Final Report on:

PROCESS MONITORING OF MADHYA PRADESH STATE RURAL LIVELIHOODS MISSION [ Quarter 2: District SHEOPUR ]

Prepared by

Dr. Kinsuk Mitra Sunpreet Kaur Samir Stephan Kujur Neeraj Shrivastava Shyna Dudeja1 Devendra Sahu N Mohan Reddy

1 Intern, IIFM

Contents

Executive Summary ...... i List of Abbreviations ...... viii

Chapter 1: Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM) .. 1 1.1 Background...... 1 1.1.1 Project Goal and Objectives ...... 1 1.1.2 Implementation Architecture ...... 2 1.1.3 Resource Block Strategy ...... 2 1.2 Rationale for Process Monitoring ...... 3 1.2.1 Objectives of the Process Monitoring ...... 3

Chapter 2: Methodology ...... 4 2.1 Approach for Process Monitoring ...... 4 2.1.1 Study Framework ...... 4 2.1.2 Research Design ...... 5 2.1.3 Quarterly Process Monitoring Strategy ...... 5 2.2 Sampling Design ...... 6 2.2.1 Sampling Framework ...... 6 2.3 Themes for Process Monitoring ...... 9 2.4 Data collection and Analysis framework ...... 10 2.4.1 Desk review of project reports and documents ...... 10 2.4.2 Study scoping and boundary setting ...... 11 2.4.3 Stakeholder mapping ...... 11 2.4.4 Development of survey instruments ...... 12 2.4.5 Quarterly Process Monitoring ...... 14 2.4.6 Analysis Plan ...... 15 2.4.7 Documenting Best Practices ...... 17 2.4.8 Short Films on Process Monitoring/Best Practices ...... 17 2.4.9 Presentation of findings and finalisation with MPSRLM team ...... 18 2.5 Limitations ...... 18

Chapter 3: Training of field team, Field testing, and Data Entry protocols ...... 19 3.1 Training of field team ...... 19 3.2 Pre-testing and finalization of study instruments ...... 20 3.3 Data Entry Protocols ...... 21

Chapter 4: Profile of the Study Area ...... 22 4.1 Profile of Madhya Pradesh – the state ...... 22 4.1.1 Demographic Profile of Madhya Pradesh ...... 22 4.2 Profile of Project Area of MPSRLM ...... 22

i i Chapter 5: Sample Profile...... 25 5.1 Sample Profile...... 25 5.1.1 Community Mobilization and Identification of Social Capital ...... 26 5.1.2 SHG Formation and Strengthening ...... 28

Chapter 6: Key Findings, Lessons Learned, Constraints & Challenges, and The Way forward ...... 31 6.1 Establishment of Systems (Norms and Practices)...... 31 6.1.1 Capitalization of Self Help Groups under NRLM ...... 31 6.1.2 Types of funds and their disbursement procedure ...... 35 6.1.3 Preparation of documents and Bank Account Opening and Linkages support .... 41 6.1.4 Training for MCP preparation, MCP Preparation, Submission and Appraisal System ...... 43 6.1.5 SHG Database Management training, updating, uploading and hand-holding support and services delivered to SHGs ...... 45 6.1.6 Coordination, Support and Supervision Mechanism ...... 47 6.2 Identification, Strengthening, Services and Payment of honorarium to Social Capital ..... 48 6.3 Identification of Vulnerable Households ...... 53 6.3.1 Special Efforts made for vulnerable groups ...... 55 6.3.2 Strategies adopted to bring leftover vulnerable families into SHG fold ...... 56 6.3.3 SHG members’ empowerment visible in their villages ...... 57 6.3.4 Women Identity ...... 58 6.3.5 Women Entitlement ...... 58 6.3.6 Asset Ownership by women ...... 59 6.3.7 Social Security ...... 60 6.4 Community Mobilization ...... 60 6.5 SHG Formation and Strengthening ...... 64 6.6 Comparative Analysis of findings from Quarter 1 and Quarter 2 ...... 68

Chapter 7: Best Practices ...... 70 7.1 Case study 1: The Power of Gram Sangathan… ...... 70 7.2 Case study 2: Chandri brightens Piprani!! ...... 71 7.3 Case study 3: Ratnis’s Dairy… ...... 72 7.4 Case study 4: Families benefitting together!! ...... 73 7.5 Case study 5: Do Bigha Zameen… ...... 74 7.6 Case study 6: Self-confidence of Kamlesh!! ...... 74 7.7 Case study 7: Bank Sakhi ‘Asha’ ...... 75 7.8 Case study 8: Afsana ki bakriyaan!! ...... 76

ANNEXURES Annexure I: Sample for the Process Monitoring of MPSRLM (Quarter 2: District Sheopur) Annexure II: Survey Instruments II(e): Social Inclusion II(f): Establishment of Systems (Norms and Practices) Annexure III: Quality Control and Management

ii ii List of Tables

Table 2.1: Sample distribution ...... 7 Table 2.2: Sampling of Intensive Block in Sheopur ...... 7 Table 2.3: Sampling of Resource Block in Sheopur ...... 7 Table 2.4: Sample distribution in Sheopur ...... 8 Table 2.5: Sample distribution for Process Monitoring of MPSRLM in Sheopur in Quarter 2 ...... 8 Table 2.6: Data collection for Process Monitoring of MPSRLM ...... 11 Table 3.1: Day-wise schedule of Training and Field testing of survey instruments ...... 20 Table 4.1: Area of implementation of NRLP and NRLM in Madhya Pradesh ...... 23 Table 4.2: List of Districts and Blocks of NRLP-Intensive (including resource blocks) in Madhya Pradesh ...... 23 Table 4.3: List of Districts and Blocks under Resource Block strategy in MPSRLM ...... 24 Table 5.1: Sample Profile of respondents at district and PFT level, for Process Monitoring in Sheopur district ...... 25 Table 5.2: Sample Profile for Process Monitoring in Sheopur district ...... 26 Table 5.3: Membership profile of sample SHGs ...... 28 Table 6.1: Norms for SHG Grading and MCP appraisal under NRLM ...... 31 Table 6.2(a): Grading before disbursement of RF - Intensive Block ...... 32 Table 6.2(b): Grading before disbursement of RF (3-4 months after formation of SHG) - Resource Block ...... 33 Table 6.3(a): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Intensive Block ...... 33 Table 6.3(b): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Resource Block ...... 33 Table 6.4(a): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Intensive Block ...... 33 Table 6.4(b): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Resource Block ...... 33 Table 6.5(a): Grading / appraisal before credit linkage of SHG (1st linkage) - (6 months after .. 34 Table 6.5(b): Grading / appraisal before credit linkage of SHG (1st linkage) - (6 months after formation of SHG or before submission of application for credit linkage) - Resource Block ...... 34 Table 6.6(a): Grading / Appraisal before credit linkage of SHG (subsequent linkages) - (within 2 months of repayment of previous loan or before submission of application for bank loan) - Intensive Block ...... 34 Table 6.6(b): Grading / Appraisal before credit linkage of SHG (subsequent linkages) - (within 2 months of repayment of previous loan or before submission of application for bank loan) - Resource Block ...... 34 Table 6.7: Norms for different types of funds and their disbursement procedure ...... 35 Table 6.8(a): Revolving Fund (RF) - Intensive Block ...... 35 Table 6.8(b): Revolving Fund (RF) - Resource Block ...... 36 Table 6.9(a): Vulnerability Reduction Fund (VRF) - Intensive Block ...... 36 Table 6.9(b): Vulnerability Reduction Fund (VRF) - Resource Block ...... 36

iii iii Table 6.10(a): Community Investment Fund (CIF) - Intensive Block ...... 36 Table 6.10(b): Community Investment Fund (CIF) - Resource Block ...... 36 Table 6.11(a): Bank loan to SHG - Intensive Block ...... 36 Table 6.11(b): Bank loan to SHG - Resource Block ...... 37 Table 6.12: Targets for disbursement of various types of funds in Sheopur district ...... 37 Table 6.13: Disbursement of RF (Target vs. Achievement) in Sheopur ...... 38 Table 6.14: Disbursement of CIF (Target vs. Achievement) in Sheopur ...... 38 Table 6.15: Disbursement of VRF (Target vs. Achievement) in Sheopur ...... 39 Table 6.16: Disbursement of Bank Loan 1st dose (Target vs. Achievement) in Sheopur...... 39 Table 6.17: Number of months to disbursement of RF and CIF ...... 40 Table 6.18(a): Norms for preparation of documents and Bank Account Opening ...... 41 Table 6.18(b): Norms for preparation of documents and credit linkages ...... 42 Table 6.19(a): Training on Preparation of documents for Bank Linkage - Intensive Block ...... 42 Table 6.19(b): Training on Preparation of documents for Bank Linkage - Resource Block ...... 42 Table 6.20(a): Bank linkage and hand-holding support - Intensive Block ...... 43 Table 6.20(b): Bank linkage and hand-holding support - Resource Block ...... 43 Table 6.21: Norms for MCP Preparation ...... 44 Table 6.22(a): Training for MCP Preparation - Intensive Block ...... 44 Table 6.22(b): Training for MCP Preparation - Resource Block ...... 44 Table 6.23: MCP Preparation ...... 45 Table 6.24(a): SHG Database Management Training - Intensive Block ...... 46 Table 6.24(b): SHG Database Management Training - Resource Block ...... 46 Table 6.25(a): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Intensive Block ...... 46 Table 6.25(b): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Resource Block ...... 46 Table 6.26(a): Coordination, Support and Supervision Mechanism - Intensive Block ...... 47 Table 6.26(b): Coordination, Support and Supervision Mechanism - Resource Block...... 47 Table 6.27: Types of CB programmes - Book Keepers ...... 48 Table 6.28: Types of CB programmes - Active Women...... 49 Table 6.29: Types of CB programmes - Master Book Keepers ...... 49 Table 6.30: Types of CB programmes - MCP Trainers ...... 50 Table 6.31: Types of CB programmes - Livelihood Promoters Agriculture/AH) ...... 50 Table 6.32: Types of CB programmes - Gender CRPs ...... 51 Table 6.33(a): Payment of honorarium to social capital (Part 1) ...... 51 Table 6.33(b): Payment of honorarium to social capital (Part 2) ...... 52 Table 6.34: Major criteria used for defining poverty ...... 54 Table 6.35: Criteria followed for assessment of vulnerability in the project area ...... 55 Table 6.36: Special efforts made for vulnerable groups ...... 55 Table 6.37: Priority in SHG norms for most vulnerable members ...... 56 Table 6.38: Inclusion of target families into SHG fold ...... 56

iv iv Table 6.39: Strategies adopted to bring leftover vulnerable families into SHG fold ...... 57 Table 6.40: Visibility of improved social affinity ...... 57 Table 6.41: Women Identity ...... 58 Table 6.42: Women Rights and Entitlements ...... 59 Table 6.43: Asset Ownership by Women ...... 59 Table 6.44: Ranking of Social Security Schemes ...... 60 Table 6. 45: Number of groups in NRLM fold that are now inactive or dormant ...... 63 Table 6.46: Prioritization in MCP ...... 67 Table 6.47: Comparative findings in Sheopur and Mandla Districts ...... 68

List of Figures

Figure 2.1: Project Logic Model ...... 4 Figure 2.2: Sampling Strategy ...... 6 Figure 2.3: Research Design of the Process Monitoring of Madhya Pradesh SRLM ...... 10 Figure 2.4: Design of approach for Key Informant Interviews ...... 12 Figure 2.5: Snapshot of the survey instruments developed for Process Monitoring of MPSRLM in Sheopur in Quarter 2 ...... 13 Figure 2.6: Concept of Triangulation ...... 16 Figure 3.1: Snapshot of the Data Entry programme developed for entry of data collected as part of Process Monitoring of MPSRLM in Quarter 2 ...... 21 Figure 4.1: Map of study area showing districts of MPSRLM ...... 24 Figure 5.1: Age Profile of the Respondents ...... 26 Figure 5.2: Gender Profile of the Respondents ...... 27 Figure 5.3: Caste-wise Distribution of the Respondents ...... 27 Figure 5.4: Education Profile of the Respondents ...... 27 Figure 5.5: Age Profile of the Respondents ...... 28 Figure 5.6: Caste-wise Distribution of the Respondents ...... 29 Figure 5.7: Education Profile of the Respondents ...... 29 Figure 5.8: Livelihood Profile of the Respondents ...... 30 Figure 6.1: Services provided by Book Keepers ...... 52 Figure 6.2: Services provided by Internal CRPs ...... 52 Figure 6.3: Services provided by Active Women ...... 53 Figure 6.4: Number of sample villages where old SHGs were included into NRLM fold ...... 62 Figure 6.5: Number of sample villages where old SHGs were audited ...... 63 Figure 6.6: Number of sample villages where dormant and defunct groups were revived ...... 63 Figure 6.7: Process of Meeting of SHGs ...... 65 Figure 6.8: Loaning, repayment and punishment system in SHGs...... 65 Figure 6.9: Timing of savings deposition in Banks ...... 66 Figure 6.10: Loan disbursement prioritization ...... 66 Figure 6.11: Record keeping in SHGs ...... 67 Figure 6.12: Disbursement route of CIF to SHGs ...... 68

v v Figure A3.1: Overview of Quality Control Mechanism during Evaluation ...... 95

List of Plates

Plate 3.1: Classroom training of field survey team at Bhopal ...... 19 Plate 3.2: Pre-testing of survey instruments for Quarter 2 (District Sheopur) ...... 20 Plate 3.3: De-briefing session after field testing of survey instruments in Sheopur district ...... 21

vi vi Executive Summary

A. Introduction to the Madhya Pradesh State Rural Livelihoods Mission (MPSRLM) A.1 Project Description The Swarnjayanti Gram Swarozgar Yojana (SGSY), a centrally sponsored programme of the Ministry of Rural Development (MORD), Government of India (GOI), has been restructured and implemented as National Rural Livelihoods Mission (NRLM). It is under implementation in Madhya Pradesh along with 12 other states with support of the World Bank, known as the National Rural Livelihoods Project (NRLP). But in terms of strategy and components, NRLP falls under the overall ambit of NRLM. A.2 Project Goal and Objectives The central objective of the Mission is to bring about an increase in the household incomes of the rural poor through sustained livelihood enhancements and improved access to financial and non-financial services. The Mission aims at creating efficient and effective institutional platforms of the poor as mediating institutions.

B. Objectives of Process Monitoring The objective of the assignment is to conduct process monitoring of State Rural Livelihoods Mission (SRLM) implementation in Madhya Pradesh. The overall process monitoring will identify critical gaps and best practices in resource and intensive block strategy implementation and factors responsible for the same, and facilitate Madhya Pradesh SRLM to take appropriate decisions to institutionalize the enormous learning outcomes.

