00 20.80 0.00 0.00 1000 1070S. Kharsawan 300 268.00 40.20 68.05 310.00 2697 268Simdega 200 100.00 11.90 6.50 11.00 400 168W. Singhbhum 200 68.00 10.20 25.40 35.00 800 268Jharkhand 10000 4969 721.17 1061.42 2249 30090 6995
PART VII -INFRASTRUCTURE, MARKETING AND FAIRS (SARAS FAIR):In order to provide opportunities for additional income, exposure and interaction to SHG members on a large scale, JSLPS would be capitalising on opportunities like SarasMelas, World Indigenous Day- Adiwasi Day, AjeevikaDiwas, Foundation day of Jharkhand, agriculture fair, international and so on.The market fairs and SARAS are being organized across different states throughout the year. The SARAS at the state level will be organised. Apart from that different potential produces of 3 resource districts will be mapped and Melas will be organised at block and district level to create a demand in the local market and prepared as per the demand of the different Melas organized in different states. The calendar of the Melas, exhibitions will be prepared for the year 2015-16. The SHG members with potential produce will be linked for the participation in the exhibitions/SARAS in different states. This will also provide a platform for the Micro-Enterprises to understand the demand and quality of the produces in the market.
79
The idea is to provide a marketing platform to the SHGs and simultaneously promote branding of JSLPS. The fair would aim at facilitating the members of Self Help Groups of NRLM schemes of Government of India to exhibit and sell their products and will provide unique platform for developing linkages with the buyers and customers.
80
PART IX –ME&L AND MISJSLPS has been pioneer inrolling out Monitoring Evaluation and Learning and MIS systems under the NRLM framework. Baseline Study was completed covering close to 6000 households spread over 128 villages across 32 blocks and 16 districts. The process for hiring of Process Monitoring agency would have to redone due to some technicality. Retendering would be done in the FY 2015-16 for hiring of Process Monitoring agency.Community Based Monitoring System (CBMS) was an innovative initiative of JSLPS to enable community monitor the program. This has helped in increasing transparency and has provided new insights in the program. CBMS was successfully rolled out in 5 resource blocks and 1 intensive block across Pakur and Ranchi districts. A pool of around 75 Community Monitors have been trained and will be used in the FY 2015-16. Blocks with at least 1 year of intervention including HGM blocks will be taken up for community based monitoring in the proposed year. Further, it is also proposed to undertake Baseline Survey of blocks under HGM. This will majorly be done in-house by engaging services of consultant.JSLPS MIS Swalekha has been successfully rolled out in intensive blocks and is being now adopted by partner PRADAN for 14 partnership blocks. Both offline and online versions have been rolled out along with version for tablet. Procurement plan for purchase of additional 2000 tablets has been made for scaling up. The tablets will be handed over to Village Organisations (VOs) and will be used by VO assistant (VOA)/ Master Book Keeper to capture transactional data.In the proposed year - VO transactions, CLF Module, Capacity Building Module and Livelihood Modules will be further added. E-Cash book will made for Public Disclosure. It is also proposed to establish Block Level Data Centres in 46 non-intensive blocks.
81
PART X –PROCUREMENTThe procurement plan for Goods and Services is detailed in Table 15a, b & c.
Plans for completing ongoing procurement and services:
As per provision of the respective contracts the extension has been planned. This is subject to performance review of the quality and adequacy of services received from the agency. For the purpose, concerned domain representative along with support from Procurement and M&E domain will undertake required steps.
New Items of Procurement
Significant items of procurement in the proposed year includes – Hiring of services of Process Monitoring, Agency for Anti and Agency for promoting livelihoods around small ruminant. Details is annexed in table 15.
In case, SMMU authorised to district to procure some items considering the districts strength and capacity, the methods mentioned in the planed may be changed depending upon the threshold limit.
Training on procurement of Goods to the District Team and Training on Community Procurement to be provided on half-yearly basis to strengthen the procurement systems at district and community level.
Apart from this, the members of the Purchase Committee at State and District level to be oriented to support to the procurement unit for timely procurement.
82
PART XI –FINANCIAL MANAGEMENTJSRLM is the leading state in the country for implementing Tally FMS across all units for generating automated IUFR and consolidated data at State office on monthly & quarterly basis.
JSRLM is planning for installing Tally in both Intensive and Non intensive District units, imparting training on using Tally FMS.
Plan to provide handholding support to the finance personnel’s of DRDAs and newly recruited finance staffs in a Phased manner to maintain computerized accounts across all units.
JSRLM is also planning to open bank accounts in all the block units and recruiting man power to look after and maintain the accounts of block units as well.
JSRLM Shall provide handholding support to community Auditors to look after proper utilization and accounting of the funds transferring to SHGs, Cluster level Federation and VO’s .
83
PART XII –TECHNICAL SUPPORT REQUIRED FROM NMMU AND NROsa. SUPPORT FROM NMMU
ME&L and MIS
Support would be required from NMMU in finalising ToR for Process Monitoring.
Facilitation support from NMMU is required for data porting from JSLPS MIS to NIC created national NRLM portal.
State Anchor
Visits of State Anchor during monthly review meetings and debriefing rounds would be useful.
Financial Inclusion:
Support required in interventions related to Insurance Support is required to facilitate data porting related to SHG credit
linkage
KMC
Exposure Visit as a part of Knowledge Management initiative for community and staff -For the purpose of learning, fetching the findings and implementing the same in our project area, we would like to take our team (JSLPS) of different themes and our community SHG women, to expose them for various best practices field moving around the country. This drive will help in better understanding of the programme, motivate them to think out of the box and accordingly it will improve the work of individual and organization.
b. SUPPORT FROM NROJharkhand State has partnered with two NROs – SERP and BRLPS. The NROs are required to adhere to CRP roundscalendar. Also each round should be made for 45 days. Capacity Building support for creation of i-CRPs, Resource Book Keepers, Master Trainers. Kudumshreeis supporting JSLPS in implementing MEC project and piloting PRI-CBO Convergence project. It will provide thematic support with their previous experiences and contextualise the capacity building and
84
handholding support with the last year experience in Jharkhand. It will provide Mentor MEC for MEC project and Mentor Resource person for PRI – CBO convergence. Support is also sought for M&E, Performance Tracking System so that it can be integrated with MIS of JSLPS.
PART XIII – TablesTable 1: AAP 2014:15: Targets and Achievement
Sl. No.
Particulars NRLP NRLM Total as Approved in AAP 2014-15
Total Achievem
ent- Jan,15
RemarksAs
approved in AAP
2014-15
Achievement-Jan, 15
As approved in AAP
2014-15
Achievement-Jan, 15
A Setting up Implementation Architecture1 No. of thematic
Position at SMMU
64 54 1 1 65 55
2 No. of thematic Position at DMMU* (1)
97 68 48 31 145 99
3 No. of thematic Position at BMMU*
320 188 200 102 520 290
B Outreach and Coverage under Intensive Approach*4 No. of districts
where intensive implementation has started
7 7 5 5 12 12
5 No. of Blocks where intensive implementation has started
30 30 10 8 40 38
6 No. of villages entered
1090 642 258 75 1348 717
C Social Mobilization/Inclusion/Promotion of Community Institutions7 No. of New
SHGs promoted6795 4278 1179 96 7974 4374
8 No. of old SHGs revived/Strenthened
2080 799 1292 61 3372 860
9 Total No. of SHGs promoted
8875 5077 2471 157 11346 5234
10 Households 106500 59995 29652 1780 136152 61775
85
Sl. No.
Particulars NRLP NRLM Total as Approved in AAP 2014-15
Total Achievem
ent- Jan,15
RemarksAs
approved in AAP
2014-15
Achievement-Jan, 15
As approved in AAP
2014-15
Achievement-Jan, 15
Mobilized into SHG Fold
11 No. of village organization formed
625 577 75 0 700 577
12 No. of Cluster Level Federations (CLF) Formed
13 0 0 0 13 0
D Community Cadres and Building Social Capital13 No. of SHG
Bookkeepers placed
7804 4900 1767 150 9571 5050
14 No. of MBK trained and placed
963 500 227 40 1190 540
15 No. of internal CRP identified and trained
2806 1284 670 90 3476 1374
E Financial Inclusion/Mainstreaming and Building Access to Finance16 No. of SHGs
having opened savings
8991 4767 1220 120 10211 4887
17 No. of SHGs provided RF
7643 4115 1220 119 8863 4234
18 Amount of RF disbursed (in Rs. Lakh)
1146.45
617.25 183 17.85 1329.45 635.1
19 No. of SHGs provided CIF
4000 3262 635 69 4635 3331
20 Amount of CIF disbursed (in Rs. Lakh)
2000 1631 95.25 34.5 2095.25 1665.5
21 No. of Village Organization (VO) opened bank account
711 440 16 0 727 440
22 No. of village organization
72 12 0 0 72 12
86
Sl. No.
Particulars NRLP NRLM Total as Approved in AAP 2014-15
Total Achievem
ent- Jan,15
RemarksAs
approved in AAP
2014-15
Achievement-Jan, 15
As approved in AAP
2014-15
Achievement-Jan, 15
(VO) received Vulnerability Reduction Fund (VRF)
23 No. of Cluster Level Federations (CLF) having bank A/C
13 0 0 0 13 0
24 No. of Bank Branch Managers immersed with Resource Organization
96 84 45 10 141 94
25 No. of SHGs accessing bank credit
2783 1277 140 0 2923 1277
26 Amount of bank credit accessed (Rs. in Lakh)
1388 455.65 70 0 1458 455.65
27 No. of SHGs accessing intereset subvention
1424 0 60 0 1484 0
28 Amount of Interest Subvention disbursed (Rs. In Lakh)
96 0 45 0 141 0
F Systems and Project Management29 No. of SHGs,
whose profile entered in the MIS
6348 5077 1200 157 7548 5234
30 No. of procurement assignments completed
27 19 5 5 32 24
87
Sl. No.
Particulars NRLP NRLM Total as Approved in AAP 2014-15
Total Achievem
ent- Jan,15
RemarksAs
approved in AAP
2014-15
Achievement-Jan, 15
As approved in AAP
2014-15
Achievement-Jan, 15
31 % Utilization of available fund
90 90 90 50 90 70
Table 2: Component wise financial Progress – Allocation Vs. Expenditure
Upto Feb, 15Rs. in Crore
S. No.
Parameter NRLP NRLM Total
1 Approved Allocation 94.43 46.6 141.032 Opening Balance 18.87 76.76 95.633 SGSY Balances ( Cumulative figure upto
Feb'15)0 71.06 71.06
4 Amount released 50.41 0.19 50.605 Expenditure up to Feb'15 74.78 17.46 92.246 Estimated Expenditure up to 31stMarch,
201590.00 30.00 120.00
7 Available fund ( OB +SGSY Balances Amount Released)
(05.50) 130.55 125.05
8 Estimated Expenditure up to March, 2015 as % of approved allocation
95.30% 64.38% 85.09%
88
Table 3: NRLP Component Wise Expenditure for FY 14-15 (Up to 28th
February ’2015)
AAP Approved Expenditure Variance (%) Component/Sub
ComponentInstitution and Human Capacity Building
A1 Technical Assistance 1 0.21 A2 Human Resource
Development 0 B State Livelihood Support 0
B1 State Rural Livelihood Mission 12.91 12.97 100.46%
B2 Institutional Building and Capacity Building 31.87 19.49 61.15%
B3 Community Investment Support 15.69 21.25 135.44%
B4 Special Programme( Home Grown Model) 26.75 18.92 70.73%
C Innovation & Partnership Support 0.42
C1 Innovation Forum and Action Pilots 2.15 0.42 19.53%
C2 Social Entrepreneurship Development
- 0
C3 Public Private community Partnerships
- 0
D Project Implementation Support 1.53
D2 Monitoring & Evaluation and Studies 1.96 0.42 21.87%
D3 E-NRLM state and community Level 0.68 0.30 44.12%
D4 Governance &Anti Corruption 0.06 0 0%
D5 Knowledge Management & communication 1.36 0.78 57.35%
TOTAL 94.43 74.78 79.52%
89
Table 4: Sources of Finance FY 2015-16S.No
.Source of Finance Amount Expected (Rs. Crores)
1 NRLP
a. Centre 148.57b. State 49.52c. Others 0d. Total 198.09
2 NRLM
a. Centre 42.11b. State 14.04c. Others 0d. Total 56.15
3 Total (1+2) 254.24
90
Table 4A: Sources of Finance FY 2015-16 (Including other Program)
Budget items Allocation (Rs. in Crores)
Proposed (Rs. in Crores)
Centre State Others Total
NRLP 148.57 49.52 0 198.09
NRLM 24.97 42.11 14.04 0 56.15
Infrastructure and Marketing (Intensive)
0.30 0.10 0 0.40
Interest Subvention
(Cat II)
3.61 2.71 0.90 0 3.61
RSETI 3.71 1.24 0 4.95
MKSP 17.47 5.82 0 23.29
DDU-GKY 124.81 41.60 0 166.41
91
Table 5 Physical Targets for FY: 2015-16 (NRLM+NRLP)
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+NRLM)
(2015-
16)
Cumulative Since Inception by the end
of FY:
2015-16
(NRLP+NRL
M)
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
1
Number of Districts in which Intensive Strategy is being Implemented
12 12 0 0 6 0 6 0 0 0 0 0 6 18
2
Number of Blocks in which Intensive Strategy is being Implemented
35 38 0 0 20 20 40 0 0 0 0 0 40 78
3
Number of Gram Panchayats in which intensive strategy initiated
508 540 17 22 103 90 23
2 13 15 19 17 64 296 836
4
Number of villages in which intensive strategy initiated
2193 2450
215
169
376
379
1139 87 88 95 97 367 150
6 3956
5
Number of new SHGs promoted by SRLM
9809 12142
1914
1456
2745
2848
8963
516
526
582
582
2206
11169
23311
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
6
Number of other SHGs brought into the NRLM fold (after revival/strengthening/compliance checks)
5574 6056
574
361
807
817
2559 86 94 97 10
2 379 2938 8994
7
Total number of SHGs under NRLM fold in Intensive blocks
15383
18198
2488
1817
3552
3665
11522
602
620
679
684
2585
14107
32305
8Number of SHGs provided basic training
11123
15029
2868
2257
3171
3552
11848
648
575
614
607
2444
14292
29321
9
Number of SHGs in which standard bookeeping practices introduced
14480
17714
2615
2087
3351
3637
11690
651
564
582
601
2398
14088
31802
10
Number of SHGs following Pancha Sutra
14264
18015
2357
1736
3226
3463
10782
687
650
599
685
2621
13403
31418
11
Number of SHG bookkepers deployed
13248
16531
2388
1699
3187
3428
10702
771
656
690
710
2827
13529
30060
12
Number of Master bookkepers deployed
1032 1278
303
225
361
419
1308
108 98 94 10
2 402 1710 2988
13
Number of SHGs audited 4912 638
12542
1314
1373
2246
7475
148
189
189
189 715 819
01457
1
14
Number of Active women deployed
2760 3198
908
740
854
965
3467
177
187
215
238 817 428
4 7482
15
Number of Internal CRPs 1846 202
9443
221
281
277
1222 60 82 83 83 308 153
0 3559
1
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
trained in the intensive blocks
16
Number of Internal PRPs trained in the intensive blocks
75 87 73 28 26 70 197 0 20 22 22 64 261 348
17
Number of Bank Sakhis deployed
27 72 35 25 17 4 81 0 6 6 4 16 97 169
18
Total Amount of Saving in all SHGs
2507.63
3281.32
919.09
927.18
958.20
1001.12
3805.60
11.42
13.13
15.50
18.35
58.40
3863.99892
8
7145.3220
22
19
Total Households mobilized into all SHGs (in lakh)
1.94 2.31 0.31
0.22
0.44
0.45
1.43
0.06
0.07
0.07
0.07
0.28
1.70767
4.02161
20
Total SC Households mobilized into all SHGs
14995
18370
2820
2617
4654
4705
14795
794
912
992
1005
3702
18497.544
36867.592
21
Total ST Households mobilized into all SHGs
131318
150933
16989
9613
18957
18941
64500
3660
3746
4255
4306
15966
80466.238
231399.33
4
22
Total Minority Households mobilized into all SHGs
10812
13232
1365
1237
1593
1696
5891
598
609
652
656
2514
8405.00
8
21637.008
23
Total Other Households mobilized into all SHGs
36668
47561
6353
4622
7672
7854
26502
1320
1318
1405
1104
5147
31649.4
1
79210.546
24
Total PWD Households mobilized into all SHGs
431 632 248
222
285
308
1064 36 45 42 45 168 123
1.61863.
4
2
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
25
Number of villages in which PIP process completed
10 47 229
154
276
261
920 43 43 46 58 190 111
0 1157
26
Number of GP's in which PIP process completed
8 13 38 25 43 39 145 7 6 8 14 35 180 193
27
Number of Poorest of the Poor(POP) households identified
3156 3868
3815
2903
5923
6855
19496
1151
903
958
1407
4420
23916.8
27784.4
28
Number of Poor households identified
11045
14305
6117
3694
7540
9006
26358
2227
2280
2389
2851
9747
36104.8
50409.8
29
Number of Non-Poor households identified
132 289 584
432
820
990
2825
190
173
191
1151
1704
4528.4
4817.8
30
Total number of households having Persons with disability member
32 95 492
270
393
457
1612 12 18 0 46 76 168
8.21783.
