Start-up Village Entrepreneurship Programme (SVEP), Kerala
Detailed Project and Implementation Report
Parakode Block
Pathanamthitta District
Prepared by:
Kudumbashree-NRO
For
Kudumbashree - State Poverty Eradication Mission (SPEM)
November 2016
Table of Contents
1. Executive Summary .............................................................................................................. 4
2. Context of the Block.............................................................................................................. 5
2.1. Demographic and Socio-Economic Profile ..................................................................... 5
2.2. Literacy, Employment and Natural Resource Profile ...................................................... 6
2.3. Access to Infrastructure and Facilities ............................................................................. 9
2.4. Status of Social Mobilisation and Institution Building under NRLM ........................... 12
2.5. Summary of Poverty and Livelihoods Context of the Block ......................................... 13
3. Baseline and Assessment of Existing Enterprises ............................................................ 14
3.1. Data on Existing Micro Enterprises ............................................................................... 14
3.2. Analysis of Existing Enterprise Environment and Entrepreneurship Factors ............... 21
4. Assessment of Potential for SVEP Enterprises ................................................................ 28
4.1. Assessment of Potential Based on Household Consumption ........................................ 28
4.2. Enterprise Potential Based on Locally Available Resources ......................................... 34
4.3. Demand based on Government Schemes ....................................................................... 40
4.4. Existing Enterprises Supported under SVEP ................................................................. 42
4.5. Potential for Enterprises under SVEP – Consolidated Information (type-wise) ........... 43
4.6. From Potential to Actual Enterprises ............................................................................. 45
5. Implementation of SVEP – Arrangements at Various Levels ........................................ 47
5.1. Description of Project Components ............................................................................... 47
5.2. Positioning of Personnel and Roles and Responsibilities of SRLM and PIA ................ 51
5.3. Roles and Responsibilities of Community Institutions .................................................. 52
5.4. Institutional / Contractual Arrangements to be made for Operations at the Block
Level 53
5.5. Capacity Building .......................................................................................................... 55
5.6. Support Provisions at Block Level for Operations of SVEP ......................................... 56
5.7. Support from KS - State Mission and KS - District Mission for implementation of
SVEP in the Block .................................................................................................................... 58
5.8. Responsibilities of PIA .................................................................................................. 60
5.9. Relationship with Banks (branch-level, BLBC and DLRC), RSETI, DIC &
NABARD .................................................................................................................................. 60
6. SVEP Enterprise Formation and Support Processes ...................................................... 61
6.1. Business Planning and Benchmarking ........................................................................... 61
6.2. Mobilization and Training of CBOs and Potential Entrepreneurs ................................. 62
6.3. Process of Enterprise Support ........................................................................................ 62
6.4. MEC Support to Enterprises .......................................................................................... 64
7. Project Management for SVEP ......................................................................................... 66
7.1. Framework ..................................................................................................................... 66
7.2. Block-Level Arrangements ............................................................................................ 76
7.3. State-Level Review, Monitoring, and Reporting ........................................................... 77
7.4. Reporting to NMMU...................................................................................................... 77
8. Detailed Implementation Schedule and Budget ............................................................... 78
8.1. Phasing of SVEP Implementation ................................................................................. 78
8.2. 4-year Budget for SVEP in the Block ............................................................................ 79
8.3. Financial and Physical Targets ...................................................................................... 79
9. Annexures ............................................................................................................................ 89
9.1. Annexure 1 - Detailed Information on Business Types from the Enterprise Census .... 89
9.2. Annexure 2 - Details of Steps Followed for DPR Preparation ...................................... 95
9.3. Annexure 3 – Detailed Implementation Schedule ....................................................... 104
1. Executive Summary The Start-up Village Entrepreneurship Programme (SVEP) will be implemented in
Parakodeblock, Pathanamthitta district, Kerala by the Kudumbashree - State Poverty
Eradication Mission (SPEM) with Kudumbashree-National Resource Organization (KS-
NRO) as the Project Implementing Agency (PIA). Based on the detailed baseline formation
and market potential assessment conducted in the block, the plan for implementation has been
prepared.
Project Information
Project SRLM Kudumbashree - State Poverty Eradication Mission PIA Kudumbashree-NRO Period of implementation Four years (01 December 2016 to 30 November 2020) Nodal Cluster Federation To be decided MEC Group for managing the BRC-
EP To be deployed
Number of Micro Enterprise
Consultants (MEC) to be deployed Needed – 31
Targets
Total enterprises to be supported 2164 Break-up of total new enterprises formed by source of demand 2004
Perennial Seasonal Household consumption 887 Local commodity resources 658 423 Tourism 24 Government schemes 12 Total Enterprises 1557 447
Number of existing enterprises to be supported 160 Expected income accruing to participant household from
SVEP enterprise (average for the block) Rs. 10,000 per month
Physical Targets – Year-Wise
Year 1 200 enterprises Year 2 600 enterprises Year 3 600enterprises Year 4 764enterprises
Budget and Financial Plan
Total budget for 4-years 573.2 lakh Fixed budgeted costs 348.3 lakh Costs as per number of enterprises 224.9 lakh
Year-wise financial allocation Year 1 323.3 lakh 56% Year 2 75.9 lakh 13% Year 3 80.9 lakh 14% Year 4 93.0 lakh 16%
Total GOI share 343.9 lakh 60%
Total State share 229.3 lakh 40%
2. Context of the Block
This chapter contains information and analysis of the existing situation of Parakode block.
The situation analysis consists of the following sections.
1. Demographic and socio-economic profile
2. Literacy, employment and natural resource profile
3. Access to infrastructure and facilities
4. Status of social mobilisation and institution building under NRLM
The situation analysis has been done using secondary data. Census of India 2011 is the
primary source of information for the analysis in sections 1 to 3. Data made available by
Kudumbashree has been used for section 4. Data from Socio Economic Caste Census (SECC)
2011 has also been used.
2.1. Demographic and Socio-Economic Profile
There are 7 gram panchayats in Parakode block and 11 villages, of which all are reported as
inhabited. The total area of Parakode is 250.68 sq. km and population density is 822.71
persons per sq. km compared to the population density of 402.64 persons per sq. km of
Pathanamthitta district and 860 persons per sq. km for Kerala State.
Table: 2.1.i Basic Demographic Details, Source – Census of India 2011
Total HH 55,702
Total Population 2,06,239
Total Male Population 96,202
Total Female Population 1,10,037
Total Population 0-6 17,096
Total Population - Scheduled Castes 38,959
Total Population - Scheduled Tribes 562
Females (per 1000 Males) 1,144
Females (per 1000 Males) - 0-6 989
Females (per 1000 Males) - SC 1.085
Females (per 1000 Males) - ST 1,178
Parakode has significantconcentration of Scheduled Castes population with around 19% of
the population belonging to Scheduled Castes category as compared to 13.64% in
Pathanamthitta district and 9.09 % in whole of Kerala.
Table 2.1.ii – Number and percentage of inhabited villages in specified population size
ranges, Source – Census of India 2011
Population Range
All Population
Number of
villages
% of all
villages
Less than 200 persons 0 0%
Between 200 499 persons 0 0%
Between 500-999 persons 0 0%
Between 1000-1999 persons 0 0%
Between 2000-4999 persons 0 0%
Between 5000-9999 persons 0 0%
More than 10,000 persons 11 100%
Total 11
100% of the villages in the block have population greater than 10,000. In comparison,
Pathanamthitta district has 92% of the villages with rural population more than 10,000. The
size of the villages, on an average for the district, is large with only one village having
population below 2,000 persons.
2.2. Literacy, Employment and Natural Resource Profile
Table 2.2.i – Literacy amongst the population in Parakode block, Source – Census of India
2011
Total Male Female
Literate persons – All 1,79,462 84,313 95,149
Literacy rate - All 94.9% 96.26% 93.73%
Literate persons - SC 31,464 15,617 15,847
Literacy rate - SC 88.78% 92.17% 85.66%
Literacy rate in Parakode is slightly lower than the district literacy rate of 96.5% and higher
than that of Kerala State, where rural literacy rate is 92.98%. The gap in literacy rate between
men and women in the Block is 2.53 percentage points in case of all population and 6.51
percentage points in case of SC population.
Table 2.2.ii - Work Participation, Source – Census of India 2011
Total workers
Main Worker Marginal Worker
Numbers % of all
workers Numbers
% of all
workers
All 69,747 (33.83% of the population) 50,309 72.13 19,438 27.87
Male 49,665 (51.64% of the population) 37,918 76.35 11,747 23.65
Female 20,082 (18.25% of the population) 12,391 61.70 7,691 38.30
It can be seen that the proportion of male workers is higher than female workers among main
workers while the reverse is true in case of marginal workers.
Table 2.2.iii - Work participation – category-wise, Source – Census of India 2011
Category of Worker Main Worker % of Main
Workers
Marginal
Worker
% of
Marginal
Workers
Cultivator 6,932 13.78% 2,490 12.81%
Agriculture Labour 6,396 12.71% 4,475 23.02%
Household Industries 1,070 2.13% 518 2.66%
Others 25,288 50.26% 11,958 61.51%
The work participation rate indicates that there is higher participation in work categories
other than agriculture and household industries. More than 50% of the main and 60% of the
marginal workers are engaged in other categories depicting limited reliance on agriculture for
wage generation.
Table 2.2.iv - Deprivation indicators as per Socio-Economic Caste Census 2011
Parameter # of HH % of HH
Household considered for deprivation
18,247 100.00% (Total household - excluded household - included
household)
Only one room with kucha walls and kucha roof 1,114 6.11%
No adult member between age 16 to 59 1,680 9.21%
Female headed households with no adult male member
between age 16 to 59 2,433 13.33%
Disabled member and no able bodied adult member 215 1.18%
SC/ST households 7,440 40.77%
No. literate adult above 25 years 590 3.23%
Parameter # of HH % of HH
Landless households deriving major part of their income
from manual casual labour 10,396 56.97%
At least 1 deprivation criterion 14,077 77.15%
No deprivation criteria 4,123 22.60%
Of the houses considered for deprivation, 40.7% of the households are SC/ST households.
More than half the households are landless and derive a major part of their income from
manual casual labour. More than three fourth of the households considered for deprivation
fulfil at least 1 deprivation criterion.
Table 2.2.v - Land Use Pattern, Source – Census of India 2011
Nature of Land Use Area (Ha) % of total
Total Area of block 25,068.00
Forests 1,827.1 7.29%
Area under Non-agricultural Uses 1,500.1 5.98%
Barren and Un-cultivable land 62.3 0.25%
Permanent Pastures and Other Grazing Lands 0 0.00%
Land Under Miscellaneous Tree Crops etc. 1.4 0.01%
Culturable Waste Land 179.6 0.72%
Fallow lands other than current fallows 258.6 1.03%
Current Fallows 1,358.1 5.42%
Net Area Sown 19,880.7 79.31%
Table 2.2.vi - Status of Irrigation, Source – Census of India 2011
Status of Irrigation Area (Ha) % of Net Sown Area
Total Irrigated Land Area 3,626.8 18%
Total Un-irrigated Land Area 17,872 90%
Canals 2,032.7 10%
Wells/Tube-wells 220.4 1%
Tanks/Lakes 19 0%
Close to 80% of the land area is under cultivation. Forest cover is only around 7%. Only
a18% of the cultivated land is irrigated. For Kerala as a whole, 52.5% of total land area is
under cultivation while 27% of the area of the state is under forest cover. For Pathanamthitta
district, nearly 39 % of the total land area was under cultivation while 52 % of the total land
area is under forest cover.
2.3. Access to Infrastructure and Facilities
Table 2.3.i - Access to education and health services by distance from the village, Source –
Census of India 2011
Education / Health
Facility
Within the
Village
At less than
5 km
Distance
At Distance
of 5-10 km
Distance more
than 10 km
Number of Villages
Primary school 11 0 0 0
Secondary School 11 0 0 0
Primary health centre (PHC) 6 1 3 1
Anganwadi Centre 11 0 0 0
The block has remarkably good accessibility to infrastructure with all villages having primary
schools, secondary schools and Anganwadi centres within the village. More than 50% of
villages have Primary health centres located within the village and only 1 village not having
access to a PHC within the radius of 10 km.
Table 2.3.ii - Access to transport and communication services by distance from the village,
Source – Census of India 2011
Transport / Communication
Facility
Within the
Village
At less than 5
km Distance
At Distance
of 5-10 km
Distance more
than 10 km
Number of Villages
Connected to state highway 6 1 2 2
Connected to major district
road 9 2 0 0
Pucca roads 11 0 0 0
Bus service (Public &
Private) 11 0 0 0
Auto/Modified Autos 11 0 0 0
Taxis and Vans 11 0 0 0
Public Library 11 0 0 0
Newspaper Supply 11 0 0 0
More than 50% of the villages are connected to the state highway and more than 80% are
connected to major district road. All villages have pucca roads and enjoy remarkable access
to various forms of public transport. In terms of access to information, the block depicts
highly effective results with all of the villages having their own public library and aces to
newspapers within the village.
Table 2.3.iii – Access to banking and market services by distance from the village, Source –
Census of India 2011
Bank / Market service
Within the
Village
At less
than 5 km
Distance
At Distance
of 5-10 km
Distance
more than
10 km
Number of Villages
Commercial and Co-operative
Banks 11 0 0 0
Post office (PO) 11 0 0 0
ATM 7 2 2 0
Public Distribution System (PDS) 11 0 0 0
Mandis / Regular Market 11 0 0 0
Weekly Haat 8 0 3 0
As in access to other infrastructure, Parakode block enjoys fairly good access to the banking
network and markets.
Table 2.3.iv - Access to drinking water in the village, Source – Census of India 2011
Electricity / Drinking Water Facility Available in the
village
Not Available in
the village
Tap water (Treated / Untreated) 11 0
Well water (Covered / Uncovered well) 11 0
Power Supply for Domestic Use (ED) 11 0
Power Supply for Agricultural Use (EAG) 10 1
Power Supply for Commercial Use (EC) 10 1
Power Supply for All Uses (EA) 10 1
All villages in the block enjoy access to tap water and well water. Power supply is available
to all villages except for one (Erathu village).
Household Level Data on Access to Amenities
Housing
According to SECC 2011, 6.11 % of the houses considered for deprivation in
Parakode are single room houses with kucha walls and kucha roof.
Drinking Water
79.1% of the households report wells (covered and uncovered) as their source of
drinking water. Less than 10% have access to treated tap water. 87.7% of households
have source of drinking water within the house premises.
Toilet
92.7% of households have latrine facility within the house premises.
Lighting and Cooking Fuel
93.1% of households report Electricity as fuel for lighting. 6.4% of households report
use of kerosene. 67% of households use firewood for fuel. 30.8% households report
use of LPG.
Table 2.3.v - Ownership of durable assets, Source – Census of India 2011
Asset / Facility % of HH
Radio/ Transistor 25.2
Television 76.7
Landline telephone 14.2
Mobile telephone 37.7
Both landline and mobile telephone 35.7
Bicycle 17.1
Scooter/ Motorcycle/Moped 22
Car/ Jeep/Van 10
None of the assets specified 6.5
Households availing banking services 73.6
Only 6.5% of the households in the block report no ownership of any of the durable assets
listed. More than one-third of the houses have mobile phone connection, while about 20%
have a motorised or non-motorised form of transport. Almost three fourths of the households
report availing of bank services.
2.4. Status of Social Mobilisation and Institution Building under NRLM
Key statistics on the social mobilization and institution building process in the block is
captures in the table below. Social category-wise and further detailed data is provided in
annexure 1.
Table 2.4.i – Status of social mobilisation and institution building in Parakode block (data as
of February 2016) – Source: Kudumbashree District Mission
Number of Gram Panchayats in which intensive strategy initiated 7
Number of villages in which intensive strategy initiated 11
Total number of NHGs under NRLM fold in Intensive blocks 1,869
Number of predominantly ST-NHGs (ST members >=50%) 0
Number of predominantly SC-NHGs (SC members >=50%)
Total Households mobilized into all NHGs 29,355
Total ST Households Mobilized into all NHGs 71
Total SC Households Mobilized into all NHGs
Total Amount of Savings Mobilized in all NHGs (INR in lakhs) 2210.9
No of NHGs with Bank Accounts 1,869
No of NHGs with Bank Linkage 1,325
Number of Total NHGs provided RF 44
Amount of RF provided to all NHGs (in Rs. lakh) 6.6
Total Number of all NHGs provided CIF 10
Total Amount of CIF provided to NHGs (in Rs. lakh) 5
Number of Households covered under livelihood activities 1,462
Number of ADSs formed 130
Number of NHGs holding membership in the ADSs 1,869
Number of CDSs formed 7
2.5. Summary of Poverty and Livelihoods Context of the Block
Parakode block is the most populous block of Pathanamthitta district. The block average is
twice the district average for population spread across villages and similarfor average
household size. The literacy rate of Parakode (94.9) is only slightly lower than that of
Pathanamthitta district (96.5) but is higher to the rural literacy rate for Kerala State (92.98).
Comparing the work participation rates, the overall work participation rate among men and
women in Parakode is similar to that of Pathanamthitta as a whole. As against the work
participation rate for the district in work categories other than agriculture, Parakode has
slightly lower rate (58.28%) than Pathanamthitta (71.91%). This difference is reflected in the
net sown area of Parakode (79.31% of total land area) which is more than that of
Pathanamthitta district (38.43%).
Accessibility in Parakodeis at par with that forPathanamthitta district as a whole with
excellent public transportation and connectivity with state and district roads. Parakode also
has good access to commercial and co-operative bank similar to that of Pathanamthitta
district, resulting in a high proportion of households having banking facilities. Power supply
for domestic, agricultural and commercial use is good in Parakode as is the case generally in
Pathanamthitta.
The condition of housing, ownership of durable assets and access to drinking water in
Parakode is similar to that of Pathanamthitta district in general. On sanitation indicators,
Parakode (92.7) does slightly worse than the rural Pathanamthitta average (93.7) based on the
number of houses with toilet facilities located within the premises. However, overall,
Parakode performs well on sanitation indicators.
NHGs have been formed in all villages of Parakode. The 1,869NHGs formed so far cover
29,355 (52.70%) of the total households in Parakode. All (100%) of the NHGs have opened
bank accounts and roughly 70% of them (1,325 NHGs) have bank linkage. Only 2.34% (44
NHGs) of the NHGs have been provided Revolving Fund, and a mere 0.5% (10 NHGs) of the
NHGs have been provided CIF.
ADS and CDS formation has also been initiated in Parakode and all 1,869 NHGS hold
membership in the 130 ADSs and 7 CDSs that have been formed so far.
3. Baseline and Assessment of Existing Enterprises
The first step in the planning for implementation of SVEP in Parakode block was the conduct
of the baseline and market potential assessment study. This was done to understand the
existing scenario with respect to micro enterprises in the Block. A complete census of micro
enterprises was conducted. The census was done by the Micro Enterprise Consultants (MEC)
currently undergoing training by Kudumbashreeto be deployed in the Block. The process was
guided by Mentors from Kudumbashree-NRO.