C. Approach and Methodology of Process Monitoring A mix of qualitative & quantitative research techniques was adopted for the process monitoring study in Sheopur district in quarter 2. The specific objectives of the study spelt out the need for collation of information at different levels to gauge both effectiveness and efficiency of various processes of implementation of Madhya Pradesh SRLM Resource Block strategy and Intensive Block strategy. The methodology included both primary and secondary research methods. C.1 Sampling Multi-stage stratified proportionate random sampling was used in the process monitoring study, to identify a representative sample of blocks, clusters and villages. In each quarter, one sample district is being covered for process monitoring, including one resource block and one intensive block from that district. In this quarter, process monitoring was conducted in Sheopur district, in the Karahal block (intensive) and Sheopur block (resource). The detailed sampling design is presented in Chapter 2 of the report. C.2 Methodology A mix research design was adopted for the process monitoring study, whereby a mix of both qualitative and quantitative data was used. The detailed steps followed for the conduct of the Process Monitoring of MPSRLM included:

i i  Desk Review: The team conducted a ‘Desk Review’ of the various project reports and documents, to understand the strategy of implementation that was to be assessed in the process monitoring study. This exercise facilitated the team members to understand the perspective of a variety of project activities. Further, the team also identified additional secondary data sources and literature useful in the context of the study and reviewed the same.  Scoping and Boundary Setting: The team conducted a thorough document review of relevant project documents (such as: SPIP, COM, Project Log-frame, AAP, etc.) to familiarise themselves with the project objectives, procedures and implementation framework.  Stakeholder Mapping: Before undertaking the process monitoring study, the team mapped all the direct and indirect stakeholders associated with MPSRLM to not only know the different stakeholders in the project but also to identify sample informants for the study.  Development of Study Instruments (Quantitative & Qualitative): The study team prepared the data collection tools for the qualitative and quantitative data collection. The qualitative tools were semi-structured and open-ended, whereas the quantitative tools focused on determining the conduct of project processes and were targeted at a representative sample of the direct beneficiaries and key stakeholders.  Quarterly Process Monitoring: The study team undertook field visits to Sheopur district under the project, as per the sampling for specific site-based assessments. The field visits focused on collection of specific data to facilitate the determination of status, extent and impact of the project processes under review, as well as undertaking discussions with the relevant stakeholders.  Data collection and Analysis plan: The documentation and analysis plan was finalized in consultation with the MPSRLM team. The result of the analysis plan was to aid in the review, assessment and documentation of MPSRLM processes and identifying any areas for adaptation or modification, enabling the project management to improve the implementation of various project processes in the state.  Documenting best practices: Acknowledging the performance of MPSRLM in Madhya Pradesh, best practices were identified and documented. The documentation of the best practices of MPSRLM was taken up for practical suggestions to improve the contribution of the project towards the most vulnerable groups, including poor villagers, tribals, women, minorities, migrants, displaced and persons with disabilities.  Short Films on Process Monitoring/Best Practices: The short films on process monitoring were prepared to highlight positive experience of a particular project process, execution that is worth narrating, highlighting the best practices observed and developing knowledge products.  Presentation of findings and finalisation with MPSRLM team: The findings of the process monitoring of MPSRLM were presented in a consultation meeting with the State team, after preliminary analysis of the data received from qualitative and quantitative research. The relevant comments received from the project team were then incorporated in the final report and analysis.

ii ii C.3 Training of survey team A comprehensive general training was provided to the supervisors, interviewers and data entry operators within the survey team, in order to create a team environment and to allow for substitution between roles should any team member take a leave of absence due to illness or other emergency. The classroom training was conducted in Bhopal, followed by the field testing of the survey instruments in Sheopur district, during April 24-27, 2015.

C.4 Field testing and finalization of study instruments The study instruments developed and translated by the study team at InsPIRE, were thoroughly pre-tested in the field before finalization. Pre-testing in similar field situations enabled the team to touch base with all the areas of inquiry and also give the communities an opportunity to add on new areas of inquiry to the study if required. The field testing exercise helped in getting the time plan right for the entire survey, including both quantitative and qualitative data collection.

C.5 Data collection and Data entry The data collection and analysis framework was developed on the lines of the ‘Mix Design’ approach, focusing on both the qualitative (based on participatory) and quantitative methods and analysis. After completion of the field survey, data entry of all the data collected from the field using various study instruments was undertaken, using a separate data entry programme for each survey instrument, taking into consideration the depth of analysis required to be taken up. An interactive data entry programme was developed using MS Excel.

D. Key findings, Lessons learned, Constraints & challenges and the Way Forward The key findings and the lessons learned from the process monitoring study in both the intensive and resource blocks of Sheopur district are summarized here. Further, the constraints and challenges faced by the Mission team, as identified during the process monitoring study in both the intensive and resource blocks of Sheopur district, are also enumerated, along with the way forward for MPSRLM:

In the Intensive and Resource Blocks:  The community mobilization process was more or less similar to the Mandla district. Initial mobilization drives in the mission areas (i.e. the areas with high poverty ratio with larger population of vulnerable communities) were conducted by the Mission team (including external CRPs in the Resource block). Before conducting the extensive Participatory Identification of the Poor (PIP) exercise, the Mission team performed the environment building as well as awareness raising activities. The village entry and environment building exercises were conducted by the Mission PFT teams, including up to the PIP process, in both intensive as well as resource blocks. The Mission team of Resource Organisation (RO) was involved after completion of the PIP process.  The Mission team conducted PIP for every tola/hamlet within the village. In some villages (where the population was less), PIP was conducted for the entire village at once. At the given day, time and venue, the PIP exercise was conducted. It was ensured

iii iii that representatives of Gram Panchayat as well as communities were present for the exercise. The Mission team facilitated the process, observed and documented it. The team prepared socio-economic profiles of all households in the village. The profile captured basic information such as family size, occupation, family income/expenditure, education status, etc.  The WBR helped the Mission team in identifying the location of poor households and preparing the list of all poor and vulnerable households in the village. The list was read out and any changes suggested by the villagers were made. The list of households was discussed in the Gram Sabha for its approval. Participatory WBR/WR was an effective tool to identify the poor and improve the quality of the list of target households, rather than making use of the existing BPL list. Similarly, a public review of the WBR/WR- based list of target households and approval by the Gram Sabha minimized controversies.  The process of meeting of SHGs in both the sampled Blocks had better results in terms of fixed type of siting arrangement, group prayer, introduction by each member, attendance by book keeper and savings amount deposited by members. However, there are requirement for improvements on (i) reading of agenda of the day’s meeting, (ii) nomination of working chairperson for the meeting, (iii) reading of action taken report of the previous meeting, (iv) process of recording and checking of entries by the chairperson, (v) Book Keeper provides information regarding the available fund, and (vi) reading of proceedings of the day’s meeting.  The results of (i) chairperson asking the group members about their loan requirement, and (ii) prioritization of loan requirement through consensus are better in both the sampled Blocks. However, the mission team needs to revisit to SHGs and strengthen the processes of (i) members availing loan appraising group regarding their repayment plan, (ii) Book Keeper notes down loan repayment plan as suggested by the member, (iii) loan repayment and punishment process, and (iv) briefing members about repayment of loan due on the next meeting.  The SHGs of both the sampled Blocks (Resource as well as Intensive Blocks) are depositing their savings at SHGs level on weekly basis. However, most of the cases timing of savings deposition in Banks goes beyond a month.  The Mission team needs to revisit to record keeping of SHGs, especially for cash book, general ledger and monthly report in both the sampled blocks. However, other SHG level records are poorer in the case of Intensive Block than the Resource Block.  In case VO is formed and the SHG is a member of VO, grading should be undertaken by VO level sub-committee. In case of VO is not formed, or SHG is not a member of VO, grading should be done by block / cluster level appraisal committee involving members from other SHGs facilitated by CRP / Community cadres. However, VOs and SHGs are not in a position to undertake the various types of grading activities. It is normally performed by the nodal PFT. The mission team needs to capacitate and strengthen the SHGs, VOs and its sub-committees to undertake their assigned activities effectively.  There is a need to revive those SHGs that have become inactive and dormant, using the same strategy which was adopted for the inclusion of old (active and defunct) SHGs into the NRLM fold by following a stringent audit process.  The actual amount and date of receipt of various types of funds received need by SHG to be recorded in meeting / minutes register (as on date they reflect only in Passbook).

iv iv  At present, there is a lack of planning for use and utilization of funds like RF, CIF, etc. among the group members. Proper planning and tracking mechanism for fund utilization may be established at the SHG level.  The time-frame of rotation of fund at SHG and VO level needs to be worked out properly for efficient and effective utilization of the fund.  About 50 per cent of the CIF amount is disbursed to VOs against their application. The basic purpose of this deduction is to inculcate rotation of amount among all SHGs of the respective VOs. As per norms, the CIF amount is to be disbursed to 50 per cent of the prioritized SHGs, from amongst the applicants of each VO.  The Mission team assisted the SHGs for bank linkages and handholding support in terms of coordination and networking with banks, sensitization of bankers, documents preparation, introduction at banks for account opening and credit linkages and assists them in timely repayment of loans.  The SHGs have received the 1st dose of bank loan. The Mission team should encourage the group members for repaying the loan amount as per schedule. It will increase the credit worthiness of the group for availing the higher level loans i.e. 2nd dose, 3rd dose, and so on.  On an average, disbursement of RF takes 10 months from the date of formation of groups in the intensive block and 9 months from the date of formation of groups in the resource block. Similarly, the disbursement of CIF takes 23 months from the date of formation of groups in the intensive block and 12 months from the date of formation of groups in the resource block.  There is further clarification and guideline required on the Livelihoods / Layering Fund (LF).  It was observed that the priorities of the individuals change during the time lag between preparation of MCP and receipt of CIF, at the SHG level. MCPs need to be revisited and updated as and when required. The changes made in MCPs should be recorded in meeting / minutes register for future reference.  There are standard reporting formats, schedule of reporting interval, availability of proper infrastructure, persons responsible for data updating and uploading at DMMU and PFT level.  VOs and SHGs lack the capacity and infrastructure for data updating and uploading.  The Mission team is providing coordination, support and supervision assistance at the DMMU and PFT levels. These services are in the form of preparation of Annual Action Plan (AAP), review of AAP, preparation of implementation plan (after approval of AAP), monitoring of implementation plan throughout the year, identification of deviations (physical & financial targets), and their rectification procedure.  The formal structure of coordination, support and supervision needs to include community level representatives.  The literacy rate of Sheopur district is generally low, as compared to the other areas. Audio-visual ICT materials may be more effective in delivering the intended message in such areas.  In Sheopur district, it was observed that preference is given to male BKs, even if literate females are available, due to security issues for women in the area.  There is a need for clarity on role of Master Book Keeper and the payment of honorarium to them.

v v In the Intensive Block(s):  In the Intensive Block, training on preparation of documents for bank linkages was provided at two levels viz. 3 days PFT level training by SIRD.  In sampled Intensive Block CIF disbursement in routed through VOs to SHGs. The distribution of funds are done as per the MCP, however there is requirement for updating the priorities in MCP. The immediate preferences of members have changed over the time.  MCP preparation training is initiated after 6 months of formation of SHGs. In the Intensive Block, 3-4 days training is organized for district and PFT level Mission team as well as for CRPs and VO/SHG representatives. The training is organized at the district level and facilitated by the DMMU and PFT jointly.  A standardized MCP format is available with the Mission team. In Intensive Block, MCPs are prepared by nodal PFTs. It is appraised by DM-Micro Finance and approved by the DPM. In first submission of MCP, the acceptance rate of Bargawan and Karahal PFTs are about 50 per cent.  In the Intensive Block, the database management training was done at two levels. The first was done at the PFT level for PFT members by DM-M&E. The second was done at community level for Book Keepers by PFT and MBKs.  A number of Gender CRPs were identified and trained in Sheopur district (esp. in Sesaipura PFT within the UN-WOMEN project). It was observed to be an effective strategy and may be up-scaled and replicated in other areas as well.

In the Resource Block:  In the Resource Block, the visiting external CRPs started with a rapport building with the community, following it up with the formation and strengthening of SHGs in two rounds of CRP drive, each spanning 15 days per village. During the first CRP drive, the initial 4-5 days are spent towards familiarization with the village and the community (mostly focusing on the target households as per the final approved list) and building a rapport with them, through door-to-door visits along with the Mission PFT team. From the 6th day onwards, SHG formation is initiated, following it up with their strengthening that included facilitation of at least the first three meetings of each of the groups formed. In addition, basic training was also provided to the group members.  The VOs in sampled Resource Block are in loose form and mostly CIF disbursement route is done direct to SHGs. The distribution of funds are done as per the MCP, however there is requirement for updating the priorities in MCP. The immediate preferences of members have changed over the time.  In the Resource Block, training on preparation of documents for bank linkages was provided by PFT members to community (VO/SHG) only.  MCP preparation training is initiated after 6 months of formation of SHGs. In the Resource Block, two-and-half day training is organized for CRPs. The training is organized at district level and facilitated by PFT.  A standardized MCP format is available with the Mission team. In Resource Block, MCPs are prepared by the CRPs. It is appraised by DM and approved by the DPM. In first submission of MCPs, the acceptance rate of all 5 sampled PFTs of Resource Block is 100 per cent.

vi vi  In the Resource Block, the database management training was done only at the PFT level for PFT members by DM-M&E.

E. Structure of the Process Monitoring Report The process monitoring report is structured in a manner such that it is easy to comprehend, as well as provide detailed analysis of data collected from various levels. The chapterization plan of the report is as follows:  Chapter 1: Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM)  Chapter 2: Methodology  Chapter 3: Training of Field Team, Field Testing and Data Entry Protocols  Chapter 4: Profile of the Study Area  Chapter 5: Sample Profile  Chapter 6: Key Findings, Lessons Learned, Constraints & Challenges, and The Way forward  Chapter 7: Best Practices

vii vii List of Abbreviations

AAP Annual Action Plan AH Animal Husbandry APL Above Poverty Line AW Active Women BK Book Keeper BLBC Block level Bankers Committee BMMU Block Mission Management Unit BPL Below poverty Line CBO Community Based Organisation CLF Cluster Level Federation COM Community Operational Manual CRP Community Resource Person DLCC District Level (Credit Review) Coordination Committee DMMU District Mission Management Unit FGD Focussed Group Discussion GOI Government of India GoMP Government of Madhya Pradesh GP Gram Panchayat HRF Human Rights to Food IEC Information, Education and Communication KII Key Informant Interview LDM Lead District Manager (from the Lead Bank) MAP Medicinal and Aromatic Plants M&E Monitoring and Evaluation MBK Master Book Keeper MCP Micro Credit Plan MIP Micro Investment Plan MIS Management Information System MoU Memorandum of Understanding MORD Ministry of Rural Development MP Madhya Pradesh MPDPIP Madhya Pradesh District Poverty Initiative Programme MPRAF Madhya Pradesh Rajya Ajeevika Forum MPRLP Madhya Pradesh Rural Livelihoods Project

viii viii MPSRLM Madhya Pradesh State Rural Livelihoods Mission NGO Non-Government Organisation

NRLM National Rural Livelihoods Mission NRLP National Rural Livelihood Programme NRM Natural Resources Management OBC Other Backward Caste PFT Project Facilitation Team PHED Public Health and Engineering Department PIP Participatory Identification of Poor PoP Poorest of Poor PRA Participatory Rural Appraisal PRI Panchayati Raj Institution PRP Professional Resource Person RSBY Rashtriya Swasthya Bima Yojana SC Scheduled Caste SERP Society for Elimination of Rural Poverty SGSY Swarnajayanti Gram Swarozgar Yojana SHG Self Help Group SLBC State Level Bankers Committee SMMU State Mission Management Unit SPIP State Perspective Implementation Plan SPTG Special Primitive Tribal Group ST Scheduled Tribe ToR Terms of Reference VO Village Organisation WBR Well Being Ranking WR Wealth Ranking

ix ix CHAPTER 1: Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM)

This chapter presents an introduction to the National Rural Livelihoods Mission (NRLM), followed by an introduction to the Madhya Pradesh State Rural Livelihoods Mission (MPSRLM) and describes its various components, with particular reference to the Process Monitoring study.