2
31
Number of for new SHGs promoted that have opened Saving bank A/c
7263 9894
2205
1869
2398
2603
9075
550
555
589
574
2268
11343
21237
32
Number of new SHGs provided with RF
5588 9800
1807
1766
1665
2691
7929
341
430
430
495
1696
9625
19425
33
Number of other SHGs that have
4960 6000
514
487
778
861
2640
52 82 81 70 285 2925
8925
3
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
opened bank accounts
34
Number of other SHGs eligible for RF
4598 4859
543
486
493
744
2266
126
163
144
134 567 283
3 7692
35
Number of other SHGs provided RF
3976 5550
499
498
471
730
2198 49 87 66 74 276 247
4 8024
36
Number of Total SHGs provided RF
9564 15350
2306
2264
2136
3421
10127
390
517
496
569
1972
12099
27449
37
Amount of RF provided to all SHGs (Lakh)
1434.6
2302.5
345.9
339.6
320.4
513.15
1519.05
58.5
77.55
74.4
85.35
295.8
1814.85
4117.35
38
Number of predominantly SC-SHGs(SC>=50%) provided RF
705 1012
231
226
214
342
1013 39 52 50 57 197 121
0 2222
39
Number of predominantly ST-SHGs(ST>=50%) provided RF
6494 9516
1153
1132
1068
1711
5064
195
259
248
285 986 605
01556
6
40
Number of predominantly Minority-SHGs(Minority>=50%) provided RF
835 1176
231
226
214
342
1013 39 52 50 57 197 121
0 2386
41
Number of Other-SHGs(with SC/ST<50%) provided RF
1531 3645
692
679
641
1026
3038
117
155
149
171 592 363
0 7275
42
Number of predominantly PWD-SHGs(PWD>=50%) provided
17 22 17 23 13 44 97 3 4 2 3 11 108 131
4
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
RF
43
Amount of RF provided to predominantly SC-SHGs(SC>=50%)(Lakh)
105.69
151.86
34.59
33.96
32.04
51.315
151.905
5.85
7.755
7.44
8.535
29.58
181.485
333.345
44
Amount of RF provided to predominantly ST-SHGs(ST>=50%)(Lakh)
974.13
1427.44
5
172.95
169.8
160.2
256.575
759.525
29.25
38.775
37.2
42.675
147.9
907.425
2334.87
45
Amount of RF provided to predominantly Minority-SHGs(Minority>50%) (Lakh)
125.25
176.4
34.59
33.96
32.04
51.315
151.905
5.85
7.755
7.44
8.535
29.58
181.485
357.885
46
Amount of RF provided to Other-SHGs(SC/ST<50%)(Lakh)
229.596
546.75
103.77
101.88
96.12
153.945
455.715
17.55
23.265
22.32
25.605
88.74
544.455
1091.205
47
Amount of RF provided to predominantly PWD-SHGs(PWD>=50%) (Lakh)
2.619 3.3225
2.601
3.4935
1.896
6.564
14.5545
0.3885
0.525
0.315
0.4725
1.701
16.2555
19.578
48
Number of SHGs that have prepared Micro Investment Plan(MIP)/Micro Credit Plan(MCP)
6997 12500
2750
1974
2635
2872
10231
179
428
601
583
1791
12022
24522
49
Number of all SHGs provided 4888 123
002580
1539
1893
1968
7980
125
359
533
512
1529
9509
21809
5
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
CIF directly by SRLM
50
Number of all SHGs provided CIF through VO
414 462 235
489
706
954
2384 0 0 2 17 19 240
3 2865
51
Total Number of all SHGs provided CIF
5302 12762
2815
2028
2599
2922
10364
125
359
535
529
1548
11912
24674
52
Amount of CIF provided to SHGs directly by SRLM (Lakh)
2444 6150
1290
769.5
946.5
984
3990
62.5
179.5
266.5
256
764.5
4754.5
10904.5
53
Amount of CIF provided to all SHGs through VO (Lakh)
207 231117.5
244.5
353
477
1192 0 0 1 8.
5 9.5 1201.5
1432.5
54
Total Amount of CIF provided to SHGs (Lakh)
2651 6381
1407.5
1014
1299.5
1461
5182
62.5
179.5
267.5
264.5
774 5956
12337
55
Number of predominantly SC-SHG'S(SC >= 50%) provided CIF
252 1276
282
203
260
292
1036 13 36 54 53 155 119
1 2467
56
Number of predominantly ST-SHG'S(ST >= 50%) provided CIF
4097 6381
1408
1014
1300
1461
5182 63 18
0268
265 774 595
61233
7
57
Number of predominantly Minority-SHG'S(Minority >= 50%) provided CIF
202 1276
282
203
260
292
1036 13 36 54 53 155 119
1 2467
58
Number of predominantly Other-SHG'S(with
750 3829
845
608
780
877
3109
38 108
161
159
464 3574
7402
6
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
SC/ST < 50%) provided CIF
59
Number of predominantly PWD-SHG'S(PWD >= 50%) provided CIF
7 16 11 10 9 14 44 1 1 3 2 7 50.6 66.85
60
Amount of CIF provided to predominantly SC-SHG'S(SC >= 50%) (Lakh)
126.1 638.1
140.75
101.4
129.95
146.1
518.2
6.25
17.95
26.75
26.45
77.4
595.6
1233.7
61
Amount of CIF provided to predominantly ST-SHG'S(ST >= 50%) (Lakh)
2048.7
3190.5
703.75
507
649.75
730.5
2591
31.25
89.75
133.75
132.25
387 2978
6168.5
62
Amount of CIF provided to predominantly Minority-SHG'S(Minority >= 50%) (Lakh)
101 638.1
140.75
101.4
129.95
146.1
518.2
6.25
17.95
26.75
26.45
77.4
595.6
1233.7
63
Amount of CIF provided to predominantly Other-SHG'S(SC/ST <= 50%) (Lakh)
374.975
1914.3
422.25
304.2
389.85
438.3
1554.6
18.75
53.85
80.25
79.35
232.2
1786.8
3701.1
64
Amount of CIF provided to predominantly PWD-SHG'S(PWD >= 50%) (Lakh.)
3.375 8.125
5.475
5.225
4.35
6.875
21.925
0.625
0.5
1.25 1 3.3
75 25.3 33.425
65
No. of SHGs which have started
1866 2767
1943
1638
1954
2136
7671
97 90 55 74 316 7987
10754
7
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
repaying CIF back to VOs
66
Number of Households covered under livelihood activities
70996
72203
2305
38228
12018
2524
55075
565
1355 95 95 211
057185
129388
67
Number of VOs formed 726 919 27
6182
254
269
981 0 17 72 67 156 113
7 2056
68
Number of SHGs holding membership in the VOs
6639 8910
2417
1711
2201
2450
8779 0 13
8589
601
1328
10107
19017
69
Number of VOs provided training on basic VO management
579 825 244
157
233
222
856 0 13 70 73 156 101
2 1837
70
Number of VOs that have opened bank account
485 741 308
210
232
258
1008 0 4 76 71 151 115
9 1900
71
Number of VOs having trained Bookkeeper/Assistant
442 721 312
185
259
245
1001 0 7 76 66 149 115
0 1871
72
Number of VOs provided startup fund
118 572 337
233
260
270
1100 0 0 70 73 143 124
3 1815
73
Amount of startup fund provided VO
50.85 362.55
226
150.75
166.5
173.75
717 0 0 35 40
.575.5
792.5
1155.05
74
Number of VOs audited 0 57 37
3200
200
255
1028 0 0 0 19 19 104
7 1104
75
Number of VOs provided CIF
0 17 57 65 74 84 280 0 0 2 10 12 292 309
7 Amount of CIF 0 15 12 16 15 18 61 0 0 2. 10 13 628 6438
S. Indicators
Up to
Dec'14
By Mar'15
(Expecte
d)
NRLP NRLMGrand Total
(NRLP+
Cumulative Since Inception by
Q1
Q2
Q3 Q4 To
talQ1
Q2
Q3
Q4
Total
6 provided to VOs
0.5 2 0.
5 2 5 5 .5
77
Number of VOs provided VRF
12 12 94 118
150
124
486 0 0 0 36 36 522 534
78
Amount of VRF provided to VOs
12 12 186
225
278
226
915 0 0 0 72 72 987 999
79
Number of CLFs formed 3 3 13 9 10 5 37 0 0 0 0 0 37 40
80
Number of CLFs provided startup fund
0 0 13 9 2 4 28 0 0 0 0 0 28 28
81
Amount of startup fund provided to CLFs
0 0 5 6 2 7 20 0 0 0 0 0 20 20
82
No. of SHGs accessing credit through SHG Bank linkage (1st Dosage)
1642 2756
1981
1738
1598
1632
6949 95 12
0170
368 753 770
21045
8
83
Amount of credit accessed (Rs. lakh)
957.25
1542
1030.5
904
817
849
3600.5
47.5 60 85 18
4376.5
3977 5519
84
No. of SHGs accessing credit through SHG Bank linkage (2nd Dosage)
0 0 40 122
146
157
465 0 0 0 0 0 465 465
85
Amount of credit accessed (Rs. lakh) (2nd Dosage)
0 0 40 96 138
136
410 0 0 0 0 0 410 410
9
Table 5a Physical Targets in Resource Blocks for FY: 2015-16S. Indicato
rsUp to
Jan'15
By Mar'1
5 (Expec
ted)
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY: 2015-
16)
Cumulative
by the end of
FY: 2015-
16
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
1 No. of Districts in which RBs is in implemented
7 7 1 1 0 0 2 0 0 0 0 0 2 9
2 No. of Resource Blocks
14 15 1 1 0 0 2 0 0 0 0 0 2 17
3 No. of Clusters
63 63 7 11 8 8 34 0 0 0 0 0 34 97
4 No. of Villages covered
858 950 103
117 117 117 454 0 0 0 0 0 454 1404
5 NRLM target HHs mobilized in Resource Blocks
81820
95900 1295
2
13614
12651
13671
52888
0 0 0 0 0 52888
148788
6 New SHGs formed
5392
5997 909
947 885 948 3689 0 0 0 0 0 3689 9686
7 Old & defunct SHGs revived
1597
1753 166
184 173 191 714 0 0 0 0 0 714 2467
10
S. Indicators
Up to
Jan'15
By Mar'1
5 (Expec
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY:
Cumulative
by the end of
FY:
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
8 Total SHGs adopting Pancha Sutras
6770
7473 949
987 977 997 3910 0 0 0 0 0 3910 11383
9 Total SHGs formed by CRP teams
3596
3981 777
825 823 838 3263 0 0 0 0 0 3263 7244
10
Total SHGs formed by PRPs
440 612 85 83 87 88 343 0 0 0 0 0 343 955
11
Total SHGs formed by trained Women Activists
291 409 112
111 70 114 407 0 0 0 0 0 407 816
12
SHG Bookkeepers trained for 15 days
3615.4
5
5600.05
946.4
939.75
766.75
733.75
3386.65
0 0 0 0 0 3386.65
8986.7
13
Bookkeeping introduced in SHGs
5871
6545 808
876 889 904 3477 0 0 0 0 0 3477 10022
14
SHGs that have opened
5655
6826 984
914 978 950 3826 0 0 0 0 0 3826 10652
11
S. Indicators
Up to
Jan'15
By Mar'1
5 (Expec
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY:
Cumulative
by the end of
FY:
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
Bank accounts
15
No. of SHGs provided Revolving Fund
4750
6380 563
883 1023
1102
3571 0 0 0 0 0 3571 9951
16
Revolving Fund amount released to SHGs (Rs.in Lakhs)
712.5
960.75 84.45
132.45
153.45
165.3
535.65
0 0 0 0 0 535.65
1496.4
17
No.of SHGs that have prepared MCPs
3622
5222 952
714 890 940 3496 0 0 0 0 0 3496 8718
18
No.of SHGs that have received CIF through MCPs
3374
5049 845
629 818 904 3196 0 0 0 0 0 3196 8245
19
CIF amount received by SHGs (Rs.in Lakhs)
1687
2524.5 422.5
314.5
409 452 1598 0 0 0 0 0 1598 4122.5
20
No.of SHGs
983 1532 874
791 876 948 3489 0 0 0 0 0 3489 5021
12
S. Indicators
Up to
Jan'15
By Mar'1
5 (Expec
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY:
Cumulative
by the end of
FY:
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
sanctioned Bank Linkage
21
Bank loan amount received by SHGs (Rs.in Lakhs)
586.5
866 447
405.5
458 489 1799.5
0 0 0 0 0 1799.5
2665.5
22
No.of Women Activists trained (on all 3 levels of training)
412 502 85 64 96 116 361 0 0 0 0 0 361 863
23
Training of select Women Activists as Community Trainers on MCP process for 10 days by SERP trainers at SRLMs
23 111 36 30 74 44 184 0 0 0 0 0 184 295
24
Training of Resourc
104 155 72 88 70 90 320 0 0 0 0 0 320 475
13
S. Indicators
Up to
Jan'15
By Mar'1
5 (Expec
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY:
Cumulative
by the end of
FY:
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
e Bookkeepers by SERP Trainers in SERP Project Area on ToT for SHG Bookkeeping for 15 days for developing them into internal PRPs
25
Immersion and Training of Bank Officials including District. Level Coordinators and Controlling officers
95 98 23 6 8 5 42 0 0 0 0 0 42 140
26
No.of Village
226 307 134
130 141 159 564 0 0 0 0 0 564 871
14
S. Indicators
Up to
Jan'15
By Mar'1
5 (Expec
Resource Blocks- NRLP Resource Blocks- NRLM
Grand
Total
(FY:
Cumulative
by the end of
FY:
Q1 Q2 Q3 Q4 Total
Q1
Q2
Q3
Q4
Total
Organizations formed
27
No.of eligible SHGs enrolled in VOs
1864
2615 1062
995 1125
1310
4492 0 0 0 0 0 4492 7107
28
No.of VOs that have started Offices
179 250 128
137 127 140 532 0 0 0 0 0 532 782
29
No.of VOs that have opened Bank Accounts
212 272 133
128 139 142 542 0 0 0 0 0 542 814
30
No.of VOs that have received start up cost budget
158 264 133
135 158 143 569 0 0 0 0 0 569 833
31
Start up cost amount received (Rs.in Lakhs)
74.85
174.8 66.5
68.5
81.9
71.9
288.8
0 0 0 0 0 288.8
463.6
15
Table 6: Scaling up of Resource Blocks to Internal Blocks: 2015-16S.
No. Particulars As of Jan’15
By March'15
(Expected)
Additional For FY 2015-
16
Cumulative by FY
2015-161 Total no. of RBs in the State 10 10 07 17
2 Total CRP rounds completed SERP-10BRLPS- 06
SERP-10BRLPS- 06
SERP-04BRLPS- 04
SERP-14BRLPS- 10
3 Total no. of IBs in the State 08 10 37 474 Total no. of CRPs required 160 200 2280 2480
5 Total no. of trained internal CRPs available 470 470 2280 2480
6 Total no. of Internal PRPs/ Resource bookkeepers required 32 40 188 228
7 Total no. of trained internal PRPs/ Resource Bookkeepers available 410 445 200 645
Note: 1. One CRP Round= 45 days Round 2. i- CRP Team= 3 i-CRP+2 BKs
Table 7: Additional Activities to be taken up by the State Missions1
S.No.
Particulars As of Jan’15
By March, 15
(Expected)
Target For FY 2015-
16
Cumulative up to FY 2015-16
1 Layering Activities a. No. of VOs provided with Health Risk
Fund5 30 180 215
b. Amount of Fund Provided (Rs. Lakh) 5 30 180 215c. No. of VOs provided with Food Security
Fund17 30 180 227
d. Amount of Fund Provided (Rs. Lakh) 17 30 180 2272. Pilots (No. of beneficiaries)
a. Anti-Human Trafficking Pilot (Awareness Campaigns No. of Blocks)
0 0 8 8
b. Pilot for Bonded Laborers 0 0 0 0c. Pilot for Manual Scavengers 0 0 0 0d. PRI-CBO Convergence 1350 1500 3000 5850e. Pilot on Gender 0 0 7200 7200f. Pilot on Elderly 0 0 1125 1125
3. Financial Inclusion & Micro Insurance
1 Applicable to State Missions that have initiated additional activities. Suitable indicators may be added to include other activities (e.g Dairy, other pilots etc.)
16
S.No.
Particulars As of Jan’15
By March, 15
(Expected)
Target For FY 2015-
16
Cumulative up to FY 2015-16
a. SHG members opened Individual Bank Accounts
Data not
been tracked till date
70000 70000
b. SHG members linked with Life Insurance schemes 0 2000 20000 22000
c. SHG members linked with Health Insurance schemes 0 0 0 0
4 Farm (HHs covered under each Intervention) SRI 58459 0 100000 100000
a. Goat Rearing 6383 500 9500 10000b. Poultry 0 0 3000 3000c. NTFP 200 1400 1600 3000d. Livelihood Cadres promoted 1009 500 1509
5 MKSP
No. of Farmers Supported through Partners 17630 10000 27630
a. No. of farmers Supported through SRLM 0 15000 15000 6 Micro Enterprises
No. of MECs promoted 143 0 0 143No. of new enterprises promoted 80 10 300 380No. of existing enterprises supported 100 30 500 600
17
Table 8: NRLP Component Wise Financial Requirements* FY 2015-16
S. No
Component/Sub Component Expenditure Projected by State
(Rs. in crore)A Component A-Institution and Capacity Building 0.00
A.1 Technical Assistance 0.00A.2 Human Resource Development 0.00
B Component B-State Livelihood Support 193.82B.1 State Rural Livelihoods Mission 19.22B.2 Institutional Building and Capacity Building 95.11B.3 Community Investment Support 43.85B.4 Special Programs(Implementation Partner at
Block Level) 35.67C Component C-Innovation and Partnership Support 0.00
C.1 Innovation Forums and Action Pilots 0.00C.2 Social Entrepreneurship Development 0.00C.3 Public Private Community Partnerships 0.00
D Component D-Project implementation support 4.27D.2 Monitoring & Evaluation and Studies 0.8D.3 e. NRLM State and community level 1.34D.4 Governance & Anti Corruption 0.12D.5 Knowledge management & communication 2.01
Grand Total 198.09
18
Table 9: NRLM Component Wise Financial Requirements FY 2015-16S. No. Component/Sub Component Expenditure projected by State
(Rs. In crore)A.1 Technical Assistance 0.00A.2 Human Resource Development 0.00
B Component B-State Livelihood Support 53.39B.1 State Rural Livelihoods Mission 1.84B.2 Institutional Building and Capacity Building 19.65B.3 Community Investment Support 17.50B.4 Special Programs(Implementation Partner at Block Level) 14.40
C Component C-Innovation and Partnership Support 0.00C.1 Innovation Forums and Action Pilots 0.00C.2 Social Entrepreneurship Development 0.00C.3 Public Private Community Partnerships 0.00
D Component D-Project implementation support 2.76D.2 Monitoring & Evaluation and Studies 0.00D.3 e. NRLM State and community level 2.65D.4 Governance & Anti Corruption 0.00D.5 Knowledge management & communication 0.11
SPECIAL COMPONENTS UNDER NRLM 0.00E Infrastructure & Marketing Including SARAS Fair 0.40
E.1 Intensive 0.40E.2 Non intensive 0.00
F Interest Subvention (Intensive + Non Intensive) 3.61F.1 Category I District + 3% Additional Interest 3.61F.2 Category II Districts 0.00
G RSETI 4.95G.1 RSETI 4.95
H MKSP 23.29H.1 Progress on Projects not through AAP 0.00H.2 Progress on Projects through AAP 14.26H.3 Progress on Projects as Fund routing agency 9.03
I Ajeevika Skills Development Program 166.41
I.1 Skills Gap Assessment 1.68I.2 IEC 2.51I.3 Migration Support Centre 0.10I.4 Alumni Support 2.51I.5 Capacity Building Support 5.03
19
S. No. Component/Sub Component Expenditure projected by State (Rs. In crore)
I.6 M&E 5.87I.7 Administration 8.38I.8 Job Mela 0.40I.9 TSA Cost 0.00
I.10 Block Level Staff Support 0.00I.11 PIA Cost 139.93
Grand Total 254.81
20
Table 10: Sources of Finance FY 2015-16S.No
.Source of Finance Amount Expected (Rs. Crores)
1 NRLP
a. Centre 148.57b. State 49.52c. Others 0d. Total 198.09
2 NRLM
a. Centre 42.11b. State 14.04c. Others 0d. Total 56.15
3 Total (1+2) 254.24
21
Table 10A Sources of Finance FY 2015-16 (Including other Program)
Budget items Allocation (Rs. in Crores)
Proposed (Rs. in Crores)
Centre State Others Total
NRLP 148.57 49.52 0 198.09
NRLM 24.97 42.11 14.04 0 56.15
Infrastructure and Marketing (Intensive)
0.30 0.10 0 0.40
Interest Subvention
(Cat II)
3.61 2.71 0.90 0 3.61
RSETI 3.71 1.24 0 4.95
MKSP 17.47 5.82 0 23.29
DDU-GKY 124.81 41.60 0 166.41
22
Table 11: Result Based Monitoring Framework
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)I. Income
50 % of households mobilized report a 40 % increase in average HH income over the baseline
% increase in income
0% 5% 10% 20% 40% Yearly Mid term& End term evaluation & Studies
30 % of households reporting additional sources of HH income over the baseline
% increase in additional income source
0% 5% 10% 20% 30% Yearly MIS, Mid term& End term evaluation & Studies
60 % of SC/ST households mobilized into SHGs report 50 % increase in average HH income over the baseline
% increase in income
0% 5% 10% 25% 50% Yearly Mid term& End term evaluation & Studies
II. Portfolio of AssetsAt least 20% of households report increased productive and sustainable asset base
% HH 0% 5% 10% 15% 20% Yearly Mid term& End term evaluation & Studies
III. Reduction in Distress MigrationDecline in 50 % of mobilised HHs undertaking distress migration
% decline
0% 5% 10% 25% 50% Yearly Mid term& End term evaluation & Studies
23
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)IV. Increased Food security
60 % of HHs perceive improve food security due to NRLM interventions over the baseline
% HHs 0% 5% 10% 30% 60% Yearly Mid term& End term evaluation & Studies
V. Reduction in high cost debt80 % of mobilised HHs report a at least 60% decline in high cost debt
% HHs 0% 20% 40% 60% 80% Yearly MIS, Mid term& End term evaluation & Studies
VI. No. of skill youth trained and placed1.2 lakh trained youth provided continuous placement for 1 year and more
No. of youths
0 30000 60000 90000 120000 Yearly MIS, Studies
Outputs/ Intermediate ResultsI. Social Mobilisation, Social Inclusion and Institution Building
At least 80 percent of the identified poor HH mobilized into Self Help Groups (SHGs)
% HHs 10% 20% 40% 60% 80% Yearly MIS
50 % of HHs mobilized into SHGs are from the SC, ST and the minority communities.