During the census, information about the nature of the business and its location were
collected. A stratified sample was selected, based on different business types and a detailed
survey was conducted of the sample businesses to obtain greater detail about the ownership
and operations of the enterprises. To collect more qualitative information, focus-group
discussions were conducted with members of the NHGs and entrepreneurs who are NHG
members.
This chapter provides details of the existing enterprises in Parakode block, based on the
enterprise census, the stratified sample study and the focused-group discussions.
3.1. Data on Existing Micro Enterprises
The total number of enterprises listed by the census is 3,766.
It is to be noted that enterprises that were operational during August 2016, the duration within
which the survey was conducted, have been captured in enterprise census.
3.1.1. Data on Existing Enterprises by Business Sectors and Types
The enterprise census listed the existing enterprises by their business types. These types were
further classified into key business sectors.
Table 3.1.i – Existing enterprises in Parakode block – listed by business sector – Source –
Enterprises Census
Business Sector Number Listed in Census % of All Listed
Animal Husbandry – Subsistence 21 1%
Animal Husbandry – Business 42 1%
Livestock Products 30 1%
Production 649 17%
Services 1,298 34%
Trading 1,501 40%
Mixed 160 4%
Unclassified 65 2%
Total 3,766 100%
Summary information on business types under each business sector, based on their numbers
is provided in the table below. Detailed information on each business type listed in the
enterprise census is provided as annexure 2.
Table 3.1.ii - Number of enterprises by sector and types in the enterprise census – Source – Enterprises Census
Business Sector
Less than
20 Enterprises
Between 20-50
Enterprises
Between 50-100
Enterprises
Between 100-200
Enterprises
More than 200
Enterprises
Names of business types
Trading
Lottery, Book stall, Bricks/
Tile trading, Fertilizer shop,
Electronics shop – Fridge,
Tv etc and 59 more types
Medical shop,
Electricals shop –
Wire, bulbs etc,
Fruits, Ladies Store,
Mobile shop and
one more type
Readymade/ cloth
shop, Rubber
Trading, Hardware
store, Gift Shop
Kirana,
Cigarette and
Pan shop,
Vegetable
trading
Stationery Shop
Production
Papad making, Candle
making and selling,
Vegetable cultivation and
selling, Bag making, Beedi
making and selling and 20
more types
Furniture shop,
Aluminium works Tea selling
Bakery, Tea and
snacks, Hotel
(Restaurant)
Animal Husbandry –
Subsistence
Goat and sheep rearing, Cow
rearing and selling (Different
from beef)
Animal Husbandry –
Business
Fish rearing and selling,
Poultry farm Fish trading
Service
Flour mill, Cable / Dish TV,
Watch repair, Sound and
light rental, Agricultural
rentals and 27 more types
Studio, Electronics
Repair, Beauty
parlor, Welding,
Bike repair and 2
more types
Salon, Four/ three
wheeler repair,
Internet, Xerox/
Printer
Tailoring Autorickshaw/
passenger van
Livestock Products Egg trading, Dairy Chicken shop
3.1.2. Data on Existing Enterprises by Location and Correlation with Population
Density of Villages
3.1.iii - Distribution of Enterprises by Village Size – Source – Enterprises Census & Census of
India 2011
Name of Gram
Panchayat Population
Population
Percent Number of
Enterprises Enterprise
Percent
Enterprises
per 100
Population
Kodumon 25,707 12% 566 15% 2
Pallickal 38,027 18% 648 17% 2
Ezhamkulam 30,606 15% 851 23% 3
Erathu 23,296 11% 523 14% 2
Enadimangalam 31,539 15% 230 6% 1
Kalanjoor 32,267 16% 471 13% 1
Kadampanad 24,797 12% 477 13% 2
The distribution of enterprises by village size is not particularly in line with the distribution
of population across villages. This can be seen from the above table. For instance, the most
populous gram panchayat, Pallickal gram panchayat with the largest population share has
only 1.7 enterprises per 100 persons while the gram panchayat with the least population
share, Erathu has enterprise density of more than 2 per 100 population. The three gram
panchayats with more than 2 enterprises per 100 persons are Ezhamkulam, Erathu, Kodumon.
Table 3.1.iv - Noteworthy features of villages with high concentration of enterprises – Source
– Enterprises Census & Census of India 2011
Name of Gram Panchayat Key Feature
Ezhamkulam Located close to a major market in Parakode and Adoor town
along MC road
Enadimangalam Located along MC road, is near a famous church,
„Maruthumoodu and Mount Zion Medical College
Pallickal Has a very famous hospital called „Lifeline‟, VFPCK market
and weekly market at Thengermam, MC road
Kodumon
Located along MC road; has a medium sized market, a famous
church called „Chandanapally‟ and a famous temple called
„Spideer‟ temple
Erathu Located along MC road; has close by weekly market at
Manakkala and daily market at Vadakkedathkavu
Kalanjoor
Has a famous temple called Kalanjoor Mahadeva Temple; has
a famous granite works company called Darsan Granites, a
prominent hospital called „AIMS Hospital‟and Koodal stadium
Kadampanad Has a very famous weekly market and is located along MC
road
3.1.3. Data on Ownership of Enterprises by Social Categories and Gender
Caste and gender based disaggregated data was not collected during the enterprise census.
The stratified sample study had obtained this data. Data presented in this section pertain to
the 336 enterprises in the sample study.
Table 3.1.vii - Number of enterprises by caste and enterprise sector (N=336) enterprises) –
Source – Enterprises Stratified Sample Survey
Enterprise Sector SC
As % of
Total
Enterprise
Sector
OBC
As % of
Total
Enterprise
Sector
Gen
As % of
Total
Enterprise
Sector
Total
Animal
Husbandry -
Business
0% 8 3% 1 0% 9
Livestock
Products
0% 2 1% 7 3% 9
Production 0% 23 8% 32 12% 55
Service 8 3% 32 12% 28 10% 68
Trading 1 0% 59 22% 70 26% 130
9 3% 124 46% 138 51% 271
The total number of enterprises owned by SC households is less, in proportion to their total
population. Across all social groups, most people are engaged in service and trading
businesses.
Table 3.1.viii - Number of enterprises by gender (N=336 enterprises) – Source – Enterprises
Stratified Sample Survey
Enterprise Sector
Number of
Enterprises
Owned by
Women
Ownership
by Women
(as % of all
Enterprises)
Number of
Enterprises
Surveyed
Total Enterprises
Surveyed (as % of all
Enterprises)
Animal Husbandry
- Business 3 0.89% 9 2.68%
Livestock Products 1 0.30% 10 2.98%
Production 13 3.87% 72 21.43%
Service 26 7.74% 87 25.89%
Trading 31 9.23% 158 47.02%
74 17.90% 336 100.00%
Ownership by women in higher in service and trading sectors of enterprises, while it is
relatively lower in case of services and production sector enterprises.
Table 3.1.ix – Caste composition of women owned enterprises (N=271 enterprises) – Source –
Enterprises Stratified Sample Survey
Caste
Category
Number of
Enterprises Owned
by Women
Ownership by
Women (as % of
all Enterprises)
Number of
Enterprises
Surveyed
Total Enterprises
Surveyed (as %
of all Enterprises)
General 36 13% 138 51%
OBC 31 11% 124 46%
SC 2 1% 9 3%
69 25% 2711 100%
Fewer women belonging to SC category own enterprises, while the share of women-owned
enterprises among the General category shows a relatively higher proportion.
3.1.4. Data on Investment and Revenue Patterns of Existing Enterprises
Table 3.1.xi – Investment-range wise distribution of existing enterprise by enterprise sectors
(N=290 enterprises) – Source – Enterprises Stratified Sample Survey
Investment Range Animal
Husbandry
- Business
Livestock
Products Production Service Trading Total
< 5,000 1 1 4 1 9 16
5,001-20,000 6 3 21 30
20,001-50,000 4 8 17 26 55
50,001-2,00,000 3 7 25 28 39 102
> 2,00,001 1 1 20 21 44 87
More than two third of all enterprises covered in the stratified sample study reported
investment of more than Rs.50,000. 15% reported investment below Rs. 20,000. The higher
levels of investment is proportionately higher in case of trading and services enterprises with
around 60% of enterprises with investments exceeding Rs. 50,000 being production, service
and trading sector enterprises..
Table 3.1.xii – Monthly revenue-range wise distribution of existing enterprise by enterprise
sectors (N=293 enterprises) – Source – Enterprises Stratified Sample Survey
Revenue Range (Monthly)
Animal
Husbandry
- Business
Livestock
Products Production Service Trading Total
1
Revenue Range (Monthly)
Animal
Husbandry
- Business
Livestock
Products Production Service Trading Total
< 5,000 1 4 5 12 22
5,001-20,000 1 6 8 3 18
20,001-50,000 1 1 3 6 5 16
50,001-2,00,000 1 9 13 12 35
> 2,00,001 5 8 41 41 107 202
More than 70% of the enterprises covered in the stratified sample study reported monthly
revenue of more than Rs.2,00,000. Nearly 15% reported monthly revenue below Rs. 20,000.
The higher levels of revenue is proportionately higher in case of trading and production
sector enterprises with around 75% of enterprises with investments exceeding Rs. 50,000
being production, service and trading sector enterprises.
3.1.5. Data on Existing Enterprises Owned by NHG Members
The stratified sample study had tried to assess the linkage of entrepreneur with NHGs. Due to
the absence of objective verification tools, the information available from the study is not
reckoned to be reliable. 160 of the 336 entrepreneurs reported relationship with NHGs.
Table 3.1.xiii – Enterprises run by NHG members– Source – Kudumbashree NHG network
Enterprise Sector Number of Enterprises
Animal Husbandry – Business 5
Livestock Products 2
Production 33
Services 45
Trading 75
Total 160
The Animal Husbandry–Subsistence sectoris reported enterprises where it was felt that a
business approach was not taken. The subsistence activities have not been included for
further analysis. The most significant enterprise sectors where NHG members have set up
businesses are the following.
Table 3.1.xiv– Most popular Enterprise sectors run by NHG members Source- Kudumbashree
NHG network
Sector Enterprise Sectors Number of
Enterprises
% of
Enterprises in
the Sector
Animal Husbandry-
Business Fish Trading 5
3%
Sector Enterprise Sectors Number of
Enterprises
% of
Enterprises in
the Sector
Livestock Products Poultry Centre 2 1%
Production Bakery 7 4%
Production Furniture 8 5%
Production Hotel 8 5%
Production Tea and Snacks 10 6%
Service Flour Mill 6 4%
Service Mobile 2 1%
Service Passenger 11 7%
Service Repair 8 5%
Service Salon 6 4%
Service Tailor 11 7%
Service Tuition 1 1%
Trading Cloth 4 3%
Trading Footwear 2 1%
Trading Fruits 8 5%
Trading Kirana 9 6%
Trading Ladies Store 10 6%
Trading Mobile 6 4%
Trading Pan and Cigarette 15 9%
Trading Stationery 11 7%
Trading Vegetables 10 6%
3.2. Analysis of Existing Enterprise Environment and Entrepreneurship Factors
Information about factors affecting entrepreneurship in Parakode block was collected through
focussed-group discussions with NHG members and NHG member-entrepreneurs.
3.2.1. Sources of Credit
More qualitative details of credit access was obtained through the focus-group discussions.
Table 3.2.i – Key features of credit access in Parakode block – Source – Focus Group
Discussion
Source of
Credit
Maximum
Amount
Available
Rate of Interest
(p.a) Repayment Terms
Ease of
Availability
Source of
Credit
Maximum
Amount
Available
Rate of Interest
(p.a) Repayment Terms
Ease of
Availability
NHG Rs 25,000 12% Monthly (6 months to
Year) 1 Week (Easy)
Bank Rs 4,50,000 12% Monthly (1 year to 3
Year )
1 Month (Bank
Formality)
Moneylender Rs 1,00,000 25% Weekly (3 Months to
2 Year) 1Week (Easy)
Gold Loan Each Gram
@ Rs 1,500 18% Monthly (1 year) Easily available
3.2.2. Factors Motivating women Entrepreneurship
A qualitative assessment of attitude, motivation, and risk factors governing NHG members'
choice for self-employment was done through the focussed-group discussions. Key points
that emerged as reasons for choosing self-employment were:
Additional Income for the family
To improve the quality of life
The freedom that comes from running own business
Increases confidence
Can work based on own capability and convenience
Not a limited, fixed income
Successful projects as source of inspiration
Income generation for the employees of the enterprise
Flexible hours based on the entrepreneur allows time for family
Assurance of good quality products
Status enhancement in the society
Instilling of discipline due to running an enterprise
Local economic development
3.2.3. Factors Contributing to Enterprise Mortality
As per data available from the Kudumbashree community organisation network, 18 NHG
women micro enterprises set up during the last year in Parakode had shut down within 6
months of functioning. Enterprise sector-wise analyses of the shut-down enterprises show the
following:
Table 3.2.ii – Enterprise sector-wise distribution of shut-down enterprises – Source – Focus
Group Discussion & Kudumbashree NHG network
Enterprise Sectors # Enterprises
Shut-down
Soap products 1
Enterprise Sectors # Enterprises
Shut-down
Readymade Cloth Shop 1
Cow rearing and selling 1
Vegetable Trading 1
Bakery 1
Agarbatti making and selling 1
Book Binding 1
Coconut products 1
Sari painting 1
Food products 1
Tailoring 1
Mushroom 1
Chicken Farm 2
Bee keeping 1
Rock chips ( Handmade ) 1
Provisional store 1
Medical store 1
Total of all NHG-owned enterprises 18
Reasons for failure of these enterprises, as explained by those involved include:
Lack of profit
Lack of working capital
Lack of market
Lack of trust within the group (in cases of group enterprises)
Lack of appropriate skill training
Limited knowledge of book keeping
Limited knowledge of government aid in livelihood; difficulty in accessing cheap credit
Inability to standardize quality
Insufficient income
Issues in group dynamics in case of group enterprises
Inaccessibility of good quality raw material
3.2.4. Existing Income and Aspirations of Potential Entrepreneurs
Table 3.2.iii – Calculation of Opportunity Cost of NHG members, based on current incomes
– Source – Focus Group Discussion
Activity Number of
Hours / Day in
the Activity
Number of Days /
Month when
Activity is
Available
Number of
Months / Year
when Activity is
Available
Income
Earned
Bakery Daily 25 Days 12 months Rs 72,000
Tailoring Daily 25 Days 12 months Rs 50,000
Food products Daily 25 Days 12 months Rs 30,000
Provisional store Daily 25 Days 12 months Rs 70,000
Vegetable farm Daily 30 Days 12 months Rs 72,000
Garments Daily 25 Days 12 months Rs 60,000
Cow rearing Daily 30 Days 12 months Rs 1,44,000
Egg trading Daily 30 Days 12 months Rs 12,000
Vegetable shop Daily 25 Days 12 months Rs 60,000
Pickles 4 hrs 15 Days 6 months Rs 32,000
Candles 5 hrs 15 Days 6 months Rs 18,000
Tea shop Daily 30 Days 12 months Rs 72,000
Stationery Daily 25 Days 12 months Rs 30,000
Firewood shop Daily 30 Days 12 months Rs 30,000
Soap products Daily 20 Days 10 months Rs 8,000
Catering Daily 30 Days 12 months Rs 90,000
Curry powder Daily 20 Days 10 months Rs 12,000
Goat rearing Daily 30 Days 12 months Rs 18,000
Based on this information, the opportunity cost of NHG women can be pegged at Rs. 375 per
day. On a monthly basis, the opportunity cost is Rs. 9,375.
The aspiration of the NHG members in terms of incomes expected from enterprise activity
was also assessed. The general expectation of income from running a micro-enterprises has
been pegged at Rs.10,000 per month in case of working within the village and Rs. 15,000 per
month in case of working outside the village. At the same time, the minimum wage for labour
and non-NREGA work is Rs. 600 per day and NREGA wage is Rs. 240 per day.
3.2.5. Market and Other Factors Affecting Enterprises
Two key sets of factors affecting micro-enterprises were looked at.
Seasonality and market factors
Socio-economic and political factors
An extensive analysis of these factors was done through the focus-group discussions. Key
points that emerged are presented in the tables below
Table 3.2.iv - Seasonality and related market factors affecting / influencing enterprises – Source – Focussed Group Discussion
Strength Weakness
Availability of Panchayat level, weekly, local market
Presence of Public sector enterprise organizations such as KHDP,
VFPCK. Co-operative societies etc
Scope of festival markets for religious and regional festivals such
as Onam, Christmas, Eid, Vishu etc
Raw materials is easily available
Lack of knowledge about good packing and labeling among
existing entrepreneurs
Lack of knowledge about new technology and the relevant
machinery
Problems in price identification for existing enterprises
Lack of skilled workers
Issues in accessing credit
Competition from non-profit enterprises
Lack of market knowledge- new trends and changing
customer preferences
Lack of good communication with customers
Lack of knowledge of how to utilize by products for
creation of additional income sources
Opportunity Threat
Abundant natural resourcesleading to possibility of sales outside
the Block and even district
Strong Kudumbashree network and other government sector
NGOs can be potentially leveraged for enterprise promotion
The availability of basic facilities that can incubate innovative
businesses
Good access to market
Lack of stable income
SHG products may face competition from branded
products
Volatile weather which reduces the availability of raw
materials
Availability of cheaper products brought to the local
market by external traders as a possible threat for local
producers
Table 3.2.vi –Socio economic and political factors affecting / influencing enterprises– Source – Focussed Group Discussion
Strength Weakness
No political and caste issues evident among entrepreneurs and
customers
30% of the Panchayat members are also part of the
Kudumbashree network, leading potentially to ease in liaising
Strong commitment of the Kudumbashree network to local
economic development
Good relationship between the citizens and the Panchayat
Quick turnover for Kudumbashree products emanating from the
goodwill of the network
Availability of good basic amenities (water ,building,
transportation, electricity)
Lack of leadership quality among potential entrepreneurs
which needs to be nurtured and developed
Presence of prominent leaders that can potentially work as
pressure groups and dissuade business as usual
Presence of high economic disparity
Opportunity Threat
Conduct of religious and regional festivals as possible marketing
events
seasonal fare that can be harnessed for setting up seasonal, high
profit markets
Easy availability of capital
Presence of strong Kudumbashree network
Infrastructure
No political-caste issues
Availability of different markets for accessing raw materials as
well as retailing finished products
space for innovative businesses
The fear of acquisition of innovative businesses by bigger
businesses in the market
Cumbersome formalities in initiating new businesses
4. Assessment of Potential for SVEP Enterprises
The second part of the baseline and market potential assessment was a series of exercises aimed
at estimating the potential for enterprises to be targeted under SVEP. The potential for SVEP
Enterprises emerge from both the demand and supply of goods and services in the block. In order
to understand the demand-supply situation and make a reasonable estimate of potential, the
assessment was done in three key steps. The SVEP potential was assessed based on:
Demand for local household consumption of goods and services provided by micro-
enterprises
Supply of locally available resources – commodities, tourism, artisanal skills and
proximity to high floating demand locations/urban markets
Demand for goods and services from implementation of government schemes
4.1. Assessment of Potential Based on Household Consumption
The assessment of household consumption demand was done through the following steps:
(detailed log of the process is provided in Annexure 3).