The Swarnjayanti Gram Swarozgar Yojana (SGSY), a centrally sponsored programme of the Ministry of Rural Development (MORD), Government of India (GOI), has been restructured and implemented as National Rural Livelihoods Mission (NRLM). The NRLM is implemented on a cost sharing basis between the Center and the States in the ratio of 75:25.

1.1 Background National Rural Livelihoods Mission (NRLM) is being implemented since FY 2010-11 to eliminate rural poverty through innovative implementation strategies involving mobilization and organization of the rural poor and their financial and economic inclusion. The NRLM is under implementation in Madhya Pradesh along with 12 other states with support of the World Bank, known as the National Rural Livelihoods Project (NRLP). But in terms of strategy and components, NRLP falls under the overall ambit of NRLM.

1.1.1 Project Goal and Objectives The central objective of the Mission is to bring about an increase in the household incomes of the rural poor through sustained livelihood enhancements and improved access to financial and non-financial services. The Mission aims at creating efficient and effective institutional platforms of the poor as mediating institutions.

The three key inter-related components of the Mission are: (i) social inclusion; (ii) financial inclusion; and (iii) economic inclusion. The three components are posited on the Community Based Organizations (CBOs) of the poor, which if promoted, capacitated, nurtured and funded initially, are expected to promote and sustain livelihoods of the rural poor. Thus, the NRLM aims at mobilizing all the rural poor households into SHGs and their federations viz., Village Organizations, Cluster/Block Level Federations and use these institutional platforms to promote the livelihoods of the poor.

The Mission seeks to promote access of the CBOs of the poor to financial and technical services as well as economic support services and enable them to diversify and improve their livelihoods. Towards this end, the Mission intends to promote organic financial and non-financial relations between the SHGs and their federations. In addition, the poor would be facilitated to achieve increased access to their rights, entitlements and public services, diversified risk and better social indicators of empowerment. The NRLM also aims at harnessing the innate capabilities of the poor and seeks to complement them

1 with their capacities (information, knowledge, skills, tools, finance and collectivization) to deal with the rapidly changing external world.

In addition to this, the Mission will promote job opportunities for the rural youth through supporting training and bridge training in self-employment and salary/wage employment skills. The Mission will also organize job fairs to facilitate easy interface between the potential employers and the trained youth. The Mission will work with select professional institutions to promote training and placement support for the youth.

1.1.2 Implementation Architecture At the national level, a National Mission Management Unit (NMMU) was created to implement the Mission, comprising of several thematic groups and professional experts, under the Rural Livelihoods (RL) Division of the MORD.

In Madhya Pradesh, a state level autonomous society was established and designated as Madhya Pradesh Rajya Ajeevika Forum (MPRAF). As part of rolling-out SRLM, the state government has: (i) set-up governance and accountability systems; (ii) established dedicated Mission implementation units at the State (SMMU), District (DMMU), and Sub-Block Units (Cluster Level); (iii) recruited, inducted, trained and positioned multidisciplinary professionals at all levels; and (iv) established adequate management, finance, procurement, MIS and M&E systems.

In Madhya Pradesh, NRLM is implemented through Madhya Pradesh Rajya Ajeevika Forum (MPRAF). The Mission will gradually scale up this program to cover 313 blocks and 51 districts in the state.

The National Rural Livelihoods Mission (NRLM) in Madhya Pradesh has developed its mission statement that ‘Poor women and their families in rural Madhya Pradesh through their own institutions attain socio-economic empowerment to become an agent of change for promoting equitable and sustainable development of the society’.

1.1.3 Resource Block Strategy The framework of NRLM is designed on the Resource block strategy which involves: (i) development of effective models of social mobilization, institution building, financial inclusion and livelihoods promotion in select blocks as proof of the concept; and (ii) facilitating adoption of the models in the rest of the state, in a phased manner.

The strategy entails intensive use of human resources and technical support drawn from Resource Organizations (RO)/states in select resource blocks of NRLM states. The MPSRLM has an agreement with the Society for Elimination of Rural Poverty (SERP) in Andhra Pradesh. The partnership was done with the purpose of replicating successful models in select blocks, which apart from acting as ‘proof of concept’ would provide a learning and training ground for the community and the Mission staff from other blocks. Thus, in a phased manner, the resource block strategy is expected to create sufficient local resources (social and human) in the state to support scaling-up of the intensive

2 NRLM strategies to all districts and blocks. The whole strategy hinges on building quality community institutions, which would effectively mobilize financial and economic resources from public and private institutions.

A process intensive strategy was designed for rolling out the resource block strategy by: i. Mobilize the vulnerable and poor household members into new SHGs; ii. Scan and revive the dormant and defunct SHGs into functional SHGs; iii. Strengthen pre-existing SHGs through a process of participatory training and learning; iv. Institute Pancha Sutras in all SHGs; v. Identify and train potential bookkeepers for SHGs; vi. Facilitate preparation of micro-plan which would enable the SHGs to access bank loans and other external sources of finance; vii. Developing and supporting the SRLM in creation of a community cadre of “Bank Mitra”. viii. Institute community MIS system and facilitate self-monitoring by the SHGs; ix. Promote village level federations of SHGs and institute democratic and financial norms in them; x. Identify and train potential Community Resource Persons (CRPs) who could nurture and guide the SHGs and Village Organisations (VOs); xi. Promote formation of livelihoods collectives; and xii. Facilitate introduction of e-bookkeeping and knowledge management systems in the SHGs and their federations.

1.2 Rationale for Process Monitoring The implementation strategy of MPSRLM is very process intensive and is crucial for the overall success of the Mission. Therefore, the “Process Monitoring study of the Madhya Pradesh State Rural Livelihoods Mission” was taken up.

As part of the process monitoring study, a quarterly process monitoring of the resource and intensive blocks was conducted, apart from the other tasks of developing process monitoring manual, training community monitors and preparing short films on the process monitoring themes.

1.2.1 Objectives of the Process Monitoring The objective of the assignment is to conduct process monitoring of State Rural Livelihood Mission (SRLM) implementation in Madhya Pradesh. The overall process monitoring will identify critical gaps and best practices in resource and intensive block strategy implementation and factors responsible for the same, and facilitate Madhya Pradesh SRLM to take appropriate decisions to institutionalize the enormous learning outcomes.

The specific objectives of the study include:  Conduct Process Monitoring in selected sample resource and intensive blocks from four districts in Madhya Pradesh during the first year  Identify issues critical to the Resource Block Strategy and Intensive Block strategy  Identify best practices emerging from the strategy  Suggest strategic changes required to improve effectiveness of the strategy

3 CHAPTER 2: Methodology

The conceptual approach followed for various tasks under the study is elaborated in this chapter, including a detailed note on the study framework, research design, sampling design, sample distribution, data collection and analysis framework, etc.

A quarterly monitoring approach is being followed for the process monitoring study, whereby a new district is taken up for monitoring in each of the respective quarters, in consultation with the MPSRLM State team.

2.1 Approach for Process Monitoring The research design for the study was aligned to the study objective and specific tasks as outlined in the ToR. As described in the subsequent sections, the study adopted a mix of qualitative & quantitative research techniques. The specific objectives of the study spelt out the need for collation of information at different levels to gauge both effectiveness and efficiency of various processes of implementation of Madhya Pradesh SRLM Resource Block strategy and Intensive Block strategy, focusing on an in-depth analysis of planning and monitoring processes at different levels, i.e. from the State to the Village level.

The methodology included both primary and secondary research methods. The comprehensive process monitoring focused on the status, outcomes and impacts of the project implementation in the project areas. The boundary of evaluation was defined in line with the scope of evaluation. However, before developing the methodology for this process monitoring study, an attempt was made to understand and list down the broad and specific components that are to be assessed in the Study Framework.

2.1.1 Study Framework The overarching framework that guided the “Process Monitoring of State Rural Livelihoods Mission” study is illustrated in figure 2.1. This is in cognizance of the fact that the project was designed using the Logical Framework Approach, central to which is the logic model. However, the comprehensive process monitoring exercise has gone beyond the Project Planning Matrix (log frame) in analyzing impacts incident to the project.

Monitoring and Mid-Term Assessments Assumption(s) Evaluation

Input Processes Outputs Outcomes Intermediate Impacts States

Relevance Efficiency and Attainment of Contribution of the outputs Impact Contribution to effective delivery envisaged to and attainment of project project goal, other project outputs purpose along with other Drivers programs and key Baseline indirect outcomes learnings

Figure 2.1: Project Logic Model

4 The comprehensive process monitoring is focusing on the status, outcomes and impacts of the project implementation in the project areas. The boundary of evaluation was defined in line with the scope of evaluation as discussed above. The methodology adopted for the study is elaborated in the ensuing paragraphs.

2.1.2 Research Design2 A mix research design was adopted for the process monitoring study. The specific objectives of the study clearly spelt out the need for collation of information at different levels to gauge both effectiveness and efficiency of various processes of implementation of MPSRLM in Madhya Pradesh, focusing on an in-depth analysis of planning and implementation at different levels, i.e. from the State to the village level.

To establish the best practices in MPSRLM implementation, the process monitoring largely relied on secondary data, institutional information from State government and various levels of PRIs, as well as primary data through key informant interviews, household and village surveys, semi-structured interviews, focus group discussions with SHGs, VOs, CRPs, Community Mobilizers (Active Women), Book keepers, SRLM project officials, PFTs, PRI members, rural community members, etc. Participant observations, case studies and other similar research methods and methodologies were also adopted.

For integrating the analysis horizontally (across the blocks, clusters and villages) as well as vertically (intra-blocks and clusters), the information collected on various aspects of the project was not only kept on the ordinal and nominal scales but also on ratio or interval scales. Using a best-fit mix of qualitative & quantitative methodologies, it helped ensure the integration of horizontal and vertical aspects of analysis.

The methodology adopted for the study was aligned to the study objective and specific tasks outlined in the ToR. As described in the subsequent sections, the village surveys and semi-structured interviews had both open- and close-ended questions. A blend of close-ended questions enabled the analysis team to capture all the relevant information with regards to both how good practices are happening in the project districts, blocks and clusters; and how these efforts led to the success of project implementation at all levels (State/District/Block/Cluster).

2.1.3 Quarterly Process Monitoring Strategy The Process Monitoring of MPSRLM is being conducted on a quarterly basis, whereby the team has undertaken quarterly field visits to cover four districts (one Resource Block and one Intensive Block of one district per quarter) during the first year, as specified in the ToR. The field visits focused on collection of specific data to facilitate the determination of status, extent and impact of the various project processes under review, as well as undertaking discussions with the relevant stakeholders.

2 Fowler, F. J., Jr. Survey Research Methods, 2nd ed. Newbury Park, CA: Sage, 1993

5 2.2 Sampling Design The sample design and distribution adopted for the process monitoring study is presented in this section. The final sampling plan was finalized in consultation with the MPSRLM team. The methodology adopted for sample selection is illustrated in the section below along with the criteria for selection.

2.2.1 Sampling Framework There is no standard precision to use when planning a survey, as it depends on the standard deviation and heterogeneity among the samples, however, an attempt was made to maintain statistical rigor using advanced techniques. The design effect (DEFF) has been considered during the sample design and a “correction factor” to account for the heterogeneity between clusters has been incorporated. The figure below pictorially describes the sampling strategy.

•Four Districts (First Year) Sample •One Resorce Block  Sample Plan will be finalized in Size •One Intensive Block consultation with MPSRLM team •Selection of Clusters in  Multi-sStage stratified discussion with SRLM team •10% Physical cover of SHGs proportionate random sampling  Continuous monitoring of the selected Villages Sample  Statistical rigour of the study Technique

•Multi Stage Stratified Proportionate Random Sampling • Avoid Design Effect Focal Themes

•Participatory Identification of Poor, Community Mobilization, Capacity Building, Financial Inclusion and Other demand driven services

Figure 2.2: Sampling Strategy

As stated in the figure above, multi-stage stratified proportionate random sampling was used in the process monitoring study, to identify a representative sample of blocks, clusters and villages. In each quarter, one sample district will be covered for process monitoring, including one resource block and one intensive block from that district.

At the inception of the process monitoring study, the four districts to be covered in the first year were identified in consultation with the MPSRLM team, viz. Mandla, Sheopur, Shahdol and Dhar. Following the finalization of districts for process monitoring, detailed MIS data was collected for the four districts, and the sample intensive blocks were selected from each of the four districts. The resource blocks were already identified by the SMMU.

6 Table 2.1: Sample distribution No. of Sample Villages to be covered in Year 1 (selecting districts in a phased manner) Total sample villages District No. of Sample No. of Sample to be covered in Year 1 Resource Block(s) Intensive Block(s) Mandla 1 1 Sheopur 1 1 To be sampled Shahdol 1 1 proportionately Dhar 1 1 Total 4 4

No. of Sample villages 240 240 480

► Selection of Sample Blocks Multiple criteria were used for identification of intensive blocks in the four sampled districts for process monitoring in year 1.

 Model block  Coverage of villages in first year of NRLM implementation, i.e. 2012-13  At least 20% of the sampled villages to be covered per sampled PFT

Using the above-mentioned criteria, one intensive block was selected from each of the sampled districts.

 In Sheopur district, there were two intensive blocks. Karahal block, being the model block, was selected as the sample intensive block in the district.

In line with this, the table below presents details of the intensive block of Sheopur district such as no. of PFTs, total no. of villages etc. As elaborated in the above paragraphs, the intensive blocks were selected using the multi-stage stratified proportionate sampling.

Table 2.2: Sampling of Intensive Block in Sheopur No. of No. of No. of Total No. of Total villages villages villages Intensive Model No. of no. of villages SN District No. of covered covered covered Block(s) block PFTs villages not yet villages in Year in Year in Year covered covered 2012-13 2013-14 2014-15 Karahal Yes 4 119 109 - - 109 10 2 Sheopur Vijaypur No 5 183 66 59 10 135 48

The table below summarizes the key details of the resource block of Sheopur district.

Table 2.3: Sampling of Resource Block in Sheopur villages villages villages Total No. of Total Resource No. of covered covered covered no. of villages SN District No. of Block(s) PFTs in Year in Year in Year villages not yet villages 2012-13 2013-14 2014-15 covered covered 2 Sheopur Sheopur 5 228 91 87 - 178 50

7 ► Selection of Sample PFTs As per the sampling strategy discussed above, 100 percent representation of PFTs up to a maximum of five in each selected block was to be provided. In line with the multi-stage stratified proportionate random sampling design, the following table presents the sample distribution for the two sampled blocks of Sheopur district, i.e. Karahal (intensive block) and Sheopur (resource block). The maximum number of sample PFTs was limited to five as any further increase will lower the number of villages per PFT for process monitoring to below 20% of the total sample.

Table 2.4: Sample distribution in Sheopur Total no. of Block No. of PFTs No. of Total no. of SN District Block sample Type covered sampled PFTs villages covered villages 1 Sheopur Resource 5 5 228 64 Sheopur 2 Karahal Intensive 4 4 119 45 Total 1255 109

Resource 638 240

Intensive 617 240

The final sample for the process monitoring study of MPSRLM in Sheopur district for quarter 2 is presented in the table below, while the detailed sample with the list of villages from each of the sampled PFT is presented in Annexure I.