% HHs 10% 20% 30% 40% 50% Yearly MIS
24
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)
20 % of the VOs and CLFs are able to meet operational expenses from own surpluses.
% VOs 0% 0% 5% 10% 20% Yearly MIS
70 % of VOs have at least 03 trained community resource persons
% VOs 0% 20% 40% 60% 70% Yearly MIS
II. Financial InclusionHouseholds Mobilized into SHGs cumulatively save Rs. 34 crores. (could be changed to per capita/per SHG)
Rs. Crore
1.87 5.13 14.26 22.55 34.00 Yearly MIS
80 % of the eligible SHGs are able to access RF
% of SHGs
0% 40% 60% 70% 80% Yearly MIS
80 % of the eligible SHGs are able to access CIF (through VOs or directly)
% of SHGs
0% 40% 60% 70% 80% Yearly MIS
80 % of the mobilized SC, ST and the Minority households are able to access CIF.
% of HHs
0% 40% 60% 70% 80% Yearly MIS
25
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)50 % of SHGs credit linked with banks at least once and mobilized 200 Rs. Crore from formal financial institutions.
% of HHs
0% 10% 30% 40% 50% Yearly MIS
20 % of SHG me members covered under life/ accident insurance at least for three continuous years and 80 % claims settled.
% of SHGs
0% 05% 10% 15% 20% Yearly MIS
III. Economic Inclusion/ Livelihood Promotion40 % of HHs reporting shift from wage as their principal source of livelihood to non-wage source of livelihoods (including self employment)
% of HHs
Yearly Mid term& end term studies & other studies
60 % of SC, ST , marginal farmers/ tenants brought under livelihood interventions (CMSA, NTFP, Livestock enhancement
% of HHs
0% 10% 30% 50% 60% Yearly Mid term& end term studies & other studies
26
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)30 % of HHs covered productivity enhancements/value chain interventions in and agriculture including CMSA, NTFP, livestock enhancement
% of HHs
0% 10% 30% 50% 60% Yearly Mid term& end term studies & other studies
30 % of mobilized HHs report taking up new livelihoods (after joining NRLM fold)
% of HHs
0% 10% 15% 20% 30% Yearly Mid term& end term studies & other studies
40 % of SHG women members reporting higher level of employment than the state average through NREGS
% of SHGs
0% 10% 20% 30% 40% Yearly Mid term& end term studies & other studies
IV. Innovation and Partnerships05 local innovations(identified through the Development Market Place) identified, financed and publicized
No. of innovations SHGs
0 01 03 04 05 Yearly Mid term& end term studies & other studies
3 pilot innovations replicated, adopted
No. of pilots
00 00 01 02 03 Yearly Reports
27
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)
2 major business linkages established through public private partnership by CBOs
No. of Business Linkages
00 00 00 01 02 Yearly Reports
4 Producer Groups/ Companies working in partnership with private sector organizations or other institutions
No. of producer groups
03 03 03 03 04 Yearly Reports
V. Social Development and Convergence20% reduction in out of school children
% of HHs
0% 10% 20% 30 % 50% Yearly Mid term& end term studies & other studies
Household perception of the quality of and access to basic services--education, health, integrated child development services (ICDS) – improved by 50%
% increase
0% 10% 20% 30 % 50% Yearly Mid term& end term studies & other studies
10% of the Village Organisations (VOs) formed have an access to water and sanitation
% increase
0% 1% 2% 5 % 10% Yearly Mid term& end term studies & other studies
28
Indicators Units of Measure
Baseline
Cumulative Target Values (FYs) Frequency
Data Source/ MethodologyYear 1
(14-15)
Year 1I (15-16)
Year 1II
( 16-17)
Year 1V
(17-18)30% Increase in percentage of children (by gender) enrolled to schools
% increase
0% 10% 20% 30 % 50% Yearly Mid term& end term studies & other studies
50% of people perceive that local governments are more inclusive and responsive to the needs of the poor in pilot blocks
% increase in people’s perception
0% 10% 20% 30 % 50% Yearly Mid term& end term studies & other studies
VI. Governance and Business ProcessesComplaints/grievance handling mechanism established and complaints disposal rate is at 95% as per GAAP
% disposal rate
50% 60% 80% 90 % 95% Yearly Reports
2 COM revisions based on feedback and learning from the field, independent reviews and Supervision Missions
COM revisions
0 01 02 03 04 Yearly Reports
29
Table 12: Performance IndicatorsInstitution Building
Focus Areas Performance Indicators As of Jan’15 Projected Value 2017-18
Rate of Social Capital deployment from NRO to Resource Blocks
Rate of external CRP deployment = Actual no. of CRP person days deployed / No. of CRP person days required per year
SERP=100 %
BRLPS=83 %
SERP=100 %
BRLPS=100 %
Rate of internal social capital formation in resource blocks
Rate of internal CRP formation = Actual no of Internal CRPs generated in RB / Required number for transition to intensive blocks
Average 60 CRPs per block
Average 500 CRPs
Rate of Micro Plan Cadre formation= Actual no of community professionals that undertake Micro Planning/Required number for the intensive blocks
100 % 100%
Quality of internal social capital in resource blocks
% of SHG members fulfill basic eligibility criteria in terms of attendance, loans taken, repayment to become internal CRPs
40% 60%
Pace of saturation in resource blocks % of resource blocks covered 90% of target households under the fold of SHGs and village level federations in two/three years of their first village entry.
70% of RBs covered 90% target HH
90% RB will covered 90% target HH
30
Focus Areas Performance Indicators As of Jan’15 Projected Value 2017-18
Extent of inclusion in resource blocks % of SC/STs/Minorities mobilized = No of SC/ST/ Minority households mobilized in villages saturated/ Total number of SC/ST/Minority households
80 %
Rate of deployment of internal CRPs in intensive blocks
Actual no. of internal CRP person days deployed / No. of internal CRP person days required per year
100% in 08 Blocks To promote 500 community cadres per RB for expansion to intensive blocks
Performance of the SHGs
• Velocity of rotation
• Repayment
• % of SHGs having rotation velocity of more than 2 or are above the agreed benchmark.
• % of SHGs having on time repayment rate of 95% and above
100%
100%
Capitalization
Focus Areas Performance Indicators As of Jan’15 Projected Value 2017-18
Pace of Capitalization % 3 month old SHGs received RF% 6 month old SHGs undertook micro plans% 6 month old SHGs received CIF % 9 months old SHGs received bank linkage
70%57%50%10%
100 %80%80%60%
Trained Staff and No. of SRLM Staff trained in Micro Planning per intensive 10 100%
31
Focus Areas Performance Indicators As of Jan’15 Projected Value 2017-18
Community Cadre for Micro Planning
block No of trained Community Cadre deployed per intensive block
16 16 Per Block
Quality of Micro Plans % of Micro plans graded as A ( grading parameters to be agreed )
80% 95%
Business process efficiency of appraisal and disbursal of CIF
% of micro-plans appraised and CIF released within 15 days of its submission
90 % 100%
Bank Sakhi placement % branches ( in NRLP blocks) having > 50 SHGs that have Bank Sakhis placed
60% 100%
Pace and extent of interventions at the block level
% of HHs part of Productivity enhancing/cost reducing agriculture intervention% of HHs part of Productivity enhancing/cost reducing Livestock intervention
25%
25%
75 %
75 %
Capacity of SRLMs to Initiate and scale up sub sectoral interventions ( agriculture, livestock,
No of dedicated & trained livelihood staff per intensive/resource block No of trained community cadre and CRPs around sectoral
5
8
10
10
32
Focus Areas Performance Indicators As of Jan’15 Projected Value 2017-18
non farm, NTFP ) interventions per intensive/resource block
M & E % of blocks having transaction based MIS% of States submitting half yearly performance reports
100% 100%
100% 100%
HR % of staff receiving timely reimbursement of Salary and Allowances (TA, DA, Communication etc. )% of staff undergone annual performance appraisal
100%
Nil
100%
100%
Finance % of NRLP districts reporting on time expenditure ( as per IUFR)
100% 100%
Procurement % of conversion of initiated procurement activity into contracts% of contracts awarded within the initial bid validity period
75%
100%
90 %
100%
33
Table 13: Budget Template for FY 2015-16 (NRLP)S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
1 A Component A-Institution and Capacity Building
2 A.1 Technical Assistance 3 A.1.1 TA to SRLMs by
National Resource Organization (other SRLMs)
4 A.1.2 Strengthening Capacity Of National Resource Organization
5 A.1.3 TA to SRLMs by National Resource Institution (NIRD, BIRD, LBSNAA, etc.)
6 A.1.4 Demand Driven TA 7 A.1.4.1 TA for Social
Inclusion
8 A.1.4.2 TA for Financial Inclusion
9 A.1.4.3 TA for Livelihood 3 3 3 3 12 37.5 37.5 37.5 37.5 15010 A.1.4.4 TA for Governance
and Accountability
11 A.2 Human Resource 34
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
Development12 A.2.1 Partnership with
Institutions of Excellence / Learning Centres
13 A.2.2 Regional and State Resource Centres
14 B Component B-State Livelihood Support
15 B.1 State Rural Livelihoods Mission
16 B.1.1 State & District Mission Management Unit
17 B.1.1.1 Staff (includes travel and related costs)
528 710 710 710 2658 342.57
330.83 330.83 330.83 1335.05
18 B.1.1.2 Office set-up (Lease, Refurbishment, furniture, etc.)
19 12 4 3 38 24.96 37.9 11.5 11.35 83.61
19 B.1.1.3 Office Equipment (Desktop Computers, Tablets, CUG, Mobiles etc.)
8 52 14 3 77 6.63 17.43 24.85 7.25 45.33
35
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
20 B.1.1.4 Other Operating costs 282 430 425 428 1565 82.92 113.82 111.32 111.72 410.78
21 B.1.1.5 Administration cost of non-intensive Districts (for NRLM)
23 23 23 23 92 11.5 11.5 11.5 11.5 46
22 B.1.2 Capacity Building Support
23 B.1.2.1 Staff Trainings, Consultations, Workshops, etc.
50 97 36 30 213 24.7 52.7 17.7 19.2 114.3
24 B.1.2.2 District Centre's Community Learning Academies, CPLTCs, etc.
25 B.1.2.3 Consultants, Resource Persons, etc. (SMMU/DMMU Staff Trainings )
3 3 3 3 12 0.23 0.23 0.23 0.23 0.9
26 B.2 Institutional Building and Capacity Building
27 B.2.1 Block Management Unit Costs (all costs relating to Staffing
36
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
BMMU)
28 B.2.1.1 Start-up including furniture, equipment, etc.
113 305 950 23 1391 40.72 136.33 177.55 5.44 360.05
29 B.2.1.2 Staff Costs including travel and related costs
1588 2225 2647 2656 9116 203.9 286.63 347.69 349.25 1187.48
30 B.2.1.3 Other Operating Cost 541 757 1161 1202 3661 54.88 74.81 99.97 104.44 334.08
31 B.2.1.4 Staff / Resource person Training
1422 867 822 1019 4130 65.45 69.83 89.1 84.55 308.93
32 B.2.1.5 IB cost Non intensive blocks (Block staff & others)
33 B.2.2 Social Mobilization and Community Institutions
34 B.2.2.1 Social Mobilization Costs including CRP Rounds, PRP and SAP Cost
2741 3608 13311 13501 33161 572.14
613.6 689.98 676.26 2551.98
35 B.2.2.2 CRP Development Costs (including active
4444 4974 6008 6636 22062 25.76 36.99 45.82 66.84 175.41
37
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
women)
36 B.2.2.3 SHG/VO/CLF Start-up Costs including IT Equipment's, Tablets, etc.
8177 5634 6649 6466 26926 492.83
323.77 380.46 358.51 1555.56
37 B.2.2.4 SHG/VO/CLF Facilitation Costs including Community professionals
18585 15263 30391 59466 123705
135.54
182.01 129.94 159.92 607.42
38 B.2.2.5 SHG/VO/CLF and their cadre Training and Capacity Building
89137 78730 117331 123544 408742
402.49
435.99 548.81 529.4 1916.69
39 B.2.2.6 Non intensive Social Mobilisation cost(for NRLM format only)
100 150 0 0 250 2 3 0 0 5
40 B.2.2.7 Training & capacity building -non intensive blocks(CBO's)
2225 2000 250 250 4725 20.25 9 1.13 1.13 31.5
41 B.2.3 Financial inclusion Initiatives (relating to Bank linkage)
42 B.2.3.1 Electronic, Mobile Booking
1348 618 1171 478 3615 91.44 32.71 41.41 8.72 174.28
38
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
43 B.2.3.2 Bank Sakhi,BimaMitra,etc.
153 322 237 292 1004 3.67 6.36 5.74 7.57 23.34
44 B.2.3.3 Financial Literacy and Credit Counselling
3804 4373 5299 5514 18990 42.69 56.23 59.1 49.67 164.99
45 B.3 Community Investment Support
46 B.3.1 Community Investment Support to SHGs/Vos/CLFs
47 B.3.1.1 Revolving Funds Grants to SHGs
1101 1404 1710 3259 7474 165.15
210.6 256.5 488.85 1121.1
48 B.3.1.2 CIF or CLFs/SHG 1119 1258 1325 1575 5277 560.1 643 675.5 793.5 2672.1
49 B.3.1.3 Food and Health Security and other Vulnerability Reduction Fund(VRF toVos)
67 65 61 34 227 111 119 120.5 66.5 417
50 B.3.1.4 CIS, RF for non intensive
51 B.3.2 Livelihood Initiatives
52 B.3.2.1 Facilitation of 595 969 1057 1564 4185 38.85 51.29 43.57 18.64 152.37
39
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
Producer Groups and Collectives
53 B.3.2.2 Small Scale Productive and Value Addition Infrastructure(Drip Initiative)
1 21 1 1 24 2.5 7.5 2.5 2.5 15
54 B.3.2.3 Technical Assistance to Producer Group
112 95 165 7900 8272 3.22 0.33 1.44 2.37 7.36
55 B.4 Special Programs(Implementation Partner at Block Level)
56 B.4.1 Partnership Cost
57 B.4.1.1 Partnership Cost 261 261 261 261 1044 83.34 83.34 83.34 83.34 333.38
58 B.4.1.2 Block Management Unit
59 B.4.1.3 Social Mobilisation and Community Institutions
23751 15594 16710 18727 74782 384.32
225.12 229.61 267.23 1106.28
60 B.4.1.4 Financial inclusion 97 90 87 90 364 9.4 7.95 7.5 7.95 32.8
61 B.4.1.5 Community 1448 931 1095 929 4403 803.5 549.5 660 584.5 2597.5
40
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
Investment Support
62 B.4.1.6 Revoloving Funds Grants to SHG's
1383 1097 736 874 4090 207.45
164.55 110.4 131.1 613.5
63 B.4.1.7 Livelihood Cost 217 104 66 71 458 181.4 66.2 39.3 36.4 323.3
64 B.4.2 Other Special Initiatives
65 B.4.2.1 Other Special Initiatives
66 C Component C-Innovation and Partnership Support
67 C.1 Innovation Forums and Action Pilots
68 C.1.1 Technical Support Agency and Social Innovation Forums
106 7 7 7 127 15.91 18.91 18.91 18.91 72.65
69 C.1.2 Action Pilots (activities not under B.2)
4 4 4 4 16 52.5 52.5 52.5 52.5 210
70 C.2 Social Entrepreneurship Development
41
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
71 C.2.1 Knowledge Platform on Social Entrepreneurship in Livelihoods
72 C.2.2 Investment Support for Social Entrepreneurs
73 C.3 Public Private Community Partnerships
74 C.3.1 Service Provisioning
75 C.3.2 Viability Gap Funding
76 D Component D-Project implementation support
77 D.2 Monitoring & Evaluation and Studies
78 D.2.1 Baseline Surveys
79 D.2.2 Process Monitoring 0 1 1 1 3 0 25 25 25 75
80 D.2.3 Community Monitoring and
1 1 1 1 4 1.25 1.25 1.25 1.25 5
42
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
Studies
81 D.3 e. NRLM State and community level
82 D.3.1 Implementing Partners - Consultancy fee etc.
10003 20003 10003 10003 50012 29.25 46.25 29.25 29.25 134
83 D.3.2 Computer Hardware and related infrastructure
226 228 226 326 1006 60.25 62.45 60.25 82.25 265.2
84 D.4 Governance &Anti Corruption
85 D.4.1 Grievance Handling, RTI, Disclosure, etc.
4 4 2 2 12 2 2 1 1 6
86 D.4.2 Community Led GAC Initiatives
6 6 6 6 24 1.5 1.5 1.5 1.5 6
87 D.5 Knowledge management & communication
88 D.5.1 Agency Consultancy Fee
5 6 6 5 22 14 15 15 14 58
89 D.5.2 IEC - Printing, 1042 1053 1052 1038 4185 31.75 41.9 39.9 29.35 142.9
43
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
newspaper advert and Others
90 SPECIAL COMPONENTS UNDER NRLM
91 E Infrastructure & Marketing Including SARAS Fair
92 E.1 Intensive
93 E.2 Non intensive
94 F Interest Subvention (Intensive + Non Intensive)
95 F.1 Category I District + 3% Additional Interest
96 F.2 Category II Districts
97 G RSETI
98 G.1 RSETI
99 H MKSP
100 H.1 Progress on Projects
44
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
not through AAP
101 H.2 Progress on Projects through AAP
102 H.3 Progress on Projects as Fund routing agency
103 I Ajeevika Skills Development Program
104 I.1 Skills Gap Assessment
105 I.2 IEC
106 I.3 Migration Support Centre
107 I.4 Alumin Support
108 I.5 Capacity Building Support
109 I.6 M&E
110 I.7 Administration
111 I.8 Job Mela
112 I.9 TSA Cost
45
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)Total(R
s Lakhs)
113 I.10 Block Level Staff Support
114 Total 1042 164358 222027 268928 832156 5443.4
5264.31
5636.84
5669.17
21949.1
46
Table 14: Budget Template for FY 2015-16 (NRLM)S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)1 A Component A-
Institution and Capacity Building
2 A.1 Technical Assistance
3 A.1.1 TA to SRLMs by National Resource Organization (other SRLMs)
4 A.1.2 Strengthening Capacity Of National Resource Organization
5 A.1.3 TA to SRLMs by National Resource Institution (NIRD, BIRD, LBSNAA, etc.)
6 A.1.4 Demand Driven TA
7 A.1.4.1 TA for Social Inclusion
8 A.1.4.2 TA for Financial Inclusion
9 A.1.4.3 TA for Livelihood
10 A.1.4.4 TA for Governance
47
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)and Accountability
11 A.2 Human Resource Development
12 A.2.1 Partnership with Institutions of Excellence / Learning Centres
13 A.2.2 Regional and State Resource Centres
14 B Component B-State Livelihood Support
15 B.1 State Rural Livelihoods Mission
16 B.1.1 State & District Mission Management Unit
17 B.1.1.1 Staff (includes travel and related costs)
18 B.1.1.2 Office set-up (Lease, Refurbishment, furniture, etc.)
19 B.1.1.3 Office Equipment
48
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)(Desktop Computers, Tablets, CUG, Mobiles etc.)