Estimating demand for goods and services, using the Monthly Per Capita Expenditure
(MPCE) figures from the National Sample Survey Office (68th Round of Survey –
Household Consumption of Various Goods and Services in India 2011-12). The MPCE
figures for the State was disaggregated to the district level, using the Market Potential
Index developed by the MICA Indian Market Intelligence (MIMI)
The household level consumption figures were verified through a sample survey
consisting of 500 households from different demographic and socio-economic categories
Data on sales of existing enterprises collected through the enterprise stratified sample
study was used to estimate the total local supply
The gap between demand and supply, with necessary correction and tempering factors,
for various business types was calculated and used as the basis for calculating the
potential based on household consumption demand
4.1.1. Household Consumption Demand Calculation
The villages in the block were mapped on a 12-point matrix of population intervals and distance
of the village from the Major District Road (MDR) and the ones to be sampled were chosen at
random from each point on the matrix. 10% of the villages in the block were selected in total for
sampling. The total number of households to be surveyed in the block was taken as lower of 500
or 10% of the total number of HHs. These households were then divided among the selected
villages in the ratio of the total number of households belonging to SC, ST, and General (non-SC
and non-ST) households in the block. 10% of the households from which the data collected by
data enumerators (MECs) collected data were validated by Mentors from Kudumbashree NRO.
Based on the validation results and maximum, minimum, mean and median values of the data,
the outliers were eliminated based on judgement. On completion of the survey, the data was
recorded in Excel by data entry operators. The different frequencies of purchase month as
recorded in the questionnaires were brought to a common frequency – monthly in this case. The
consumption values were divided by the number of family members in the household to get the
final figures. Mean values were taken for each type, which represented the amount spent on
purchase by each HH on each type. The mean was then multiplied by the population in the block
to arrive at total purchases in the block for each consumption type. Further, based on the data
collected, percentage of purchases from within the block was calculate. The total purchase was
then multiplied by the percentage of purchases from within the block to arrive at total local
purchases.
Table 4.1.i Average consumption across population categories (N = 500 households)
Consumption Good / Services Grouped
as per Enterprise Type General SC
Weighted
Average Total
(figures in Rs. per capita per month)
Kirana Items 853.77 882.82 856.93
Dairy Items 293.22 118.07 259.33
Eggs, Fish, And Meat 710.60 483.89 665.83
Fruits 116.10 69.30 106.94
Vegetables 140.62 122.00 136.72
Cable Tv 64.95 57.70 63.40
Newspaper 89.12 44.14 80.38
Bakery / Sweet Shop 132.34 115.05 128.72
Fast Food / Hotel 46.83 26.24 42.81
Snacks Shop 49.93 39.58 47.84
Readymade Garments / Cloth Shop 122.63 102.90 118.57
Footwear 35.71 32.29 34.97
Barber / Beautician Services 20.78 20.13 20.60
Tailor 16.83 29.35 19.15
Mobile Recharge 108.90 108.27 108.49
Bus / Taxi / Auto Fare 140.21 216.93 154.32
Tuition 83.71 68.38 80.59
Ladies Store 11.09 18.04 12.37
Consumption Good / Services Grouped
as per Enterprise Type General SC
Weighted
Average Total
(figures in Rs. per capita per month)
Books And Stationery 40.75 16.67 36.09
Repair On House / Land 108.94 3.44 88.72
Grinding Charges 10.62 9.42 10.36
Pan And Cigarettes 40.75 46.95 41.81
Furniture 38.04 4.42 31.59
Total 3287.92 2639.32 3156.44
According to census 2011, the ST households form less than 0.5% of the total households in
Parakode. They were not covered as a part of household survey.
The weighted average total figures were compared with MPCE for Kerala (Rural) from NSSO
adjusted with the MIMI-MPI. The difference between the findings from the household survey
and the MPCE disaggregated figures for most consumption types were beyond acceptable limits
of deviation.
4.1.2. Calculating Existing Supply for Household Consumption
Data from the stratified sample study of micro-enterprises was used to calculate the existing
supply in the block. (detailed log of the process is providedin annexure 3).
The enterprises listed through the enterprise census were mapped on a 12-point location-market
matrix. A minimum of 5 enterprises from each point on location-market matrix were selected at
random per block subject to a maximum of 10% of the enterprises. A wait-list was also selected
(on random basis) to ensure that the target is met with. Overall, it was ensured that the sample
consisted of at least 10% of the total enterprise numbers collected. The questionnaire schedule
for the study was administered by the MEC using the Android App. 10% of the enterprises from
which the data collected by data enumerators (MECs) collected data were validated by Mentors
from Kudumbashree NRO. Based on the validation results and observation of maximum,
minimum, mean and median values of the data, the outlier records were eliminated based on
judgement.
Sales value of all the enterprises belonging to each type was totalled and the average sales value
was taken for each type by dividing the total sales value of all the enterprises belonging to the
particular type by the total number of enterprises in surveyed in the block belonging to that type.
The revenue was calculated monthly to enable comparison with the HH numbers. These type-
wise sales figures were then aggregated to broader types got from the HH survey to reach the
final values to be multiplied with the number of enterprises belonging to each of these types
according to enterprise census data to find out the total supply.
Table 4.1.ii – Data on existing supply for household consumption
Consumption Good / Services
Grouped as per Enterprise Type
Average
Monthly
Revenue (Rs.)
Number of
Enterprises in
Census
Total Monthly
Sales (in Rs.
Lakh)
Kirana Items 1,47,557 187 275.93
Eggs, Fish, And Meat 79,873 94 75.08
Fruits 1,13,438 35 39.70
Vegetables 1,26,174 131 165.29
Bakery / Sweet Shop 95,449 191 182.31
Fast Food / Hotel 1,37,647 100 137.65
Snacks Shop 39,325 112 44.04
Readymade Garments / Cloth Shop 88,603 80 70.88
Footwear 49,308 16 7.89
Barber / Beautician Services 41,193 43 17.71
Tailor 13,873 143 19.84
Mobile Recharge 1,35,141 40 54.06
Bus / Taxi / Auto Fare 70,440 517 364.17
Ladies Store 63,519 33 20.96
Books And Stationery 2,05,111 334 685.07
Repair On House / Land 72,000 167 120.24
Grinding Charges 27,682 17 4.71
Pan And Cigarettes 43,282 137 59.30
Furniture 49,199 46 22.63
Data for the following enterprises was not available from the enterprise sample:
Newspaper
Tuition
4.1.3. Gap between Demand and Supply and Enterprise Potential
Table 4.1.iii - Gap between demand and supply leading to estimate of enterprise potential
Consumption Good /
Services Grouped as
per Enterprise Type
Average
Consumption
(in Rs. Lakh)
Proportion
of Purchase
Within the
Block2
Average
Consumption
Within the
Block (in Rs.
Lakh)
Total
Monthly
Sales (in
Rs. Lakh)
Demand –
Supply
Gap (in Rs.
Lakh)
Kirana Items 300.44 1.0 300.44 275.93 24.51
Dairy Items 534.84 1.0 534.84 - 534.84
Eggs, Fish, And Meat 109.86 1.0 109.86 75.08 34.78
Fruits 66.17 1.0 66.17 39.70 26.46
Vegetables 197.38 1.0 197.38 165.29 32.09
Cable Tv 13.08 1.0 13.08 - 13.08
Newspaper 16.58 1.0 16.58 - 16.58
Bakery / Sweet Shop 212.37 1.0 212.37 182.31 30.06
Fast Food / Hotel 132.44 1.0 132.44 137.65 -5.21
Snacks Shop 49.33 1.0 49.33 44.04 5.29
Readymade Garments
/ Cloth Shop 85.59 1.0 85.59 70.88 14.71
Footwear 21.63 1.0 21.63 7.89 13.75
Barber / Beautician
Services 25.50 1.0 25.50 17.71 7.78
Tailor 27.64 1.0 27.64 19.84 7.80
Mobile Recharge 89.50 1.0 89.50 54.06 35.44
Bus / Taxi / Auto Fare 372.38 1.0 372.38 364.17 8.20
Tuition 16.62 1.0 16.62 - 16.62
Ladies Store 25.52 1.0 25.52 20.96 4.56
Books And Stationery 669.83 1.0 669.83 685.07 -15.24
Repair On House /
Land 91.48 1.0 91.48 120.24 -28.76
Grinding Charges 12.82 1.0 12.82 4.71 8.11
2 Indicates the average proportion of the good/service purchased within the block out of that consumed in
the block – From Household Survey
Consumption Good /
Services Grouped as
per Enterprise Type
Average
Consumption
(in Rs. Lakh)
Proportion
of Purchase
Within the
Block2
Average
Consumption
Within the
Block (in Rs.
Lakh)
Total
Monthly
Sales (in
Rs. Lakh)
Demand –
Supply
Gap (in Rs.
Lakh)
Pan And Cigarettes 77.61 1.0 77.61 59.30 18.31
Furniture 39.09 1.0 39.09 22.63 16.46
Table 4.1.iv – Enterprise types with SVEP potential
Consumption Good /
Services Grouped as per
Enterprise Type
Demand –
Supply Gap
(in Rs.
Lakh)
Take Home
Income Ratio
for
Entrepreneur3
Rupee
value of
enterprise
Potential
(In Rs.
Lakh)
Aspired
Income
(Rs.)
Number of
Potential
Enterprises
(Rupee
Value /
Aspiration)
Kirana Items 24.51 0.21 5.15 10,000 51
Eggs, Fish, And Meat 34.78 0.22 7.65 10,000 77
Fruits 26.46 0.23 6.09 10,000 61
Vegetables 32.09 0.2 6.42 10,000 64
Bakery / Sweet Shop 30.06 0.22 6.61 10,000 66
Snacks Shop 5.29 0.48 2.54 10,000 25
Readymade Garments /
Cloth Shop 14.71 0.36 5.29 10,000 53
Footwear 13.75 0.27 3.71 10,000 37
Barber / Beautician
Services 7.78 0.53 4.13 10,000 41
Tailor 7.80 0.51 3.98 10,000 40
Mobile Recharge 35.44 0.26 9.21 10,000 92
Bus / Taxi / Auto Fare 8.20 0.71 5.82 10,000 58
Ladies Store 4.56 0.45 2.05 10,000 21
Grinding Charges 8.11 0.63 5.11 10,000 51
Pan And Cigarettes 18.31 0.47 8.61 10,000 86
3 Indicates profit and wages taken home by the entrepreneur/s as a proportion of the total revenue of the
business
Consumption Good /
Services Grouped as per
Enterprise Type
Demand –
Supply Gap
(in Rs.
Lakh)
Take Home
Income Ratio
for
Entrepreneur3
Rupee
value of
enterprise
Potential
(In Rs.
Lakh)
Aspired
Income
(Rs.)
Number of
Potential
Enterprises
(Rupee
Value /
Aspiration)
Furniture 16.46 0.39 6.42 10,000 64
Total 887
4.2. Enterprise Potential Based on Locally Available Resources
The second component of the potential for enterprises under SVEP comes from the livelihoods
resource base available in the block. The livelihoods resources have been classified into four:
Primary commodities/products from land-forest-water resources
Tourism
Artisanal skills
Locational – high demand concentration locations/ proximity to urban markets
4.2.1. Commodities / Products
A list of primary commodities/products was identified through extensive field interactions by the
MECs. The list of 12 commodities consists of a balanced mix of tree/forest products and farm
products.
Table 4.2.i – Primary commodities/products identified in Parakode block
Mango Chembu
Jackfruit Kachil
Coconut Pea (Payar)
Tamarind Snakeguard(Padavalam)
Kodampuli Ginger
Cheema Puli Green Chilly
Champakka Amarandas (Cheera)
Guava Rubber
Rambootan Milk
Pappaya Tapioca
Pineapple Banana
Jathikka Pavakka
Cheeva kizhangu
(Koorkha)
Chena
A value-chain approach to the commodities was adopted for understanding the potential for
micro-enterprises. Five value-chain points were identified for detailed analysis in the field.
Input services
Production
Post-harvest management (grading, sorting)
Processing
Logistics (storage and transportation)
The production point was not taken up for further analysis. MECs collected information on the
processes, quantities and issues related to potential for micro-enterprises on the remaining four
points, through detailed key-informant interactions in the villages and markets.
Table 4.2.ii – Estimated market value of commodities / products in Parakode block
# Commodity
Estimated market value in Rs. lakh
Input Post-Harvest Processing Logistics
1 Mango 0.00 9.07 800.21 1681.13
2 Jackfruit 0.00 0.00 1300.52 2716.38
3 Coconut 33.72 8877.88 106.49 5111.61
4 Tamarind 0.00 0.00 0.00 284.29
5 Kodampuli 0.00 0.00 0.00 436.64
6 Cheema Puli 0.00 0.00 86.46 20.60
7 Champakka 0.00 0.00 632.10 2540.20
8 Guava 0.00 0.00 2.07 5.04
9 Rambootan 0.00 3.41 0.64 0.69
10 Pappaya 0.00 0.00 6200.69 10674.63
11 Pineapple 321.30 0.00 251.09 304.55
12 Jathikka 0.00 32.20 6.76 12.46
13 Cheeva kizhangu
(Koorkha)
0.00 11.90 0.00 26.78
# Commodity
Estimated market value in Rs. lakh
Input Post-Harvest Processing Logistics
14 Tapioca 92.63 0.00 34.99 102.69
15 Banana 37.35 0.00 184.28 1032.48
16 Pavakka 0.91 0.00 6.39 28.00
17 Chena 4.27 0.00 15.12 731.57
18 Chembu 5.15 0.00 101.57 1256.97
19 Kachil 0.34 0.00 0.00 78.21
20 Pea (Payar) 0.31 0.00 43.40 54.92
21 Snakeguard(Padavalam) 0.02 0.00 0.00 42.26
22 Ginger 0.50 0.00 11.18 24.10
23 Green Chilly 0.22 10.71 1.99 4.80
25 Amarandas (Cheera) 206.64 0.00 0.00 51.56
26 Rubber 1263.39 0.00 0.00 213.11
27 Milk 0.00 0.00 20.16 181.98
The ability of SVEP to convert the market value into actual enterprises will depend on four key
factors. These factors were analysed and a quantified value assigned to each, in terms of
percentage of the value that can be exploited. The four factors that were considered and the
values arrived at for each, based on key-informant discussions are as follows.
Table 4.2.iii – Conversion factors for commodity/product based potential in Parakode
Factor Detail
Capital requirement Lower levels of capital requirement are better-suited for SVEP
Demand that can be
generated
How much of the demand can be generated, given local
conditions
Availability of skill and
infrastructure
Levels of technical skill and basic infrastructure that is needed
to take advantage of the potential
Magnitude of competition
existing in the market
Lower the existing competition, better the opportunities for
SVEP
Accordingly, the rupee value of the potential for SVEP was assessed for each
product/commodity and the number of enterprises possible was calculated, which came out to
10% for all sectors across value chain. Take-home income potential of the enterprises was
estimated as 30%. The enterprises based on availability of resources are expected to be seasonal
enterprises, each running for about 4-months. The aspiration level was taken as that for
enterprises outside the village, hence the number of enterprises possible was based on a higher
level of aspiration of income for 4-months of Rs 24,000.
Table 4.2.iv – Calculation of SVEP potential based on commodities / products
Commodity
Market Value Considered for SVEP (Rs. lakh) Take Home
Potential
(30%)
Number of
Potential
Enterprises Input
(10%)
Post-
harvest
(10%)
Processing
(10%)
Logistics
(10%) Total
Mango 0.00 0.91 80.02 168.11 249.04 74.71 125
Jackfruit 0.00 0.00 130.05 271.64 401.69 120.51 201
Coconut 3.37 887.79 10.65 511.16 1412.97 423.89 235
Tamarind 0.00 0.00 0.00 28.43 28.43 8.53 14
Kodampuli 0.00 0.00 0.00 43.66 43.66 13.10 22
Cheema Puli 0.00 0.00 8.65 2.06 10.71 3.21 5
Champakka 0.00 0.00 63.21 254.02 317.23 95.17 53
Guava 0.00 0.00 0.21 0.50 0.71 0.21 0
Rambootan 0.00 0.34 0.06 0.07 0.47 0.14 0
Pappaya 0.00 0.00 620.07 1067.46 1687.53 506.26 281
Pineapple 32.13 0.00 25.11 30.45 87.69 26.31 15
Jathikka 0.00 3.22 0.68 1.25 5.14 1.54 3
Cheeva kizhangu
(Koorkha)
0.00 1.19 0.00 2.68 3.87
1.16
1
Tapioca 9.26 0.00 3.50 10.27 23.03 6.91 4
Banana 3.73 0.00 18.43 103.25 125.41 37.62 21
Pavakka 0.09 0.00 0.64 2.80 3.53 1.06 1
Chena 0.43 0.00 1.51 73.16 75.10 22.53 13
Chembu 0.51 0.00 10.16 125.70 136.37 40.91 23
Kachil 0.03 0.00 0.00 7.82 7.86 2.36 4
Pea (Payar) 0.03 0.00 4.34 5.49 9.86 2.96 2
Snakeguard(Padaval
am)
0.00 0.00 0.00 4.23 4.23
1.27
1
Ginger 0.05 0.00 1.12 2.41 3.58 1.07 1
Green Chilly 0.02 1.07 0.20 0.48 1.77 0.53 0
Commodity
Market Value Considered for SVEP (Rs. lakh) Take Home
Potential
(30%)
Number of
Potential
Enterprises Input
(10%)
Post-
harvest
(10%)
Processing
(10%)
Logistics
(10%) Total
Amarandas
(Cheera)
20.66 0.00 0.00 5.16 25.82
7.75
4
Rubber 126.3
4
0.00 0.00 21.31 147.65
44.30
49
Milk 0.00 0.00 2.02 18.20 20.21 6.06 3
Total 1081
4.2.2. Tourism
Places in the block where large number of non-local people congregate, for religious or leisure
purposes, were identified. The MECs conducted a dip-stick survey in these locations to estimate
the footfall and to understand the nature of enterprise activities ongoing and possible.
Table 4.2.v - Tourist spots in Parakode
No of Days
Open in a Year
No. of Families
Visiting in a
year
Money Spent by a
Family on Average
(Rs)
Chankoor Mahadeva Temple,
Enadimangalam 10 1,250 700
Elamannor Mahadeva
Temple, Enadimangalam 10 1,500 700
Maruthimoodu Church,
Elamannor 365 36,500 500
Table 4.2.vi – Calculation of SVEP potential from tourism locations
Enterprise Type
Share of
Family
Spending
(%)
Take Home
Potential
Available
(Rs.)