Table 2.5: Sample distribution for Process Monitoring of MPSRLM in Sheopur in Quarter 2

No. of No. of sample No. of sample SHGs SN District Block PFT villages villages New SHGs Old SHGs Aawda 32 12 14 5 Barganwa 29 11 14 4 Karahal Karahal 28 11 7 6 Sesaipura 30 11 12 2 Total 119 45 47 17 2 Sheopur Chandpura 45 13 17 2 Lalitpura 48 13 14 3 Manpur 43 12 7 6 Sheopur Premsar 47 13 14 0 Soikala 45 13 15 1 Total 228 64 67 12 TOTAL 347 109 114 29

► Selection of Sample Villages Selection of villages was based on secondary data, primary consultations with district and block SRLM staff and MIS data analysis. The sample villages were selected randomly from each of the sampled blocks and PFTs, such that each stratification criteria was significantly representative.

8 2.3 Themes for Process Monitoring A different set of thematic areas are identified for each of the respective quarter for the process monitoring study. However, the themes for a particular quarter will also be monitored in the subsequent quarter as well, apart from the additional theme for that particular quarter. For example: The themes of process monitoring for Quarter 1 were carried forward to the district where monitoring was conducted in Quarter 2, apart from the additional themes decided for that particular quarter.

Thematic areas identified for process monitoring of MPSRLM for Quarter 2 included (apart from repeating the three themes of Quarter 1): ► Themes for Quarter 2 1. Social Inclusion  Inclusion of vulnerable households into SHG fold  Women Identity and Entitlements  Social Security  Education 2. Establishment of Systems (Norms and Practices)  Financial Inclusion System . MCP/MIP, RF, CIF, VRF, Bank Linkages . Transaction Process and System  Strengthening of Social Capital . Selection Process . Capacity Building and Follow-up/On job Training  Quality of Service Delivery . Promotion of Quality of SHGs (Grading Mechanism, its frequency etc.), Hand Holding Support to SHGs

The themes of process monitoring repeated from Quarter 1 included:  Community Mobilization  SHG Formation and Strengthening  Identification of Social Capital

In line with the identified themes, draft checklists were prepared, identifying the various inherent processes proposed to be reviewed under each of the themes. These were finalized in consultation with the SRLM team.

Following the finalization of the checklists, draft survey instruments were prepared. These were then presented to the SMMU, and feedback received. After incorporation of the feedback received from the State Unit, the revised survey instruments were then shared with the NMMU, for their feedback. After incorporation of this feedback, the survey instruments were then finalized. These were then shared with the SMMU for approval.

9 2.4 Data collection and Analysis framework The data collection process was based on the scope of the assignment. The data collection and analysis framework was developed on the lines of the ‘Mix Design’ approach as discussed above, and the study team focused on both the qualitative (based on participatory) and quantitative methods and analysis.

Multi-stakeholder consultations were an integral part of methodology and also fed into the qualitative analysis of document review. The team also validated the qualitative findings with quantitative data. Interactions were held with a cross-section of beneficiaries, interacting mainly with their representatives. The steps followed for the process monitoring study are elaborated in the ensuing paragraphs.

2.4.1 Desk review of project reports and documents To start with, the team carried out a detailed desk review of all the project documents and data sheets. All the relevant secondary data was collected from MPSRLM to know the progress made by the project against set results. The project document, Annual Action Plan (AAP), project reports, training reports, manuals, guidelines, etc. were reviewed as part of the process. The purpose was to not only get all the relevant secondary data but also to prepare the appropriate methodology for the study according to the project requirements. This process facilitated the team members to understand the perspective of a variety of project processes and activities. Further, the team also identified additional secondary data sources and literature useful in the context of the study and reviewed the same. At the same time, the team conducted an exhaustive review of the MIS data as well. In addition to desk review, the secondary information was also collected from other stakeholders including the training institutions.

Desk review of project reports and documents Quarterly Process Monitoring Study Scoping & Boundary Setting

Stakeholder Mapping •Selection of Sample Stakeholders Development of Survey Instruments Quaterly •Designing of Survey Monitoring instruments Process Quarterly Process Monitoring •Team brief on Survey instruments for Data Analysis Plan Collection •Data Collection Documenting Best Practices Resource & •Data Entry and Intensive Block Analysis Short Films on Process Monitoring/Best Practices Strategy Process •Short Films on Process Monitoring Presentation of findings and finalisation with MPSRLM team

Figure 2.3: Research Design of the Process Monitoring of Madhya Pradesh SRLM

10 2.4.2 Study scoping and boundary setting After the document review process, the process monitoring study prepared a ‘Framework of Process Monitoring’, identifying the project processes that were to be reviewed as a part of the study. The team developed a list of indicators and guiding questions focusing on the objective of process monitoring, which led to the development of study scoping and boundary setting, thereby enabling the project management to learn how to better shape and implement the project activities and processes.

The processes identified were in relation with the indicators mentioned in the Results Framework (Logical Framework Analysis) of the project, and – more critically – with the project principles and processes detailed in the Community Operational Manual (COM). MIS data also provided the clues and directives towards identification of project processes for review.

2.4.3 Stakeholder mapping Before undertaking the process monitoring study, it was important to know the different stakeholders who directly and indirectly play a role under the project. Therefore, the team mapped all the direct and indirect stakeholders associated under the project. This exercise was undertaken in consultation with the State team of MPSRLM. The purpose of mapping the stakeholders was to not only know the different stakeholders in the project but also to identify sample informants for the study.

Table 2.6: Data collection for Process Monitoring of MPSRLM Mix Design Approach Qualitative Quantitative A. Key Informant Interviews, in-depth discussions, A. Primary Survey at Village level: Semi-structured interviews with project beneficiaries, a. Sampling the SHGs for the survey SHG members, VO members, PFT members, District level B. Secondary Data Collection though: officials and State level officials. Other research a. Historical and institutional information methods and techniques such as participant from State, district and project staff observations, case studies etc. were also utilized. b. Review of records and other project B. Focus Group Discussions (FGDs) and Shared documents Learning Dialogues (SLDs) at village level C. Village and institutional profiling for SHGs, a. To list and assess the efficacies of project VOs, etc. processes D. Review of MIS b. To substantiate quantitative information a. To assess beneficiary identification, fund C. In-depth Discussions with PFT members, State & disbursement, activity selection pattern, district level project functionaries, etc. fund management utilization pattern, etc. D. Identification and development of best practices and documenting case studies E. Identification and Analysis of areas for adaptation and modification, identification of impediments to MPSRLM implementation (such as caste and gender considerations, discrimination in beneficiary identification, etc.)

11 ► Identification of key stakeholders Sampling for the process monitoring study included selection of key informants from State SRLM Project Team, Resource Organization (SERP), District/Block/Cluster level teams of MPSRLM, new and old SHGs, Community Resource Persons (CRPs), Professional Resource Persons (PRPs), PRI functionaries in the project areas, etc.

At the state level, the key informants were selected in consultation with the SMMU. The number of key informants was finalized after discussion with the State team. However, efforts were made to cover all important stakeholders for understanding the impact of the project. In the Resource and Intensive Blocks, MPSRLM MIS was used to locate the project activities, implementation agencies and relevant stakeholders to be covered under the process monitoring study.

The team identified at least 20-30 relevant stakeholders from each village during the survey, apart from the sampled SHGs to be surveyed from each of the Key Informant Interview Plan sampled villages. Key Informant - Identification of stakeholders who will be involved Interviews (KIIs) with a wide - Identification of what information is needed and from whom - Preparation of a list of stakeholders to be interviewed (Key variety of stakeholders were stakeholder groups from national, facility and beneficiary levels and useful to provide context to the then identify individuals within those groups) secondary data, offering a more Development of Instrument complete picture of how the - Evaluation Team will follow a pre-defined protocol to ensure various project processes were consistency between interviews and to maintain the reliability of the outlined to be carried out and findings - Evaluation Team will follow the interview guides developed in how these were actually consultation with the MPRRDA State Office conducted. The key informant Collection of Data interviews were based on both - Evaluation Team will explain the purpose of the interview and the open- and close-ended questions expected duration to the concerned stakeholder categorized, in a semi-structured - Qualitative data based on the open-ended and semi-structured schedule, to identify the schedules will be collected information on involvement in Analyze Data the various project processes - Summarization of key data to facilitate the qualitative analysis - Data collected in the interview process will be verified through under review, efficiency of triangulation implementation, relevance and - Identification of patterns/themes among participants results. Figure 2.4: Design of approach for Key Informant Interviews

To achieve the objective of the interview process, focused and specific questions were incorporated in semi-structured interview schedules. The identification of key stakeholders was in a participatory and consultative manner.

2.4.4 Development of survey instruments The study team prepared the data collection tools for the qualitative and quantitative data collection. The qualitative tools were semi-structured and open-ended, whereas the quantitative tools focussed on determining the conduct of project processes and were targeted at a representative sample of the direct beneficiaries and key stakeholders.

12 Since there are different categories of stakeholders, each operating at different levels, the team used a mix of different study methods, tools and techniques for collecting the required data and information for the process monitoring study.

A participatory approach was adopted for qualitative data collection. The qualitative data was collected through Focus group discussions3 (FGDs), Shared learning dialogues4 (SLDs), Key Informant Interviews and In-depth discussions with various stakeholders.

The qualitative aspect of the study focused on data collection from the primary and secondary stakeholders through the conduction of focus group discussions and key informant interviews. FGDs focused on intensive interactions with various institutions such as PFTs, SHGs, VOs, etc.

To substantiate the qualitative data collection and its findings, quantitative data was also collected. This data was collected with the help of structured survey instruments (village and institutional level) and interview schedules. These study instruments were designed after preliminary discussions with various stakeholders.

Two sets of additional survey instruments were developed for the process monitoring of MPSRLM for quarter 2, in line with the thematic areas finalised for this quarter. These included:

 Survey Instrument – Social Inclusion  Survey Instrument – Establishment of Systems (Norms and Practices)

Each of these survey instruments is appended at Annexure II of this report.

Figure 2.5: Snapshot of the survey instruments developed for Process Monitoring of MPSRLM in Sheopur in Quarter 2

3 A focus group is a form of qualitative research in which a group of people are asked about their perceptions, opinions, beliefs, and attitudes towards the programme or intervention being monitored. 4 The SLD process is not simply a series of meetings but rather a semi-structured, dynamic, and strategically facilitated succession of interactions. The structure and composition of and SLD process can be highly adaptable to meet the needs of the organizers as well as the social context, and the facilitator may choose to use any number of tools and techniques to generate discussion and interaction.

13 Apart from these, the four sets of survey instruments developed earlier in quarter 1 were also used:

 Survey Instrument – Community Mobilisation  Survey Instrument – SHG Formation and Strengthening  Survey Instrument – Identification of Social Capital  Survey Instrument – PFT-level schedule

Field testing of various survey instruments for data collection was also carried out before the initiation of the process monitoring survey. These were pilot tested in one PFT and further improved upon. The approach helped in identifying the gaps and learning from mistakes in the research tools developed, and taking immediate action for modification of the survey tools in consultation with the client.

► Pre-testing and finalization of study instruments The study instruments were thoroughly pre-tested in the field before finalization. The pre-testing exercise served the following three purposes:  Finalization of the areas of inquiry: Pre-testing in similar field situations enabled the team to touch base with all the areas of inquiry and also give the communities an opportunity to add on new areas of inquiry to the study.  Finalization of activity schedule: The pre-testing exercise helped in getting the time plan right for the institutional and community level processes. A number of project processes were identified, which are to be reviewed during the course of fieldwork in a village. Hence, pre-testing also enabled scheduling the activities at the village level.  Finalization of Analysis format: As the pre-testing exercise was a prototype of the actual fieldwork, it was proposed that the information generated was transcribed and then analyzed in the most appropriate format. This process enabled to have the final analysis format best-fit to the research objectives.  Pre-testing: Pre-testing was done in one project villages. The pre-test findings led to the finalization of study instruments. Pre-testing was carried out by researchers along with the field team members.

2.4.5 Quarterly Process Monitoring The study team undertook field visits to Sheopur district under the project, as per the sampling for specific site-based assessments. The field visits focused on collection of specific data to facilitate the determination of status, extent and impact of the project processes under review, as well as undertaking discussions with the relevant stakeholders.

Field Visit Guide – A field visit guide was developed to maintain consistency in all the field visits and to collect data in a structured manner. Based on the desk review and stakeholder consultation, a check list (project-specific) was prepared to facilitate the experts to focus on the key information and collect data in an effective and efficient manner.

14 ► Monitoring Data Collection Activities The process monitoring study team ensured the high quality of the survey and that it is conducted in accordance with the field plan approved by the project. The team also ensured that the location of field work was correctly identified, conducted timely and random quality checks to ensure proper administration of field work and implementation of field protocols. The detailed quality control and management framework adopted for the study is appended at Annexure III.

2.4.6 Analysis Plan The documentation and analysis / tabulation plan was finalized in consultation with the MPSRLM team. The result of the analysis plan was to aid in the review, assessment and documentation of MPSRLM processes and identifying any areas for adaptation or modification, enabling the project management to improve the implementation of various project processes in the state.

The documentation of the best practices of MPSRLM was taken up for practical suggestions to improve the contribution of the project towards the most vulnerable groups, including poor villagers, tribals, women, minorities, migrants, displaced and persons with disabilities.

► Documentation A process-oriented approach was used for the documentation of various project activities as they occur and feed the information back to the respective stakeholders and decision makers to help them in understanding the working of the project Triangulation better. The Process Monitoring of When doing any study, the researcher must be MPSRLM aimed to identify areas for aware of bias. If a study is biased, it means that the adaptation or modification, thereby results do not reflect the reality because one situation or perspective was favored. enabling the project management to learn Triangulation is one of the principles that tries to how to better shape and implement the ensure that the results of a study are as accurate project processes for further and unbiased as possible. Triangulation implies looking at any problem from as many perspectives implementation of MPSRLM. as possible, but at least three.

When undertaking a study, triangulation works at ► Triangulation three levels (District, Cluster and Village level in this The study team undertook triangulation case): of collected information and evidence 1. Triangulation of the perspectives of the team by from various sources, tools and methods. having at least three people with different points The ‘monitoring matrix’ and of analysis, validation and verification. 2. Triangulation of the perspectives of informants by ‘triangulation analysis matrix’ was ensuring that a wide range of people are prepared. The study team finalized the interviewed and all information is verified by at format and systematic presentation of least three different sources, at least three levels monitoring matrix and triangulation in district, cluster and village level. 3. Triangulation of information gathering methods consultation with MPSRLM team. by addressing the same issue using several different tools (Secondary review, MIS data, Triangulation was used with a view to primary data collection tools (qualitative and quantitative), site visits, etc.) double (or triple) checking of results.

15 Triangulation facilitated the data verification (both quantitative and qualitative) through more than two sources. Finally, the empirical evidence was cross-checked through three major research areas – Perception, Validation and Documentation, as per the concept of ‘triangulation’, as illustrated in the figure below.

. Interviews with stakeholders (project and government staff, beneficiaries, NGOs, etc.)