20 B.1.1.4 Other Operating costs
21 B.1.1.5 Administration cost of non-intensive Districts (for NRLM)
22 B.1.2 Capacity Building Support
23 B.1.2.1 Staff Trainings, Consultations, Workshops, etc.
1 1 1 1 4 0.5 0.5 0.5 0.5 2
24 B.1.2.2 District Centre's Community Learning Academies, CPLTCs, etc.
25 B.1.2.3 Consultants, Resource Persons, etc. (SMMU/DMMU Staff Trainings )
2 2 2 2 8 13.3 13.3 13.3 13.3 53.2
26 B.2 Institutional Building and Capacity Building
27 B.2.1 Block Management
49
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)Unit Costs (all costs relating to Staffing BMMU)
28 B.2.1.1 Start-up including furniture, equipment, etc.
0 26 0 0 26 0 19.5 0 0 19.5
29 B.2.1.2 Staff Costs including travel and elated costs
1 1 1 1 4 73.54 73.54 73.54 73.54 294.17
30 B.2.1.3 Other Operating Cost
31 B.2.1.4 Staff / Resource person Training
20 20 20 9 69 5.5 5.5 5.5 3 19.5
32 B.2.1.5 IB cost Non intensive blocks (Block staff & others)
50505 84558 84171 84171 303405
9.98 30.78 19.32 19.32 79.4
33 B.2.2 Social Mobilization and Community Institutions
34 B.2.2.1 Social Mobilization Costs including CRP Rounds, PRP and SAP Cost
35 B.2.2.2 CRP Development Costs (including active
50
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)women)
36 B.2.2.3 SHG/VO/CLF Start-up Costs including IT Equipment's, Tablets, etc.
37 B.2.2.4 SHG/VO/CLF Facilitation Costs including Community professionals
1 1 1 1 4 80 80 80 80 320
38 B.2.2.5 SHG/VO/CLF and their cadre Training and Capacity Building
70 70 0 0 140 9.8 9.8 0 0 19.6
39 B.2.2.6 Non intensive Social Mobilisation cost(for NRLM format only)
8557 507 507 7 9578 169.3 94.8 94.8 79.8 438.7
40 B.2.2.7 Training & capacity building -non intensive blocks(CBO's)
4527 25402 10802 2652 43383 51.63 102.53 53.77 24.19 232.11
41 B.2.3 Financial inclusion Initiatives (relating to Bank linkage)
42 B.2.3.1 Electronic, Mobile Booking
51
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)43 B.2.3.2 Bank
Sakhi,BimaMitra,etc.
44 B.2.3.3 Financial Literacy and Credit Counselling
65 65 4035 0 4165 11.9 11.9 91.9 13.3 107.3
45 B.3 Community Investment Support
46 B.3.1 Community Investment Support to SHGs/Vos/CLFs
47 B.3.1.1 Revolving Funds Grants to SHGs
48 B.3.1.2 CIF or CLFs/SHG 100 150 200 100 550 100 150 200 100 550
49 B.3.1.3 Food and Health Security and other Vulnerability Reduction Fund(VRF toVos)
50 B.3.1.4 CIS, RF for non intensive
1500 1800 2300 2400 8000 225 270 345 360 1200
51 B.3.2 Livelihood Initiatives
52 B.3.2.1 Facilitation of Producer Groups and
52
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)Collectives
53 B.3.2.2 Small Scale Productive and Value Addition Infrastructure(Drip Initiative)
54 B.3.2.3 Technical Assistance to Producer Group
55 B.4 Special Programs(Implementation Partner at Block Level)
56 B.4.1 Partnership Cost
57 B.4.1.1 Partnership Cost
58 B.4.1.2 Block Management Unit
59 B.4.1.3 Social Mobilisation and Community Institutions
60 B.4.1.4 Financial inclusion
61 B.4.1.5 Community Investment Support
62 B.4.1.6 Revoloving Funds
53
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)Grants to SHG's
63 B.4.1.7 Livelihood Cost
64 B.4.2 Other Special Initiatives
65 B.4.2.1 Other Special Initiatives
66 C Component C-Innovation and Partnership Support
67 C.1 Innovation Forums and Action Pilots
68 C.1.1 Technical Support Agency and Social Innovation Forums
69 C.1.2 Action Pilots (activities not under B.2)
70 C.2 Social Entrepreneurship Development
71 C.2.1 Knowledge Platform on Social Entrepreneurship in
54
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)Livelihoods
72 C.2.2 Investment Support for Social Entrepreneurs
73 C.3 Public Private Community Partnerships
74 C.3.1 Service Provisioning
75 C.3.2 Viability Gap Funding
76 D Component D-Project implementation support
77 D.2 Monitoring & Evaluation and Studies
78 D.2.1 Baseline Surveys
79 D.2.2 Process Monitoring
80 D.2.3 Community Monitoring and Studies
81 D.3 e. NRLM State and community level
55
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)82 D.3.1 Implementing
Partners - Consultancy fee etc.
83 D.3.2 Computer Hardware and related infrastructure
84 D.4 Governance &Anti Corruption
85 D.4.1 Grievance Handling, RTI, Disclosure, etc.
86 D.4.2 Community Led GAC Initiatives
87 D.5 Knowledge management & communication
88 D.5.1 Agency Consultancy Fee
89 D.5.2 IEC - Printing, newspaper advert and Others
1000 1001 1002 2 3005 2 3 4 2 11
90 SPECIAL COMPONENTS UNDER NRLM
56
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)91 E Infrastructure &
Marketing Including SARAS Fair
92 E.1 Intensive 1 1 1 1 4 10 10 10 10 40
93 E.2 Non intensive
94 F Interest Subvention (Intensive + Non Intensive)
1 1 1 1 4 90.25 90.25 90.25 90.25 361.00
95 F.1 Category I District + 3% Additional Interest
96 F.2 Category II Districts
97 G RSETI
98 G.1 RSETI 6250 6200 6200 6100 24750 125 124 124 122 495
99 H MKSP
100 H.1 Progress on Projects not through AAP
101 H.2 Progress on Projects through AAP
1 1 1 1 4 356.50 356.50 356.50 356.50 1426.00
102 H.3 Progress on Projects as Fund routing agency
0 8 0 0 8 0 903.11 0 0 903.11
57
S.No
ActivityCode
Activity UnitsQ1
UnitsQ2
UnitsQ3
UnitsQ4
totCost
Q-1(Rs
Lakhs)
Q-2(Rs
Lakhs)
Q-3(Rs
Lakhs)
Q-4(Rs
Lakhs)
Total(Rs
Lakhs)103 I Ajeevika Skills
Development Program
104 I.1 Skills Gap Assessment 1 1 1 1 4 41.89 41.89 41.89 41.89 167.58
105 I.2 IEC 1 1 1 1 4 62.84 62.84 62.84 62.84 251.37
106 I.3 Migration Support Centre
1 1 1 1 4 2.5 2.5 2.5 2.5 10
107 I.4 Alumin Support 1 1 1 1 4 62.84 62.84 62.84 62.84 251.37
108 I.5 Capacity Building Support
1 1 1 1 4 125.68 125.68 125.68 125.68 502.73
109 I.6 M&E 1 1 1 1 4 146.63 146.63 146.63 146.63 586.52
110 I.7 Administration 1 1 1 1 4 209.5 209.5 209.5 209.5 838
111 I.8 Job Mela 10 10 10 10 40 10 10 10 10 40
112 I.9 TSA Cost
113 I.10 Block Level Staff Support
114 I.11 PIA Support 1 1 1 1 4 3498.25
3498.25
3498.25
3498.25
13993
115 Total 72617 119830 109260 95464 397171
5494.34
6487.10
5722.53
5507.84
23212.00
58
Table 15a: Annexure - Procurement Summary: Jharkhand SRLM (April -2015 to March -2016) Rs. In Lakhs
Procurement Summary: Jharkhand SRLM (April -2015 to March -2016) Rs. In Lakhs
Sl. No. Category
Approved for 2014-15
Procurement Completed/expected to complete till Jan 15
Plan for FY 15-16
No of Items
Amount Approved
No of Items
Amount of Contract
to be spend
No of Items
planned
Estimated Amount for
the Procurement
(Rs.)
Estimated Amount to
be spent (Rs.)
1 Goods 23 752.71 20 455.71 34 1,303.
45 1,303.
45
2 Services 9 393 4 173.00 8 1,002.
00 167.
00
3 Total 32 1145.71 24 628.71 42
2,305.45 1,470.45
59
Table15b: Procurement Plan-Goods - Plan for (April 2015 - March- 16 )Procurement Plan-Goods - Plan for (April 2015 - March- 16 )
Sl. No
Contract Description
(Goods/Items) Unit
Unit Price
(in Lakh
)
NRLM/NRLP
Thematic/Unit
Estimated Cost (Rs. In Lakhs)
Method of Procurem
ent
Review by NMMU/World Bank (Prior or
Post)
Specifications, Bid
Document and Advert
finalised (Month)
Expected
Contract
Signing (Month)
Remarks
A: Institutional Building an d Capacity Building
1
Printing of IEC Materials for Community & Stakeholders
10000
0.0015 NRLP IBCB 15.
00 Limited Post Oct-15 Nov-15
2
Development of Corporate Film
on different activities of
JSLPS
1 20 NRLP IBCB 20.00 Limited Post Aug-15 Sep-15
3
Procurment of furniture for 6
newly established DMMU & 40
BMMUs (Chair, Table, Steel
Almirah, Computer Table, File
Rack and File Cabinet) @ Rs.
3.00 lakhs
46 3 NRLP IBCB 138.00 Open WB-Prior May-15 Jul-15
4
Procrement of Photocopier for 6 DMMU & 40 BMMU @ Rs. 1.25 lakh each
46 1.25 NRLP IBCB 57.50 Open NMMU-
Prior May-15 Jul-15
5 Procrement of 46 0.75 NRLP IBCB 34. Open Post Jun-15 Jul-15
60
Projector 6 DMMU & 40 BMMU @
Rs.0.75lakh each
50
6
Procrement of Desktop
computer for 6 DMMU & 40
BMMU @ Rs. 0.55 each. (4 for DMMU & 3 for BMMU) 144
desktop
144 0.55 NRLP IBCB 79.20 Open NMMU-
Prior May-15 Jul-15
7
Procrement of 5 KVA online UPS for 6
DMMU & 40 BMMU @
Rs.0.80 lakh
46 0.8 NRLP IBCB 36.80 Open Post May-15 Jul-15
8
Procrement of 3 KAV Generator
sets for 6 DMMU & 40
BMMU @ Rs. 1.10 lakh
46 1.1 NRLP IBCB 50.60 Open NMMU-
Prior May-15 Jul-15
9
Procurement of Digital Camera @ 2 for each
DMMU & 1 for each BMMU (6
DMMU-12 & 40-BMMU-38) Unit Cost Rs. 0.15 lakh each
52 0.15 NRLP IBCB 7.80 Limited Post Aug-15 Sep-15
10
Printing of SHGs Books of
Records & Training
15000
0.0029 NRLP IBCB 43.
50 Open Post Jul-15 Aug-15
61
Materials ( 15000 sets @
Rs. 290.00)
11
Printing of VOs Books of
Records (900 sets @ 550)
900 0.055 NRLP IBCB 49.50 Open Post Jul-15 Aug-15
12Printing of
Booklets/guidelines on FI
1000 0.005 NRLP IBCB 5.00 Shopping Post Jun-15 Jul-15
13
Procurement of Digital Camera for 100 CLC-
KMC
100 0.05 NRLP IBCB 5.00 Shopping Post Jun-15 Jul-15
14Training/IEC Materials for
VO/CLF Offices1000 0.02 NRLP IBCB 20.
00 Limited Post May-15 Jun-15
15Printing of CLF
books of Records
100 0.07 NRLP IBCB 7.00 Limited Post May-15 Jun-15
16
Procurement of Television
sets-, Desktop with Printer
Digital Camera, Projector,
Online UPS, & Furnitures-
Table, Chair, Almirah @ Rs. 3.50 lakhs for
each CLF office
37 3.5 NRLP IBCB 129.50 Open WB-Prior May-15 Jul-15
Total (Rs.) 698.90
B: Livelihoods Activities 17 Printing of
Books of Records for
2000 0.015 NRLP Livelihood 30.00
Open Post Jun-15 Jul-15
62
Livelihoods
18Procurement of
CRP Kits for AKM & APS
1000 0.01 NRLP Livelihood 10.00 Limited Post Aug-15 Sep-15
19
Procurement of Pico Projector- 500 nos. and
Vedio Camera-2 and 2
Desktop nos.
500 0.22 NRLP Livelihood 110.00 Open WB-Prior May-15 Aug-15
Total (Rs.) 150.00
C: Systems
20
Procurement of 1500 Tablets
for MIS activity at Village Level
( 500 extra during the year
2015-16)
2000 0.12 NRLP Systems 240.00 Open WB-Prior May-15 Jul-15
21
Video Conferencing
Unit for 9 District
9 6.75 NRLP Systems 60.75 Open NMMU-
Prior May-15 Jul-15
22
Printing of New Year Diary,
Calendars etc. for the year 2016 (3000-Diary, 3500-
Planner, 15000 Wall Calendar,
3000-Table Calendar)
2000 0.015 NRLP Systems 30.00 Open Post Oct-15 Nov-15
23
Renew of Contract with
Security Agency for
1 6.5 NRLP Systems 6.50 NA NA NA NA
Contract to be
renewed with the
63
providing watch and ward services
existing agency.
24AMC/CMC of Photocopier
with the OEM25 0.15 NRLP Systems 3.7
5 Single Source Post Sep-15 Sep-15
AMC/CMC will
be awarded
with OEM or
their authorise dealer
only after
completion of the Warranty Period.