Total
Enterprise
Potential
Existing
Enterprises
New
Enterprises
Possible
Chankoor Mahadeva Temple, Enadimangalam
Snacks Shop 30 1,05,000 2 5 2
Gift Shop 20 35,000 0 4 0
Toy Shop 15 26,250 0 2 0
Enterprise Type
Share of
Family
Spending
(%)
Take Home
Potential
Available
(Rs.)
Total
Enterprise
Potential
Existing
Enterprises
New
Enterprises
Possible
Hotel 25 87,500 4 1 4
Puja Matarial 10 17,500 0 1 0
Elamannor Mahadeva Temple, Enadimangalam
Tea and Snacks 20 84,000 5 5 0
Gift Shop 20 45,000 3 2 1
Toy Shop 20 45,000 3 2 1
Hotel 30 67,500 4 2 2
Puja Matarial 10 21,000 1 3 0
Maruthimoodu Church, Elamannor
Tea and Snacks 15 10,95,000 6 2 4
Puja Materials 20 7,30,000 4 6 0
Puja Materials 20 7,30,000 4 6 0
Cold Drinks Shop 10 3,65,000 2 1 1
Hotel 15 10,95,000 6 1 5
Toy Shop 10 3,65,000 2 0 2
Gift Shop 10 3,65,000 2 0 2
Total 24
4.2.3. Artisanal Skills
The purpose of assessing availability of artisanal skills is to estimate if enterprise potential from
clustering of artisanal production, using a value-chain approach can be developed under SVEP.
In order for meaningful interventions to happen, a cluster-value chain approach is
necessary.Field work did by the MECs reveal no significant artisan cluster in Parakode block.
4.2.4. High Demand Concentration Locations / Proximity to Urban Markets
Parakode is around 80 kms from Alapuzha city and plenty of trade happens between Parakode
and Alapuzha.
Enterprise potential coming from the proximity to Ajmer has not been assessed properly yet. The
time available for the market assessment studies and the level of experience of the local teams
were not sufficient to understand this potential. It is expected that enterprises in the services
sector will have opportunities in the days to come. This will be understood and realized as part of
implementation of SVEP.
4.3. Demand based on Government Schemes
Expenditure incurred on goods and services for the implementation of various government
schemes has the potential to create micro-enterprises under SVEP. The potential of schemes
were assessed and the number of enterprises possible has been calculated.
However, these enterprises can only be realised with adequate support and timely approvals and
sanctions from government departments.
The government schemes with enterprise potential considered are:
Swachh Bharat Mission
Uniform for school children and hospital staff
Supplementary nutrition for lactating mothers and children aged 6 months – 3 years
Establishing institutional catering services for NRLM offices
4.3.1. Swachh Bharat Mission (SBM)
The target for building toilets during 2016-17 in Parakode for SBM is1,318. The material
proportion for SBM and cost per unit is as under:
Table 4.3.i – Market value of goods needed for SBM
Material Component Proportion Rate (in Rs.) Total Market (in Rs.
lakh)
Bricks 225 pieces 24 71.2
Cement 4 bags 400 21.1
Iron Rod 25 kg 35 11.5
Sand 0.5 load 5,000 33.0
Crushed Rock 50 feet 7 4.6
Door 1 door 1,275 16.8
For the purpose of SVEP, the following are the enterprise types considered:
Bricks manufacturing
Bricks trading
Cement trading
Roof stone trading
Door manufacturing
4.3.2 Pradhan Mantri Awas Yojana
The target for building toilets during 2016-17 in Parakode for PMAY is354. The material
proportion for PMAY and cost per unit is as under:
Table 4.3.ii – Market value of goods needed for IAY
Material Component Proportion Rate (in Rs.) Total Market (in Rs.)
Bricks 2,200 pieces 24 1,86,38,400
Cement 120 bags 400 1,69,44,000
Iron Rod 650 kg 35 80,30,750
Sand 2 load 5000 35,30,000
Crushed Rock 200 feet 7 4,94,200
Door 2 doors 4000 28,24,000
Window 5 pieces 1500 26,47,500
Total 5,31,08,850
4.3.2. Uniforms in Schools and Hospitals
School Children
Number of school children in the block – 3,825
Per capita school uniform allocation per annum (average) – Rs. 600
Total market value possible – Rs. 22.95 lakh
Hospital Staff
Number of hospital staff
◦ Grade 3 – 9
◦ Grade 4 – 7
Per capita hospital uniform allocation per annum (average)
◦ Grade 3 – Rs. 1,500
◦ Grade 4 – Rs 700
Total market value possible – Rs. 0.18 lakh
4.3.3. Supplementary Nutrition
Supplementary nutrition was not considered for enterprise development activities due to the
presence of supply from Nutrimix units in Kerala.
4.3.4. Institutional Catering
Number of meetings in the block panchayats and CDS‟ per month – 84
Approximate number of persons per meeting – 25
Average spent per meeting per person – Rs. 50
Total market value possible per annum – Rs. 12.6 lakh
As done in the case of potential assessment from commodities/products, conversion factors to
calculate potential of SVEP from the total market value possible were also assessed. The same
four factors as listed in Table 4.2.iii above was considered. The conversion factor was pegged at
10% for enterprises under SBM and at 75% for enterprises catering to uniform, supplementary
nutrition, and institutional catering.
Table 4.3.ii – Calculation of SVEP potential from government schemes
Enterprise Type
Available
Market
(in Rs.
Lakh)
Conversion
Factor
Used
Potential
Available
(in Rs.
Lakh)
Take
Home
Income
Ratio
SVEP
Potential
(In Rs.
lakh)
Number of
Potential
Enterprises
Bricks
Manufacturing 128.78 10.0% 12.9 0.2 2.6 2
Bricks Trading 128.78 10.0% 12.9 0.2 2.6 2
Cement and iron
rods Trading 282.37 10.0% 28.2 0.1 2.8 2
Centering and
Construction 9.56 10.0% 1.0 0.2 0.2 0
Door and Window
Frames
Manufacturing
71.52 10.0% 7.2 0.2 1.4 1
Institutional
Catering 12.6 75% 9.45 0.45 4.25 0
School / Hospital
Uniform 23.134 75% 17.3505 0.6 10.41 5
Total 12
4.4. Existing Enterprises Supported under SVEP
SVEP envisages providing support to existing micro-enterprises run by members of NRLM
SHGs and/or their family members. As seen in Section 3.1.5, there are existing enterprises run
by SHG members in the Block. 25% of these will be brought under the purview of SVEP
support.
The number of existing enterprises in the block identified during the enterprise census, owned by
SHG members / family members is 160. All 160 enterprises have been included in the plan
presented in this DPR, as the total number of existing enterprises supported does not exceed the
25% of all enterprises proposed to be supported in the block under SVEP.
4.5. Potential for Enterprises under SVEP – Consolidated Information (type-wise)
Table 4.5.i - Calculation of SVEP potential for new and existing enterprises – Consolidated
Nature of Potential Enterprise Type Number of Enterprises
Perennial Seasonal
From Household
Demand
Kirana Items 51
Eggs, Fish, And Meat 77
Fruits 61
Vegetables 64
Bakery / Sweet Shop 66
Snacks Shop 25
Readymade Garments / Cloth Shop 53
Footwear 37
Barber / Beautician Services 41
Tailor 40
Mobile Recharge 92
Bus / Taxi / Auto Fare 58
Ladies Store 21
Grinding Charges 51
Pan And Cigarettes 86
Furniture 64
From Sub-Sector
Analysis: Commodities
Mango 125
Jackfruit 201
Coconut 235
Tamarind 14
Nature of Potential Enterprise Type Number of Enterprises
Perennial Seasonal
Kodampuli 22
Cheema Puli 5
Champakka 53
Papaya 281
Pineapple 15
Jathikka 3
Cheeva kizhangu (Koorkha) 1
Tapioca 4
Banana 21
Pavakka 1
Chena 13
Chembu 23
Kachil 4
Pea (Payar) 2
Snakeguard(Padavalam) 1
Ginger 1
Amarandas (Cheera) 4
Rubber 49
Milk 3
From Sub-Sector
Analysis: Tourism
Gift Shop 3
Hotel 11
Tea And Snacks 6
Cold Drinks 1
Toy Shop 3
From Government
Demand
Bricks production 2
Bricks trading 2
Cement trading 2
Nature of Potential Enterprise Type Number of Enterprises
Perennial Seasonal
Door production 1
Uniform 5
Total 1,557 447
Total New Enterprises 2004
Total Existing Enterprise 160
Total Number of SVEP Enterprises in the Block 2164
4.6. From Potential to Actual Enterprises
As explained in the sections above, the market potential assessment carried out has provided
numbers of enterprises that can be undertaken for development as part of SVEP. The challenge is
to ensure that the estimated numbers are converted into real enterprises benefitting the SHG
members and their families. It is therefore necessary to be realistic about the targets and the
processes to be followed. There are also factors external to SVEP implementation itself that
needs to be considered.
4.6.1. Conditions of Success
The conditions of success of SVEP are around the following key issues, not fully within the
control of the SVEP implementation mechanism.
Institutional ability of the NRLM community institution structure
Success of SVEP will depend on the capabilities and interest of the SHG-Federation
structure in the block. Interventions of the SRLM and related agencies in areas of social
mobilisation, institution building, capacity building and financial inclusion are critical in
this regard.
Bank coordination
Coordination with banks / financial institutions also have implications on the success of
SVEP. Here again the overall strategy of the SRLM, especially w.r.t to financial
inclusion as a whole will be critical. There are issues related to creditworthiness and
access to credit that poor entrepreneurs face. Many of this will be addressed by SVEP
through its interventions. But the larger picture cannot be discounted.
4.6.2. Phasing Strategy
Phasing of the SVEP strategy in terms of realising the targeted numbers is also critical. The
phasing referred to here is with respect to the enterprise sectors and types. It will be necessary for
certain sectors of businesses to be established before others can be made feasible. The inter-
relationship is critical and has to be studied. The market assessment exercise did not do this. The
issue may not be so critical in case of enterprises catering to household demand. It will be
significant for enterprises taking advantage of the resource context and those looking to gain
from government schemes.
Besides this, enterprises catering to provision / maintenance of irrigation and other facilities in
the villages will be considered in due course of SVEP implementation.
A clear phasing strategy will be developed within six-months of starting of implementation of
SVEP. This time is necessary to ensure that all market and community level issues are clearly
understood before the strategy is finalised.
5. Implementation of SVEP – Arrangements at Various Levels
Implementation of SVEP in the Block will be taken in stages as explained below.
Table 5.i – SVEP Implementation Stages
Stage Activities Time-period
DPR Conduct of baseline & market potential
study and preparation of DPR
Undergoing
Stage 1 Preparatory activities After EC approval – till the 6th
month.
Stage 2 Field-level preparatory activities After EC approval – till the 10th
month.
Stage 3 Field-level implementation After EC approval – 11th
month onwards
Various activities to be taken up as part of SVEP implementation in the Block are explained in
this chapter. The stage of implementation as per the above table will be referred to in the
explanation. The project calendar in Chapter 8 will provide a summary view of the activity
plan.A month-wise plan is elaborated in annexure 3.
5.1. Description of Project Components
SVEP aims at promotion self-employment opportunities among rural women to guard
themselves against vagaries of agriculture. Towards this, a system of providing start-up and
handholding support is being established under this programme in the form of Micro Enterprise
Consultants (MEC). The SVEP Guidelines of the Ministry of Rural Development refers to them
as CRP-EP. In case of SVEP in Kerala, the MEC will serve as CRP-RP. MEC are persons from
the community with basic numeracy and logic skills, who will be trained and certified under
SVEP to provide support to budding / existing entrepreneurs.
5.1.1. Placement of Micro Enterprise Consultants
In case of Parakode Block, the Micro Enterprise Consultants need to be identified, oriented and
trained. The trained MECs will function as a group.
Stage-wise activity plan for MEC
Activities Stage Responsible Agency
Selection and Capacity Building of MEC
Group
Stage 1 Kudumbashree-NRO
Formation of MEC Group to take up BRC
operations
Stage 1 Kudumbashree-NRO
Certification of MECs Stage 2 Kudumbashree-NRO
5.1.2. Setting-up of Block Resource Centre for Enterprise Promotion (BRC)
The Block Resource Centre for Enterprise Promotion (BRC) will be set up as the base for
implementation of SVEP in the Block. The BRC will be the nodal centre for technical support
for SVEP at the Block level.
Ownership of the BRC will be with the Block Level Federation (BLF) to be set up under the
NRLM institutional structure. Until the BLF is formed, a nodal Community Development
Society (CDS) assigned by Kudumbashree SPEM will be responsible to own the BRC.
The MEC Group which will be trained in the Block will be assigned the responsibility of
operating the BRC. The BRC will be a physical place to work and will consist of all MEC
working in the Block.
After the formal start of SVEP implementation, Kudumbashree-NRO, the Project Implementing
Agency (PIA) will establish necessary hardware and facilities including physical infrastructure
such as furniture, fixtures and IT Hardware for the BRC. The PIA with the support of SRLM will
also establish the norms, terms and conditions for operations of the BRC. The PIA, with the
support of SRLM will also orient the nodal CDS and other concerned Block level stakeholders
and ensures their familiarisation with the MEC.
Stage-wise activity plan for BRC
Activities Stage Responsible Agency
Identification of nodal-CDS to own the BRC Stage 1 Kudumbashree SPEM
Orientation of the nodal-CDS Stage 1 Kudumbashree SPEM
Empanelment of MEC Group to operate the BRC Stage 2 Kudumbashree SPEM
Setting up physical infrastructure for the BRC Stage 2 Kudumbashree-NRO
Formal agreement between nodal-CDS and MEC
Group for operations of the BRC
Stage 2 Kudumbashree SPEM
Regular functioning of the BRC Stage 3 Nodal-CDS, Kudumbashree-NRO
&Kudumbashree SPEM as per
agreed upon monitoring
framework
5.1.3. Setting up CEF and Norms for Disbursement / Collection / Management
The Community Enterprise Fund (CEF) is a dedicated fund, on the lines of the Community
Investment Fund provided under NRLM, for the pilot Block under SVEP to give out loans to the
entrepreneurs. It will help to enhance credit-worthiness of the village entrepreneurs and also
showcase the ability of the community institution led enterprise capital provisions to demonstrate
disciplined credit behaviour. This will also help to enhance bank‟s confidence in the unorganised
sector.
Kudumbashree SPEM will issue detailed guidelines for use of CEF in Parakode Block.
Kudumbashree-NRO will support in drafting of the guidelines. The following general conditions
issued by NRLM will be included in the guidelines.
The CEF will not be used for funding illegal activities and motorised vehicles (except if they are
being used for revenue-generating purposes). Also, activities which require licensing / other
govt. formalities will not be funded till necessary formalities are completed.
The CEF will be provided through the community institutions. The NHG member associated
with the enterprise would be responsible for signing the CEF on behalf of the entrepreneur
(either self, spouse, child or parent). The first step in the setting up of the CEF will be to transfer
the CEF to the nodal CDS, which will be done by the SRLM. The nodal CDS will have to
maintain separate books of accounts pertaining to CEF.
Conditions to avail CEF may include the following:
Income and credit appraisal of the entrepreneur
Feasibility study of the enterprise
Appraisal of loans by BLF or nodal-CDS based on enterprise sector and regional
benchmarks
Stage-wise activity plan for CEF
Activities Stage Responsible Agency
Issue of guidelines for operations of the CEF Stage 1 Kudumbashree SPEM
Opening of bank account of the nodal-CDS Stage 1 Kudumbashree SPEM
Establishing accounting system for the operations of
the CEF
Stage 1 Kudumbashree SPEM
Transfer of CEF funds to nodal-CDS into their
separate bank account for SVEP
Stage 2 Kudumbashree SPEM
Formal setting up of the CEF for the Block Stage 2 Kudumbashree SPEM
5.1.4. Finalising design and rolling out of the VE-IT Application
The Village Enterprise – IT application (VE-IT App) will be used for assisting the various
stakeholders such as MEC, BRC, Kudumbashree SPEM, Kudumbashree-NRO and the NRLM-
NMMU in carrying out various activities. The VE-IT App was used in data collection for
preparing DPR. It will be used further to monitor the performance of enterprises so formed under
the project. VE-IT application will include the following components:
New business feasibility and opportunity assessment through heat maps, that captures
location, density and size of competition contrasted with market size
Business performance appraisal and investment analysis (To be based on regional norms
and benchmarks)
Credit appraisal (based on financial strength of entrepreneur)
Performance Tracking System (PTS) - paper or mobile book-keeping at the enterprise
level and business performance information collated and analysed by the BRC to provide
meaningful feedback to the entrepreneur
Reporting to Financial Institution and other stakeholders like NRO, KS –District Mission,
KS - State Mission, NMMU and the CDS-ADS-NHG
Baseline and market assessment study to arrive at benchmarks for various enterprise
types
Stage-wise activity plan for VE-IT App
Activities Stage Responsible Agency
Finalisation of software and roll-out in the Block Stage 2 Kudumbashree-NRO
Ensuring availability of necessary hardware with the
BRC to manage the VE-IT App
Stage 2 Kudumbashree-NRO
Training of the MEC on the VE-IT App Stage 2 Kudumbashree-NRO
Orientation of KS - District Mission, KS -
DistrictMissionand KS - StateMission of Kudumbashree
SPEM on the VE-IT App
Stage 2 Kudumbashree-NRO
Synchronisation of VE-IT PTS and Kudumbashree
SPEM MIS
Stage 2 Kudumbashree
SPEM
Orientation of entrepreneurs on use of data recording
(paper or mobile-based) for PTS
Stage 3 BRC
On-going use of VE-IT App Stage 3 BRC
5.2. Positioning of Personnel and Roles and Responsibilities of SRLM and PIA
A Memorandum of Understanding (MOU) has been signed between Kudumbashree SPEM, the
SRLM and Kudumbashree-NRO, the PIA for implementation of SVEP in the Block. The terms
and conditions stipulated in the MOU shall be followed. In case of specific activities, the
explanations given in this Detailed Project Report (DPR) document shall form the basis of the
partnership between the SRLM and the PIA.
This section details the roles and responsibilities of the various personnel who will be engaged in
the implementation, coordination and facilitation of SVEP from the SRLM and the PIA.
5.2.1. KudumbashreeSPEM – State, District, and Block Mission Units
SRLM shall position the following personnel:
Senior personnel (SPM) for coordination of the partnership at the State-level
One professional at the Block level to be Block Project Manager for SVEP (BPM-SVEP)
to work closely with the PIA. This professional should have the competencies and
experience as defined by the NRLM-MoRD
Other responsibilities of the SRLM shall include:
Prepare Annual Action Plans
Conduct project initiation workshops
Provide field level support and required information such as records, local institutional
contact etc. required for planning and smooth implementation of the project activities.