Perception Perception

. Statistical analysis of data and indicators . Field visits, direct observation . In-depth thematic studies

. Stakeholder meetings, focus group interviews Validation Results & . Quantitative assessment of trends using secondary data sources Positioning

. Basic documentation (programming documents) . Monitoring reports, progress reports Validation Documentation . Documentation on perceived success in reports . Programme maps/analysis . Existing documentation from external sources Documentation

Figure 2.6: Concept of Triangulation

► Success stories Framework Success stories were documented to showcase and highlight a very positive experience of a particular project process execution that is worth narrating. By nature, these case studies are very short. The documentation is for the context (Where, who, when), the experience (what was done) and the positive outcomes (what happened). As is the objective, the language is eulogistic / positive backed by photographs and a catchy title capturing the gist of the success stories.

Based on the above aspects, the methodology for the study, thus, comprised of the following broad aspects:  Synthesis of Secondary data and MIS information  Historical and Institutional information from MPSRLM at state level  Primary data collection and analysis: Quantitative (Village survey) and Qualitative (FGDs, PRA, Key Informant Interviews, Semi-structured interviews)

For the assessment of different processes of MPSRLM implementation at various levels, both quantitative and qualitative data was required. Synthesis of information from secondary sources and MIS was one of the primary methods adopted for identification of the processes of good practices, institutional processes, livelihood promotion processes, etc. at various procedural levels of the project. Further, the assessment was qualified with Key Informant Interviews, In-depth Discussions and Stakeholder Consultations with key stakeholders of the project at different levels.

Thus, the tools employed for the assessing the functioning and performance of various project processes of MPSRLM included:  Synthesis of MIS information  Primary Interviews  Field surveys and Observations

16 2.4.7 Documenting Best Practices Acknowledging the performance of MPSRLM in Madhya Pradesh, best practices were identified and documented. ► Identification and documentation of Best practices The identification of best practices was done through the desk review of secondary data sources and State / District level consultations. The next step was of documentation of the best practices at various levels such as the project beneficiaries, SHG members, VO members, Community Resource Persons (CRPs), Panchayat functionaries, PFT members, PFT, DMMU and SMMU officials.

As the name suggests, the documentation was focused towards identification of the best practices in terms of the various project activities such as beneficiary identification; institutional development; gender & tribal inclusion; Institutional management processes (conduction of meetings, participation of members in meetings, saving, internal lending, loan prioritization, inter-loaning, fund disbursement, etc.); SHG Micro Investment Plan (MIP) preparation; inclusiveness in planning, execution & benefits sharing; Project infrastructure utilization;; convergence; MIP proposal appraisal processes; fund disbursement; social accountability / information disclosure plan; CRP selection; identification of rural youth for skill training & job placement; post placement efforts; etc.

2.4.8 Short Films on Process Monitoring/Best Practices The short films on process monitoring were prepared to highlight positive experience of a particular project process execution that is worth narrating, highlighting the best practices observed and developing knowledge products. During each quarter, five short films of 2 to 3 min each, for a variety of five processes or best practices/case studies were prepared.

As regards the content of the documentation, firstly the context was detailed followed by the process. For the processes that involve addressing a problem or the issue emerging during implementation, the problem / issue was discussed first. This was followed by detailing the thought process behind development of the practice and then the actual process. Finally, what the best practice has facilitated and achieved was elaborated. Furthermore, any best practice locally replicated, may be with some adaptation / modification, was also included. This was essential for establishing the best practice as a ‘best practice’. Thus, the contents were supplemented by quoting a few examples of such adoption. It was concluded with a way forward i.e. how it can be planned to adopt the practice in further implementation of the MPSRLM, including suggestions to improve the contribution of the project towards the most vulnerable community, i.e. the rural poor.

This exercise was conducted for institutional development; gender & tribal inclusion; Institutional management processes (Participatory Identification of Poor, Community Mobilization, Capacity Building, Financial Inclusion and Other demand driven services etc. In the implementation context, SHG members, Community Resource Persons (CRPs), Panchayat functionaries, district & state level officials, process innovations and institutional innovations, demand and supply processes, transparency and accountability

17 processes, process for resolution of cultural blocks and impediments to MPSRLM implementation, monitoring and verification systems, etc. were also documented.

Based on the above plan, the study team produced five short films (successful cases) showcasing the identified project processes from Sheopur district, each of duration of 2- 3 minutes highlighting best practices observed during the study. These short films showcase the following cases from the respective villages:  Village Aasida: Milking money…  Village Karrai: Women power leads the way…  Village Aameth: Laghuvanopaj ka safar, ghar se bazaar tak…  Village Kuhanjpura: Swachha Bharat, Swastha Bharat!!  Village Kanapura: Afsana ki bakriyaan!!

2.4.9 Presentation of findings and finalisation with MPSRLM team State-level Stakeholder Consultation Meeting – The findings of the process monitoring of MPSRLM were presented in a consultation meeting with the State team, after preliminary analysis of the data received from qualitative and quantitative research. The relevant comments received from the project team were then incorporated in the final report and analysis.

2.5 Limitations During the process monitoring study, a few limitations were encountered, as are enumerated here:

 The process monitoring study is focused on identification of critical processes within the identified themes for each quarter. The scope of the study is not inclusive of an assessment of the results or impacts of the Mission activities. Instead, the focus of the process monitoring study is on monitoring the means used to implement the Mission activities.  The themes of this quarter – “Social Inclusion” and “Establishment of Systems (Norms and Practices)” – were monitored at the district and PFT levels. Therefore, there is a limitation to the scope of discussion on these themes, whereby the monitoring of the processes was not conducted at the community level.  The theme “Establishment of Systems (Norms and Practices)” was focused on monitoring of the processes related to the systems established within the community institutions under the Mission, which included the SHG-related systems, VO-related systems, PFT and DMMU level linkages with the community institutions, linkages with Banks, etc. The organizational level systems were not a part of the scope of this study.

18 CHAPTER 3: Training of field team, Field testing, and Data Entry protocols

The present chapter provides details on the training of field team and testing of the survey instruments in Sheopur district of Madhya Pradesh. The data entry programme developed for the process monitoring study is also documented here.

3.1 Training of field team The core study team consisting of experienced professionals in InsPIRE Network for Environment developed the training curriculum and study materials for survey instruments of Process Monitoring of MPSRLM, in consultation with the State team. All the training materials and field manuals were translated to Hindi. A comprehensive general training was provided to the supervisors, interviewers and data entry operators in order to create a team environment and to allow for substitution between roles should any team member take a leave of absence due to illness or other emergency. The class room training was conducted in Bhopal, followed by the field testing of the survey instruments in Sheopur district, during April 24-27, 2015.

Plate 3.1: Classroom training of field survey team at Bhopal

The training served as a screening process for skilled interviewers and data entry agents. The training was scheduled for a period of 4 days, and was considered complete only when the field team members demonstrated mastery of the designated tasks and had successfully completed the assigned work as a part of a pilot testing.

The training program included:  Theoretical training: Overall review of each of the survey instruments and each question in order to fully understand the objective of each question. Standard quantitative interviewing techniques and field protocols were also discussed in detail.  Classroom practice: Individual and group exercises were conducted along with the practice of asking and filling questionnaires. This included class demonstrations, where the survey instruments were projected and each interviewer completed the questionnaire in front of the classroom. The training also used vignettes, where the agency designed case scenarios based on typical households and had the interviewers

19 complete the questionnaire based on the vignette. Finally, the trainees conducted pilot interviews on the same subject, and had the interviewers fill in a questionnaire for the interview to test consistency across the interviewers.  Field testing: After the theoretical and classroom practices, the interviewers were taken to the field to administer the full survey instruments to a village (outside the study sample), as a pilot. It served as a test of the computer assisted field entry for data entry agents. Field exercises and pilot was conducted for 1 day.

The table 3.1 below presents the training schedule, day-wise, from April 24-27, 2015.

Table 3.1: Day-wise schedule of Training and Field testing of survey instruments Day 1 Classroom training Day 2 Classroom training (Mock interviews) Day 3 Field testing of the survey instruments Day 4 De-briefing

3.2 Pre-testing and finalization of study instruments The study instruments developed and translated by the core team at InsPIRE, were thoroughly pre-tested in the field before finalization. The pre-testing exercise served the following three purposes:  Finalization of the areas of inquiry: Pre-testing in similar field situations enabled the team to touch base with all the areas of inquiry and also give the communities an opportunity to add on new areas of inquiry to the study if required. It gave the interviewers an opportunity to develop the skill of asking relevant questions and make corrections in the questionnaire if needed  Finalization of activity schedule: The pre-testing exercise helped in getting the time plan right for the entire survey including both quantitative and qualitative. This exercise helped in identifying many tools, which are to be applied during the course of fieldwork in a village. Hence pre-testing enable scheduling of the activities at the village level.  Finalization of Analysis format: As the pre-testing exercise was a prototype of the actual fieldwork, the information generated has been transcribed and then analyzed in the most appropriate format. This process helped to have the final analysis format best-fit to the research objectives.

Plate 3.2: Pre-testing of survey instruments for Quarter 2 (District Sheopur)

20 The pre-test findings led to finalization of the study instruments. The core study team of InsPIRE was involved in pre-testing, along with the field team members.

Once the training was completed, interviewers, supervisors and data entry operators were evaluated based on their understanding of the questionnaire and their ability to correctly record data using the same test scenarios as used in the classroom practice.

Plate 3.3: De-briefing session after field testing of survey instruments in Sheopur district

3.3 Data Entry Protocols After completion of the field survey, data entry of all the data collected from the field using various study instruments was undertaken. For ease of analysis, a separate data entry programme for each survey instrument was developed, taking into consideration the depth of analysis required to be taken up. The interactive data entry programme was developed using MS Excel.

Figure 3.1: Snapshot of the Data Entry programme developed for entry of data collected as part of Process Monitoring of MPSRLM in Quarter 2

21 CHAPTER 4: Profile of the Study Area

This chapter presents a profile of the study area for the Process Monitoring of MPSRLM, along with a brief of the project area in which the project was implemented.

4.1 Profile of Madhya Pradesh – the state Madhya Pradesh (MP) is a state in central India, with its capital at Bhopal. Nicknamed the "heart of India" due to its geographical location in India, Madhya Pradesh is the second largest state in the country by area. With over 75 million inhabitants, it is the sixth largest state in India by population. It borders the states of Uttar Pradesh to the north-east, Chhattisgarh to the south-east, Maharashtra to the south, Gujarat to the west, and Rajasthan to the northwest.

Literally meaning the "Central Province", Madhya Pradesh is located in the geographic heart of India, between latitude 21.2°N-26.87°N and longitude 74°02'-82°49' E. The state straddles the Narmada river, which runs east and west between the Vindhya and Satpura ranges. These ranges and the Narmada are the traditional boundary between the north and south of India.

4.1.1 Demographic Profile of Madhya Pradesh The population of Madhya Pradesh consists of a number of ethnic groups and tribes, castes and communities, including the indigenous tribals and relatively more recent migrants from other states. The scheduled castes and the scheduled tribes constitute a significant portion of the population of the State. The main tribal groups in Madhya Pradesh are Gond, Bhil, Baiga, Korku, Bhadia (or Bhariya), Halba, Kaul, Mariya, Malto and Sahariya. Dhar, Jhabua and Mandla districts have more than 50 percent tribal population.

In Khargone, Chhindwara, Seoni, Sidhi and Shahdol districts 30–50 percent population is of tribes. According to the 2001 census, the population of the tribals in Madhya Pradesh was 12,233,000, constituting 20.27% of the total population. There were 46 recognised Scheduled Tribes and three of them have been identified as ‘Special Primitive Tribal Groups’ in the State.

4.2 Profile of Project Area of MPSRLM National Rural Livelihoods Mission (NRLM) became effective in Madhya Pradesh from July 2012. The state is implementing the Mission with intensive approach in about 10,500 villages of 99 blocks (46 NRLP and 53 DPIP) in 25 districts. In the remaining area, the Mission is being implemented with non-intensive Approach. There are 313 blocks in 51 districts in the state.

22 The NRLM in Madhya Pradesh has a four-tier structure with a State Mission Management Unit (SMMU) from first year itself. There shall be 51 District Management Mission Units (DMMU), 313 Block Mission Management Units (BMMU) and 378 Project facilitation Teams (PFT). It may be noted that the offices shall be established in phased manner. The PFTs will be the moving offices once the area is saturated they will be shifted to other areas as per the phasing strategy. This will help to utilise the services of the well-trained staff in optimum and cost efficient manner.

In order to have an optimum utilization of resources in time bound manner the following phasing strategy will be adopted:

Table 4.1: Area of implementation of NRLP and NRLM in Madhya Pradesh

Grand 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19

Total

SN Level Unit

NRLP NRLM NRLP NRLM NRLP NRLM NRLP NRLM NRLP NRLM NRLP NRLM NRLP NRLM NRLP

1 State No. 1 1 1 1 1 1 1 1 2 District No. 25 0 0 25 25 25 25 25 25 25 25 25 25 50 3 Block No. 99 0 99 0 99 30 99 30 99 154 99 154 99 154 313 4 PFTs No. 324 54 324 54 324 54 324 54 0 0 0 0 0 0 378 5 Villages No. 11095 1799 0 0 0 6000 0 6000 0 27223 0 0 0 0 52117 Source: MPSRLM SPIP

Up to July 2013, the Mission had mobilized 1,43,075 households into 7,140 new SHGs, besides reviving and strengthening 5,742 pre-existing SHGs scattered over 46 blocks of 10 NRLP districts. Eventually, the Mission will be implemented in 52,117 villages, 23,010 of Gram Panchayats, scattered over 313 blocks of 51 districts in the state.

Table 4.2: List of Districts and Blocks of NRLP-Intensive (including resource blocks) in Madhya Pradesh SN Districts No. of Blocks No. of Clusters No. of Villages 1 Mandla 5 22 759 2 Shahdol 5 25 815 3 Sheopur 3 14 535 4 Dhar 5 19 664 5 Jhabua 6 21 778 6 Alirajpur 6 13 544 7 Anuppur 4 14 580 8 Barwani 5 14 513 9 Dindori 5 17 603 10 Balaghat 2 5 184 Total 46 164 5975 Source: MPSRLM SMMU

23 The map below highlights the area under implementation of the project.

Figure 4.1: Map of study area showing districts of MPSRLM

The following 10 blocks in 10 districts were selected to be developed as resource blocks:

Table 4.3: List of Districts and Blocks under Resource Block strategy in MPSRLM

SN Districts Blocks No. of Clusters No. of Villages 1 Mandla Niwas 3 96 2 Shahdol Jaisinghnagar 6 204 3 Sheopur Sheopur 5 232 4 Dhar Manawar 3 94 5 Jhabua Petlawad 8 210 6 Alirajpur Sondwa 3 134 7 Anuppur Pushparajgarh 7 271 8 Rewa Sirmaur 7 264 9 Narsimhpur Narsimhpur 7 203 10 Rajgarh Biaora 7 198 Total 10 56 1906 Source: MPSRLM SMMU

24 CHAPTER 5: Sample Profile

This chapter presents the sample profile and profile of the respondents covered during the survey of the Process Monitoring of MPSRLM in district Sheopur. The sample profile covers all categories of respondents of the survey conducted at various levels, i.e. at the district, PFT, village and SHG level.

5.1 Sample Profile The table 5.1 below summarizes the details of the study area, consisting of two blocks; i.e. Karahal (intensive block) and Sheopur (resource block) in Sheopur district. Four and five PFTs were selected as sample area for Karahal and Sheopur blocks, respectively.