25
AMC/CMC of Office quipment
and maintenance
1 5 NRLP Systems 5.00 Shopping Post May-15 Jun-15
26
Procurement of Tally Software
for Newly established
DMMU
6 0.75 NRLP Systems 4.50
Single Source Post Oct-15 Nov-15
27
Empanellment of Travel
Agency for Monthly & Tour
Vehicle
1 40 NRLP Systems 40.00 Open Post Jul-15 Aug-15
28
Empanellment of Vendor for
Office Stationeries
2 15 NRLP Systems 30.00 Open Post Jul-15 Aug-15
Both for Office and
Trg.at State Level
29 Store 1 10 NRLP Systems 10. Limited Post Jul-15 Aug-15 64
Refrubishment 00
30 Colour Printer-2 2 0.5 NRLP Systems 1.00 Shopping Post Jun-15 Jul-15
31All-in-one
Desktop-5 for SMMU
5 0.75 NRLP Systems 3.75 Shopping Post Jun-15 Jul-15
32 Laptop-5 for SMMU 5 0.65 NRLP Systems 3.2
5 Shopping Post Jun-15 Jul-15
33
Mobile-15 for Program
Executive and Others
15 0.07 NRLP Systems 1.05 Shopping Post Jun-15 Jul-15
34Video
Conferencing Unit for SMMU
1 15 NRLP Systems 15.00 Limited Post May-15 Jun-15
Total (Rs.) 454.55
D:Grand Total
(Rs.) (A+B+C) 1,303.45
65
Table 15c: Annual Procurement Plan for Services for the Year 2015-16 (April-2015 to March-16)Annual Procurement Plan for Services for the Year 2015-16 (April-2015 to March-16)
Sl. No
Contract Description
(Consultancy Services)
Estimate
d Duration of
Contract (Months
)
Thematic Area
Estimated Cost (Rs Lakh)
Estimated Amount to be spent during 2015-16
NRLP/
NRLM
Method of Procurem
ent
Review by NMMU/World Bank (Prior or
Post)
TOR/EoI
letter and
Advert finalise
d (Date) (For
Single Source
- Proposal with Budget finalise
d)
Negotiations & Contra
ct Signing (Expect
ed Month)
Remarks
A: Institutional Building an d Capacity Building
1
Hiring of Agency for Capacity Building of Human Resources of SMMU/DMMU/BMM
U f
36 IBCB 90.00
30.00
NRLP QCBS NMMU-
PRIOR May-15 August, 15
2Hiring Master Trainer for
Capacity Building. 36 IBCB
27.00 12.00
NRLM LCS/IC Post May-15 Jul-15
Total (Rs.) 117.00
42.00
B: Human Resource Development (HRD)
3 Hiring of Legal Consultant HRD
5.00 5.00
NRLP IC Post
4 Hiring of Agency for recruitment of 24 HRD NRL
P QCBS Post March, 15 May-15
66
Human Resource for JSLPS and rolling
out of PMS90.00 35.00
Total (Rs.) 95.00
40.00
C: Livelihoods Activities
5 Hiring of Agency for SRI 36 Liveliho
od 450.00
45.00
NRLP QCBS WB-PRIOR Nov-15 Feb-16
6
Hiring of Agency for Small Ruminent (Goatary, Duckry, Poultry, Piggry)
36 Livelihood
165.00
20.00
NRLP QCBS NMMU-
PRIOR Nov-15 Feb-16
Total (Rs.) 615.00
65.00
D: Systems
7Hiring of Statutory Auditors for JSLPS (For Three years)
36 Systems 25.00
5.00
NRLP QCBS Post Nov-15 Feb-16
Auditor required to
audit for 2015-16
8Hiring of Agency for Process Monitoring
(3 years)36 Systems
150.00 15.00
NRLP QCBS WB-PRIOR Apr-15 Jul-15
Total (Rs.) 175.00
20.00
E: Grand Total (A+B+C+D)
1,002.00
167.00
67
Table16: Internal CRP Driver Calendar FY: 2015-16Jharkhand State Livelihood Promotion Society
Internal CRP Drive Calendar (FY-2015-2016)
Name of Resource Block
No of i-PRP
required
No of i-CRP
required
No of BKs
required
No of
Block
Sl NO
Name of District New Intensive
Block
Q-1 Q-2
Q-3
Q-4
Total CRP
Round
Total Clust
er
Total Team
Required
Namkum 4 12 8 1 1 Ranchi Ormanjhi Preparation
1 1 2 4 4
4 12 8 2 2 Ranchi Nagri Preparation
1 1 2 4 4
4 12 8 3 3 Ranchi Bundu 1 1 1 1 4 4 44 12 8 4 4 Palamu Medninagar 1 1 1 1 4 4 44 12 8 5 5 Khunti Khunti Preparati
on1 1 2 4 4
Total 20 60 40 2 2 5 5 14 20 20Angara 4 12 8 1 6 Ranchi Bedo 1 1 1 1 4 4 4
4 12 8 2 7 Ranchi Kanke Preparation
1 1 2 4 4
4 12 8 3 8 Ranchi Ratu Preparation
1 1 2 4 4
4 12 8 4 9 SaraikelaKharsawa
Sarikela Preparation
1 1 2 4 4
4 12 8 5 10 SaraikelaKharsawa
Ichagarh Preparation
1 1 2 4 4
Total 20 60 40 1 1 5 5 12 20 20Goilkera 4 12 8 1 11 West
SinghbhumHatgamaria 1 1 1 1 4 4 4
4 12 8 2 12 West Manjhari Preparati 1 1 2 4 4
68
Jharkhand State Livelihood Promotion SocietyInternal CRP Drive Calendar (FY-2015-2016)
Name of Resource Block
No of i-PRP
required
No of i-CRP
required
No of BKs
required
No of
Block
Sl NO
Name of District New Intensive
Block
Q-1 Q-2
Q-3
Q-4
Total CRP
Round
Total Clust
er
Total Team
Required
Singhbhum on4 12 8 3 13 West
SinghbhumKumardungi Preparati
on1 1 2 4 4
4 12 8 4 14 Simdega Bano 1 1 1 1 4 4 44 12 8 5 15 Simdega Jaldega Preparati
on1 1 2 4 4
Total 20 60 40 2 2 5 5 14 20 20Khutpani 4 12 8 1 16 Simdega Kurdeg Preparati
on1 1 2 4 4
4 12 8 2 17 West Singhbhum
Noamundi Preparation
1 1 2 4 4
4 12 8 3 18 West Singhbhum
Jhinkpani Preparation
1 1 2 4 4
4 12 8 4 19 East Singhbhum Ghatshila Preparation
1 1 2 4 4
4 12 8 5 20 East Singhbhum Patamda Preparation
1 1 2 4 4
Total 20 60 40 0 0 5 5 10 20 20Manoharpur 4 12 8 1 21 West
SinghbhumJagannathpu
r1 1 1 1 4 4 4
4 12 8 2 22 West Singhbhum
Tantnagar 1 1 1 1 4 4 4
4 12 8 3 23 East Singhbhum Dhalbhumgarh
Preparation
1 1 2 4 4
69
Jharkhand State Livelihood Promotion SocietyInternal CRP Drive Calendar (FY-2015-2016)
Name of Resource Block
No of i-PRP
required
No of i-CRP
required
No of BKs
required
No of
Block
Sl NO
Name of District New Intensive
Block
Q-1 Q-2
Q-3
Q-4
Total CRP
Round
Total Clust
er
Total Team
Required
4 12 8 4 24 East Singhbhum Potka Preparation
1 1 2 4 4
4 12 8 5 25 SaraikelaKharsawa
Kharsawa Preparation
1 1 2 4 4
Total 20 60 40 2 2 5 5 14 20 20Maheshpur 4 12 8 1 26 Pakur Amrapara 1 1 1 1 4 4 4
4 12 8 2 27 Pakur Pakur 1 1 1 1 4 4 44 12 8 3 28 Godda Thakurgangti Preparati
on1 1 2 4 4
4 12 8 5 29 Dumka Masalia Preparation
1 1 2 4 4
Total 16 48 32 2 2 4 4 12 16 16Pakuriya 4 12 8 1 30 Pakur Hiranpur 1 1 1 1 4 4 4
4 12 8 2 31 Jamtara Kundahit Preparation
1 1 2 4 4
4 12 8 3 32 latehar Mahuatand Preparation
1 1 2 4 4
4 12 8 4 33 latehar Manika Preparation
1 1 2 4 4
4 12 8 5 34 Chatra Simariya Preparation
1 1 2 4 4
Total 20 60 40 1 1 5 5 12 20 20Litipara 4 12 8 1 35 Chatra Itkhori Preparati 1 1 2 4 4
70
Jharkhand State Livelihood Promotion SocietyInternal CRP Drive Calendar (FY-2015-2016)
Name of Resource Block
No of i-PRP
required
No of i-CRP
required
No of BKs
required
No of
Block
Sl NO
Name of District New Intensive
Block
Q-1 Q-2
Q-3
Q-4
Total CRP
Round
Total Clust
er
Total Team
Required
on4 12 8 2 36 Giridih Jamua Preparati
on1 1 2 4 4
4 12 8 3 37 Giridih Birni Preparation
1 1 2 4 4
4 12 8 4 38 Jamtara Phatehpur Preparation
1 1 2 4 4
Total 16 48 32 1 1 4 4 8 16 16Kolibira 4 12 8 1 39 Hazaribagh Katkamsandi Preparati
on1 1 2 4 4
4 12 8 2 40 Gumla Bharno Preparation
1 1 2 4 4
4 12 8 3 41 Latehar Barwadih Preparation
1 1 2 4 4
Total 12 36 24 1 1 3 3 6 12 12Satbarwa 4 12 8 1 42 Palamau Lesliganj Preparati
on1 1 2 4 4
4 12 8 2 43 Palamau Patan Preparation
1 1 2 4 4
4 12 8 3 44 Palamau Chainpur Preparation
1 1 2 4 4
4 12 8 4 45 Hazaribagh Katkamdag Preparation
1 1 2 4 4
Total 16 48 32 1 1 4 4 8 16 1671
Jharkhand State Livelihood Promotion SocietyInternal CRP Drive Calendar (FY-2015-2016)
Name of Resource Block
No of i-PRP
required
No of i-CRP
required
No of BKs
required
No of
Block
Sl NO
Name of District New Intensive
Block
Q-1 Q-2
Q-3
Q-4
Total CRP
Round
Total Clust
er
Total Team
Required
Chatarpur 4 12 8 1 46 Garhwa Sagma Preparation
1 1 2 4 4
4 12 8 2 47 Garhwa Bhandaria Preparation
1 1 2 4 4
4 12 8 3 48 Hazaribagh Chauparan Preparation
1 1 2 4 4
4 12 8 4 49 Chatra Hantarganj Preparation
1 1 2 4 4
Total 16 48 32 1 1 4 4 8 16 16State Total 196 588 392 14 1
449
49
118 196 196
Note: Yellow Colour denotes intensive blocks taken up in FY-14-15 &i-CRPs are already deployed in Intesive blocks.
72
PART XIV Annexurea. Annexure –I Details of Admin Cost (NRLM)
Statement showing Summary of proposed expenditure under B1.1 component during the year 2015-16 (Rs. in lakhs) for NRLM
Total SMMU DMMU Total B1.1.1 Total 0 153.26 153.26 B1.1.2 Total 0.00 9.46 9.46 B1.1.3 Total 0 2.6 2.6 B1.1.4 Total 0.00 64.92 64.92 B1.1.5 Total 0 46 46 Grand Total 0 276.24 276.24
Summary of Staff expenditure (including travel and related costs) under NRLM (Rs. in lakhs) B1.1.1
S. No.
Description Proposed for the year 2015-16
SMMU DMMUs 1 COO/SMD/CEO 0 0
2 State Project Managers 0 0
3 Project Manager 0 92.27
4 Project Executives 0 0
5 Young Professionals 0 0
6 Consultants 0 0
73
Summary of Staff expenditure (including travel and related costs) under NRLM (Rs. in lakhs) B1.1.1
S. No.
Description Proposed for the year 2015-16
SMMU DMMUs 7 Support Staff 0 11.65
8 AO/ Data Administrator/ Accountant/ MIS Officer
0 18.69
9 Manager HR / CB 0 0
10 Recuritment Cost 0 0
11 TA & DA (@25% of Staff Cost) 0 30.65
Total 0 153.26
Summary of Office Set up [Lease, refurbishment, furniture etc.] expenditure under NRLM (Rs. in lakhs) B1.1.2
S. No.
Description Proposed for 2015-16
SMMU DMMUs Office refurbishment 1 Civil & Furnishing Works 0.00 0.50
2 PHE Works 0.00
3 Electrical etc. Works 0.00 0.15
4 Fire Alarm Works 0.00
5 Air Conditioning Works 0.00 0.50
6 Audio Visual Works for Conference Hall 0.00 0.50
7 Furniture Works/partitions/cabins, etc. 0.00 6.81
74
Summary of Office Set up [Lease, refurbishment, furniture etc.] expenditure under NRLM (Rs. in lakhs) B1.1.2
S. No.
Description Proposed for 2015-16
SMMU DMMUs8 Security system 0.00 1.00
Total 0.00 9.46
Summary of Office Equipment [Desktop computers, tablets, CUG, mobiles etc.] expenditure under NRLM (Rs. in lakhs) B1.1.3
S. No.
Description Proposed for 2015-16
SMMU DMMUs Office equipments
1 Systems 0 1.8 2 Printers 0 0.5 3 Furniture 0 0.3 4 Softwares 0 0 5 Mobile phones 0 0 6 Video Conference Unit 0 0 7 Lease Line 0 0 8 Others Pls specify 0 0 Total 0 2.6
Summary of Other Operating expenditure under NRLM (Rs. in lakhs) B1.1.4
S. No.
Description Proposed for 2015-16
SMMU DMMUs 1 Office Rent 0 8.81
2 Postage & communication cost 0 17.69
75
Summary of Other Operating expenditure under NRLM (Rs. in lakhs) B1.1.4
S. No.
Description Proposed for 2015-16
SMMU DMMUs 3 Computer Consumables 0 2.38
4 Printing & Stationery 0 5.96
5 Utilities / Maintanence /AMC 0 3.72
6 Vehicle Hire charges 0 22.2
7 Vehicle Operating Cost 0
8 Miscellaneous/Contingency 0 4.16
9 Audit Cost - Statutory and Internal audit
10 FMTSA
11 Local Travelling expenses/Conveyance
12 Office maintenenace 13 Bank Charges 14 Any other items
Total 0.00 64.92
b. Annexure-II Details of Admin Cost (NRLP)Statement showing Summary of proposed expenditure under B1.1 component during
the year 2015-16 (Rs. in lakhs) for NRLPSMMU DMMU Total
B1.1.1 Total 554.95 581.537 1136.487
B1.1.2 Total 10.00 64.65 74.65
B1.1.3 Total 18.625 23.6 42.225
B1.1.4 Total 161.70 184.17 345.865
B1.1.5 Total 0 0 0
Grand Total 745.275 853.952 1599.227
76
Summary of Staff expenditure (including travel and related costs) under NRLP (Rs. in lakhs) B1.1.1
S. No.
Description Proposed for the year 2015-16
SMMU DMMUs 1 COO/SMD/CEO 16.8 0
2 State Project Managers 124.2 0
3 Project Manager 161.4 318.061
4 Project Executives 38.4
5 Young Professionals 0 3
6 Consultants 0
7 Support Staff 29.16 33.426
8 AO/ Data Administrator/ Accountant/ MIS Officer
18 103.54
9 Manager HR / CB 0 7.2
10 Recruitment Cost 70
11 TA & DA (@25% of Staff Cost) 96.99 116.31
Total 554.95 581.537
Summary of Office Set up [Lease, refurbishment, furniture etc.] expenditure under NRLP (Rs. in lakhs) B1.1.2
S. No.
Description Proposed for 2015-16
SMMU DMMUs Office refurbishment 1 Civil & Furnishing Works
2 PHE Works
3 Electrical etc. Works
4 Fire Alarm Works
77
5 Air Conditioning Works 1.55
6 Audio Visual Works for Conference Hall
7 Furniture Works/partitions/cabins, etc. 10.00 63.1
8 Any other items may be specified Total 10.00 64.65
Summary of Office Equipment [Desktop computers, tablets, CUG, mobiles etc.] expenditure under NRLP (Rs. in lakhs) B1.1.3
S. No. Description Proposed for 2015-16
SMMU DMMUs Office equipments
Systems 7 18.9 Printers 0.75 3.2 Furniture Softwares Mobile phones 4.875 Video Conference Unit 6 Lease Line 1.5 Others Pls specify Total 18.625 23.6
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Summary of Other Operating expenditure under NRLP (Rs. in lakhs) B1.1.4
S. No.
Description Proposed for 2015-16
SMMU DMMUs 1 Office Rent 33.00 32.625
2 Postage & communication cost 15.36 21.78
3 Computer Consumables 6.60 9.66
4 Printing & Stationery 4.20 10.2
5 Utilities / Maintanence /AMC 27.60 20.26
6 Vehicle Hire charges 10.94 79.8
7 Vehicle Operating Cost 12.00 0
8 Miscellaneous/Contingency 6.00 9.84
9 Audit Cost - Statutory and Internal audit 21.00
10 FMTSA 25.00
11 Local Travelling expenses/Conveyance 0
12 Office maintenenace 13 Bank Charges 14 Any other items
Total 161.70 184.17
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Annexure - II
HR Structure
The state cabinet has approved HR structure for the SMMU, DMMU and BMMU and further delegated power to Executive committee JSLPS to create any new position that JSLPS will envisage during execution or the expansion of NRLM. So far, 65 SMMU, 192 DMMU and 520 BMMU level positions are approved by the cabinet. The society engaged services of HR agency – SRIJAN to recruit staffs. The schematic representation of organogram at State, District and Block level is depicted as below:
State Unit Structure
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District Unit Structure
Block Unit Structure
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ABBREVIATIONSAAP-Annual Action PlanAKM-AajeevikaKrishiMitraASA-Action for Social Advancement AW-Active WomanBDOs-Block Development officerBDS- Business Development Services BK-Book KeeperBLF-Block Level FederationBMMU-Block Mission Management UnitBRLPS-Bihar Rural Livelihood ProjectCBO-community Based OrganizationCC-Community CoordinatorCEO-Chief Executive Officer CFT-Cluster facilitation Team CLC-Cluster Level FederationCMSA-Community Managed Sustainable Agriculture COO-Chief Operating Officer CRP-Community Resource PersonDCC -District Coordination CommitteeDC-Deputy Commissioner DDC-Deputy Development CommissionerDLBC-District Level Bankers CommitteeDMMU-District Mission Management UnitDRDA-District Rural Development AgencyEC-Executive CommitteeEC-Executive Committee EoI-Expression of InterestFY-Financial YearGB-General BodyHGM-Home Grown ModelJSLPS-Jharkhand State Livelihood Promotion SocietyLEOs-Lady Extension officer
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ABBREVIATIONSM&E-Monitoring and EvaluationMCP-Micro Credit PlanMEC-Master Entrepreneur ConsultantMGNREGA-Mahatma Gandhi National Rural Employment Generation ActMIS-Management Information SystemMKSP - MahilaKisanSashaktikaranPariyojnaMoRD-Ministry of Rural DevelopmentMoU-Memorandum of UnderstandingNMMU-National Mission Management UnitNRLM-National Rural Livelihood MissionNRLP-National Rural Livelihood ProjectNRO-National Resource OrganizationNTFP-Non Timber Forest ProducePRADANPRI- Panchayat Raj InstitutionPRP-Professional Resource PersonPVTG-Particularly Vulnerable GroupRB-Reserve BankRfP-Request for proposalSAP-State Anchor PersonSERP-Society for Eliminating Rural poverty SHG-Self Help GroupSMMU-State Mission Management UnitSRC-State Resource Cell SRG-State Resource GroupSRI-System of Rice IntensificationSRLM-State Rural Livelihood MissionToR-Term of ReferenceToT- Training of TrainersUSP-Unique Selling PropositionVO-Village Organization
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JHARKHAND STATE LIVELIHOOD PROMOTION SOCIETY (JSLPS)
ANNUAL ACTION PLAN
MAHILAKISANSASHAKTIKARANPARIYOJANA (MKSP)
2015-2016
CONTENTS.No Particulars Page
No1 Summary of the Proposal 3-4
2 Chapter 1 Project Background, context and rationale 5 - 9
3 Chapter 2 Detailed intervention strategy and phasing
• Objective of the project
10-11
Key Out Put 11-12
4 Detail of Proposed action
• Detail of Proposed Action
12 -14
5 Specific Activities of the Project 14-19
6 Phasing plan 20
7 Plans for Post –project Sustainability and scaling –up strategies 20-22
8 Project Implementation Strategy 23-25
9 `Monitoring, Evaluation and Learning 25-26
10 Result Framework 26-27
11 Budget 28
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Summary of the ProposalThe Jharkhand state is characterized by low and fragmented undulating land holding. Most rural households are engaged in subsistence farming under adverse and risky environmental conditions. The families are often engaged in low paying non-agricultural activities. The sub marginal farmers which constitute 49.8% of the population are having 0.4 ha land. Though the state is seasonal vegetable surplus, still the rural community is deficient of food and nutrition ranging from 24% to 61% through food grains, vegetables and fruits. Producers in these regions already suffer from a serious technological and productivity gap compared to better endowed areas. The undulated topography, traditional technologies, use of indigenous seeds are other concerns. These and various other factors lead to poor productivity, less price realization from farm produces specially for the poor tribal’s and geographically scattered farmers. Increasing population is posing threat to the limited natural resources and pressure on existing farm lands, which is triggering migration to cities and other states. Round the year food insecurity and malnutrition is apparent in rural areas.
Agriculture based livelihood cannot go beyond a point if development of two fundamental resources like land and water is unaddressed. There is enough experience today to know that on an average net additional income Rs.35000-40000/- per family can be enhanced in 1- 1.5 acre of land is required to stabilize farm based livelihoods over a span of three to five years with institutional support mechanism for sustenance. Here the proposal is to invest Rs 11,104/-per farmer in span of 03 years and additional income of farmer will be increased Rs 40000/- – Rs 60000/- annually by third year of the project.
The project will be implemented with around 60,000 small and marginal women farmers belonging to ST, SC, Other Backward Caste (OBC) and Below Poverty Line families and spread over in 400 villages of 4 districts. It is planned that about 70-80 women farmers representing equal number of families belonging to the small and marginal category from each village would be participating in the project. In all the proposed villages there exists women’s Self Help Groups (SHG), involved in savings and credit activities. And some of the groups are linked to different schemes of the government and banks. Some of these SHGs and livelihood groups are already engaged in agriculture, collection and processing of non-timber forest produce and rearing of small ruminants. All these activities would be strengthened and intensified by providing inputs in regard to organizational development and through different interventions. These SHG would be the pivotal point for planning and implementation of the initiatives planned in the project.