Setup the Block Resource Centre (BRC)
Prioritize creation of BLF and assign one CDS/ADS in the Block with responsibility for
the monitoring BRC till BLF comes into existence
Engage its district and Block level teams for the implementation of activities under the
partnership
5.2.2. Personnel on the Ground
Mentors
Mentors are persons having experience in enterprise promotion in Kerala and shall be drawn
from amongst the community organizations promoted by Kudumbashree. They shall be selected
on the basis of their experience within Kerala and / or within partner states under MEC project,
communication skills and willingness to work as Mentors.
The role of Mentors shall be as follows:
Assist PIA and SRLM during selection and training of MEC
Guide MEC during the training programme
Support MEC in on-field activities and enterprise promotion
Be available to MEC for consultation on telephone during other times
Micro Enterprise Consultants (MEC)
The MEC will form the BRC. They will provide the following type of services, for which
payment will be made to them as per norms and conditions explained later.
Selection of entrepreneurs and conduct of business feasibility analysis
Business plan preparation
Business plan appraisal and credit appraisal
Need based linkages for start-up and enterprise launch
Personalized advisory / performance and repayment tracking
The detailed list of services provided by the MEC is given as Supplement to Section 6 of the DPR.
5.3. Roles and Responsibilities of Community Institutions
The NHG-Federation network formed as part of NRLM will play a critical role in the
implementation of SVEP. As explained earlier, till such time that a Block-level Federation is
established, one CDS identified by the SRLM will function as the nodal-CDS for SVEP. Other
Federations, Area Development Society and NHGs will play their respective roles.
5.3.1. Nodal-CDS
The Nodal CDS shall, preferably, be the CDS in the Block headquarters. It will act as the holding
entity till the BLF comes into existence. The nodal-CDS should have the capability for handling
the CEF. The nodal CDS will be trained by the SRLM, with the support of PIA, to manage funds
related to CEF under SVEP.
5.3.2. NRLM NHGs and their Federations
The NHG-ADS-CDS network must be actively involved in the enterprise promotion efforts in
their respective areas. Their engagement with the MEC and the BRC is key to the success of
SVEP. Their role in the project will be:
Help in the selection of potential entrepreneurs
Monitor the use of the loan and the ensure repayment
Create and use a community based Credit Guarantee Fund, with help from SRLMs
Monitor the work of the MEC
Provide social and emotional support to the entrepreneurs as and when required
5.4. Institutional / Contractual Arrangements to be made for Operations at the Block
Level
5.4.1. BRC as outsourced entity of Nodal CDS
The ultimate responsibility for promoting self-employment among NHG members rests with the
community institutions. However, given the present context, it is difficult for the community
network to support the first-generation entrepreneurs based on their limited technical business
logic and knowledge. To cover for this gap, the community network, through their CDS, shall
engage with the MEC Group to operate the BRC. The MEC Group is an independent entity
responsible for their own revenue and profits. The CDS shall enter into a contract with the MEC
Group to provide enterprise-related support to the NHG women or their family members in
exchange for a fee. The contract shall clearly list the terms of payment and roles and
responsibilities of each stakeholder. The template for the contract shall be finalised by PIA, in
consultation with SRLM.
BRC, while owned by the nodal-CDS and later the BLF, shall be the managed through
outsourcing by nodal-CDS to the MEC Group. It will act as the agency running enterprise
promotion and support at Block level. To ensure its ensure its smooth functioning there must be
in place reporting structures, processes and rules so that effective monitoring of BRC can be
done by other institutions.
5.4.2. Arrangements made by MEC Group to act as BRC
In order to ensure their sustainability and effectiveness the MEC Group must function as a single
entity. To formalize this union the MECs shall make use of legal tools available. These will also
act as a guideline in case of any internal conflict arises amongst the members. For the MEC
Group to function as the managing agency of the BRC, it will have to comply with the
following–
Register it as a partnership firm by signing a partnership deed. Partnership firms are
easier to form and are governed by less stringent regulations, pertaining to movement of
capital, tax, etc
Accredited by SRLM as their support agency
Sign a bye-law to detail out the internal work management and regular operations of
members of MEC Group
These will ensure that the MECs engage themselves and are responsible to their clients as the
group managing the BRC. It shall be MEC Group's collective responsibility to discharge on
contractual agreements with the CDS to operate the BRC.
5.4.3. Monitoring of the Functioning of BRC
Functioning of the BRC will be monitored as follows:
By the Nodal CDS
The nodal-CDS shall review the work of the BRC as per physical targets mentioned in
the contract
The payment shall be made by the nodal-CDS on achievement of the physical targets as
mentioned in the contract and as per the listed payment norms
BRC shall submit regular reports (weekly, bi-weekly, or monthly) to the nodal-CDS
regarding work under contract
By the District Mission
The KS –District Mission, through BPM-SVEP, shall closely monitor the working of
BRC
The BRC shall submit regular reports (weekly, bi-weekly, or monthly) to the BPM-SVEP
/ regular-BPM regarding work done under contractual agreement with the nodal-CDS.
This report shall be attested by the nodal-CDS.
The KS - District Mission shall facilitate a monthly review of the BRC in presence of
Block Anchor Person, BPM-SVEP, Mentors, representatives of BRC, nodal CDS and
other constituent CDS/ADS to take stock of the activities, and engage in planning as per
SVEP targets.
By the PIA
The PIA, through Mentors and Block Anchor Person, shall closely monitor the working
of BRC.
The PIA shall facilitate a quarterly review of the BRC in presence of Block Anchor
Person, BPM-SVEP, Mentors, and representatives of BRC, nodal CDS and other
constituent CDS/ADS to take stock of the activities, and engage in planning as per SVEP
targets.
Data generated from the VE-IT App on performance of the enterprises supported by the BRC
shall form the basis of the business results assessment of the BRC.
5.5. Capacity Building
Capacity building of the SVEP stakeholders will be a continuous process. This section outlines
some of the key elements.
Capacity building of MEC
Training of the MEC is the responsibility of Kudumbashree-NRO. Prior to the start of full-
fledged implementation of SVEP on field, the MEC working in the Block will be oriented and
trained in business management and soft-skills development. The business management training
would be conducted in two parts, and they would be put through the SVEP testing system to
certify their suitability.
Capacity Building of Nodal-CDS
To ensure nodal-CDS carries out its responsibilities effectively, the PIA, with the support of
SRLM, will train the members of nodal-CDS (particularly the executive body) in apprising
business plans and in assessing credit history of the entrepreneur. They will also be trained in the
process of disbursing and collection of CEF and the norms and regulations governing the same.
The nodal-CDS will also be oriented on their engagement with BRC and their role in promoting
enterprise development in the Block.
Capacity Building of other CDSs, ADS and NHG
The immediate responsibility of assuring the success of SVEP falls on the community network.
The NHG-ADS-CDS is responsible for assisting in entrepreneur identification, ensuring
repayment of CEF and in reporting issues faced in implementation of the project. The NHG
women or their family members will be direct recipients of BRC services and the onus will be on
them to utilise BRC services to the best possible extent.
For the community network to recognise their role in implementation of the project, they have to
be oriented on the broad purpose and objectives of SVEP, accessing services of BRC, their role
in ensuring CEF repayments on time, and in monitoring the working of BRC. The training of the
community network will be the responsibility of the PIA, which will be discharged with the
support of SRLM and its functionaries.
5.6. Support Provisions at Block Level for Operations of SVEP
This section outlines the specific support that various constituents of the SVEP implementation
system will provide to each other, to ensure smooth implementation of the programme in the
Block.
5.6.1. Support by PIA Block Anchor Person and Mentors
To MEC and BRC
Support the MEC Group to set up the BRC and coordinate with BPM-SVEP to procure
assets for BRC
Coordinate with BPM-SVEP and nodal-CDS for release of working capital for
functioning of BRC
Support BRC in proper utilization of working capital funds
Ensure BRC functions regularly and discharges its responsibilities towards NHG-ADS-
CDS
Ensure BRC reports regularly to KS –District Mission, nodal-CDS, and other constituent
/ geographical CDS/ADS
Ensure that MEC are competent in using the VE-IT application and are able to prepare
business plans, and conduct income and credit appraisal for the entrepreneurs as
accurately as possible and in time
Support BRC in following-up with the nodal-CDS for loan disbursement for the
entrepreneur
Support the BRC to establish links with the banks and other available financial
institutions for facilitating loans to the entrepreneurs
Ensure MEC regularly update and maintain Performance Tracking System (PTS) records
for all enterprises supported by them
Find out areas of improvement for MEC and flagging requirements for capacity building
to PIA and SRLM
Ensure a smooth work relationship between BPM-SVEP and BRC
To Nodal CDS
Ensure capacity building of nodal-CDS is completed in time and the members
(particularly the executive body) are clear with the process of fund disbursal and
collection
Support the nodal-CDS in appraising loan applications and release of loan to the
entrepreneurs
Ensure nodal-CDS adheres to norms for disbursal of loans
Supporting BPM-SVEP and nodal-CDS establish process for collection of loan amount
from entrepreneurs
Support BPM-SVEP and nodal-CDS in maintaining proper accounts pertaining to CEF
and in monitoring the SVEP-related activities of constituent / geographical CDS/ADS
5.6.2. Support by BPM – SVEP of KS –District Mission
To Mentors and PIA
Support Mentors and PIA in their work in the field and assist in quick trouble-shooting
Provide field level support and required information such as records, local institutional
contact etc. required for planning and smooth implementation of the project activities
Connect the Mentors with the nodal-CDS and NHG-ADS-CDS
Ensure a positive work-relationship of the Mentors with MEC
Actively participate in the SVEP planning process with the PIA (Mentors, and Block
Anchor Person)
Create a repository of business logics and training material for the BRCs along with the
PIA
Facilitate periodic review with PIA at the Block, district, and state level
Support PIA in developing processes to monitor the functioning of BRC through the
community network
To MEC and BRC
Help institutionalize the Block Resource Centre and make it part of all the SRLM
processes in the Block
Provide field level support and required information such as records, local institutional
contact etc. required for planning and smooth implementation of the project activities
Ensure BRC gets a physical (rented) place with electricity supply to operate with required
assets (basic furniture and fittings, desktop computer, basic printer scanner and copier,
broadband connection, etc.)
Connect the BRC with the nodal-CDS and NHG-ADS-CDS
Ensure a positive work-relationship of MEC with Mentors
Ensure proper contracting arrangements between BRC and ADS-CDS
Ensure smooth workflow (for disbursement of CEF) between BRC and nodal-CDS
Support BRC in identification and training of entrepreneurs
Ensure adherence to norms and completion of processes related to procurement of tablets
and other equipment for the BRC
To Nodal-CDS
Ensure nodal-CDS are aware of SVEP activities
Ensure capacity building activities are carried out in time for all the members
(particularly the executive body) of nodal-CDS
Connect nodal-CDS with the members of the BRC and Mentors from PIA
Ensure smooth workflow (for disbursement of CEF to the entrepreneurs) between nodal-
CDS and BRC
Ensure the nodal-CDS follows prescribed processes for disbursal of CEF
Support the nodal-CDS in keeping track of repayments of CEF
Support the nodal-CDS in maintaining proper records pertaining to CEF at the nodal-
CDS level and at the constituent / geographical CDS/ADS level
Ensure books of accounts pertaining to CEF at the nodal-CDS are audited and the report
is sent to various stakeholders in time
Ensure nodal-CDS releases money to the BRC for working capital in time
To NHG-ADS-CDS in the Block
Ensure that community members across NHG-ADS-CDS are aware of SVEP activities
Ensure capacity building activities are carried out in time for all the members
(particularly the executive body) of the NHG-ADS-CDS network
Connect the community members with BRC and Mentors
Ensure NHG-ADS-CDS support to BRC for identification and training of potential
entrepreneurs
Ensure mechanisms are in place for NHG-ADS-CDS for collection of repayment CEF
amount from the entrepreneurs
Support the constituent / geographical CDS/ADS in maintaining books of accounts
pertaining to CEF
Ensure books of accounts pertaining to CEF at the constituent / geographical CDS/ ADS
are audited and the report is sent to various stakeholders in time
5.7. Support from KS - State Mission and KS - District Mission for implementation of
SVEP in the Block
The SRLM will own the project and will develop capability to roll-out the program in all Blocks
of the states, using its own human resources after the establishing the success of the pilot. The
SRLM is responsible for the overall implementation of the programme and monitoring the work.
KS - State Mission will deploy BPM-SVEP in SVEP pilot Blocks and review their
progress
The SRLM Mission Director (whenever possible) and the SPM in-charge of SVEP will
review the progress of the program and its physical and financial achievements every
month
KS - State Mission and KS - District Mission will ensure the CBOs are effectively trained
on handling CEF
KS - State Mission and KS - District Mission will ensure that the BRC is set up timely
and is functional with all assets. All formalities for registration of BRC (if needed) should
be complied by the SRLM functionaries in time
KS - State Mission will ensure timely disbursement of CEF to nodal-CDS
KS - State Mission will ensure adequate training arrangements are made in time for MEC
KS - State Mission will ensure the accounts related to SVEP, of nodal-CDS and
constituent / geographical CDS/ADS are audited regularly and audit report is submitted
in time to NMMU
KS - State Mission and KS - District Mission will support PIA in discharging its duties.
The functionaries will regularly follow-up with the PIA on the work progress in the pilot
Blocks
5.7.1. Block and State Level SVEP Committee
For monitoring and periodic review of project, a committee will be formed at the Block and State
level.
The State level committee will be headed by the Mission Director SRLM. The State Committee
will have participation from the relevant State departments like Forest and Environment, Tribal
Development, Women and Child Development, MSME, KVIC, Textiles, and domain experts.
The committee will undertake quarterly reviews with the PIA. The State Governments may also
constitute a State Level Technical Project Support Group to assist the PIA in the implementation
of the project. The minutes of such monitoring committee meetings must be shared with the
NRLM within 10 days of the meeting being held.
5.7.2. Enterprise Benchmark Setting Committee
The SRLM will also set up a benchmark setting committee which shall comprise members from
SRLM including the SRLM (SPM / BPM-SVEP), other SPM (livelihoods), and expert
practitioners of the trade and industry experts. This committee shall validate the business
performance benchmarks for each group of enterprises for the Blocks, as generated from
collating data, by the MIS software. This committee is also expected to send out seasonal
advisories to various kinds of enterprises – to help them maximize incomes based on seasonal
demand and minimize losses due to seasonal stocks left with them, due to the end of a seasonal
demand. Apart from these activities, the committee is also expected to facilitate consolidation of
demand and supply of all the enterprises in the Block / district / state and use the same for
facilitating better trade terms for the enterprises capitalizing on collective bargaining power.
5.8. Responsibilities of PIA
This section details the roles and responsibilities of Kudumbashree-NRO as the PIA in State and
District-level coordination, monitoring, and reporting of SVEP. The PIA will support the SRLM
in implementation of its project in the pilot Blocks. The overall responsibility of implementation,
however, lies with the SRLM.
PIA will depute a Block Anchor Person to coordinate the SVEP activities in the pilot
Blocks along with BPM-SVEP
PIA will depute Mentor(s), experienced persons in enterprise support, in the pilot Blocks
to provide field support to the BRC
PIA, with the support of SRLM, will identify, train and nurture MEC to promote, train,
handhold and support the enterprises and to provide customized services required by
entrepreneurs
PIA will ensure that the MEC are certified by NRLM
PIA will ensure training is delivered to NHG-ADS-CDS network
PIA will ensure regular monitoring of work. Regular reviews with BPM-SVEP and Block
Anchor Person, Mentors, representatives of BRC, nodal-CDS, and constituent CDS/ADS
will be conducted to keep track of project progress and report will be sent to NMMU and
SRLM
PIA will ensure that the project is delivering as per targets set and course-correction is
adopted where necessary
PIA will support SRLMs for evaluation and conduct of scale-up planning workshop
PIA will support SRLM with inputs needed for policy formulation
5.9. Relationship with Banks (branch-level, BLBC and DLRC), RSETI, DIC &
NABARD
Banks play a key role in successful implementation of SVEP for critical funding of business
enterprises but most banks find the transaction cost of doing business with micro-enterprises
unviable. On the other hand, a considerable proportion of the borrowing goes into non-
productive activities as bank managers find it unviable to perform „due-diligence‟ for scattered
village enterprises due to households tangled cash flows and deficient books of accounts. This
banking sector interface will be strengthened with the help of business plan, credit appraisal and
low cost real time tracking mechanism under the VE-IT backend, thereby making it easier for the
village entrepreneurs to access bank finance for their business.
The PIA will support the BRC in setting up a Bank Coordination Support Team (in Blocks where
banks are interested and RUDSETI /well performing RSETI is available) to improve the
coordination with key banking entities such as RSETI, DIC, NABARD etc. The income and
credit appraisal module from the VE-IT App will be used to forward “credit appraisal report” of
enterprises to PIA-Bank pair for forwarding to respective branch manager in real-time.
6. SVEP Enterprise Formation and Support Processes
6.1. Business Planning and Benchmarking
6.1.1. Shelf of Projects with Model Business Plan
For MEC group to act as BRC, to be ready to implement potential enterprises under SVEP, a
structure of business plans for selected types under SVEP need to be in place. The MEC will
prepare these plans based on the training received. The plans will focus on core areas including:
Customers and competitors
Capabilities
Cost and profits
Capital
Existing environment
Feasibility analysis for each business type will be a pre-condition to preparation of customised
business plans for each entrepreneur. The PIA, with the support of BPM-SVEP, will be
responsible for preparation of the business plan template for each feasible business
6.1.2. Advisory Committee for Support
An advisory committee will be established at Block level and state level to continuously monitor
the project and flag and resolve issues as and when they arise. The details about the same have
been provided in section 5
6.1.3. Sharper Benchmarks on Key Business Metrics
Benchmarks, specific to SVEP type enterprises, will be developed and sharpened over a period
of one year. Benchmarks will cover metrics such as, profit, profitability, return on investment,
working capital, etc. The Enterprise Benchmark Committee at the State level will help in refining
the process and will be responsible for benchmark revision after a specified period of time.
6.1.4. Roll-out of VE-IT Application
The MEC have already been introduced to VE-IT application for conduct of enterprise census
and enterprise sampling. The BRC will use VE-IT application extensively to assist in their work.
Through the VE-IT application, the BRC will conduct income and credit appraisal for the
entrepreneur to avail loans from the CEF. Further, the entrepreneurs and the BRC will use the
app for updating records for business transactions on a daily basis. The BRC will also use the
application to generate financial statements and give advice to the MECs.
6.2. Mobilization and Training of CBOs and Potential Entrepreneurs
6.2.1. Mobilisation and Identification of New Entrepreneurs
The BPM-SVEP will play a key role for mobilisation and identification of entrepreneurs. The
BPM-SVEP will be responsible for engaging with the community network for the same.
Triggering and orientation of NHG women will form a part of the contract between CDS and
BRC. The BRC, through orientation meetings and events, will trigger the entrepreneurial interest
among NHG women. The ADS, through NHGs will follow-up and hand over the list of women
interested in starting a new enterprise or want support for their existing enterprises. The CDS
will then consolidate the list at the cluster level and with the help of nodal-CDS consolidate list
for the entire Block. The BRC will provide business orientation to these women and try to gauge
their areas of interest for starting enterprise or identify areas that need support in case of existing
enterprises.