The two themes of process monitoring for quarter 2 in Sheopur district viz. ‘Social Inclusion’ and ‘Establishment of Systems (Norms and Practices)’ were monitored at the district and PFT levels.

At the district level, eight team members were interviewed. In the two sample blocks, all the PFTs were interviewed as part of the process monitoring, whereby a total of 13 team members from four PFTs were interviewed in Karahal block, and 14 team members were interviewed from five PFTs in Sheopur block.

Table 5.1: Sample Profile of respondents at district and PFT level, for Process Monitoring in Sheopur district SN Block PFT No. of respondents 1 Aawda 4 2 Barganwa 3 Karahal 3 Karahal 3 4 Sesaipura 3 Sub-total 13 1 Chandpura 3 2 Lalitpura 3 3 Sheopur Manpur 2 4 Premsar 3 5 Soikala 3 Sub-total 14 TOTAL 27

Process monitoring of the remaining themes repeated from quarter 1 was conducted at the village level, including the monitoring of sampled SHGs as well. A total of 30 Gram Panchayats and 45 villages were surveyed in Karahal block, while the corresponding figures for Sheopur block are 54 and 64. A total of 143 sample SHGs were surveyed, including 64 from the intensive block and 79 from the resource block.

25 Table 5.2: Sample Profile for Process Monitoring in Sheopur district

No. of No. of sample No. of sample SHGs SN Block PFT villages villages New SHGs Old SHGs 1 Aawda 32 12 14 5 2 Barganwa 29 11 14 4 Karahal 3 Karahal 28 11 7 6 (Intensive) 4 Sesaipura 30 11 12 2 Total 119 45 47 17

1 Chandpura 45 13 17 2 2 Lalitpura 48 13 14 3 3 Sheopur Manpur 43 12 7 6 4 (Resource) Premsar 47 13 14 0 5 Soikala 45 13 15 1 Total 228 64 67 12

TOTAL 347 109 114 29

The profile of the respondents for the FGDs conducted for the different themes of process monitoring, is presented in the following sections.

5.1.1 Community Mobilization and Identification of Social Capital ► Age Profile of the Respondents Figure 5.1 below presents the age wise distribution of the respondents for the survey on the themes of community mobilisation and identification of social capital. It was observed that around 77 percent of the respondents belong to the relatively young and working age group of 18-45 years, followed by 22 percent in the mid age group of 45-60 years. Less than a percent consisted of senior citizens over 60 years old.

1.37% N = 2043

21.98% 18-45 yrs. 45-60 yrs. > 60 yrs. 76.65%

Figure 5.1: Age Profile of the Respondents

► Gender Profile of the Respondents Figure 5.2 below presents the gender profile of the respondents. Out of the total respondents of 2043, almost 82 percent consisted of females, which are also the target audience of the project.

26 N = 2043 18.45%

Male Female 81.55%

Figure 5.2: Gender Profile of the Respondents

► Caste wise Distribution of Respondents Out of the total respondents of 2043, around 41 percent belong to Scheduled Tribes (ST), followed by Scheduled Castes (SC) and Other Backward Classes (OBC). Less than three percent consisted of General category.

2.30% N = 2043

SC 21.83% 35.14% ST OBC General 40.72%

Figure 5.3: Caste-wise Distribution of the Respondents

► Education Profile of the Respondents Referring to the figure 5.4 below, almost 43 percent of the total 2043 respondents are illiterate, while almost 45 percent can read or write but do not have a formal education. Only four percent of the respondents have attended primary schooling, while slightly over four percent have had schooling till middle level. Around two percent are educated till high school and almost a percent till higher secondary.

2.25% 0.98% 0.39% 0.20% N = 2043 4.60% Illiterate 3.77% Knows how to read and write Primary School 42.98% Middle School High School 44.84% Higher Secondary Graduate Post Graduate

Figure 5.4: Education Profile of the Respondents

27 5.1.2 SHG Formation and Strengthening ► Membership Profile of the Sample SHGs The table below presents a profile of the members of sample SHGs in Sheopur district that were surveyed for the Process Monitoring study.

Table 5.3: Membership profile of sample SHGs No. of No. of No. of Distribution of members SN Block PFT sample sample members in in sample SHGs villages SHGs sample SHGs SC ST OBC GEN 1 Aawda 12 19 202 1 163 36 2 2 Barganwa 11 18 191 0 191 0 0 Karahal 3 Karahal 11 13 141 13 116 12 0 (Intensive) 4 Sesaipura 11 14 151 30 87 34 0 Total 45 64 685 44 557 82 2 1 Chandpura 13 19 197 81 23 60 33 2 Lalitpura 13 17 178 75 35 63 5 3 Sheopur Manpur 12 13 133 91 21 9 12 4 (Resource) Premsar 13 14 153 94 0 56 3 5 Soikala 13 16 166 98 56 12 0 Total 64 79 827 439 135 200 53 TOTAL 109 143 1512 483 692 282 55

► Age Profile of the Respondents Out of the total respondents of 1096, close to 82 percent are in the age group 18-45 years, which constitutes largely the working population. Around 18 percent of the respondents fall under the age group of 45-60 years and less than a percent are senior citizens.

0.82% N = 1096

17.52% 18-45 yrs. 45-60 yrs. > 60 yrs. 81.66%

Figure 5.5: Age Profile of the Respondents

► Caste Wise Distribution of the Respondents Around 44 percent of the sample respondents of 1096 belong to the category of scheduled Tribes (ST), followed by 32 percent respondents belonging to Scheduled Castes (SC). Another 22 percent of the respondents belong to Other Backward Classes (OBC). Slightly over three percent belong to the General category.

28 3.38% N = 1096

SC 21.81% 31.39% ST OBC General 43.43%

Figure 5.6: Caste-wise Distribution of the Respondents

► Gender Profile of the Respondents Almost all 1096 of the respondents for the survey on the theme of SHG formation and strengthening were females, which are the target audience of the project.

► Education Profile of the Respondents Referring to the figure 5.7, 39 percent of the sample respondents were illiterate, while around 53 percent can read and write though without any formal schooling. Almost four percent each have had primary schooling and schooling till middle school.

1.19% 0.36% 3.74% 0.27% N = 1096 3.38% Illiterate Knows how to read and write 38.50% Primary School Middle School High School 52.55% Higher Secondary Graduate Post Graduate

Figure 5.7: Education Profile of the Respondents

► Livelihood Profile of the Respondents Referring to the figure 5.8 below, almost 45 percent of the respondents are involved in agriculture, while another 41 percent are involved in local labour. The distribution of respondents across other types of livelihood activities is presented in the figure below.

29 0.82% N = 1096 2.28% 0.27% No economic activity Agriculture / Horticulture / Floriculture 0.09% 4.93% 0.64% Other land based activities Local labour Migrant labour Traditional work / artisans Livestock rearing / Dairy Government service 40.60% Private service 44.53% Pensioner Small business / Petty shop Microenterprise Skilled wage labour Forest produce (NTFP/MAP) 5.66% Others

Figure 5.8: Livelihood Profile of the Respondents

30 CHAPTER 6: Key Findings, Lessons Learned, Constraints & Challenges, and The Way forward

This chapter presents the key findings of the Process Monitoring of MPSRLM in Sheopur. Structuring theme-wise, the key findings emanating from the study are discussed in detail, followed up with a discussion on the major constraints and challenges faced, as well as the lessons learned with regard to the various processes, in the resource and intensive blocks during the course of the project implementation. Deriving from the findings, the lessons learned, and the constraints & challenges, the way forward for the Mission is suggested.

6.1 Establishment of Systems (Norms and Practices) 6.1.1 Capitalization of Self Help Groups under NRLM The decade of 1990s, witnessed a rapid SHG movement. The setting-up of NABARD and the introduction of SHG-bank linkage programme by the NABARD acted as a catalyst for the development of SHGs, the RBI issued a circular permitting the banks to lend SHGs. However, during the decade, SHG lending by banks was primarily subsidy driven and target oriented.

With a mission to eradicate poverty in a time bond manner, the Ministry of Rural Development, Government of India launched National Rural Livelihood Mission (NRLM) in 2011 by restructuring Swarnajayanti Gram Swarozgar Yojana (SGSY). NRLM is working towards achieving universal financial inclusion of all the poor households which are organized into SHGs. NRLM works on both demand and supply sides of financial inclusion. On the demand side, it promotes financial literacy among the poor and provides catalytic capital to the SHGs and their federations. On the supply side, NRLM coordinates with the financial sector to deliver credit and related services to SHGs and their federations. It also works towards universal coverage of rural poor against life, health and asset related individual and community level risks.

Table 6.1: Norms for SHG Grading and MCP appraisal under NRLM SHG Life-Cycle Purpose of Grading Parameters Who will Grade / Appraise? Stage Grading Before For judging . Panchasutra . In case VO is formed and the SHG is a disbursement of readiness /  Regular meeting member of VO, grading will be done by RF (3-4 months eligibility of SHG  Regular savings VO (i.e. VO level Bank Linkage sub- after formation to receive RF  Internal loaning committee) of SHG)  Timely repayment . In case of VO is not formed, or SHG is not  Proper book keeping a member of VO, grading will be done by an informal village level committee involving members from other SHGs facilitated by CRP / Community cadres Before For judging . MCP Prepared (including . In case VO is formed and the SHG is a disbursement of readiness / work plan for vulnerability member of VO, grading should be done

31 SHG Life-Cycle Purpose of Grading Parameters Who will Grade / Appraise? Stage Grading VRF (3-6 months eligibility of SHG reduction) by VO after formation to receive VRF . Panchasutra . In case of VO is not formed, or SHG is not of the SHG)  Regular meeting a member of VO, grading will be done by  Regular savings an informal village level committee  Internal loaning involving members from other SHGs  Timely repayment facilitated by CRP / Community cadres  Proper book keeping . Inclusion of vulnerable in SHG Before For judging . MCP Prepared . In case VO is formed and the SHG is a disbursement of readiness / . Panchasutra member of VO, grading should be CIF (6-9 months eligibility of SHG  Regular meeting undertaken by VO level sub-committee after formation to receive CIF  Regular savings . In case of VO is not formed, or SHG is not of the SHG)  Internal loaning a member of VO, grading should be done  Timely repayment by block / cluster level appraisal  Proper book keeping committee involving members from other SHGs facilitated by CRP / Community cadres Before credit For judging . MCP Prepared (not . In case VO is formed and the SHG is a linkage of SHG readiness / mandatory till 2nd linkage) member of VO, grading should be done (1st linkage) - (6 eligibility of SHG . Panchasutra by VO months after to receive Bank  Regular meeting . In case of VO is not formed, or SHG is not formation of SHG Credit  Regular savings a member of VO, grading should be done or before  Internal loaning by an informal village level committee submission of  Timely repayment involving members from other SHGs application for  Proper book keeping facilitated by CRP / Community cadres credit linkage) . Branch Official / Authorised representatives of banks may also be involved for grading Before credit For judging . MCP Prepared (Mandatory . In case VO is formed and the SHG is a linkage of SHG readiness / from 2nd linkage onwards) member of VO, grading should be done (subsequent eligibility of SHG . Panchasutra by VO linkages)- to receive Bank  Regular meeting . In case of VO is not formed, or SHG is not (within 2 months Credit  Regular savings a member of VO, grading should be done of repayment of  Internal loaning by an informal village level committee previous loan or  Timely repayment involving members from other SHGs before  Proper book keeping facilitated by CRP / Community cadres submission of . Other parameters . Branch Official / Authorised application for  Repayment to bank representatives of banks may also be bank loan) involved for grading

Table 6.2(a): Grading before disbursement of RF - Intensive Block Grading Parameters Who Grades? . 3 months after formation of SHG . Nodal Project Facilitation Team (PFT) . Panchasutra . Bank Account It is applicable in all 4 sampled PFTs (i.e. The above parameters are followed in all 4 sampled PFTs Aawda, Bargawan, Karahal and Sesaipura) (i.e. Aawda, Bargawan, Karahal and Sesaipura)

32 Table 6.2(b): Grading before disbursement of RF (3-4 months after formation of SHG) - Resource Block Grading Parameters Who Grades? . 3 months after formation of SHG . Nodal Project Facilitation Team (PFT) . Panchasutra . Bank Account The above parameters are followed in all 5 sampled PFTs It is applicable in all 5 sampled PFTs (i.e. (i.e. Chandpura, Lalitpura, Manpur, Premsar and Chandpura, Lalitpura, Manpur, Premsar Soikala) and Soikala)

Table 6.3(a): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Intensive Block Grading / Appraisal Parameters Who Grades / Appraises? . Inclusion of vulnerable groups in Aawda and . VO and Nodal Project Facilitation Team (PFT) Sesaipura PFTs . 6 months after formation of SHG and inclusion It is applicable in all 4 sampled PFTs (i.e. Aawda, of vulnerable groups in Bargawan and Karahal Bargawan, Karahal and Sesaipura) PFTs

Table 6.3(b): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Resource Block Grading / Appraisal Parameters Who Grades / Appraises? . Inclusion of vulnerable groups . Nodal Project Facilitation Team (PFT)

The above parameters are followed in all 5 It is applicable in all 5 sampled PFTs (i.e. Chandpura, sampled PFTs (i.e. Chandpura, Lalitpura, Lalitpura, Manpur, Premsar and Soikala) Manpur, Premsar and Soikala)

Table 6.4(a): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Intensive Block Grading / Appraisal Parameters Who Grades / Appraises? . 6 months after formation of SHG . Nodal Project Facilitation Team (PFT) . Use of RF in Aawda PFT . MCP prepared . SHG,CRP, Nodal PFT in Bargawan and . SHG inclusion in VO Karahal PFTs . Panchasutra . VO in Sesaipura PFT The above parameters are followed in all 4 sampled PFTs (i.e. Aawda, Bargawan, Karahal and Sesaipura)

Table 6.4(b): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Resource Block Grading / Appraisal Parameters Who Grades / Appraises? . 6 months after formation of SHG . Nodal Project Facilitation Team (PFT) . Use of RF in Chandpura, Lalitpura, Premsar . MCP prepared and Soikala PFTs . Panchasutra . Nodal PFT and CRP in Manpur PFT The above parameters are followed in all 5 sampled PFTs (i.e. Chandpura, Lalitpura, Manpur, Premsar and Soikala)

33 Table 6.5(a): Grading / appraisal before credit linkage of SHG (1st linkage) - (6 months after formation of SHG or before submission of application for credit linkage) - Intensive Block Grading Parameters Who Grades? . 6 months after formation of SHG in Aawda, . Bankers in Aawda and Sesaipura PFTs Bargawan and Karahal PFTs . Nodal Project Facilitation Team (PFT) in . 6 months after formation of SHG, inter-loaning, Bargawan and Karahal PFTs repayment rate in Sesaipura PFT

Table 6.5(b): Grading / appraisal before credit linkage of SHG (1st linkage) - (6 months after formation of SHG or before submission of application for credit linkage) - Resource Block Grading Parameters Who Grades? . 6 months after formation of SHG and repayment . Nodal Project Facilitation Team (PFT) status in Chandpura and Lalitpura PFTs . 6 months after formation of SHG, repayment status It is applicable in all 5 sampled PFTs (i.e. of RF & CIF in Manpur, Premsar and Sesaipura Chandpura, Lalitpura, Manpur, Premsar and PFTs Soikala)

Table 6.6(a): Grading / Appraisal before credit linkage of SHG (subsequent linkages) - (within 2 months of repayment of previous loan or before submission of application for bank loan) - Intensive Block Grading Parameters Who Grades? . Repayment of 1st Dose loan in Aawda, Sesaipura . Bankers in Aawda and Sesaipura PFTs PFTs . Nodal Project Facilitation Team (PFT) in . 12 months after formation of SHGs and repayment Bargawan and Karahal PFTs of 1st Dose loan in Bargawan and Karahal PFTs

Table 6.6(b): Grading / Appraisal before credit linkage of SHG (subsequent linkages) - (within 2 months of repayment of previous loan or before submission of application for bank loan) - Resource Block Grading Parameters Who Grades? . 12 months after formation of SHGs . Nodal Project Facilitation Team (PFT)

The above parameters are followed in all 5 sampled It is applicable in all 5 sampled PFTs (i.e. PFTs (i.e. Chandpura, Lalitpura, Manpur, Premsar Chandpura, Lalitpura, Manpur, Premsar and and Soikala) Soikala)

 Lessons learned, Constraints & Challenges and the Way Forward  In the sampled area, VOs and SHGs were not observed to be in a position to undertake the various types of grading activities. It is being performed by the nodal PFTs. However, according to NRLM guideline, in case VO is formed and the SHG is a member of VO, grading should be undertaken by VO level sub- committee. In case VO is not formed, or SHG is not a member of VO, grading should be done by block / cluster level appraisal committee involving members from other SHGs facilitated by CRP.  The Mission team needs to capacitate and strengthen the SHGs, VOs and its sub- committees to undertake their assigned activities effectively. Emphasis may be laid on the Resource Blocks, where most of the VOs are in ‘Loose’ form, and need to be provided hand-holding support.