NRLM compliant SHGs would be federated under producer groups in each Cluster, where the SHG members would become equity holder. NRLM architecture would be placed for smooth functioning local institution of women farmers to address the issues of agribusiness, agriculture extension and other developmental issues including collaboration with panchayats, line departments and other such institutions. Community cadre will be developed in the form of Community Resource Persons which will be groomed on institutional and technical aspects with a view that they will be serving as service providers in the local area eventually on revenue earning basis through the institutional channel of SHGs
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and producer organizations. Training, exposure and constant handholding to the VO’s, Gram Panchayats and CRPs will be the key strategy of the project. The VO’s and the CRPs are expected to be leading the project implementation with facilitation support by the project staff. Agriculture based technology introduction, validation and adoption will be the key to bring in positive change in the current productivity level. ‚Farmer field schools, video enabled extension methods, voice based extension method etc. shall be the key instruments to introduce and propagate technologies.
The project will adopt the participatory approaches in all components of the project and particularly in agriculture technology promotion the method of Participatory Technology Development will be adopted wherein the technologies will be validated in the farmers’ field and customized as per local context. The project would also immensely focus of creating livelihood generating asset with focus on land and water resources development at the individual and community level through effective collaboration with the gram panchayats utilizing MGNREGA resources.
The sustainability of the project will be ensured by developing and strengthening local CRP’s around all the project social and entrepreneurial activities who will work on revenue model upon exit of the project.
Chapter 1: Project background, context and rationale
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The livelihood of the project farmers is mostly dependent upon various production systems, but of it agriculture forms the mainstay of their livelihood. The other problem is of low and fragmented undulating land holding. Due to heavy rains, uneven topography exposes the un-bunded uplands to sheet and gully erosion, causing loss of soil and plant nutrients. Most rural households are engaged in subsistence farming under adverse and risky environmental conditions. The families are often engaged in low paying non-agricultural activities. The livelihood basket consists of agriculture (that meets food security only for few months in a year), income from forest (fuel wood and NTFP), livestock, and wage labour (local as well as migration). The weak links in the livelihood basket are low agricultural productivity, small and fragmented land holding, poor soil and water resource condition, degraded forest, lack of access to quality and certified seeds, fertilizers/compost, poorly/ non-managed Common Property Resources, lack of marketing linkages for forest produce and non-availability of local wage labor. Producers in these regions already suffer from a serious technological and productivity gap compared to better endowed areas. Their condition is likely to deteriorate further and their isolation from the new emerging markets is almost a foregone conclusion.
The primary objective of the MKSP is to empower women farmers in agriculture by making systematic investments in Community based organizations to enhance their participation and productivity, as also create and sustain agriculture based livelihoods of rural women. The project has an objective to increase income of small and marginal women farmers through capacity building around agriculture, Livestock and NTFP sector. The project will capacitate the women farmers and provide them with handholding support to them to undertake other livelihood options. The major area of intervention will be capacity building of the target communities mainly women farmers for Lac cultivation, intensification methods in agriculture, integrated farming systems, drudgery reduction of women farmers in farming, upgrading skils of women farmers in sustainable agriculture, accessing government schemes etc. The existing traditional practices in all above mentioned livelihood area will also be improved upon by following participatory planning process.
The project is being implemented in four districts of Jharkhand namely Ranchi, Giridih, Simdega and Latehar. The project will focus on the development of community cadre in the form of community resource person; para vat workers, professional resource persons for the sustainability of the post project era.
1.1 Demographic Profile of the areaThe Jharkhand state is known as the land of the forests because of richness of natural resources. As per State Government data, 27 million people live in rural areas out of total population of 32.97 million. Jharkhand, with an area of 79,714 sq. km, 24 districts and 32,620 revenue villages, accounts for 2.4 per cent of the total geographical area of the country. The large chunk of population is still under the vicious circle of poverty despite many ongoing Government schemes and programmes. For the survival and livelihood, the poor are engaged in activities that revolve around the forests, agriculture and livestock and wage labor. Various combinations of such livelihood activities are also dependent on the locations, climatic conditions and other external and internal factors.
The agriculture, NTFP and livestock sector are the backbone of Jharkhand’s economy and the means of livelihood for most of our rural population. The agriculture is mostly rain-fed and rudimentary which
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covers mostly rice cultivation for their year round food security. For generating economic and inclusive growth for providing food security and uplifting the living standards of the poor’s of the state, sustainable agricultural growth, NTFP and livestock based activities are needed. The rural populaces including the tribal people are engaged in traditional agriculture, collection of NTFP, rearing of livestock and small ruminants.
1.2 Rural Poverty Context in the area Despite all the external and anthropological challenges the state has large potential which are still to be optimally utilized. The progress in agriculture sector including horticulture is improving and many new trends have been emerged. There has been thrust by government to improve the economic conditions of the poor by providing access to technology and awareness along with capacity building. Many programmes including MKSP have been started working in the state to give special emphasis for the rural poor especially the women. There seems to be a tremendous potential in the development in the state regarding agriculture, horticulture, livestock and NTFP.
Poverty and Human DevelopmentState of Jharkhand is good example of ‘poverty amidst plenty’. Despite being rich in natural resources, state ranked 19 out of 23 states with a dismal human development value of 0.376 as per census of India, 2011. Jharkhand’s literacy rate of 67.6 percent is much below the national average of 74.04 percent. Female literacy at 56.21 percent in contrast to the male literacy rate of 78.45 percent is also amongst the lowest in the country. According to the India State Hunger Index (ISHI) 2009, Jharkhand falls into the ‘alarming’ category, that is, a state with high levels of hunger. With an ISHI score of 28.67, it is ranked just above Madhya Pradesh, which, according to the report, has an ‘extremely alarming’ hunger problem. The India State Hunger Index scores are closely aligned with poverty. At 45.3%, the poverty ratio of the state is much above the national average of 37.2%. However, if factors beyond income are considered, i.e. the Multidimensional Poverty Index, this ratio goes up further to about 74.8 percent as per the MPI (Multidimensional Poverty Index) data and updates for 2011, OPHI (Oxford Poverty and Human Development Initiative).
1.3 Context of Social Inclusion and Social Mobilization NRLM initiative to address livelihoods
The Mission’s primary objective is to reduce poverty by promoting diversified and gainful self-employment and wage employment opportunities for sustainable increase in incomes. The mission of NRLM is “to reduce poverty by enabling the poor households to access gainful self-employment and skilled wage employment opportunities, resulting in appreciable increase in their incomes, on a sustainable basis through building strong grassroots institutions of the poor. These institutions enable and empower the poor households to build-up their human, social, financial and other resources, solidarity, voice and bargaining power. They, in turn, enable them to access their rights, entitlements and opportunities.”
Poverty reduction initiatives need to invest in the last-mile service delivery mechanisms that are reliable and affordable. Community managed institutional system that bundles farm productivity improvement using sustainable methods of cultivation, small holder oriented farm extension mechanism, aggregation
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of produce and local value addition would enable the poor to make significantly larger returns through participation in value chain investments.
(Source; NRLM, Project Implementation Plan)
Livelihood analysis:
Agriculture, Horticulture and Non-Timber Forest Products are the major source of income for rural poor. But due to limited information and lack of cooperation and co-ordination among stakeholders, there are many challenges in the backward, horizontal and forward linkages.
The challenges in agriculture, horticulture, NTFP and allied sector are of very atypical nature. Owing to multidimensional enormity like rain-fed agriculture, mono cropping, acidic soil, degraded and sloppy lands, water toxicity, climate change & biodiversity loss and untenable use of natural resource etc. The undulated topography, less farm mechanization and new technologies, absence of seed replacement are the other concerns. Despite a wide range of initiatives in Agricultural and NTFP in Jharkhand in the last decade, the coverage of, access to, and the quality of information provided to marginalized and poor farmers is still uneven. To tackle the challenges and to utilize the opportunities it is imperative to transfer technologies via sound extension services, adoption of better production and post harvest management practices, sustainable use of natural resource management and development of entrepreneurship at various levels.
Context of Financial InclusionRural Jharkhand is characterized by the lack of access to credit rather than inequity. This may be partly explained by the persistence of low demand for credit given the aspect of largely non irrigated agriculture and little diversification with low return. But, low access may well be due to the lack of financial institutions. The formal financial system is dominated by banks in Jharkhand. In most tribal areas, absence of banks and other financial institutions have made the poor dependent on the informal sources of credit like traders and money lenders. These traders and money lenders, no doubt, do provide an important service to the poor but their conditions are so strangling that poor end up becoming poorer and rarely do come out these traps as a significant economic production systems is influenced and controlled by these agents. The widespread practiced subsistence agriculture has limited scope to create surplus and generate savings. In case of exigency, there is no other way than go to the money lender, thus beginning the vicious debt cycle. The banks have poor reach out due to low bank branch density (also because of low population density) and even provide poorer access to rural poor as they find it more rewarding to entertain few customers with big pockets than mass of poor customers with a little surplus and savings and credit worthiness. Majority of poor inhabitant of the district still depend on Mahajan and intermediaries for their credit need. The outreach of insurance services except RSBY is poor in the project area.
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1.4 Livelihood Context
Status of Sub Sectors
Varied agro climatic conditions, the state has been divided into three agro climatic zones in which different type of climatic conditions do exist for different kind of farming system enterprises. Suitability for horticultural crops, since the topography of the state is highly undulated and suits for the promotion of high value agricultural crops. Also Jharkhand state is having flagship in case of tasar silk production, pulse productivity in the state, more area under forest cover as compared to national level, rich in agro biodiversity and indigenous technical knowledge. Undulated topography, high rainfall, higher solar radiation makes the state ideal candidate for the promotion of agri-horti sector. In the same way the state has huge potential for organic agriculture to generate employment opportunities, income generation and export potential. In recent past the area under hybrids of field crops particularly rice is increasing. In crops like maize and pigeon pea through proper policies and their execution, more area could be brought under hybrids to increase and/or sustain production and productivity.
(Source: Vision 2030, BAU)
a. Agriculture and allied activities (horticulture etc.)
Status of agriculture;
Jharkhand is a major agricultural state in India with 38 lakh hectare agricultural land; however only 30 lakh ha land is in use for agriculture farming. The rain fall of state was 1300 mm; from last two to three years the precipitation trend is disturbed due to climatic change. Though agriculture is the main rural occupation, however over 50% of the cultivable land remains fallow. Majority of farmers are involved in subsistence farming, using indigenous technologies which results in low yield and high labour. The irrigation facilities are as low as 10% – 15% only. After the green revolution use of fertilizers were increased many folds, the side effect were seen in the form of negative soil health.
The share of agriculture (agriculture & animal husbandry) in Gross State Domestic Product has declined from 20.17% in 2001 - 02 to 8.66% in 2008 – 09. Interestingly, in fisheries sub sector there has been an increase from 0.26% to 0.44% in the corresponding period.
Status of NTFP:The contribution of NTFP in the income of tribal farmers comes to around one third from the basket of livelihood options. This percentage doesn’t change much from marginal to large farmers. All family members except small and school going children work to collect NTFP. Most of the NTFP are being sold unprocessed in nearby block level market. Farmers don’t collect the produce and sell the NTFP as and when they need cash to run their family. Only 9% farmers have ever planted trees to collect NTFP. Mahua contributes maximum (55%) to total NTFP income for tribal families. In recent years many shift, changes and variation has been observed in many NTFP produces, majors trends in NTFP has been highlighted below;
Shift in cultivation practice of lac: Major shift has been seen in cultivation practices adopted by farmers, earlier majority of farmers where engaged with Rangeeni lac production but from last 5 years they have shifted to Kusmi lac which help them to increase their production and productivity. Earlier Berhost
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plants were used for Rangeeni lac production but know farmers are engaged in Kusmi lac production with the same host plants. As a result from last 5 years there has been tremendous shift in overall lac production as earlier around 70% of Rangeeni lac was produced where as only 30% of Lac was of Kusmi. But now out of total lac production across the state Kusmi lac contributes 60% where as Rangeeni lac reduces to 40%.
b. LivestockJharkhand has a total livestock and poultry population of 18.10 and 11.23 million respectively cattle (8.78m) and goat (6.59) contribute maximum to the livestock population. The Productivity of existing livestock and poultry in Jharkhand is very poor and there is also a wide gap in production and requirement of livestock produce like milk, meat and egg. The milk productivity of cow is 1.59 kg (0.5 – 3 kg) per day against the national average of 3 kg per day. The analysis illustrates the gloomy picture on availability and requirement of three products. There is a gap of 102% in milk, 134% in meat and 292% in eggs which means there is a huge need to work in livestock sector right from the production end – breed improvement, fodder & health of animals and birds.
Livestock rearing can become an economic enterprise if development initiatives strengthen the entire value chain and the activity is self-sustainable. Farmers can be motivated to adopt technically sound and economically viable improved livestock farming practices only if they are assured of goat markets and quality input services. Follow up on supervision, monitoring, a system of performance-linked incentives and accountability is critical for the success of any development initiative in Jharkhand.
Performance of MGNREGA in the state
Mahatma Gandhi National Rural Employment Guarantee Scheme popularly known as MGNREGS is one the flagship program of Government of India. Despite various shortcomings in implementation process and administrative lethargies, MGNREGS has been very successful in changing economic scenario in rural area of the state. The rural wage rates have increased by more than two times and so have been the impact on migratory pattern. Many development investments have been made possible like large-scale land development (levelling, bunding), dug wells, water harvesting structures, watershed based activities, development of critical infrastructure facilities like rural road etc.
Table 1: Performance of MGNREGA in Jharkhand during the Year 2013-14
Indictors Jharkhand
Total HHs applied for job card 8028616
Total job cards issued 7954210
Total job cards (SC) 1041986
Total job cards (ST) 3007336
Total HHs demanded work 2435538
Total HHs allotted work 2435276
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Total HHs worked 2277826
Total HHs reached 100 day work 137724
Total person-days worked by SCs 11223176
Total person-days worked by STs 32357698
Total Labour exp. (Rs. In Lakhs) 117751.86
Total Material exp. (Rs. In Lakhs) 51410.58
Amount sanctioned (Rs. In Lakhs) 592857510
Total no. of works 2334580
Total bank accounts 1506590
Total post office accounts 4998036
(Source: MIS, MGNREGA)In Jharkhand, there has been good success in enrolling job seeker but the progress other parameter has been not so impressive due to poor implementation mechanism, lack of PRI involvement and people’s participation. The number of job cards issued during the financial year 2013-14 has been 79,54,210 out of which less than one third i.e. only 22,77,826 HHs worked under the scheme. The most important parameter of the MGNREGA is the numbers of days the employment HHs receive on demand during the year. The no of HHs who been able to work for 100 days is only 1,37,724. Delay in wage payment. Lack of transparency, access to banking services etc. has been the big reason behind the poor’s detachment from the program.
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Chapter 2: Detailed intervention strategy and phasing
2.1 Objectives of the project
3 Vision of successThis project has been conceptualized to improve the status of ‘Women in Agriculture’, and to enhance the opportunities for her empowerment. The core agenda of the project is to nurture sustainable institutions around agriculture and allied activities, develop sector specific and geography-specific best package of practices and create a wide pool of community resource persons for promotion of sustainable agriculture practices in the area. It also envision empowering women in agriculture by making systematic investments to enhance their capacities, participation and productivity, as also create and sustain agriculture based livelihoods leading to better socio-economic status and living conditions. Development of community managed sustainable agriculture extension system based on local cadre of community resource persons (CRPs) and para-professionals.
The specific objectives of the proposed project are as follows;
i) To promote agriculture productivity enhancement programme through SRI, SWI, natural farming, half acre model etc
ii) To promote the maximum use of land by covering the agriculture land with crops and vegetables throughout the year for retaining essential nutrient in the soil.
iii) To promote non-pesticide based natural farming in the agriculture landiv) Up-gradation of knowledge and skills of women farmers in sustainable agriculture and resource
management practices. v) Development of livelihood prototypes appropriate to local production system and socio-
economic conditions. vi) To create a pool of local resources for the management and expansion of the agriculture based
livelihoods programmesvii) To promote scientific lac cultivation and tamarind processing for increased incomeviii) To promote goatery and poultry as a supplementary income generation activityix) Improved working conditions for women farmers with the use of women friendly tools and
technologies involving low level of drudgery.
3.1 Project Strategy
Identification of locally available community knowledge and resources for revitalization and mass level propagation. Capacity building of women farmers and CRPs on sustainable farm practices and resource management through field based training, demonstration and exposure visits. Enhancing the capacity of the women farmers to adopt eco-friendly technologies, measures for bio-diversity conservation and resilient agriculture to negate climate change.
Detail livelihood planning at household and group level including resource augmentation & utilization plan, investment plan, working capital requirement etc. The seasonal crop planning will be part of the plan which will includes crop plan considering land holding and available irrigation facilities. The plan would incorporate possibilities of sustainable agriculture practices, cash crops, food security as well as nutrition requirement of the beneficiary families, soil health, environment, adoption of new livelihood activities etc.
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Development of community level Farmers Field School (FFS) as demonstration cum learning platform for practical and experimental learning, cross visits by women farmers, facilitation of best practitioners, use of digital media for knowledge dissemination.
Extensive convergence and linkages with PRIs and government programmes like MGNREGA, NRLM, NSAP, RKVY, NFSM, ATMA and also with department of fisheries and animal resource development for accessing inputs and technologies.
Strengthening market linkage for marketing of inputs and agricultural produce. Promoting livestock production, processing of NTFP and value addition & agro-processing of agro-
products by landless families
3.2 Key Outputs:
Objectives Description of objectives Key Outputs /Verification Indicators
1. Mobilize the poor women farmers among the SHGs & enhance their skills, knowledge to facilitate plan and implement agriculture & allied activities
1. Orientation, training & exposure of women SHG members on agriculture & allied activities
2. Capacity building of the women for smooth implementation of programmatic activities
1.1.a. 17500 poor farmers will be mobilized for agriculture & allied activities in three years
1.1.bAll the women farmers are implementing the project activities
2. Village Resource Persons (CRP/LRP/PRP) developed for providing handholding support to women farmers in agriculture & allied activities
2.1CRPs will be trained on various agriculture practices, technologies and group management aspects
2.1.a. Approximately 350 CRPs will be identified & trained and deployed to provide handholding support to around 17500 women farmers belonging to SHGs in a period of three years
3.Increased crop productivity through improved agriculture practices, techniques through demonstration and adoption.