The nodal-CDS, in consultation with BPM-SVEP, will hand over the final list of interested new
and existing entrepreneurs to the BRC.
6.2.2. Training of New Entrepreneurs
The entrepreneurs identified by CDS/ADS will be divided into batches and be given general
orientation training, training in soft-skills, basic business skills (including record-keeping), etc.
The BRC will also ensure that the entrepreneurs get trained in required domain skill training
through linkage with skill training institutes (such as RSETI) and the entrepreneurs are given
need-based performance improvement training as and when required
6.3. Process of Enterprise Support
6.3.1. Finalisation of Feasible Business Idea for New Businesses and Identification of
Existing Businesses
The finalization of feasible business idea happens with the BRC conducting viability / diagnosis
analysis for each enterprise suggested by the potential / existing entrepreneur and sharing the
result with both the entrepreneur and CDS/ADS.
The BRC will distribute business viability / diagnosis forms among potential / existing
entrepreneurs with the help of the CDS/ADS, who will spread the word about the same through
the network. The BRC will then involve the potential/existing entrepreneur in the
viability/diagnosis check and explain the result of the viability/diagnosis check to them, after
which the BRC will get the signature of the entrepreneur on the report. The CDS/ADS will
ensure that the entrepreneur has signed the report before approving the BRC claim for payment.
6.3.2. Income and Credit Appraisal of Entrepreneur
The BRC conducts income and credit appraisal of the entrepreneur by assessing the credit-
worthiness of the entrepreneur and sharing the report with the entrepreneur and CDS/ADS.
The BRC will collect information related to the income and credit position of the business from
the entrepreneur and CBO network with the help of the VE-IT application. The credit appraisal
report, prepared based on the information collected about the entrepreneur, will be shared with
the entrepreneur and CDS/ADS, after which the BRC will get the signature of the entrepreneur
on the report. The CDS/ADS will ensure that the entrepreneur has signed the report before
approving the BRC claim for payment.
6.3.3. Business Plan Preparation
BRC prepares business plan in consultation with the entrepreneur (new / existing) and shares it
with entrepreneur and CDS.
The BRC will prepare a business plan for the enterprise based on results from the viability /
diagnostic study. The BRC will then involve the potential / existing entrepreneur in the business
plan preparation and explain the result of the business plan to them, after which the BRC will get
the signature of the entrepreneur on the business plan after their consent. The CDS / ADS will
ensure that the business plan is in the prescribed format.
6.3.4. Credit Linkage
BRC facilitates credit linkage with financial institutions for entrepreneur to avail loan. The BRC
will help entrepreneur with application, approval and disbursement of loan in various financial
institutions – Banks, CDS/ADS with the support of the business plan.
The nodal-CDS will approve release of CEF on satisfactory vetting of the business plan. In case
of other financial institutions, the BRC will assist CDS/ADS write a recommendation letter to
the bank and other financial institutions for release of loan to the entrepreneur on the basis of the
business plan. The CDS/ADS will also monitor repayment of bank loan or CEF disbursed to the
entrepreneur through the NHG network and BRC.
6.3.5. Start-up Support (Linkages)
BRC will support entrepreneur in key decision making at the time of start of business. The
following support will be provided to the entrepreneur during start-up:
Identification of business location
Identifying sources of raw-material, markets
Purchase of fixed assets
Working capital management
Human resource management
Technology based support
Filling and submission of forms for requisite legal authorisations / complying with legal
formalities, registrations, licensing etc.
Follow up with the authorities on obtaining legal permissions
The BRC will get a letter signed from the entrepreneur upon successful completion of the
work and submit it to the CDS/ADS for release of payment for the services.
6.3.6. Growth Planning and Diagnostics
The BRC will conduct business diagnosis and growth planning for the enterprise on an on-going
basis. The BRC will help diagnose strengths and weaknesses of the enterprise with the help of
financial statements generated from continuous performance tracking of the enterprise. This
information will then be used for planning the growth of the enterprise in consultation with the
entrepreneur.
6.4. MEC Support to Enterprises
6.4.1. PTS (Start-up and Ongoing)
BRC will register the enterprise started / supported on the field (one-time) and will continuously
track its performance.
The BRC will register the enterprise involving the entrepreneur at the time of inception of
business in the one-time registration format on paper or on the VE-IT mobile app. The BRC will
ensure that the entrepreneur maintains day-books on a daily basis to capture information
regarding the day-to-day activities of the business. The BRC will then aggregate the day-book
results and generate financial statements for the enterprise periodically. These statements will
become the key data source for monitoring and performance tracking of the enterprises under
SVEP for the various SVEP stakeholders including the entrepreneur, MEC, Mentor MEC, nodal-
CDS, PIA, and SRLM.
6.4.2. Handholding by MEC
BRC will provide on-going handholding support to entrepreneur during enterprise operations
post start-up. The BRC will support the entrepreneur in the following activities during regular
enterprise operations:
Information and linkages with suppliers and markets
Procurement / maintenance of fixed assets
Human resources management
Working capital management
Technology based support
Filling and submission of forms for requisite legal authorisations / complying with legal
formalities, registrations, licensing etc.
Follow up with the authorities on obtaining legal permissions
The CDS/ADS or the entrepreneur will pay the BRC based on the terms agreed on before
provision of service. List of MEC services are appended as supplement to section 6.
7. Project Management for SVEP
7.1. Framework
The following Project Management framework for SVEP lists out the key entities and indicators (with frequency of updating) used for
monitoring the key entities in the SVEP. The following indicators have been used further in Table 8.3.iv to decide on the Annual
Achievement Targets for the 4 years.
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
Mobilisation, Training and Services Indicators
M1 Number (and %) of NHG members / family
members identified as entrepreneurs
Monthly
Monthly
M2 Number of entrepreneurs identified from SECC
deprived households
Monthly
Monthly
M3 Number of NHG members / family members trained
in entrepreneurship
Monthly
Monthly
M4 Number (and %) of NHGs trained in
entrepreneurship development Monthly
Monthly
M5 Number (and %) of ADSs trained in
entrepreneurship development Monthly
Monthly
M6 Number (and %) of CDSs trained in
entrepreneurship development Monthly
Monthly
M7 Number of members of nodal CDS trained in
entrepreneurship development Monthly
Monthly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
M8 Number of CRP-EPs / MEC trained
Annual
M9 Number of CRP-EPs passed certification 1 (basic)
Annual
M10 Number of CRP-EPs passed certification 2
(advanced) Annual
M11 Number of CRP-EPs passed certification 3 (trainer
level – optional certification) Annual
M12 Number and % of CRP-EPs / MECs trained from
NHG families Annual Annual
Household Level Outcome Indicators
H1 Number of NHG members / family members
engaged / employed in SVEP businesses Monthly
Monthly
Quarterly
H2 Household income for families engaged in SVEP
enterprise Annual
Annual
H3 Household assets for families engaged in SVEP
enterprise Annual
Annual
H4 Number of income / credit appraisal completed Weekly
Monthly
Quarterly
Credit Flow and Management Indicators
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
C1 Number of enterprises availed CEF
Weekly Weekly
Monthly
C2 Amount (and %) of CEF disbursed to entrepreneurs
Weekly
Monthly
C3 Amount (and %) of CEF repaid
Weekly Weekly
Monthly
C4 Number of enterprises making CEF payment on
time Weekly Monthly
Monthly
C5 Number of enterprises defaulting on CEF repayment
Weekly Monthly
Monthly
C6 Number of enterprises availed bank loan
Weekly
Half-yearly
C7 Amount of bank credit (in total) availed by NHGs
Monthly
Annual
C8 Number of loans availed under PM Mudra scheme
Half-yearly
C9 Amount of loans availed under PM Mudra scheme
Weekly
Half-yearly
C10 Interest income earned by nodal CDS by lending
CEF Monthly
Quarterly
C11 Amount and % of existing CIF allocated towards
enterprise development Monthly
Quarterly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
C12 Bulk loans taken from banks / FI to supplement CEF
by CDSs Monthly
Quarterly
C13 CEF repayment ratio for nodal CDS
Monthly
Quarterly
C14 Enterprise profitability to capital employed ratio for
nodal CDS Monthly
Quarterly
C15 Enterprise turnover to capital employed ratio for
nodal CDS Monthly
Quarterly
C16 Take home income (wages + profit) to capital
employed ratio for nodal CDS Monthly
Quarterly
C17
Cost of credit to the entrepreneur from various
sources (money lender / supplier-customer / NHG /
CEF / Bank)
Annual Annual
Annual
Enterprise Performance Indicators
E1 Number of enterprises for which PTS is regularly
maintained Weekly
Weekly Quarterly
E2 Number of business plans prepared and submitted to
CDS / bank / FIs Weekly
Weekly Quarterly
E3 Revenue of the enterprise
Monthly
Monthly Quarterly
E4 Cash balance of the enterprise
Monthly
Monthly Quarterly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
E5 Profit of the enterprise
Monthly
Monthly Quarterly
E6 Profitability of the enterprise
Monthly
Monthly Quarterly
E7 Take-home income of the entrepreneurs
Monthly
Monthly Quarterly
E8 Number of enterprises meeting aspiration income
Annual
Annual Annual
E9 Revenue growth according to business categories
Annual
E10 Number of people employed by the enterprise (for
how many days / months) Monthly
Monthly Annual
E11 Performance of new businesses Annual
E12 Growth of existing businesses Annual
Project Input-Results Indicators
P1 Number of new enterprises started under SVEP
Monthly Monthly
P2 Number of new enterprises started under SVEP by
women Monthly Quarterly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
P3 Number of new enterprises started under SVEP by
minority community Monthly Quarterly
P4 Number of new enterprises started under SVEP by
women from minority community Monthly Quarterly
P5 Number of new enterprises started under SVEP by
NREGS workers Monthly Quarterly
P6 Number of new enterprises started under SVEP by
NREGS women workers Monthly Quarterly
P7 Number of new enterprises started under SVEP from
SECC deprived households Monthly Quarterly
P8-
P13
Number of new enterprises started under SVEP by
OBC, OBC women, SC, SC women, ST, ST women Monthly Quarterly
P14 Number of existing enterprises supported under
SVEP Monthly Monthly
P15 Number (and %) of existing enterprises supported
under SVEP for women Monthly Quarterly
P16 Number (and %) of existing enterprises supported
under SVEP for women from minority community Monthly Quarterly
P17 Number (and %) of existing enterprises supported
under SVEP for minority community Monthly Quarterly
P18 Number (and %) of existing enterprises supported
under SVEP for NREGS workers Monthly Quarterly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
P19 Number (and %) of existing enterprises supported
under SVEP for NREGS women workers Monthly Quarterly
P20 Number (and %) of existing enterprises supported
under SVEP from SECC deprived households Monthly Quarterly
P21-
P26
Number (and %) of existing enterprises supported
under SVEP for OBC, OBC women, SC, SC
women, ST, ST women
Monthly Quarterly
P27 Number (and %) of women entrepreneurs identified
Monthly
Quarterly
P28 Number (and %) of entrepreneurs identified from
minority community Monthly
Quarterly
P29 Number (and %) of women entrepreneurs identified
from minority community Monthly Quarterly
P30 Number (and %) of entrepreneurs identified who are
NREGA workers Monthly
Quarterly
P31 Number (and %) of entrepreneurs identified who are
NREGA women workers Monthly
Quarterly
P32-
P37
Number (and %) of entrepreneurs and women
entrepreneurs identified from OBC, SC, ST
community
Monthly
Quarterly
P38 Amount (and %) of CEF disbursed to women
entrepreneurs Monthly
Quarterly
P39 Amount (and %) of CEF disbursed to entrepreneurs
from minority committee Monthly
Annual
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
P40 Amount (and %) of CEF disbursed to women
entrepreneurs from minority committee Monthly
Quarterly
P41 Amount (and %) of CEF disbursed to NREGS
workers Monthly
Annual
P42 Amount (and %) of CEF disbursed to NREGS
women workers Monthly
Annual
P43 Amount (and %) of CEF disbursed to entrepreneurs
from SECC deprived households Monthly
Annual
P44-
P49
Amount of CEF entrepreneurs and women
entrepreneurs identified from minority, OBC, SC,
ST community
Periodic
Annual
P50 Number of mentors passed certification
Annual
P51 Number of orientation trainings provided to BPM-
SVEP Annual
P52 Number of reviews conducted as per calendar
Monthly
P53 Number of reports submitted to KS - District
Mission by KS - District Mission Monthly
P54 Number of consolidated reports submitted to KS -
State Mission by KS - District Mission Monthly
P55 Number of consolidated Block reports sent to SRLM
and NMMU by PIA Quarterly
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
P56 Number consolidated reports submitted by SRLM to
NMMU
P57 Percent of financial targets met during the review
period Quarterly
P58 Percent of physical targets met during the review
period Quarterly
P59 Number and figures of Block benchmarks set Annual
P60 Number of Blocks replicating SVEP components
(CEF, BRC, CRP-EP) Annual
P61 Number of tablets given to CRP-EPs
Annual
P62 Amount of working capital given to BRC
Quarterly
P63 Number of bankable project documents prepared at
the Block level by BRC Half-yearly Half-yearly
P64 Amount paid to BRC for rendering services
Monthly
Quarterly
P65 Amount earned by a CRP-EP per month (on
average) Quarterly Annual
P66 Number of collective enterprises started
Annual
# Indicators NHG Family
Level
Enterprise
Level CBO Level BRC Level
Project
Management
P67 Number of collective enterprises functioning
Annual
P68 Number of enterprises engaged in value addition of
local produce Annual
P69 Number of enterprises selling to markets outside the
Block Monthly
Monthly Quarterly
P70 Margin earned in bulk deals for sourcing / supply at
Block / district / State level including market tie-ups Quarterly
P71 Value of bulk deals for sourcing / supply at Block /
district / State level including market tie-ups Quarterly
7.2. Block-Level Arrangements
The Block-level project management arrangements for SVEP will consist of periodic
meetings between key stakeholders in the SVEP
7.2.1. Meeting at Block Level
Weekly meetings will be held at the Block level to discuss the enterprise development work
on the field and other field level issues. The BAP, representatives of the BRC and Mentors
will attend these meetings.
The strategy for identification and mobilization of entrepreneurs across CDSs in the Block
for the upcoming week would be discussed in this meeting. It will also be ensured during the
meeting that PTS of all SVEP enterprises in the Block are being updated regularly
7.2.2. Review and Planning at Block Level
Fortnightly meetings will be held at the Block level to review the activities on the field such
as loan disbursal related issues as well as to get inputs for planning ahead. The BAP, BRC,
mentors, BPM-SVEP, and nodal CDS representatives will attend this meeting. The CDS
representatives will be apprised of all major on-going activities happening on the field and
their inputs will be taken for further planning.
7.2.3. Review by KS –District Mission
Monthly meetings will be held by the Block level SVEP Committee to discuss the Monthly
Progress Report, which is to be prepared every month before the meeting by the BPM-SVEP.
The BAP, BRC representatives, Mentors and BPM-SVEP will attend this meeting.
Monthly meetings will be held at the district level to discuss the monthly progress of SVEP
activities in all the SVEP Blocks in the district. The DMC, BAPs, BRC representatives,
Mentors and Block level SVEP Coordinator will attend this meeting.
7.3. State-Level Review, Monitoring, and Reporting
Monthly meetings will be held by the State level SVEP committee to discuss the overall
progress of SVEP in all the SVEP Blocks in the states against targets set. Each Block will
submit their MPRs already discussed at the KS –District Mission level at least 5 days in
advance. Any additional support needed for the project will also be discussed in these
meetings.
The Mission Director, SRLM will head the State level committee. The State Committee will
also have participation from the relevant State departments. The committee will also
undertake quarterly reviews with the PIA. The minutes of such monitoring committee
meetings must be shared with the NRLM within 10 days of the meeting being held.
Apart from this, the state level Enterprise Benchmark Setting Committee comprising of
members from SRLM and expert practitioners from the field shall hold quarterly meetings to
validate performance benchmarks for each group of businesses and send out seasonal
advisories
7.4. Reporting to NMMU
There will be quarterly meetings held with representatives from NMMU to discuss the
progress of the project in the state against targets set. These targets might be revised based on
genuine issues faced in the course of the project. The SPM, DMCs, BAPs, NMMU
representatives will attend this meeting.
8. Detailed Implementation Schedule and Budget
8.1. Phasing of SVEP Implementation
Table 8.1.i Implementation Plan for 4-years
Year 1 Year 2 Year 3 Year 4 Total
Number of CDS to be
taken up in each Year 7 7 7 7 7
Number of villages to be
taken up 11 11
Number of enterprises to
be covered each year 200 600 600 764 2164
Name of CDS
Kodumon 20 60 60 67 207
Angadickal 20 60 60 67 207
Pallickal 20 60 60 67 207
Peringanadu (Part) 20 60 60 67 207
Ezhamkulam 20 60 60 67 207
Enathu 20 60 60 67 207
Erathu 20 60 60 67 207
Enadimangalam 20 60 60 67 207
Kalanjoor 20 60 60 68 208
Koodal 10 30 30 80 150
Kadampanadu 10 30 30 80 150
Table 8.1.ii Implementation Plan for the first year
Name of CDS All the CDS
Number of enterprises to be covered 200
Number of villages 11
Names of villages to be covered:Kodumon, Angadickal, Pallickal, Peringanadu,
Ezhamkulam, Enathu, Erathu, Enadimangalam, Kalanjoor, Koodal, Kadampanadu
Table 8.1.iii Implementation Plan for the first year
Quarterly Plan Jul – Sep
2016
Oct – Dec
2016
Jan – Mar
2017
Apr – Jun
2017 Total
Villages reached Preparatory Activities 11 11
Enterprises started Preparatory Activities 200 200
8.2. 4-year Budget for SVEP in the Block
Table 8.2.i Budget for ParakodeBlock (in Rs.)
Budget Head Fixed Variable Costs Total for 4 Years
Skill building 1,51,48,000 1,51,48,000
Handholding support 73,46,780 73,46,780
Training of CBO 10,00,000 10,00,000
Training of MEC 7,00,000 7,00,000
Setting up BRC 5,00,000 5,00,000
WC for BRC 1,80,000 1,80,000
Baseline 10,00,000 10,00,000
Evaluation 5,00,000 5,00,000
Mentor &Block support 29,76,000 29,76,000
CEF 2,55,17,600 2,55,17,600
Admin costs of SRLM 24,55,200 24,55,200
Total 3,48,28,800 2,24,94,780 5,73,23,580
Table 8.2.ii Budget Share of central and state governments (in Rs.)
Break-up of Budget Total GOI Share GOK Share
Instalment 1 1,43,30,895 85,98,537 57,32,358
Instalment 2 2,86,61,790 1,71,97,074 1,14,64,716
Instalment 3 1,43,30,895 85,98,537 57,32,358
Total 5,73,23,580 3,43,94,148 2,29,29,432
8.3. Financial and Physical Targets
The following tables summarize the annual and half-yearly budget for the 4 years as well as
the quarterly budget for the first year of the project. The Achievements target framework
showing the Achievement targets for the 4 years is provided in Table 8.3.iv.