34 6.1.2 Types of funds and their disbursement procedure In the ensuing paragraphs, the norms for availability and disbursement of different types of funds under the ambit of NRLM are discussed, along with the deviations observed. Further, the best practices emanating from these processes in the two blocks surveyed are also discussed.

Table 6.7: Norms for different types of funds and their disbursement procedure Type of Funds Period Purpose of Fund Revolving Fund 3-4 months after It is a corpus amount for SHGs to meet the members’ credit needs (RF) formation of the directly and as catalytic capital for leveraging repeat bank finance. SHG The purpose of RF is to strengthen their institutional and financial management capacity and build a good credit history within the group. Only eligible SHGs (such SHGs that have not received any RF earlier) are provided with RF, as corpus of Rs. 10,000 to Rs. 15,000 per SHG. Vulnerability 6 months after Provided to the village level primary federation of SHGs (VO) to Reduction Fund formation of the address vulnerabilities like food insecurity, malnutrition, health (VRF) SHG risk, high cost debts, emergencies, etc., and to meet the special needs of the vulnerable people in the village. Community 6-9 months after Provided Seed Capital to SHG Federations at Village / Cluster level Investment formation of the to meet the credit needs of the members through the Village Fund (CIF) SHG Organizations / SHGs and to meet the working capital needs of the collective activities at various levels. The CIF is used, by the Federations, to advance loans to the VOs / SHGs. Bank loan to 6 months after Mission provides only catalytic capital support to the community SHG (1st Dose) formation of SHG institutions, it is expected that the banks provide the major chunk or before of funds required for meeting the entire gamut of credit needs for submission of the rural poor households. The Mission therefore expects that the application for SHGs leverage significant amount of bank credit. credit linkage 4-8 times to the proposed corpus during the year or Rs. 50, 000 whichever is higher. Bank loan to within 2 months of Second Dose: 5-10 times of existing corpus and proposed saving SHG repayment of during the next twelve months or Rs. 1 lakhs, whichever is higher. (subsequent previous loan or Third Dose: Minimum of Rs. 2 lakhs, based on the Micro credit linkages-loans) before submission plan prepared by the SHGs and appraised by the of application for Federations/Support agency and the previous credit history. bank loan Fourth & Subsequent Doses: Loan amount can be between Rs. 5- 10 lakhs for fourth dose and/or higher in subsequent doses. The loan amount will be based on the Micro Credit Plans of the SHGs and their members. Livelihoods / Not defined To the SHGs / SHG Federations and other collectives to support Layering Fund the deficit, if any, in the funding clear feasible and viable business (LF) plan. This include, scaling up certain key Livelihood Interventions related to farm and non-farm sector

Table 6.8(a): Revolving Fund (RF) - Intensive Block Proposal (Time & Amount) Disbursement (Time & Amount) . 3-4 months after formation of SHGs . 3-4 months after formation of SHGs . Rs. 15000/- per SHG . Rs. 15000/- per SHG The above parameters are followed in all 4 It is applicable in all 4 sampled PFTs (i.e. Aawda, sampled PFTs (i.e. Aawda, Bargawan, Karahal Bargawan, Karahal and Sesaipura) and Sesaipura)

35 Table 6.8(b): Revolving Fund (RF) - Resource Block Proposal (Time & Amount) Disbursement (Time & Amount) . 3-4 months after formation of SHGs . 3-4 months after formation of SHGs . Rs. 15000/- per SHG . Rs. 15000/- per SHG The above parameters are followed in all 5 It is applicable in all 5 sampled PFTs (i.e. Chandpura, sampled PFTs (i.e. Chandpura, Lalitpura, Lalitpura, Manpur, Premsar and Soikala) Manpur, Premsar and Soikala)

Table 6.9(a): Vulnerability Reduction Fund (VRF) - Intensive Block Proposal (Time & Amount) Disbursement (Time & Amount) . 6 months after formation of SHGs . 6 months after formation of SHGs (within 5-10 . Rs. 15000/- per illegible SHG days of application) The above parameters are followed in all 4 . Rs. 15000/- per SHG sampled PFTs (i.e. Aawda, Bargawan, Karahal It is applicable in all 4 sampled PFTs (i.e. Aawda, and Sesaipura) Bargawan, Karahal and Sesaipura)

Table 6.9(b): Vulnerability Reduction Fund (VRF) - Resource Block Proposal (Time & Amount) Disbursement (Time & Amount) . 3-6 months after formation of SHGs in Manpur . 3-6 months after formation of SHGs in Manpur and Soikala PFTs and Soikala PFTs . 6 months after formation of SHGs in . 6 months after formation of SHGs in Chandpura, Chandpura, Lalitpura and Premsar PFTs Lalitpura and Premsar PFTs . Rs. 15000/- per SHG in all 5 sampled PFTs (i.e. . Rs. 15000/- per SHG in all 5 sampled PFTs (i.e. Chandpura, Lalitpura, Manpur, Premsar Chandpura, Lalitpura, Manpur, Premsar and and Soikala) Soikala)

Table 6.10(a): Community Investment Fund (CIF) - Intensive Block Proposal (Time & Amount) Disbursement (Time & Amount) . 6 months after formation of SHGs in Sesaipura PFT . 6 -7months after formation of SHGs . 6-7 months after formation of SHGs in Bargawan and . Rs. 50000/- per SHG in Aawda, Karahal PFTs Bargawan, and Karahal PFTs . 6-8 months after formation of SHGs in Aawda PFT . Rs. 50000-60000 per SHG in Sesaipura . Rs. 60000/- per SHG in Sesaipura PFT PFT) . Rs. 50000-80000 in Aawda, Bargawan and Karahal PFTs

Table 6.10(b): Community Investment Fund (CIF) - Resource Block Proposal (Time & Amount) Disbursement (Time & Amount) . 6 months after formation of SHGs in all 5 sampled PFTs . 6 months after formation of SHGs in all (i.e. Chandpura, Lalitpura, Manpur, Premsar and 5 sampled PFTs (i.e. Chandpura, Soikala) Lalitpura, Manpur, Premsar and . Rs. 50000/- per SHG in Manpur PFT Soikala) . Rs. 80000/- per SHG in Soikala PFT . Rs. 50000/- per SHG in all 5 sampled . Rs. 50000-80000 in Chandpura, Lalitpura, and PFTs (i.e. Chandpura, Lalitpura, Premsar PFTs Manpur, Premsar and Soikala)

Table 6.11(a): Bank loan to SHG - Intensive Block Dose Proposal (Time & Amount) Disbursement (Time & Amount) 1st Dose . 6 months after formation of SHGs in all 4 . 6 -12months after formation of SHGs in sampled PFTs (i.e. Aawda, Bargawan, Aawda PFT Karahal and Sesaipura) . 6-24 months after formation of SHGs in . Rs. 50000/- per SHG in Aawda and Bargawan, Karahal and Sesaipura PFTs Bargawan PFTs . 30-45 days processing time in all 4

36 Dose Proposal (Time & Amount) Disbursement (Time & Amount) . Four times of saving of SHGs in Karahal sampled PFTs (i.e. Aawda, Bargawan, PFT Karahal and Sesaipura) . Rs. 100000/- per SHG in Sesaipura PFT . Rs. 50000/- per SHG in Aawda and Bargawan PFTs . Rs. 60000/- per SHG in Karahal and Sesaipura PFT) 2nd Dose . After 12 months of 1st dose in Aawda and . No disbursement of 2nd dose loan in all 4 Bargawan PFTs sampled PFTs (i.e. Aawda, Bargawan, . 12-24 months of 1st dose in Sesaipura PFT Karahal and Sesaipura) . Rs. 1.0 to 1.50 lac in Aawda and Bargawan PFTs . Rs. 25 lacs in Sesaipura PFT . No application in Karahal PFT 3rd Dose NA NA 4th Dose NA NA

Table 6.11(b): Bank loan to SHG - Resource Block Dose Proposal (Time & Amount) Disbursement (Time & Amount) 1st Dose . 6-8 months after formation of SHGs in . 6-12 months after formation of Chandpura, Lalitpura, Premsar and Soikala SHGs in Manpur PFT PFTs . Rs. 50000/- per SHG in Manpur . 6-12 months after formation of SHGs in Manpur PFTs PFT . In remaining sampled PFTs i.e. . Rs. 50000/- or less than Rs. 50000/- per SHG in Chandpura, Lalitpura, Premsar Chandpura, Lalitpura, Premsar and Soikala and Soikala PFTs bank loan PFTs disbursement is not yet started. . Two to four times of saving of SHGs in Manpur PFT 2nd Dose . After 12 months of 1st dose in Manpur PFT . 18 to 24 months in Manpur PFT . Need based amount in Manpur PFT . Need based amount in Manpur . In remaining sampled PFTs i.e. Chandpura, Lalitpura, Premsar and Soikala PFTs no application for 2nd dose bank loan. 3rd Dose NA NA 4th Dose NA NA

The table below presents the targets for disbursement of various types of funds in Sheopur district.

Table 6.12: Targets for disbursement of various types of funds in Sheopur district Total Target SN Type of Fund FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 till March 2016 1 RF 225 967 1257 1350 3799 2 CIF 0 627 1100 1373 3100 3 VRF 0 18 13 130 161 4 CCL 448 940 1005 1300 3693

37 The table below presents the disbursement of RF (Target vs. Achievement) to SHGs in Sheopur district.

Table 6.13: Disbursement of RF (Target vs. Achievement) in Sheopur No. of SHGs SN Block PFT Target Achievement* 1 Aawda 271 154 2 Karahal Barganwa 271 154 3 (Intensive) Karahal 271 153 4 Sesaipura 271 158 Sub-total 1084 619 1 Chandpura 271 208 2 Lalitpura 271 163 Sheopur 3 Manpur 271 155 (Resource) 4 Premsar 271 155 5 Soikala 271 164 Sub-total 1355 845 TOTAL 2439 1464 * Achievement up to October 2015 (As per DMMU records)

The table below presents the disbursement of CIF (Target vs. Achievement) to SHGs in Sheopur district.

Table 6.14: Disbursement of CIF (Target vs. Achievement) in Sheopur No. of SHGs SN Block PFT Target Achievement* 1 Aawda 221 81 2 Karahal Barganwa 221 102 3 (Intensive) Karahal 221 111 4 Sesaipura 221 95 Sub-total 884 389 1 Chandpura 221 165 2 Lalitpura 221 141 Sheopur 3 Manpur 221 129 (Resource) 4 Premsar 221 148 5 Soikala 221 125 Sub-total 1105 708 TOTAL 1989 1097 * Achievement up to October 2015 (As per DMMU records)

38 The table below presents the disbursement of VRF (Target vs. Achievement) to SHGs in Sheopur district.

Table 6.15: Disbursement of VRF (Target vs. Achievement) in Sheopur No. of SHGs SN Block PFT Target Achievement* 1 Aawda 11 69 2 Karahal Barganwa 11 65 3 (Intensive) Karahal 11 88 4 Sesaipura 11 45 Sub-total 44 267 1 Chandpura 11 61 2 Lalitpura 11 100 Sheopur 3 Manpur 11 51 (Resource) 4 Premsar 11 96 5 Soikala 11 49 Sub-total 55 357 TOTAL 99 624 * Achievement up to October 2015 (As per DMMU records)

The table below presents the disbursement of Bank loan 1st dose (Target vs. Achievement) to SHGs in Sheopur district.

Table 6.16: Disbursement of Bank Loan 1st dose (Target vs. Achievement) in Sheopur No. of SHGs SN Block PFT Target Applications* Achievement* 1 Aawda 263 178 89 2 Karahal Barganwa 263 152 71 3 (Intensive) Karahal 263 165 84 4 Sesaipura 263 175 78 Sub-total 1052 670 322 1 Chandpura 263 198 110 2 Lalitpura 263 180 95 Sheopur 3 Manpur 263 110 79 (Resource) 4 Premsar 263 120 84 5 Soikala 263 140 91 Sub-total 1315 748 459 TOTAL 2367 1418 781 * Applications and Achievement up to October 2015 (As per DMMU records)

39 The table below presents the disbursement of Bank loan 2nd dose (Target vs. Achievement) to SHGs in Sheopur district.

Table 6.16: Disbursement of Bank Loan 2nd dose (Actual Disbursement) in Sheopur No. of SHGs SN Block PFT Actual Disbursement* 1 Aawda 12 2 Karahal Barganwa 17 3 (Intensive) Karahal 16 4 Sesaipura 20 Sub-total 65 1 Chandpura 0 2 Lalitpura 0 Sheopur 3 Manpur 0 (Resource) 4 Premsar 0 5 Soikala 0 Sub-total 0 TOTAL 65 * Actual Disbursement up to October 2015 (As per DMMU records)

The table below presents the number of months (on an average) taken for disbursement of RF and CIF, from the date of formation of the group. To determine this average time taken, only the new SHGs formed under the ambit of MPSRLM in the sampled villages were considered.

Table 6.17: Number of months to disbursement of RF and CIF No. of months to disbursement SN Block PFT Disbursement of RF Disbursement of CIF 1 Aawda 7.14 24.50 2 Barganwa 13.33 17.86 Karahal 3 Karahal 8.17 23.00 4 Sesaipura 12.11 28.50 1 Chandpura 7.93 13.73 2 Lalitpura 7.45 12.80 3 Sheopur Manpur 11.40 6.75 4 Premsar 9.82 15.64 5 Soikala 7.50 13.78

 Lessons learned, Constraints & Challenges and the Way Forward  It was observed that initially the group members equally distributed the funds among themselves. At present, there is a lack of planning for use and utilization of these funds among the group members. Proper planning and tracking mechanism for fund utilization may be established at the SHG level.