3.1Improvedagriculture practices such as SRI, SWI, System of Root Intensification, vegetables, community based irrigation management, etc will be demonstrated and scaled up
3.2 NPM based natural farming, promotion of Nadep compost pits and use of nadep compost in the improved agriculture practices
3.1 Around 80% of the women farmers belonging to SHGs will take up 3 agriculture and allied interventions in a year.
3.1 Around 80% of the women farmers will increase their yield in the newly introduced crop practices
3.2 Around 60% of the women farmers will have improved Soil health & water retention capacity of soil at the end of three years
4. Increased income through NTFP and Livestock activities
4.1 5000 Farmers to take up scientific lac cultivation
4.2 7500 women take up goatery activity
4.1 Increase in 100% of income from lac from traditional lac cultivation
4.2 Increase of at least 100% income from goatery from traditional rearing
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Objectives Description of objectives Key Outputs /Verification Indicators
4.3 xx women take up poultry activity 4.3 Increase in xx% as supplementary income through goatery
5 Best practicing women farmers and community resource persons will be developed
5.1 Best practicing women farmers will be identified & developed for mobilization of women SHG members to scale up agriculture & allied activities
5.2 Best CRPs will be developed as master CRP’s
5.1 Around 400 best practicing farmers will be identified and further trained for mobilizing women SHG members for scaling up
5.2 Around 100 master CRP’s developed in three years
3.1 Detail of key outputs
Following outputs are expected out of project intervention and convergence activities by the end of 3 rd year:
Enhancement in household income of 80% of women farmers by Rs. 25,000 – 30,000 per farmers per annum by 3rd year onward
Around 750 acres of additional land (fallow or through 2nd cropping) brought under cultivation Cropping intensity/ gross cropped area increased by 30% above and over baseline Productivity of major crop increased by 30% Production and use of quality compost increases by 50% Around 80% women farmers start using bio-fertilizers and botanical extracts for pest and disease
management Adoption of improved & sustainable farming practices by more than 60% of women farmers At least 60% of women farmers adopt drudgery reduction tools and techniques Around 20% higher price realization for agriculture produce cultivated through NPM practice Establishment of community managed agriculture extension system comprising well trained 5
para-professionals and 25 CRPs. Around 20% women farmers adopt integrated farming system for better utilization of resources Conservation of bio-diversity in project area
C. 3 Detail of Proposed Action
The Proposed project intervention will be categorized in five broad categories: Promotion of Sustainable agriculture (Food Security model) Promotion of pro-poor livelihood model Scientific Lac cultivation, Customize model of Jattu Trust ½ acre model "Annapurna models", Backyard poultry, Duckary 10 Decimal Chilly cultivation model, GoateryPashuSakhi-Goat club – Cluster Facilitation Centre model,
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36x36 multi-layer nutrition garden model Convergence with Government schemes / programmes of livelihood security of vulnerable group
to ensure social security entitlements e.g PDS, Old age pension, Widow pension, wage work under MGNREGA, Insurance etc.
Establishing market systems through women federations Developing Internal review and monitoring
Plans for promoting and enhancing food and nutritional security for women farmers:
Project has a diversified plan for enhancing food and nutritional security of women farmers. Due to project interventions, additional area (current follow) will be brought under cultivation, productivity of food grains will be enhanced, vegetable cultivation would be adopted as income generation activity. The activities mentioned above have focus on the promotion of Lac cultivation and agriculture promotion with the focus of women farmers. The SHGs of women will be trained on the scientific Lac cultivation and sustainable agricultural practices. The components like System of root intensification (SRI) techniques in most of the crop including paddy, concept of composting, kitchen garden, land and water conservation measures all will be incorporated in the capacity building and action components. These will surely address the food and nutritional security for the target mass.
1. Strategies addressing sustainable/evergreen/regenerative agriculture: The activities in proposed project will surely going to address the following
components:
a. Soil health improvement: Crop calendar preparation, restoring crop cycle, Land use plan and practice, composting at large will help to address this component. Weeding, green manuring will be compulsory for the major crops. The use of pulses crop for restoring nitrogen will be taken up seriously.
b. Soil and water conservation and ground water recharging: Small soil and water conservation techniques like farm bunding, 5% model, trenching, plantation, use of land with green cover (any crop as per the prepared calendars) will help in recharging ground water.
c. Low cost sustainable practices such as NPM/IPM/INM: Already CMSA led intervention has started in 2-3 resource blocks. Internal CRPs are under process, they are considered progress farmers right now. Progressive farmers of MKSP resource block will be attached to the external CMSA CRPs during CRP drive and hence the trained progressive farmers will organize training on SoP developed by mutually CMSA & JSLPS livelihood personnel. The indigenous methods like ‘Brahamastra’, HandiKhatti, MatkaKhad, Neem cake, Cow urine etc will be used in the process of ensuring best management practices. As per the soil condition the required nutritional component through organic method and source will be introduced. The green manuring process using different crop composition will help in fulfilling the nutritional requirement.
d. Management and control of seeds (identification & adoption of suitable farmer preferred varieties from a basket of choice):
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The Standard methods of seed processing, storage will be introduced with the SHGs. The non-processing culture of seed will be targeted and the standard method of seed treatment (organic) will be trained to the group members. As per the season, climate the set of seeds will be stored within the SHGs in collective and individual manner. The good quality of seed will be collected from ICAR unit at Palandu, Ranchi. The treatment of seed will be done through home available materials and of no harm. Non-chemical method of seed processing and storage will be given priority. The collection of traditional seed varieties and restoring their cultivation would be one of the area which will be practiced with the help of SHGs.
e. Promotion of natural farming & poly cropping, multi layer farmingNatural farming systems will be promoted; the systematic and need based work with soil will be done. The traditional multilayer farming practices will be introduced as per the availability of local species.
f. Resilience to climate change- Integrated natural resource management:
It has been observed from the last decade globally, that there have been fluctuations in climatic conditions resulting in erratic weather systems. These conditions are resulting in change of weather by increasing or decreasing the duration of seasons. The effects are variable and the intensity of their effects is seemingly stronger. As climate change brings new uncertainties in every part of the world including India, building resilience is critical especially for the agriculture sector on which billions of people are dependent directly and indirectly.
The project will do demonstrations of new and innovative technology which will support climate change adaptation practices and capacity building. The project will demonstrate climate resilient agricultural technologies that would support in increasing the production and productivity along with protection and management of the available natural resources. The climate resilient theme will focus on natural resource management, improving soil health and crop production in tandem with increased income to the farmers. Development and application of improved production and risk management technologies will be identified from the already best practices in other projects and/or from research & development bodies. The project will facilitate in building the capacities of the stakeholders to implement and support resilience strategies.
Optimal utilization of natural resources will be promoted. Women farmers will be made aware about the use of short duration paddy varieties and alternate crops in case of drought conditions. The factors affecting climate change will also be targeted through orientation of local mass about the reasons of climate change and action can be taken to mitigate this. Plantation at bunds, more green cover, conservation of vegetation, water etc will be the part of daily discussion among the project related manpower.
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Specific activities by the project:SRI
In SRI, practices like seed rate, method of raising of seedlings in nursery, transplantation, control of water in the main field, weeding/hoeing are modified to ensure higher ratios of tillers to mother seedling, increased number of effective tillers / hill, enhanced panicle length and bolder grains, or in short enhanced yield of paddy.
Farmer Field Schools:
Technology transfer will be done through Farmer Field Schools. FFS will be organized by AKMs/CRPs.
Short Video films:
Short video films will be developed on sustainable agriculture and other NTFP activities. These video films will be disseminated in group meetings.
Capacity building:
Several Capacity building programs will be organized for women farmers to build their capacities. Training modules will be developed / translated with support from NMMU on sustainable agriculture practices.
All these activities will lead to the following:
a. To improve the productivity of:
i. paddy of 10000 small & marginal farmers belonging to SHG households (with incremental
yield by 1.3 ton per hectare) through SRI
b. To create a resource pool 100 Village Resource Persons for the expansion of Participatory Varietals Selection and Promotion (PVSP), SRI, nadep-Composting, Women Farmers collectives, Commodity Collection Centre, etc., 50 Community Resource Persons for Commodity Procurement Centres and 200 Community Resource persons in sowing & transplantation in sowing and transplantation
c. To develop and strengthen 2 nos. of market led Women Farmers collectives managed & governed by SHG members & providing Agriculture Support Services to the farmers d. To develop seed production Programme and its marketing
e. To develop 10 Commodity Procurement Centres at the level of Village Organization, supporting
Food Security on a priority basis
f. To assess the yield of 600 farmers in SRI, PVSP scientifically for wide scale
Lac
Lac drive will be implemented in selected resource blocks of JSLSP where good numbers of lac host plant are available and village level institution has been formed. At first villages will be selected considering host plant availability in the village, Presence of Village Organization and having its Bank account
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After the selection of VOs; 4 days of training program on scientific lac cultivation will be conducted with registered farmers by expert team. This training will be covered both lac life cycle and PoP recommended by IINRG. In last days of the training, brood inoculation will be demonstrate and it will be ensure that in one or two days farmers must be inoculated their brood as per the PoP.
In between 90 days of inoculation, Vo-subcommittee, internal CRP will be formed and strengthen as per prescribed guideline of NRLM. At the same time it will be ensured that PoP of scientific lac cultivation will be followed.
After six months of inoculation crop will be matured as brood lac, Vos will purchase this brood lac from farmers and it will be sold to new VOs for the same practices
Benefit of the program:
Community will be involved in scientific lac cultivation and the average production will be 8 to 10 times
Average additional income per farmer will be Rs.120000 to 15,000/- in one year, after onwards it will depend upon how much brood being inoculated
Develop a pro-poor sustainable livelihood model for land less or marginal fermers Scientific lac brood will be replaced local low quality brood Capacity building of VOs and evolved as a PC in the coming years and develop resources person for
entire NRLM
Tamarind processing:
Tamarind value addition program will be executed in four-selected potential block of MKSP working area, where more than two to three tamarind trees will be with each farmer in their privet land. After identification of place and farmers, team will form tamarind cluster group of 30 women from three SHGs within a specific geographically location. Four women will be elected as core cluster member from each cluster and these members will be the governing body of the cluster.
A tamarind value addition machine will be provided to each cluster and at the same time four days training program will be organised, where hand holding and demonstration of de-seeding of tamarind ,de-fibber of tamarind and tamarind brick will be executed. This training program will be help to operate the machine, so that quality product will be produce.
After training, SHGs will be procure raw tamarind from village and distribute it within the members. Individuals will produce tamarind brick and seed with the help of machine and deposit it to core cluster members. After the collection of tamarind brick and seed from the members, governing body will be sold it to defined buyer in a agreeable rate.
In this value addition program, farmers will be benefited by labour work and overall business net profit. Additional income of each farmer will be more than 100% of the same livelihood portfolio. It can be executed round the year, if only basic assets will be developed like storage facilities.
Annapurna model:
For benefitting the rural poor, MKSP initiated Annapurna model drive which was developed in Andhra Pradesh and is well aligned with MKSP framework. This model has been innovatively tweaked as per the
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requirements of the Jharkhand state topography and land quality. Drip irrigation and climate specific crops have been introduced.
The model addresses the regular short and long term income generation along with ensuring round the year food and nutritional security. It is a seven layer sustainable and natural farming model on half – acre piece of land. It is termed as “Food and Nutritional” (FaN) security livelihood model which is especially designed for rain - fed conditions and for small and marginal farmers. FaNis a scientific system of different crop cultivation with low cost of agriculture inputs which increases the yield with natural farming. The main components in FaN model are preparation of land, preparation of beds, designing crop pattern, harvesting and marketing, organic farming practices, farm pond and alternative livelihoods. This all lead to significant impact on the economic, social and environment front.
The objectives of the FaN model are;
Promoting regular short and long term income generation besides ensuring round the year food and nutritional security for tribal’s, small & marginal farmers
To address negative environmental affect by adopting natural farming practices and planting of fruit trees
To enhance the soil foliar fertility and water conservation To orient the community about low cost and sustainable agriculture practices
Process:i) Selection of beneficiariesii) Field Preparationiii) Multiple layer sustainable and natural farming iv) Gap management between the crops to cropv) Weed Managementvi) Bio -Input production vii) Control Pest and Diseases viii) Marketing
The aim of the demonstrations is to exhibit income generation besides ensuring round the year food and nutritional security through natural farming. The demonstrations helped the farmers in opening up their vision through sustainable use of their existing resources. It also significantly impact on the economic, social and environment front of the tribal’s and marginal women farmers. The demonstrations ensured for the adoption of standard package of practice to deliver expected results. This model is successful for the tribal community and geographically scattered poor farmers because it can be developed in upland, undulated and low land.
It was introduced in last quarter of the year 2014 and till date 200 numbers of farmers were trained along with implementation of 100 Annapurna Crop model demonstrations. The input cost in half acre for 4 year FaN model is Rs. 14,480 for the first year which includes the fixed costs. It is drastically reduced to Rs. 3,095 only for the fourth year. The expected income is Rs. 92,855 in the first year which will elevated to Rs. 1, 02,590 by fourth year.
36 x 36 model:
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For below marginal farmers who do not own larger lands and for poorest of poor farmers who barely owns a backyard land, 36 x 36 model is introduced in which five layer cropping is being done. It is miniature model of FaN in which 36 feet length and 36 feet breadth land is required. It is mainly targeted for round the year vegetables and fruits availability for nutritional security of the household and can earn Rs. 500 to Rs. 1000/month. It requires initial fixed investment of Rs. 1500 for land development, if needed and input costs for Rs. 1500.
Field Preparation:
Plough the selected land thoroughly and a trench of width 2 feet around the field and prepare raised beds of convenient size and provide irrigation channels width of 1 ½ feet.
Cropping Managements: Seven tier crops as detailed below:
i) Tuber crops: Like onion, garlic, turmeric, ginger, carrot, beat root, radish, potato which requires low sunlight and are shade loving crops. They can grow well even shade.
ii) Creepers: Like coccinia, Ridge gourd, Bottle gourd, Pumpkins, Bitter gourds, Snake gourd, Spine gourd etc., may be raised. These creeper crops take medium sun shine compared to tubercrops. These creepers may be raised all along the borders, provide support to creepers(local pandal) thus we can save extra space to other vegetables.
iii) Leafy vegetables: like Spinach, Coriander, Mehati, Sorrel, Amaranthus, Kulfa, etc. may be raised. They require 150C and above temperature.
iv) All other vegetables: Like Tomato, Brinjal, Ladies finger, Capsicum, Cluster beans, Cabbage, Cauliflower and etc., may be raised.
v) Cereals crop : Maize &Redgram crops may be raised on borders which act as a border crop. vi) Borders Crops: Like curry leaf and drumstick may be planted on borders at least 6 plants each. As a
trap crop, plant marigold and castor to have check on major pests like Helicoverpa and prodinia (tobacco caterpillar). The fruit plants like banana and papaya may be planted 3 rows along with the irrigated channel.
vii)Fruit crops: Like Mango, Sapota, Guava, may be planted on 4 corners.
Goatery:
Livestock especially backyard-poultry birds, Sheep and Goat has been the most significant contributor to the livelihoods of poor and marginalized rural families of society, especially women where it not only enhances their food security but also acts as a liquid cash to meet most of their cash flow needs including emergencies. The poorer is the family higher is its relevance in their life. That is why probably Poultry birds are called the poor women’s ATM and goats are called poor men’s cow.
Project will be replicate the formation of Goat Clubs and several goat clubs will be formed under cluster level goat federationi.e Goat Resource Centre(GRC). In each goat club (JLG) there are 40-50 goats. There will be 10-15 farmers in each goat club, number of farmers in each goat club can be increased or decreased as per the available number of goats. Under each cluster federation, there would be one goat resource center. Resource center is focal point of this intervention. Success of resource center will largely dependent on its operator “Resource person” and his/her capability. Resource person is contractual employee and will get honorarium on monthly basis. His responsibility is to provide services
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to the villagers who are doing goat rearing & are member of goat club. Resource person is bound to extend services very promptly, timely and very efficiently.
Goat rearers from adjoining 5 to 6 villages within a periphery of 3 to 5 km from each such promoted goat club will form set of practitioners to be motivated to form goat rearer’s association and that is GOAT RESOURCE CENTRE to access the following inputs –
1. Goat Vaccination2. Natural Breeding/Breed improvement3. Provision of Veterinary doctor (3 day in a week)4. Availability of basic medicines5. Castration6. Forward linkage7. Grazing field management, development and promotion8. Other essential inputs
Dehorning Deworming Care of kids Feed management Breed management
Decentralized and centralized goat models will be promoted at village level. The project will work with those beneficiaries who are the owner of existing goats. The project will help the community in scientific rearing, feed management and health management. Local goat para professionals will be developed who will be capacitated by the project. Standard training modules will be developed to train these para professionals in the area of breeding, rearing practices, health management, grazing management etc. This will help in reducing mortality of the goats, thereby increasing the supplementary income to the tune of Rs. 20,000 to Rs. 30,000 per year from 3-4 animals. 100 to 125 Goat clubs will be promoted having 25 practicing members from SHG’s, these clubs will be undergone in related trainings under standard package of practice. Vibrant goat centre will be established at cluster level, startup capital will be provided by the project.
Poultry:
Poultry birds and goats, both have high regeneration potential and thus within a small period a sizable increase in flock/herd size can be attained to earn a substantial income from this intervention if the mortality can be checked and some improved rearing practices can be ensured.
Each producer start with a combination of 4 hens and 2 cock. With 3 clutches each hen, the size of the flock reaches 70 in a year. In 8 -9 month time from initiation of the activity, chicks attain weight of 1.5 kg and ready for sale. Every month an average of 7 birds could be sold realizing a net income of Rs 18,000 yearly from the flock.
Each family engaged in scientific rearing of indigenous poultry birds in their home maintain a stock of 60-70 birds per year. PashuSakhi’s to provide veterinary services to each farmers at their door step.
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PashuSakhis to source and maintain required medicines and vaccine and cold chain. In return get paid @ Rs 7 per bird. S/he maintains required data and books. VO along with shg monitor the activity and performance of each Pashusakhi and organise their payment regularly. Block Federation organsises required trainings and liaison with state department.
Broad Features of Implementation Steps
• Awareness campaign such as street play, distributing posters/leaflets and conducting movie-shows in all the villages to help in generating required understanding and appreciation on the importance of vaccination and de-worming of poultry birds and small ruminants.
• Orienting women farmers towards Indigenous bird- behaviour, anatomy, needs and scientific rearing process.
• Maintaining 4-5 layers, 2 cock and a flock size of 50-60 birds in a year time. In case Family is a start up, can buy 2-3 adult layers.
• Selecting Critical number of local cadre of service providers (Community Animal Health Workers, CAHW) and Village Resource Persons (VRP), with required motivation and aptitude by the SHGs.
• A series of Human, conceptual and technical trainings to all the VRPs and CAHWs enhancing capabilities & confident to deliver the services required for improved rearing practices – better brooding facilities, mother and chick nutrition, disease control etc.
• Cold chain units with power back up mechanism established in the locality for the safe storage and continuous supply of vaccines, de-wormers and some first aid medicines.
• All the de-worming and RD vaccination of back yard poultry birds through Lasota and R2B and fowl-pox vaccination in the operational areas conducted as per the schedule.
• Small but significant intervention introduced like bettering night shelter to reduce predation, introducing supplementary feedings to all, care and nutrition to mother and chick etc
• Promoting Supplementary feeding to address seasonal stress and chick care • Sufficient, clean and secure Night shelter space. • Inducting better breed cock for improved flock. • Regular inflow of income through sale of adult birds 7-8 in numbers every month after 8 months of
project initiation, thus maintaining a control and sizable stock. • Maintaining proper records of the activity at farmer’s level.
Phasing
As majority of the target women farmers have been active members of SHGs and process for development of federation at village and cluster level have all ready started, project would cover all the targeted women farmers of both the blocks, right from its’ inception. Initially, focus would be on development of producers federations; establishing network of CRPs and para-professional and capacitating them, detail livelihood planning and identification of appropriate sustainable farm practices which gradually will move on convergence with PRIs, MGNREGS and other line departments, intensification of production related activities, surplus production and market linkages.