Table 8.3.i Coverage Plan and Budget for 4 years (in Rs.)
Coverage Plan Total Year 1 Year 2 Year 3 Year 4
CDS 7 7 7 7 7
Villages 11 11
Enterprises 2,054 200 600 600 654
Budget Total Year 1 Year 2 Year 3 Year 4
Skill building 1,51,48,000 14,00,000 42,00,000 42,00,000 53,48,000
Handholding support 73,46,780 6,79,000 20,37,000 20,37,000 25,93,780
Training of CBO 10,00,000 10,00,000 10,00,000 10,00,000 10,00,000
Training of MEC 7,00,000 7,00,000
Setting up BRC 5,00,000 5,00,000
WC for BRC 1,80,000 1,80,000
Baseline 10,00,000 10,00,000
Evaluation 5,00,000 5,00,000
Coverage Plan Total Year 1 Year 2 Year 3 Year 4
Mentor and Block support 29,76,000 7,44,000 7,44,000 7,44,000 7,44,000
CEF 2,55,17,600 2,55,17,600
Admin costs of SRLM 24,55,200 6,13,800 6,13,800 6,13,800 6,13,800
Total 5,73,23,580 3,23,34,400 85,94,800 90,94,800 1,02,99,580
Table 8.3.ii Coverage Plan and Budget for first year (in Rs.)
Coverage Plan Total for
Y1
Jul – Sept
2016
Oct – Dec
2016
Jan – Mar
2017
Apr – Jun
2017
CDS 7 Preparatory Activities 7
Villages 11 Preparatory Activities 11
Enterprises 200 Preparatory Activities 200
Total for
Y1
Jul – Sept
2016
Oct – Dec
2016
Jan – Mar
2017
Apr – Jun
2017
Skill building 14,00,000 8,40,000
Handholding
support 6,79,000 4,07,400
Training of CBO 10,00,000 2,50,000 2,50,000 2,50,000 2,50,000
Training of MEC 7,00,000 175000 175000 175000 175000
Setting up BRC 5,00,000 2,50,000 2,50,000
WC for BRC 1,80,000 1,80,000
Baseline 10,00,000 10,00,000
Evaluation
Mentor and
Block support 7,44,000 1,86,000 1,86,000 1,86,000 1,86,000
CEF 2,55,17,600 1,05,77,258 1,49,40,343
Admin costs of
SRLM 6,13,800 1,53,450 1,53,450 1,53,450 1,53,450
Total 3,23,34,400 1,27,71,708 1,59,54,793 7,64,450 28,43,450
Table 8.3.iii Half Yearly Physical and Financial Targets
Activity Unit of
measure
Half Year 1 Half Year 2 Total for
Year
Physical Financial Physical Financial
Year 1
1 Conduct of baseline and completion of DPR Numbers 1 10,00,000 10,00,000
2 Notification of Nodal-CDS in each Block by
KS – State Mission Numbers 1
3
Appointment of Block SVEP Coordinator in
the KS – District Mission by KS - State
Mission
Numbers 1
4 Placement of Block Anchor Person and
Mentor by KS-NRO Numbers 1
5 Completion of baseline and target setting as
per Achievement target framework4
Numbers 1
6
Orientation to nodal CDS/ADS and other
concerned Block level stakeholders by KS –
District Mission and KS-NRO
Numbers 1 5,00,000 5,00,000
7 Selection and training of new MEC Numbers of
MEC 31 1,75,000 27 1,75,000 3,50,000
8 Roll-out of VE-IT App and training of MEC Numbers 1 1,75,000 1 1,75,000 3,50,000
9
Setting up of a state level/Block level
advisory committee of business experts by
KS - State Mission
Numbers 1
10 Establishing necessary hardware and facilities
for BRC by KS-NRO Numbers 1 6,80,000 6,80,000
11 Transfer of CEF funds Nodal-CDS into their
separate bank account for SVEP 2,55,17,600 2,55,17,600
12 NHG level campaign – ADS-wise Number of 11 5,00,000 5,00,000
4The Achievement target framework is provided in Table 8.3.iv
Activity Unit of
measure
Half Year 1 Half Year 2 Total for
Year
Physical Financial Physical Financial
ADS
13 Identification and training of entrepreneurs Number of
entrepreneurs 200 14,00,000 14,00,000
14 Handholding support by MEC to
Entrepreneurs
Number of
entrepreneurs 200 6,79,000 6,79,000
15 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000
16 Administrative support by Kudumbashree
SPEM Months 6 3,06,900 6 3,06,900 6,13,800
Total – Year 1 2,87,26,500 36,07,900 3,23,34,400
Year 2
1 NHG level campaign – ADS-wise Number of
ADS
2 Identification and training of entrepreneurs Number of
entrepreneurs 300 21,00,000 300 21,00,000 42,00,000
3 Handholding support by MEC to
Entrepreneurs
Number of
entrepreneurs 300 10,18,500 300 10,18,500 20,37,000
4 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000
5 Administrative support by Kudumbashree
SPEM Months 6 3,06,900 6 3,06,900 6,13,800
Total – Year 2 37,97,400 37,97,400 75,94,800
Year 3
1 NHG level campaign – ADS-wise Number of
ADS
2 Identification and training of entrepreneurs Number of
entrepreneurs 300 21,00,000 300 21,00,000 42,00,000
3 Handholding support by MEC to
Entrepreneurs
Number of
entrepreneurs 300 10,18,500 300 10,18,500 20,37,000
4 Mid-term evaluation of the project Numbers 1 5,00,000 5,00,000
Activity Unit of
measure
Half Year 1 Half Year 2 Total for
Year
Physical Financial Physical Financial
5 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000
6 Administrative support by Kudumbashree
SPEM Months 6 3,06,900 6 3,06,900 6,13,800
Total – Year 3 37,97,400 42,97,400 80,94,800
Year 4
1 NHG level campaign – ADS-wise Number of
ADS
2 Identification and training of entrepreneurs Number of
entrepreneurs 382 26,74,000 382 26,74,000 53,48,000
3 Handholding support by MEC to
Entrepreneurs
Number of
entrepreneurs 382 12,96,890 382 12,96,890 25,93,780
4 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000
5 Administrative support by Kudumbashree
SPEM Months 6 3,06,900 6 3,06,900 6,13,800
Total – Year 4 46,49,790 46,49,790 92,99,580
Table 8.3.iv Achievement Targets
The following table has been created using indicators from Project Management Framework in Section 7.1.
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
1 Number (and %) of NHG members / family members identified
as entrepreneurs
2 Number of entrepreneurs identified from SECC deprived
households
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
3 Number of NHG members / family members trained in
entrepreneurship
4 Number (and %) of NHGs trained in entrepreneurship
development
5 Number (and %) of ADSs trained in entrepreneurship
development
6 Number (and %) of CDSs trained in entrepreneurship
development
7 Number of members of nodal CDS trained in entrepreneurship
development
8 Number of CRP-EPs / MEC trained
9 Number of CRP-EPs passed certification 1 (basic)
10 Number of CRP-EPs passed certification 2 (advanced)
11 Number of CRP-EPs passed certification 3 (trainer level –
optional certification)
12 Number and % of CRP-EPs / MECs trained from NHG families
13 Number of enterprises availed CEF
14 Amount (and %) of CEF disbursed to entrepreneurs
15 Amount (and %) of CEF repaid
16 Number of enterprises making CEF payment on time
17 Number of enterprises defaulting on CEF repayment
18 Number of enterprises availed bank loan
19 Amount of bank credit (in total) availed by NHGs
20 Number of loans availed under PM Mudra scheme
21 Amount of loans availed under PM Mudra scheme
22 Interest income earned by nodal CDS by lending CEF
23 Amount and % of existing CIF allocated towards enterprise
development
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
24 Bulk loans taken from banks / FI to supplement CEF by CDSs
25 CEF repayment ratio for nodal CDS
26 Take home income (wages + profit) to capital employed ratio
for nodal CDS
27 Cost of credit to the entrepreneur from various sources (money
lender / supplier-customer / NHG / CEF / Bank)
28 Number of enterprises for which PTS is regularly maintained
29 Number of business plans prepared and submitted to CDS /
bank / FIs
30 Number of new enterprises started under SVEP
31 Number of new enterprises started under SVEP by women
32 Number of new enterprises started under SVEP by minority
community
33 Number of new enterprises started under SVEP by women from
minority community
34 Number of new enterprises started under SVEP by NREGS
workers
35 Number of new enterprises started under SVEP by NREGS
women workers
36 Number of new enterprises started under SVEP from SECC
deprived households
37 Number of new enterprises started under SVEP by OBC, OBC
women, SC, SC women, ST, ST women
38 Number of existing enterprises supported under SVEP
39 Number (and %) of existing enterprises supported under SVEP
for women
40 Number (and %) of existing enterprises supported under SVEP
for women from minority community
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
41 Number (and %) of existing enterprises supported under SVEP
for minority community
42 Number (and %) of existing enterprises supported under SVEP
for NREGS workers
43 Number (and %) of existing enterprises supported under SVEP
for NREGS women workers
44 Number (and %) of existing enterprises supported under SVEP
from SECC deprived households
45 Number (and %) of existing enterprises supported under SVEP
for OBC, OBC women, SC, SC women, ST, ST women
46 Number (and %) of women entrepreneurs identified
47 Number (and %) of entrepreneurs identified from minority
community
48 Number (and %) of women entrepreneurs identified from
minority community
49 Number (and %) of entrepreneurs identified who are NREGA
workers
50 Number (and %) of entrepreneurs identified who are NREGA
women workers
51 Number (and %) of entrepreneurs and women entrepreneurs
identified from OBC, SC, ST community
52 Amount (and %) of CEF disbursed to women entrepreneurs
53 Amount (and %) of CEF disbursed to entrepreneurs from
minority committee
54 Amount (and %) of CEF disbursed to women entrepreneurs
from minority committee
55 Amount (and %) of CEF disbursed to NREGA workers
56 Amount (and %) of CEF disbursed to NREGA women workers
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
57 Amount (and %) of CEF disbursed to entrepreneurs from SECC
deprived households
58 Amount of CEF entrepreneurs and women entrepreneurs
identified from minority, OBC, SC, ST community
59 Number of mentors passed certification
60 Number of orientation trainings provided to BPM-SVEP
61 Number of reviews conducted as per calendar
62 Number of reports submitted to KS –District Mission by KS –
District Mission
63 Number of consolidated reports submitted to KS - StateMission
by KS - District Mission
64 Number of consolidated Block reports sent to SRLM and
NMMU by PIA
65 Number consolidated reports submitted by SRLM to NMMU
66 Percent of financial targets met during the review period
67 Percent of physical targets met during the review period
68 Number and figures of Block benchmarks set
69 Number of Blocks replicating SVEP components (CEF, BRC,
CRP-EP)
70 Number of tablets given to CRP-EPs
71 Amount of working capital given to BRC
72 Number of bankable project documents prepared at the Block
level by BRC
73 Amount paid to BRC for rendering services
74 Amount earned by a CRP-EP per month (on average)
75 Number of collective enterprises started
76 Number of collective enterprises functioning
77 Number of enterprises engaged in value addition of local
produce
# Indicators Baseline (if
applicable)
Target
Year 1
Target
Year 2
Target
Year 3
Target
Year 4
78 Number of enterprises selling to markets outside the Block
79 Margin earned in bulk deals for sourcing / supply at Block /
district / State level including market tie-ups
80 Value of bulk deals for sourcing / supply at Block / district /
State level including market tie-ups
9. Annexures
9.1. Annexure 1 - Detailed Information on Business Types from the Enterprise Census
Source – Enterprise census in the field
Enterprise Types Number of
Enterprises %
Autorickshaw/ passenger van 517 13.7%
Stationary shop 334 8.9%
Bakery 191 5.1%
Kirana 187 5.0%
Others 158 4.2%
Tailoring 143 3.8%
Cigarette & Pan shop 137 3.6%
Vegetable trading 131 3.5%
Tea and Snacks 111 2.9%
Hotel (restaurant) 100 2.7%
Readymade/ cloth shop 80 2.1%
Salon 79 2.1%
Rubber Trading 71 1.9%
Four/ three wheeler repair 67 1.8%
Hardware store 65 1.7%
Tea selling 60 1.6%
Gift Shop 55 1.5%
Internet, Xerox/ Printer 54 1.4%
Furniture shop 46 1.2%
Studio 46 1.2%
Electronics Repair 45 1.2%
Medical shop 44 1.2%
Aluminium works 43 1.1%
Beauty parlor 43 1.1%
Electricals shop – Wire, bulbs etc 38 1.0%
Welding 38 1.0%
Fruits 35 0.9%
Ladies Store 33 0.9%
Mobile shop 33 0.9%
Bike repair 27 0.7%
Fish trading 27 0.7%
Chicken shop 26 0.7%
Vessels Rentals 25 0.7%
Ayurvedic medicines 24 0.6%
Medical center (clinic) 21 0.6%
Enterprise Types Number of
Enterprises %
Goat & Sheep Rearing 18 0.5%
Flour mill 17 0.5%
Lottery 17 0.5%
Book stall 16 0.4%
Bricks/ Tiles trading 16 0.4%
Bakery,Stationary shop 13 0.3%
Fertilizer shop 13 0.3%
Papad making 13 0.3%
Electronics shop – Fridge, Tv etc 12 0.3%
Cable / Dish TV 11 0.3%
Watch repair 11 0.3%
Candle making and selling 10 0.3%
Fish Rearing and selling 10 0.3%
Shoe shop (production or trading) 10 0.3%
Sound and light rental 10 0.3%
Tailoring,Readymade/ cloth shop 10 0.3%
Agricultural rentals 9 0.2%
Cold drinks shop 9 0.2%
Computer services – repair 9 0.2%
Laundry service 8 0.2%
Printing press 8 0.2%
Agarbatti trading 7 0.2%
Cement trading 7 0.2%
Driving School 7 0.2%
Laboratory 7 0.2%
Painter 7 0.2%
Taxi service 7 0.2%
Cycle repair shop 6 0.2%
Footwear repair – Cobbler 6 0.2%
Stationary shop,Readymade/ cloth shop 6 0.2%
Stationary shop,Tea selling 6 0.2%
Stationary shop,Vegetable trading 6 0.2%
Kirana,Vegetable trading 5 0.1%
Mobile repair 5 0.1%
Pooja items shop 5 0.1%
Poultry farm 5 0.1%
Vegetable cultivation and selling 5 0.1%
Bag making 4 0.1%
Bakery,Others 4 0.1%
Blacksmith 4 0.1%
Enterprise Types Number of
Enterprises %
Carpenter 4 0.1%
Centering/ construction 4 0.1%
Cigarette & Pan shop,Others 4 0.1%
Cigarette & Pan shop,Tea selling 4 0.1%
Flowers trading 4 0.1%
Gift Shop 4 0.1%
Goods Van 4 0.1%
Opticals 4 0.1%
Scrap dealer 4 0.1%
Tent house 4 0.1%
Autorickshaw/ passenger van,Others 3 0.1%
Bakery,Kirana 3 0.1%
Beedi making and selling 3 0.1%
Bricks and Tiles making and selling 3 0.1%
Chips trading (Namkeen) 3 0.1%
Cow rearing and selling (Different from Beef) 3 0.1%
Egg Trading 3 0.1%
Gymnasium 3 0.1%
Inverter sale shop 3 0.1%
Plastic products trading 3 0.1%
Rice mill 3 0.1%
Rice trading 3 0.1%
Saree shop 3 0.1%
Autorickshaw/ passenger van,Stationary shop 2 0.1%
Bakery,Egg Trading,Ladies store,Stationary shop,Readymade/ cloth shop 2 0.1%
Bakery,Hotel (restaurant) 2 0.1%
Bakery,Ladies store 2 0.1%
Bakery,Ladies store,Readymade/ cloth shop 2 0.1%
Bakery,Mushroom production and selling,Soap and detergent,Stationary
shop 2 0.1%
Bakery,Tea selling 2 0.1%
Bangle making and selling 2 0.1%
Beauty parlor,Tailoring 2 0.1%
Book stall,Ladies store,Stationary shop 2 0.1%
Catering 2 0.1%
Cement Product making and selling 2 0.1%
Cold drinks shop,Cigarette & Pan shop 2 0.1%
Forest produce – others 2 0.1%
Gas Refilling & parts 2 0.1%
Handicraft 2 0.1%
Ice cream vending 2 0.1%
Enterprise Types Number of
Enterprises %
Jewellers 2 0.1%
Kirana,Stationary shop 2 0.1%
Ladies store,Stationary shop,Readymade/ cloth shop 2 0.1%
Masala trading,Masala processing 2 0.1%
Mobile shop,Mobile repair 2 0.1%
Others,Opticals 2 0.1%
Others,Vegetable trading 2 0.1%
Petrol pump 2 0.1%
Plates (paper, leaf),Stationary shop 2 0.1%
Private Tution 2 0.1%
Stationary shop,Cigarette & Pan shop 2 0.1%
Stationary shop,Others 2 0.1%
Stationary shop,Wine shop 2 0.1%
Utensils/ Vessels trading 2 0.1%
Water Purifier Plant 2 0.1%
Advertisement Promotion 1 0.0%
Agarbatti making and selling 1 0.0%
Autorickshaw/ passenger van,Aluminium works 1 0.0%
Autorickshaw/ passenger van,Bakery 1 0.0%
Autorickshaw/ passenger van,Cigarette & Pan shop 1 0.0%
Autorickshaw/ passenger van,Cold drinks shop 1 0.0%
Autorickshaw/ passenger van,Kirana 1 0.0%
Autorickshaw/ passenger van,Tailoring 1 0.0%
Autorickshaw/ passenger van,Tea and Snacks 1 0.0%
Ayurvedic medicines,Computer services – repair,Others,Bike repair,Cycle
repair shop 1 0.0%
Ayurvedic medicines,Medical center (clinic) 1 0.0%
Bakery,Book stall 1 0.0%
Bakery,Hotel (restaurant),Saree shop 1 0.0%
Bakery,Kirana,Generator rentals 1 0.0%
Bakery,Muri trading 1 0.0%
Bakery,Stationary shop,Fruits 1 0.0%
Bamboo products making,Egg Trading,Handloom,Bed trading – Mattress,
Razai 1 0.0%
Bamboo products making,Exotic animals rearing – rabbit, emu, pigeon
etc,Internet, Xerox/ Printer 1 0.0%
Bangle making and selling,Centering/ construction,Muri production and
selling,Others 1 0.0%
Bed making and selling – Mattress, Razai,Electricals shop – Wire, bulbs etc 1 0.0%
Bed trading – Mattress, Razai,Electricals shop – Wire, bulbs etc 1 0.0%
Beef trading,Cigarette & Pan shop 1 0.0%
Beef trading,Stationary shop,Beedi making and selling 1 0.0%
Enterprise Types Number of
Enterprises %
Bindi making and selling,Cigarette & Pan shop 1 0.0%
Bindi making and selling,Hardware store 1 0.0%
Book stall,Gift shop 1 0.0%
Book stall,Tea and Snacks 1 0.0%
Carpenter,Kirana 1 0.0%
Carpenter,Others,Cement product trading 1 0.0%
Cart making - Bullock cart etc,Papad making 1 0.0%
Cashew Trading 1 0.0%
Catering,Others 1 0.0%
Catering,Tea and Snacks 1 0.0%
Cement product trading 1 0.0%
Cement trading,Cement product trading 1 0.0%
Chips making and selling (Namkeen) 1 0.0%
Chips making and selling (Namkeen),Studio,Vegetable trading 1 0.0%
Chips making and selling (Namkeen),Taxi service,Vegetable cultivation and
selling 1 0.0%
Cigarette & Pan shop,Fish trading 1 0.0%
Cold drinks shop,Fruits 1 0.0%
Cold drinks shop,Juice & other drinks 1 0.0%
Cold drinks shop,Others 1 0.0%
Computer services – repair,Others 1 0.0%
Dairy 1 0.0%
earth movers 1 0.0%
Electronics Repair,Electricals shop – Wire, bulbs etc 1 0.0%
Electronics Repair,Others 1 0.0%
Electronics Repair,Others,Electricals shop – Wire, bulbs etc 1 0.0%
Fertilizer shop,Gift shop 1 0.0%
Fertilizer shop,Others 1 0.0%
Fish Rearing and selling,Mushroom production and selling,Studio 1 0.0%
Flour mill,Cement trading 1 0.0%
Flour mill,Others 1 0.0%
Forest produce – others,Others 1 0.0%
Fruits,Electricals shop – Wire, bulbs etc 1 0.0%
Fruits,Vegetable trading 1 0.0%
Furniture shop,Four/ three wheeler repair 1 0.0%
Furniture shop,Vegetable trading 1 0.0%
Gift shop,Cigarette & Pan shop 1 0.0%
Gift shop,Kirana 1 0.0%
Groundnut / chana trading 1 0.0%
Handloom 1 0.0%
Handloom,Cycle repair shop 1 0.0%
Enterprise Types Number of
Enterprises %
Hardware store,Kirana 1 0.0%
Hardware store,Others 1 0.0%
Honey trading 1 0.0%
Hotel (restaurant),Others 1 0.0%
Internet, Xerox/ Printer,Others 1 0.0%
Internet, Xerox/ Printer,Printing press 1 0.0%
Kirana,Cement trading 1 0.0%
Kirana,Cigarette & Pan shop 1 0.0%
Kirana,Jewellers 1 0.0%
Kirana,Medical center (clinic) 1 0.0%
Kirana,Others 1 0.0%
Kirana,Saree shop 1 0.0%
Ladies store,Agricultural rentals 1 0.0%
Ladies store,Matches making and selling 1 0.0%
Ladies store,Readymade/ cloth shop 1 0.0%
Ladies store,Salon 1 0.0%
Mat making 1 0.0%
Mat making,Cigarette & Pan shop 1 0.0%
Medical center (clinic),Others 1 0.0%
Mobile repair,Oil trading 1 0.0%
Mobile shop,Mobile repair,Muri trading 1 0.0%
Mobile shop,Studio 1 0.0%
Mutton shop,Cigarette & Pan shop 1 0.0%
Newspaper Selling 1 0.0%
Oil Trading 1 0.0%
Others,Agarbatti trading 1 0.0%
Others,Aluminium works 1 0.0%
Others,Aluminium works,Chips trading (Namkeen) 1 0.0%
Others,Cow rearing and selling (Different from Beef),Shoe shop (production
or trading) 1 0.0%
Others,Electricals shop – Wire, bulbs etc 1 0.0%
Others,Electronics shop – Fridge, Tv etc 1 0.0%
Others,Inverter sale shop 1 0.0%
Others,Oil production and selling 1 0.0%
Others,Oil trading 1 0.0%
Others,Readymade/ cloth shop 1 0.0%
Others,Shoe shop (production or trading) 1 0.0%
Paper products – bags, covers 1 0.0%
Plant nursery 1 0.0%
Poultry farm,Saree shop,Readymade/ cloth shop 1 0.0%
Readymade/ cloth shop,Generator rentals 1 0.0%
Enterprise Types Number of
Enterprises %
Rice mill,Readymade/ cloth shop 1 0.0%
Saree shop,Readymade/ cloth shop 1 0.0%
Saw Mill 1 0.0%
Scrap dealer,Readymade/ cloth shop 1 0.0%
Seeds shop,Tailoring 1 0.0%
Stationary shop,Cement trading 1 0.0%
Stationary shop,Tailoring 1 0.0%
Stationary shop,Tea and Snacks 1 0.0%
Stationary shop,Tea selling,Vegetable trading 1 0.0%
Stationary shop,Watch repair 1 0.0%
Steel Shop 1 0.0%
Sweets trading 1 0.0%
Tailoring,Cigarette & Pan shop 1 0.0%
Tailoring,Others 1 0.0%
Tailoring,Tea selling 1 0.0%
Tailoring,Vegetable trading 1 0.0%
Tea and Snacks,Agarbatti trading 1 0.0%
Tea and Snacks,Others 1 0.0%
Tea and Snacks,Tea selling 1 0.0%
Tea and Snacks,Watch repair 1 0.0%
Tea selling,Vegetable trading 1 0.0%
Tent house,Vegetable cultivation and selling 1 0.0%
Travel Booking Agency 1 0.0%
Utensils/ Vessels trading,Plastic products trading 1 0.0%
Watch trading 1 0.0%
Wine shop 1 0.0%
Wine shop,Others 1 0.0%
9.2. Annexure 2 -Details of Steps Followed for DPR Preparation
Conduct of Enterprise Census
Enterprise census is used to ascertain the number and types of enterprises existing in a
Block
Basic details of all enterprises in all villages in the Block need to be fed in the mobile app
devised for this purpose
Drawing Sample for Enterprises to Survey from Enterprise Census
For taking out a sample for enterprise survey, number of enterprises per category (as
available from the census database) were calculated in the Block
They were mapped on the 12-point location-market matrix. A minimum of 5 enterprises
from each point on location-market matrix (wherever applicable) were selected at random
per Block subjected to a maximum of 10%
Main Market Small Market Only Shop
Highways
Major Road
Village Road
Lane
Incase 5 enterprises per Block were not available, it was ensured that 5 enterprises from
the district / state are selected
A wait-list was also selected (on random basis) to ensure that the target is met with
Overall, it was ensured that 10% of the total enterprise numbers collected, are sampled
Drawing Sample for Households to Survey
For taking out a sample for Household survey, the total list of inhabited villages in the
Block was taken along with their respective details on total population, SC population,
ST population, no of households and distance from MDR (Major District Road)
All the villages in the Block were then mapped on a 12-point MDR (location) –
Population interval matrix.
MDR/Population interval Less than 200 Between 200 - 999 More than 1000
Available within the village
Available at less than 5 km
Available between 5-10 km
Available at more than 10 km
The villages were then selected randomly from each point in the 12-point MDR-
population interval matrix in the ratio of the total number of villages in each of the points
in the 12-point matrix. It was ensured that at least one village was selected from each
point wherever possible.
10% of the villages in the Block were selected in total for sampling.
The total number of households to be surveyed in the Block was taken as 500 or 10% of
the total number of HHs whichever is lesser. These households were then divided among
the selected villages (from the 12-point matrix) in the ratio of the total number of
households in these villages.
The number of SC, ST and General HHs (Non-SC, Non-ST HHs) to be surveyed in each
village was divided in the ratio of the number of SC, ST, and General Households in the
Block. In case, the sample of SC, ST or General Households to be covered in any village
was greater than the actual number of SC, ST or General Households in that village, a
replacement was found for this village from the sample point in the 12-point MDR-
population interval matrix.
Conduct of FGDs
FGDs were conducted to get the general perception of the village entrepreneurs and
potential women entrepreneurs (NHG women) about plausible enterprises in their
vicinity, available information, support required, opportunity costs and aspiration levels
1 FGD was conducted per cluster with NHG women who are not entrepreneurs and 2
FGDs were conducted per cluster with entrepreneurs who belonged to NHG-member
families
Poverty Context in the Block (References from Census 2011 and SECC data)
The caste-wise and age-wise split up of population along with total population and total
number of households as well as work participation related data was taken from the
following source:
o 2011 Census Population Enumeration Data Primary Census Abstract Data
Block-wise
The household related data with respect to areas like housing, drinking water, sanitation,
lighting, asset ownership etc. was taken from the following source: (The data is expressed as
percentage of total households in the Block)
o House listing and Housing data
o HH Data Block-wise
o Percentage of Households to Total Households by Amenities and Assets
Finally, all other data pertaining to the Block such as literacy, land use patter, banking and
market services, social infrastructure and amenities etc. were taken from the following
sources in the respective District Census Handbook.
o Appendix VD
o T02
o T21
o T27
o T31
o T34
Estimating Potential from HH Consumption
Part 1
Data was collected by the MECs on the paper-based household (HH) survey questionnaire
for the household samples prepared for the 2 SVEP Blocks in Kerala. It was ensured that the
target number of HH‟s belonging to different categories in the villages mentioned in the
sample was covered during the survey. In case it wasn‟t possible to find the target number of
SC, ST or General Households mentioned in the sample list for a particular village, a
replacement Household was found for the same caste category in another village from the
same Block.
The Mentors collected data for validation purpose from 10% of the HH‟s already surveyed
by the MECs. It was ensured that at least 2-3 HH‟s surveyed by each of the MECs were
covered during validation.
Once the survey was completed, the Mentors, MECs and a few hired data-entry operators
tabulated the data collected on the field on excel. The data was then verified and cleaned
once tabulation was completed for all Blocks.
The different frequencies of purchase month as recorded in the questionnaires were brought
to a common frequency – monthly in this case
The consumption values were divided by the number of family members in the household to
get the final figures
The final values were then taken aside and outliers were eliminated based on judgement
applied looking at maximum, minimum, mean and median values. Mean values were taken
for each category, which represented the amount spent on purchase by each HH on each
category
The mean was then multiplied by the population in the Block to arrive at total purchases in
the Block for each consumption category
Further, based on the data collected, percentage of purchases from within the Block was
calculated
The total purchase was then multiplied by the percentage of purchases from within the Block
to arrive at total local purchases
Part 2
Data was collected by the MECs on app-based questionnaire for the enterprises sample
prepared from the enterprise census conducted earlier for the SVEP 2Blocks in Kerala
The Mentors collected data for validation purpose from 10% of the enterprises already
surveyed. It was ensured that at least 2-3 enterprises surveyed by the MECs were covered
during validation.
Once the data was retrieved from the app on completion of the survey, the Mentors and MEC
verified that all entries made by them on the app was present on the final database and
missing entries were re-entered for those entries for which back-ups were available. They
also made changes to wrong entries made by them on the app as they were not able to edit
responses submitted by them while on the field.
Once the Mentors and MECs had made final changes to the database for the 2Blocks, entries
with key information missing such as enterprise ids, enterprise type, sales information etc.
were removed along with validation entries without corresponding entries made by MECs.
Based on the validation results and maximum, minimum, mean and median values of the
data, the outliers were eliminated based on judgement.
Next, sales value of all the enterprises belonging to each category was totalled and the
average sales value was taken for each category by dividing the total sales value of all the
enterprises belonging to the particular category by the total number of enterprises in surveyed
in the Block belonging to that category. The revenue was calculated monthly to enable
comparison with the HH numbers
These category-wise sales figures were then aggregated to broader categories got from the
HH survey to reach the final values to be multiplied with the number of enterprises belonging
to each of these categories according to enterprise census data to find out the total supply
Part 3
The total supply (from enterprise side) was subtracted from local purchase (from HH side) to
arrive at the existing demand-supply gap for the listed categories in the HH survey
The gap was multiplied by the benchmarks, an estimate of take home income of the
entrepreneur (including wages and profit) in the absence of benchmarks, to arrive at rupee
value of potential under SVEP
The rupee value was then divided by monthly aspiration of the population (as derived from
FGD) for each Block to get the number of enterprises for each category
Estimating Potential from Resources Available in the Block
A list of natural resources that have potential for enterprises in the Block are identified
The MECs collected data in panchayats / villages that produced high quantities of the concerned commodity
The values were aggregated at the Block level in the format appended as under:
#
Name of
Natural
Resource
Production
Quantity
(Approx.)
Qt.
used in
the
Block
Qt. of
Waste
Qt.
Supplied
Outside
the
Block
Place of
Selling
No of
Processing
Units in
Local area
Seasonal /
Non
seasonal
Availability
Month Remarks
% Qt. % Qt. % Qt.
The opportunities were further elaborated in in two tables as under to find out the rupee value. The opportunities perceived were
mapped in 4 phases along the value chain – input, post-harvest (sorting, grading), processing, and logistics (transportation and
storage)
Stage 1 Stage 2 Stage 3 Stage 4
#
Name of
Natural
Resource
Opportunity in Input
Opportunity in Post-
Harvest (Grading / Sorting
)
Opportunity in Processing Opportunity in Logistics
(Transportation, Storage)
Potential
ME Reason
Potential
ME Reason
Potential
ME Reason
Potential
ME Reason
Name of the Block: _________________________________________
Name of the Product 1: _______________________________________
STAGE-1: INPUT STAGE -2: POST HARVEST STAGE-3: PROCESSING STAGE-4: LOGISTICS
Fertilizer, seeds, and
manure Sorting / Grading / Packing
Transportation Storage
Q
t
Cost /
Unit
Price /
Unit
From
Wastage
From
Supply Total
Name
of
Proce
ssed
Produ
ct
Quantit
y of
Process
ing
Co
st
/
U
nit
Pri
ce
/
Un
it
Name of
Product
Place to
Transport
Mo
de
Rate /
Unit
Name
of
Produ
ct
Durat
ion
Pla
ce
Ra
te
/
U
nit
Qt %
Q
t %
Q
t. %
Q
t. %
Qt. %
Q
t %
Name of the Product 2: _______________________________________
STAGE-1: INPUT STAGE -2: POST HARVEST STAGE-3: PROCESSING STAGE-4: LOGISTICS
Fertilizer, seeds, and
manure Sorting / Grading / Packing
Transportation Storage
Q
t
Cost /
Unit
Price /
Unit
From
Wastage
From
Supply Total
Name
of
Proce
ssed
Produ
ct
Quantit
y of
Process
ing
Co
st
/
U
nit
Pri
ce
/
Un
it
Name of
Product
Place to
Transport
Mo
de
Rate /
Unit
Name
of
Produ
ct
Durat
ion
Pla
ce
Ra
te
/
U
nit
Qt. % Qt. %
Q
t. %
Q
t. %
Qt. %
Q
t %
The potential value was then collated together to arrive at the final rupee value of each phase
along the value chain
Each Block was scored on the four parameters to determine the potential that can be realized.
The parameters are listed as under:
#
Name of the Block
Input Post-Harvest Processing Logistic
Each cell to be marked out of 100
1 Demand that can be realized for the business
2 Existing competition for the business
3 Intensity of capital for the business
4 Existing skills/ Infrastructure in the Block
The resultant figure was divided by higher of aspiration (outside the village) or
opportunity cost figures for the Block for a year to arrive at the number of enterprises
Input Post-Harvest
# Commodity Potential
Rupee
Value Constant
SVEP
Potential
Potential
Rupee
Value Constant
SVEP
Potential
A B C D E (C*D) F G H (F*G)
Processing Logistics
Potential
Rupee
Value Constant
SVEP
Potential Potential
Rupee Value Constant
SVEP
Potential Total SVEP
Value
I J K (I*J) L M N (L*M) O (E+H+K+N)
Take-Home Income % Applied
(from total revenue) Higher of Aspiration (outside
village) / opportunity cost) No. of SVEP Enterprises
P [O+(O*Income%)] Q R (P/Q)
Estimating Potential from Government Spent in the Block
The data was collected in the form of a questionnaire
Possible enterprise sectors were identified:
o Bricks Manufacturing
o Bricks Trading
o Cement and iron rods Trading
o Asbestos and metal sheet Trading
o Door and Window Frames Manufacturing
o Uniform
Hospital Uniform for Grade 3 Staff
Hospital Uniform for Grade 4 Staff
School Uniform
o Supplementary Nutrition
Supplementary Nutrition for Lactating Mothers
Supplementary Nutrition for Children Between 6 months - 3 years
o Institutional Catering
The rupee value of potential (gross) was found out for possible enterprise sectors
Each Block was scored on the four parameters to determine the potential that can be
realized
The resultant figure was divided by higher of aspiration (outside the village) or opportunity cost
figures for the Block for a year to arrive at the number of enterprises
9.3. Annexure 3 –Detailed Implementation Schedule
Stage Month Activities Responsible Agency
1
Month 1- 6 Selection and Capacity Building of MEC Group Kudumbashree-NRO
Month 1 Identification of nodal-CDS to own the BRC Kudumbashree SPEM
Month 2 Orientation of the nodal-CDS Kudumbashree SPEM
Month 3 Issue of guidelines for operations of the CEF Kudumbashree SPEM
Month 4 Opening of bank account of the nodal-CDS Kudumbashree SPEM
Month 5 Establishing accounting system for the operations
of the CEF
Kudumbashree SPEM
2
Month 7 Finalisation of software and roll-out in the Block Kudumbashree-NRO
Month 7 Ensuring availability of necessary hardware with
the BRC to manage the VE-IT App Kudumbashree-NRO
Month 7 Training of the MEC on the VE-IT App Kudumbashree-NRO
Month 7 Orientation of KS - DISTRICT MISSION, KS -
DISTRICT MISSION and KS - STATE
MISSION of Kudumbashree SPEM SPEM on the
VE-IT App
Kudumbashree-NRO
Month 7 Formation of MEC Group to take up BRC
operations Kudumbashree-NRO
Month 7 Setting up physical infrastructure for the BRC Kudumbashree-NRO
Month 7 Empanelment of MEC Group to operate the BRC Kudumbashree SPEM
Month 7 Transfer of CEF funds to nodal-CDS into their
separate bank account for SVEP
Kudumbashree SPEM
Month 7 Formal setting up of the CEF for the Block Kudumbashree SPEM
Month 7 Formal agreement between nodal-CDS and MEC
Group for operations of the BRC
Kudumbashree SPEM
Month 9 Orientation of entrepreneurs on use of data
recording (paper or mobile-based) for PTS BRC
Month 10 Certification of MECs
Kudumbashree-NRO
Month 10 Synchronisation of VE-IT PTS and Kudumbashree
SPEM MIS Kudumbashree SPEM
3 Month 11
onwards
Regular functioning of the BRC
Nodal-CDS,
Kudumbashree-NRO &
Kudumbashree SPEM
On-going use of VE-IT App BRC