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The first year farmers will be doing intervention till third year of the project, but the second and third year farmers will be supported till the fifth year. The actual year wise details are as under;
Details Yr1 Yr2 Yr3 Total
No. of mahilakisan/NTFP collectors 15000 25000 20000 60000
No. of producer groups / Livelihood Groups 1250 2083 1667 5000
No. of villages 400 400 400 400
No. of Blocks 4 4 4 4
No. of Districts
4 4 4 4
2. Plans for Post –project Sustainability and scaling –up strategies –
Plans aiming at drudgery reduction for women farmersTechnologies and practices that reduce the work of women, both at home and in the farm and suitable in local condition would be identified and introduced on large scale. The potential technologies include improved harvesting tools, weeders, seed drills, dibblers, paddle pump, threshers for paddy & wheat, winnowers, sprayers, parboiling units, maize sheller, etc. The drudgery reduction tools would be also sourced from RKVY, ATMA and other government schemes. Some of the potential activities which would be taken on priority, based on local need and resources include - improving manual transport aids (handcarts/ wheel barrow), improving cooking stoves, increasing bio-mass production to meet fuel needs, plantation of fast growing fodder (especially in common lands), and developing mechanisms for its sharing etc. The intensive cultivation will increase availability of food, fodder and fuel that help reduce the labor of women since women used to go for fuel collection and grazing of animal. Appropriate interventions would help in saving/releasing a lot of time that can be devoted to income generation activities. Linking SHGs with Drinking Water and Sanitation department would help in accessing benefit of Safe Drinking water and Sanitation.
Planstointerveneinvaluechaindevelopment(end–to-endsolution)
The project will promote end to end approach taking care of pre-production, production and post production aspects in detail. Detailed value chain study would be undertaken to identify strengths, weaknesses, opportunities and threats and comprehensive operational and implementation plan will be developed. improve packaging, viable transport practices, good weighing practice. The federation of women SHGs will be make operational at cluster level. The idea is to start local level collective marketing through federation level. It will reduce the middleman and so the more appropriate price to the beneficiary. The marketing of Lac will be done for the target village beneficiary. Later on other can also be targeted. On agriculture production also the price component can be regulated with the help of federation of SHGs.
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8. Strategiesfordisseminatingknowledge.Includingplansforskillupgradationamongwomen.Intensive field based training program for women farmers would be organized through cadre of CRP and para-professional in Farmers Field School (FFS) mode. The field school will be organized by Community Resource Person (CRP) under technical guidance of Resource Persons (Agriculturist). The Women farmers will receive detail crop wise/ season wise training, demonstration and handholding support. Low cost, sustainable crop production protocol based on local resources & indigenous knowledge will be developed and disseminated for wider adoption. The training materials like Philip chart, big chart, training module & manual, Power point presentation, video cassettes, booklets, etc will be use in the training session. Audio-visual media like projector; video film etc. would be extensively used in dissemination of knowledge & information.
Incremental’income(returns)towomenfarmersthrough proposedproject.The direct incremental income to women farmer out of different activities of the project will be in range of Rs.25,000 – Rs.30,000 per farmers per year from 3 rd year onward. The income will increase as a result of increased productivity and production of crop, reduction in cost of cultivation by use of vermin-compost, green manuring, use of agri-implements, input aggregation etc. Around 70% households have 1.5-2.5 acres of cultivable land. It is expected that they would cultivate around 0.8 acres of cereal crops (Paddy/wheat/maize) under System of Root Intensification (SRI), 0.1 acres of oilseed/pluses in new field or as second crop and 0.3 acres of vegetables in a year. In addition to the above HH would rear 4-5 goats and 4-5 birds which will increase the overall income of the households
Plansforcommunitycontributionofanykind,beitin-kindormonetaryorregularthrift.
Main thrust of the project is on capacity building of community. Community contribution has been planned under some of the activities like construction of federation office cum resource centre, small agriculture equipment for drudgery reduction, agriculture equipment, payment to CRPs etc. The contribution would come in different ways: Cash – for purchasing equipments and tools, SHG members would contribute upfront cash or installment as per decision of federation.
Labour – SHG members and their family members would contribute their labour as and when required for creation of own infrastructure, cultivation etc. As per decision of federation, members would contribute for common resource development/ community work.
Kind – for cultivation, inputs, fencing material etc. be contributed in kind.
Plans for Post-Project sustainability and scaling up strategies
Project will layer on matured and capable community institutions working to address the livelihoods and development needs of women. The project will directly work with women institutions for a period of three years to develop village level institutions capable to manage their development issues independently. System and procedures will be developed at institution level so that the democratically elected governing body manage the affairs with the support of professional management and exercise their control over the various issues.
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Village organization is the key to play role, village livelihood sub-committee will be formed and strengthened with regular capacity building and exposure visit. The Sub-committee will carry and monitor all the livelihood activities in the village. The community institutions will be integrated with over all NRLM community institution process for sustainability.
A service charge model will be internalized within the institutional frame work of women farmers. The producers’ institutions would act as institutional mechanism to host and govern the CRPs in the long run and hence the project will sustain beyond the project.
The project will document the project learning and disseminate with the help of CRPs , small videos through CRPs , social capital , exposure visit and through various forums. Workshops will be organized to share the outcomes & learning. The learning and successful strategies of the project will be integrated with strong institution building under NRLM.
C. 4 1. Project Implementation Strategy:
The project will be implemented through participatory process with active participation of community institutions in planning, execution and monitoring. Women SHGs, federations and producers groups would play lead role in implementation of sustainable agriculture interventions. Support team will be in facilitation and coordination role.
Detail livelihood planning exercise will be conducted at SHG level which would include -assessing the resource base of the family, current use of resources at their disposal and problem mapping, understanding family’s needs and aspirations for livelihoods and 3 years plan for livelihood based on sustainable and optimal utilization of HH resources. Investment in land and water resource development would also be planned accordingly. The individual plans would be collated at SHG level and finally producer group level. Need of equipments and resources at various levels would be analyzed considering the utilization potential.
Project will collaborate with all stakeholders. The partnerships with stakeholders at block and district level would be strengthened. Project will provide technical support and knowledge through developing effective network with various resource organizations like- BirsaAgriculture University, ICAR, Research Farm, KVKs, Lead farmers and other private players.Role of CRP - including knowledge dissemination, monitoring and scaling up
Some of the important tasks performed by CRPs are: Motivate SHG members to adopt sustainable agriculture practices Conduct demonstration in Farmers Field School (FFS) mode, enrolment of all SHG members
(with own land/ share cropping) into sustainable agriculture practices Provide handholding support to 50-60 farmers in the village as per agreed action plan Participation in training and exposure visit Impart training to women farmers as per the training design Facilitation of farmers in adoption of sustainable agriculture methods i.e crop rotation,
System of Root Intensification (SRI), Vermi compost, NADEP compost pit, cattle shed lining, bund planting, etc.
Attend meeting at project offices and producer groups, cluster level producer groups and collective
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Keep record and update MahilaKisan Card on regular basis Management of sustainable agriculture inputs’ logistic.
iii. Role of project staff and community professionals
Para-Professionals (PP)
Attend village/GP level review meetings Provide on field support to CRPs and women farmers Report the progress/ unusual incidence to agriculture/ veterinary expert and take advices for
corrective measures Ensure protective treatment (De-worming, vaccination etc.) Provide critical care services in case of emergency and contact veterinary doctors if required. Maintain records and reports
Project staff
System setting, programme management Development & strengthening of SHG federation, women farmers groups and collectives and
their capacity building Capacity building of functionaries of women producers collectives on project activities &
processes like livelihood planning Build linkages with banks, markets, research institutions and line departments to enhance
convergence and support Monitoring and periodic review of project progress and ensure corrective measure Ensure project deliverable as per schedule Documentation of experiences, learning and dissemination Coordination and reporting as per requirement of MKSP
Plans for Post-project Sustainability and Scaling up strategies
In the first year 2-3 number of interventions will be taken up as demonstration, where all the required inputs will be provided and in the subsequent years the women farmers will be taken up by themselves by the support of CRPs only. In the second year 4-5 interventions will be taken up as demonstration, where all the required inputs will be provided and in the subsequent years the women farmers will be take up by themselves by the support of CRPs only. In the third year, 5-6 interventions will be taken up as demonstrations, where all the required inputs will be provided and in the subsequent years the women farmers will be taken up by themselves by the support of CRPs only. The CRP service charge is a tool to assess the adoption rate and sustainability of the programme. The irrigation support system and the equipments will be provided to the Village Organizations and the VO will manage the assets on a service charge basis for its sustainability. Exposure during the critical stages of the intervention, campaigning through digital green mechanism and new women farmer mobilization through 200-250 best practicing women farmers &100-150 Skilled Extension Workers will pooled together for expansion in the old villages in existing area and new villages under National Rural Livelihoods Mission (NRLM).
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Sustainable Agriculture Extension System Managed by CommunityEstablishment of community managed agriculture extension system important for sustainability of the project interventions. Project would develop local cadre of best performing farmers as community resource persons and para-professionals for providing on-field technical and handholding support to women farmers on sustainable agriculture practices and animal husbandry services. The CRPs would be selected locally by SHG/ federation members through a rigorous process and would work under the guidance of SHG and federation.
Schedule of activitiesThe first step towards implementation of planed intervention is deployment of project team and sharing of project details with the community and stakeholders. Focus on first year will be primarily on identification, sensitization, and demonstration of sustainable practices, training and capacity building of the women farmers, development of community institutions, system and process setting and development of linkages. On 2nd year, focus will be on outreach, investment in resource development, systematic adoption and operationalization of business process & market linkages. Third year would be consolidation and handholding support to community for on management of various business processes on sustainable basis.
d. Social auditSocial audit is a powerful tool for ensuring transparency, accountability and stakeholder participation in review and monitoring of project process and outcomes. There is plan to conduct 14 social audits at cluster and block level in 3 years. Besides project activities, it will also try to capture various government programmes and schemes.
e. Development communication strategy – Best practices
Best practices related to sustainable farming, animal husbandry, group practices would be promoted extensively. The communication strategy includes:
Farmer to Farmer extension through cross visits. Discussion on best practices, progress and learning in the SHG cluster /VO/ federation and
producers’ group meetings. Development of IEC material –banner, flex, chart etc. on sustainable package of practices for
selected crops. Use of audio-visual media like projector, video film etc. for dissemination of knowledge &
information. Filming best practices and sharing same in training sessions and other events. Make participation of farmers in ‘KisanMela’ at cluster level in different cropping season and
facilitate best performers.
f. Forward linkage initiativeForward linkages would be developed for marketing surplus agriculture produces like vegetables, paddy, maize etc. Linkages with cooperative dept/ FCI/ Pvt.rice mills would be developed for sale of surplus paddy. Similarly surplus vegetables sold in local hat and CCL colonies. Linkages will be developed for marketing surplus vegetables. A detail study would be commissioned to understand value chain of
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surplus vegetables in local area, including market size, seasonal demand and price pattern, major player and opportunity for local producers. Similarly market potential NPM produce would be explored.
Monitoring, Evaluation and Learning
Management Information SystemA full fledged data base management system will be developed for monitoring of project as per the deliverables. The monitoring system will contain information of the mahilakisan along with their basic information, economic condition, and baseline income. Monthly project level review with CRP’s will be done. Apart from this, weekly organized cluster level meeting with VO sub committees. Project co-ordinator (??) will participate in project level meeting/Cluster level meeting. CRP’s will participate in concerned cluster level meetings. Village organizations/VO sub committees will monitor the concerned village level MKSP program. Thus in this way, VO will own the project.
Web based MIS and real time input-output monitoring at various levelsThere is plan to establish web based Management Information System to collect, maintain and analyze information against indicators of different input – output on real time basis. The website will be updated on monthly periodically. Based on baseline survey, bench mark will be established against the indicators of production and productivity, use of inputs, cultivation practices, income expenditure, food and nutritional intake, health and hygiene, service delivery etc. which are imperative to make this project successful. MIS related data will be collected regularly in prescribed formats and uploaded on web page.
7.2 Review Mechanism Project will establish multi layer review mechanism with active participation of stakeholders. Project progress and outcomes will be regularly reviewed at SHG and village and cluster level, Producers’ Group level, Federation level and project level. At SHG level project progress will be reviewed on weekly basis, at VO level on fortnightly basis and at cluster federation, producers’ Groups and project level on monthly basis. At the SUPPORT level, project implementation team will review the project progress on monthly basis. Project will establish participatory community monitoring mechanism from project level to village level. At project level, Project team will track qualitative and quantitative information through structured formats. Executive Committee and District Steering Committee will be the higher level forum to review and discuss the issues which can improve outcome and impact of the project. Besides this special review meeting could be organized based on need. Review meetings with JSLPS and MKSP will be arranged as per the schedule.
Scaling Up PlanThe project will facilitate to build a strong social capital base by way of community resource persons for capacity building and extension services. This social capital would enable the project to scale up its reach and impact to uncovered parts of project area and also outside the project area.
The Lessons learnt and knowledge developed from the implementation of project will be disseminated in form of training , information sharing ,consultancy ,escorting services and advocacy to individuals and organization. Project will also explore for strong partnerships with organizations with similar vision and programme content for scaling up its outreach and depth.
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Results Framework
PROJECT LOGFRAME
Main Project Outcomes
Project Outputs Verifiable Result Indicators Means of Verification
Outcome 1: Net income of women farmers increased on sustainable basis
1.1: Total area under cultivation and food production by women farmer increased
1.1.1: Total production of food increased by 40%
1.1.2: Cropping intensity/ Gross cropped area increased by 25% in project area
1.1.3: Fallow area is reduced by 30% in project area
1.1.4: Area under irrigation increased by 30% over baseline
End-term study, Concurrent monitoring, data from secondary sources
1.2: Women farmer adopted sustainable crop production techniques
1.2.1: Productivity of major crop increased by 20%
1.2.2: 60% of women farmers following improved cultivation practices like SRI, NPM etc. at least in 0.5 acres of land
End-term study,
Concurrent monitoring report
1.3: Women farmer adopted new livelihoods in agri-allied sector
1.3.1: 80% of women farmers adopted sustainable vegetable cultivation as source of cash income
1.3.2: 10% of women in agriculture are engaged in micro enterprise units
1.3.3: Employment in agriculture & allied activities increased by 20%
End-term study, Progress report
1.4: Skill and performance levels of women farmers increased
1.4.1: 10% of women farmers are performing skilled work like machine operation & repairing
1.4.3: Women farmers are aware about the work related health hazard
End-term study Progress report
1.5: Forward-Backward linkages for inputs, credits, technology, information, market and services established
1.5.1: 60% of women farmers availing credit and insurance services from institutional sources
1.5.2: Price realization of products and produces of women in agriculture increased by 20%
1.5.3: On-time availability of quality inputs increased
1.5.3 Availability of cultivation related information and services increased
End-term study, Progress report.
1.6: Soil health and fertility improved
1.6.1: Soil organic content, microbial biomass, carbon and nitrogen mineralization increased by 20%
1.6.2: Production of quality compost increased by 50%
End-term study, Data from secondary sources
Outcome 2: Food 2.1:Production and 2.1.1: Per capita availability and consumption of secondary
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and nutritional security of women in agriculture and their families enhanced
consumption of foods grains increased
food grain increased by 25% sources
2.2:Diversified agriculture production system adopted by women farmers
2.2.1: Per capita availability and consumption of vegetables, eggs, milks, animal protein etc increased by 30%
End-term study, Data from secondary sources
2.3:Decentralized processing and preservation of food products adopted by women farmers
2.3.1: Consumption of processed & preserved foods like dried vegetables, pickles, jam (homemade) increased by 30%
End-term study,
Progress report
Outcome 3: Drudgery of women in agriculture reduced through use of gender friendly tools/ technologies
3.1: Drudgery reducing equipments and farm technologies adopted by women farmers
3.1.1: 60% of women in agriculture adopted drudgery reduction tools and techniques like, weeder, thresher, seed drill, hand-cart/ wheel-barrow etc.
Farmer card/ MIS, End-term study
Outcome 4: Women farmers are organized and visible as an interest group in agriculture policy
4.1: Robust self-managed SHG federations/ cluster association/ Producers’ collective evolved
4.1.1: 80% of women farmers are in SHG net
4.1.2: Women farmers are actively involved in agriculture planning
4.1.3: At least 2 producers’ federations and 10 cluster level association of women farmers organized
End-term study, progress reports, Data from secondary sources
Outcome 5: Self-sustainable community managed agriculture extension system established
5.1: Cadre of competent para-professional/ CRP engaged in knowledge dissemination on farm practices/ skills and for field support
5.1.1: 40 CRPs & 8 Para-professionals developed to provide technical support to women farmers on sustainable basis
5.1.2: CRPs are well equipped with technical knowledge to support farming & farm enterprises
End-term study, progress report
Risks and Assumptions
1) State, district / block administration and PRIs extend all support to project for improving access of women in agriculture to Government programme and schemes
2) Environmental conditions are conducive to interventions made in farming and farm enterprises 3) Cooperation by Banks/FIs is available for community institutions and producer groups to mobilize resources
for production, value-addition and marketing
Estimated Budget (INR)
Project investment and support requested under MKSP:
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Total Project Budget Rs. 666,282,500 100%
Programme Budget Rs. 637,782,500 95.72%
Admin Budget Rs. 285,000,00 4.28%
Proposed Villages Plan
DISTRICT BLOCK VILLAGES
Farmers
Year I
Farmers
Year II
Farmers
Year III
Ranchi Namkum 400 4800 8000 6000
Giridih Bengabad 400 3700 7000 4500
Simdega Kolibera 400 3600 6000 5000
Latehar Latehar 400 2900 4000 4500
TOTAL 4 15000 25000 20000
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Budget (Annexed)The project will take 37 beneficiaries per village, in three years around 150 farmers will be covered in one village. In first year of the project 15,000 farmers will be covered in 4 blocks. In each block 400 villages will be covered. Altogether 400 villages will be covered in 03 years; the details are given here under:
S.No.
Component Financial Outlay Break-up of
budget (%)
Yr1 Yr2 Yr3 Total (Rs) Central Share (Rs)
State Share/ Other
A Project Inception 4350000 6550000 8050000 18950000 14212500 4737500 2.84
B Institution Building 3840000 6860000 11003500 21703500 16277625 5425875 3.26
C Capacity Building 25140000 76254000 91658000 193052000 144789000 48263000 28.97
D Community Investment Support
94500000 157350000 126550000 378400000 283800000 94600000 56.79
E Knowledge Management
1187000 1680000 1890000 4757000 3567750 1189250 0.71
F Monitoring & Evaluation
4085000 5855000 10980000 20920000 15690000 5230000 3.14
G Administration Expenditure
9500000 9500000 9500000 28500000 21375000 7125000 4.28
H Grand Total (A+B+C+D+E+F+G)
142602000 264049000 259631500 6662,82,500 499711875 166570625
Note :1. Experts and admin assistant will be placed by Nov. 2015 and similarly Project manager will be
placed by Dec. 2015. Estimated budget for first year is Rs14.26 crores by covering 15,000 farmers in 400 villages. Similarly the second year budget is Rs. 26.45crores and will cover 25,000 farmers. Altogether in 03 year of the project, 60,000 farmers will be covered in 400 villages across 4 blocks. The overall budget is estimated at Rs. 66.63 crores with 75% share of central government for Rs. 49.97 crores and 25% state share of Rs. 16.65 crores respectively.
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