40  Actual amount and date of receipt of various types of funds received need by SHG to be recorded in meeting / minutes register (as on date they reflect only in Passbook).  About 50 per cent of the CIF amount is disbursed to VOs against their application. The basic purpose of this deduction is to inculcate rotation of amount among all SHGs of the respective VOs. As per norms, the CIF amount is to be disbursed to 50 per cent of the prioritized SHGs, from amongst the applicants of each VO.  The time-frame of rotation of fund at SHG and VO level needs to be worked out properly for efficient and effective utilization of the fund.  The SHGs have received the 1st dose of bank loan. The 1st dose bank loan amount varied from Rs. 50000/- to Rs. 60000/-. The Mission team should encourage the group members for repaying the loan amount as per schedule. It will increase the credit worthiness of the group for availing the higher level loans i.e. 2nd dose, 3rd dose, and so on.  On an average, disbursement of RF takes 10 months from the date of formation of groups in the intensive block and 9 months from the date of formation of groups in the resource block. Similarly, the disbursement of CIF takes 23 months from the date of formation of groups in the intensive block and 12 months from the date of formation of groups in the resource block.  There is further clarification and guideline required on the Livelihoods / Layering Fund (LF).

6.1.3 Preparation of documents and Bank Account Opening and Linkages support SHGs need to open a SB A/c with the nearest Bank branch, ideally within two months of formation of the Group. The norms vs. practices with respect to the process of preparation of documents for opening of bank account, the process of opening of bank account, as well as the bank linkage support, are discussed.

Table 6.18(a): Norms for preparation of documents and Bank Account Opening Steps Particulars Passing of a resolution by SHG to open a bank account in the service area Step-1: SHG Resolution bank branch / nearest bank branch. All members should subscribe their signatures to the resolution. As part of the resolution, the SHG should authorize three Office Bearers / Step-2: Office Bearers / Bank Signatories to operate the saving bank account with a condition that Bank Signatories any two of them can transact with the bank. Application to the branch manager with a request to open a savings bank a/c Step-3: Application for at the branch. The application should be signed by office bearers / bank Opening of Bank Account signatories of the SHG. Each SHG gets a stamp (seal) made. Arrange photographs of 3 Office Bearers Step-4: SHG Seal and / Bank Signatories (passport size-3 copies each). Photocopies of the Photographs of OBs / supporting identity and address proof documents of Office Bearers / Bank BSs Signatories as part of the KYC norms. SHG members visit the bank branch along with copy of resolution, application, photocopies of documents related to identity proof, address Step-5: Visit to the Bank proof (including original documents for verification), colour photographs and seal of SHG.

41 Steps Particulars Fill in the requisite SB account opening form and attach all supporting Step-6: Opening Form documents correctly. Open ‘no-frill a/c’ with ‘zero balance’ or may deposit some amount if they Step-7: No-Frill Account choose. Regularly transact with the bank to maintain good rapport with the bank Step-8: Regular Banking officials.

Preparation for credit linkage of SHG should ideally start in the fifth month of formation of SHG. All necessary steps needs for preparing the documents required for SHG credit linkages should be followed.

Table 6.18(b): Norms for preparation of documents and credit linkages Steps Particulars Step-1: Verify annual SHG-bank linkage target and identify SHGs which need to be graded. Step-2: Grading of SHGs as per the suggested process SHG graded ‘A’ – ascertain credit requirements for recently prepared MCP. In case MCP for the Step-3: SHG has not been prepared, credit requirement of members should be determined in the meeting. Passage of resolution, authorizing sending of application for bank loan. Resolution to be signed Step-4: by all members. Step-5: Prepare loan application, signed by Office Bearers / Bank Signatories Step-6: Preparation of ‘inter-se agreement’ and ‘loan agreement form’ Ensure that all signatories / OBs have their photographs (colour and passport size-3 copies Step-7: each) and a seal for the SHG is available. Visit the bank branch for completion of documentation formalities (only signatories / OBs are Step-8: required to visit the bank branch with necessary books of accounts, passbook and application form)

Table 6.19(a): Training on Preparation of documents for Bank Linkage - Intensive Block Level of staff / Time Who provided Training Content Who attended? members (days) training? DMMU Level NA NA NA NA PFT Level 3 days Financial Literacy PFT members of Bargawan Bank and Karahal PFTs Representative, SIRD CRP Level NA NA NA NA VO / SHG level 5 days CCL; Account SHG members of Bargawan Nodal PFT opening procedure and Karahal PFTs

The Mission team assists in bank linkage and providing hand-holding support, which includes coordination and networking with Banks (e.g. DLBC, BLBC, etc.); sensitization of bankers; documents preparation; introduction at Banks for account opening and credit linkages; and assist in timely repayment of loan.

Table 6.19(b): Training on Preparation of documents for Bank Linkage - Resource Block Level of staff / Training Who provided Time (days) Who attended? members Content training? DMMU Level NA NA NA NA PFT Level NA NA NA NA CRP Level NA NA NA NA VO / SHG level 6 months after CCL SHG members of Lalitpura PFT members formation of SHGs Procedure PFT

42 The Mission team assists in bank linkage and providing handholding support, which includes coordination and networking with Banks (e.g. DLBC, BLBC, etc.); sensitization of bankers; documents preparation; introduction at Banks for account opening and credit linkages; and assist in timely repayment of loan.

Table 6.20(a): Bank linkage and hand-holding support - Intensive Block Type of support DMMU Level PFT Level VO / SHG level Coordination and Networking with Yes, in all 4 Yes, in all 4 Yes, in all 4 Banks sampled PFTs sampled PFTs sampled PFTs Yes, in all 4 Yes, in all 4 Yes, in all 4 Sensitization of bankers sampled PFTs sampled PFTs sampled PFTs Yes, in all 4 Yes, in all 4 Yes, in all 4 Documents preparation sampled PFTs sampled PFTs sampled PFTs Introduction at Banks for account Yes, in all 4 Yes, in all 4 Yes, in all 4 opening and credit linkages sampled PFTs sampled PFTs sampled PFTs Yes, in all 4 Yes, in all 4 Yes, in all 4 Assist in timely repayment of loan sampled PFTs sampled PFTs sampled PFTs

Table 6.20(b): Bank linkage and hand-holding support - Resource Block Type of support DMMU Level PFT Level VO / SHG level Yes, in Chandpura, Lalitpura, Coordination and Networking Yes, in all 5 Yes, in all 5 Manpur and Premsar PFTs with Banks sampled PFTs sampled PFTs No, in Soikala PFT Yes, in Chandpura, Lalitpura, Yes, in all 5 Yes, in all 5 Sensitization of bankers Manpur and Premsar PFTs sampled PFTs sampled PFTs No, in Soikala PFT Yes, in all 5 Yes, in all 5 Documents preparation No, in all 5 sampled PFTs sampled PFTs sampled PFTs Introduction at Banks for account Yes, in all 5 Yes, in all 5 No, in all 5 sampled PFTs opening and credit linkages sampled PFTs sampled PFTs Yes, in all 5 Yes, in all 5 Assist in timely repayment of loan No, in all 5 sampled PFTs sampled PFTs sampled PFTs

 Lessons learned, Constraints & Challenges and the Way Forward  In the Intensive Block, training on preparation of documents for bank linkages was provided at two levels viz. 3 days PFT level training by SIRD. However, in the Resource Block, it was provided by PFT members to community (VO/SHG) only.  The Mission team assisted the SHGs for bank linkages and handholding support in terms of coordination and networking with banks, sensitization of bankers, documents preparation, introduction at banks for account opening and credit linkages and assists them in timely repayment of loans.

6.1.4 Training for MCP preparation, MCP Preparation, Submission and Appraisal System In the ensuing paragraphs, the norms for training for MCP preparation, the process of preparation of MCPs and the MCP submission and appraisal system are discussed, along with the deviations observed. Further, the best practices emanating from these processes in the two blocks surveyed are also discussed.

43 Table 6.21: Norms for MCP Preparation Steps Particulars Step-1: Comprehensive profile of SHG - Includes details about SHG (name, village, no. of members, bank account no.,), particulars of savings and loans and status of practicing of Panchasutra Step-2: Socio-economic profiles of all the members - Includes age, caste, occupation, members of family, details of assets (like type of house, land, livestock and other assets) and poverty status Step-3: Member wise statement of household incomes and expenditures Step-4: Member wise portfolios of opportunities identified by them along with costs and repayment schedules - Activities identified, investment cost, sources of funds (margin, loan, subsidy, etc.), calculation of ability of repayment based on household income and expenditure and loan installment Step-5: Prioritization plan for the members from the poorest of the poor category - Loan needs prioritized, finalized and appraised. Prioritization based on seasonality of the activity besides the poverty ranking. Priority ranking should take into account emergencies. Step-6: Rotation for the remaining members and terms of the partnerships of the group - The terms include Panchasutra, terms for utilization of loan, asset verification by non-loanee members, etc. Step-7: Terms of Partnerships between members and SHG, between SHG and their federations - Panchasutra, terms for utilization of loan, asset verification by non-loanee members, criteria and grading of SHGs for sanction & release of loans, etc.

Table 6.22(a): Training for MCP Preparation - Intensive Block Level of staff / Training Who provided Time (days) Who attended? members Content training? DMMU Level NA NA NA NA PFT Level 6-8 months after Concept of MCP PFT members of DPM, DM and formation of SHGs as per guideline Bargawan, Karahal and district core team (for 3-4 days) Sesaipura PFTs CRP Level 6-8 months after Concept of MCP CRPs in all 4 sampled PFTs PFT and Master formation of SHGs as per guideline (i.e. Aawda, Bargawan, Trainers (for 3-4 days) Karahal and Sesaipura) VO / SHG level 6-8 months after Concept of MCP SHG members in all 4 CRPs and Nodal formation of SHGs as per guideline sampled PFTs (i.e. Aawda, PFT (for 3-4 days) Bargawan, Karahal and Sesaipura)

Table 6.22(b): Training for MCP Preparation - Resource Block Level of staff / Who provided Time (days) Training Content Who attended? members training? DMMU Level NA NA NA NA PFT Level NA NA NA NA CRP Level 6 months after Concept of MCP and CRPs of all 5 PRP & PFTs of all formation of SHGs (for its 7 Steps as per sampled PFTs (i.e. 5 sampled PFTs 2 and half day) in all 5 guideline- in all 5 Chandpura, (i.e. Chandpura, sampled PFTs (i.e. sampled PFTs (i.e. Lalitpura, Manpur, Lalitpura, Chandpura, Chandpura, Premsar and Manpur, Lalitpura, Manpur, Lalitpura, Manpur, Soikala) Premsar and Premsar and Premsar and Soikala) Soikala) Soikala) VO / SHG level NA NA NA NA

44 Table 6.23: MCP Preparation Particulars Intensive Block Resource Block Availability of . Yes available in all 4 sampled PFTs (i.e. . Yes available in all 5 sampled Standard Format Aawda, Bargawan, Karahal and PFTs (i.e. Chandpura, Lalitpura, Sesaipura) Manpur, Premsar and Soikala) Who prepares? . Nodal PFT in Aawda PFT . CRPs in all 5 sampled PFTs (i.e. . MCP CRP in Bargawan PFT Chandpura, Lalitpura, Manpur, . CRP and Nodal PFT in Karahal Premsar and Soikala) . MCP CRP, Book Keeper and Nodal PFT in Sesaipura PFT Time (in months) . After 6 months of SHG formation (3-5 . After 6 months of SHG formation days / SHG in Aawda and Sesaipura (5 days / SHG in all 5 sampled PFTs) PFTs -Chandpura, Lalitpura, . After 6 months of SHG formation (1 day Manpur, Premsar and Soikala) / SHG in Bargawan and Karahal PFTs) Who appraises MCPs? . DM-Micro finance in all 4 sampled PFTs . Nodal DM in Chandpura, (i.e. Aawda, Bargawan, Karahal and Lalitpura, Premsar and Soikala Sesaipura) PFTs . Nodal PFT in Manpur PFT Who approves MCPs? . DPM in all 4 sampled PFTs (i.e. Aawda, . DPM in all 5 sampled PFTs - Bargawan, Karahal and Sesaipura) Chandpura, Lalitpura, Manpur, Premsar and Soikala Acceptance rate in 1st . 75-100% in Aawda and Sesaipura PFTs . 75-100% in all 5 sampled PFTs - time submission at . 25-50% in Bargawan and Karahal PFTs Chandpura, Lalitpura, Manpur, PFT level Premsar and Soikala

 Lessons learned, Constraints & Challenges and the Way Forward  MCP preparation training is initiated after 6 months of formation of SHGs. In the Intensive Block, 3-4 days training is organized for district and PFT level Mission team as well as for CRPs and VO/SHG representatives. The training is organized at the district level and facilitated by the DMMU and PFT jointly. In the Resource Block, two-anda-half day training is organized for CRPs. The training is organized at district level and facilitated by PFT.  A standardized MCP format is available with the Mission team. In Intensive Block, MCPs are prepared by nodal PFTs. It is appraised by DM-Micro Finance and approved by the DPM. In first submission of MCP, the acceptance rate of Bargawan and Karahal PFTs are about 50 per cent. In Resource Block, MCPs are prepared by the CRPs. It is appraised by DM and approved by the DPM. In first submission of MCPs, the acceptance rate of all 5 sampled PFTs of Resource Block is 100 per cent.  It was observed that the priorities of the individuals change during the time lag between preparation of MCP and receipt of CIF, at the SHG level. MCPs need to be revisited and updated as and when required. The changes made in MCPs should be recorded in meeting / minutes register for future reference.

6.1.5 SHG Database Management training, updating, uploading and hand-holding support and services delivered to SHGs In the ensuing paragraphs, the norms for providing training on the SHG Database Management, its updation, uploading on the MIS as well as the hand-holding support and services delivered to the SHGs are discussed, along with the deviations observed.

45 Further, the best practices emanating from these processes in the two blocks surveyed are also discussed.

Table 6.24(a): SHG Database Management Training - Intensive Block Level of staff / Training Who provided Time (days) Who attended? members Content training? DMMU Level NA NA NA NA PFT Level 1 day MIS Based PFT members of all 4 sampled DM-M&E PFTs (i.e. Aawda, Bargawan, Karahal and Sesaipura) CRP Level NA NA NA NA VO / SHG level 1 day Need based- Book Keepers of PFT members Nodal PFT & Formats of all 4 sampled PFTs (i.e. MBK Aawda, Bargawan, Karahal and Sesaipura)

Table 6.24(b): SHG Database Management Training - Resource Block Level of staff / Training Who provided Time (days) Who attended? members Content training? DMMU Level NA NA NA NA PFT Level 1 day workshop MIS based PFT members of all 5 sampled DM-M&E PFTs (i.e. Chandpura, Lalitpura, Manpur, Premsar and Soikala) CRP Level NA NA NA NA VO / SHG level NA NA NA NA

Table 6.25(a): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Intensive Block Availability Regular Person Person Frequency Availability of Level of staff / of standard Schedule responsible responsible of data proper members reporting of for data for data review and Infrastructure formats reporting updation uploading validation DMMU Level Yes Yes Yes M&E DM MIS Monthly PFT Level Yes Yes Yes Nodal PFT PFT member Monthly VO / SHG No in Aawda & Yes Yes Computer Book Keeper / Monthly level Karahal PFT CRP / Nodal Computer CRP PFT / Nodal PFT

Table 6.25(b): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Resource Block Availability Regular Person Person Frequency Availability of Level of staff / of standard Schedule responsible responsible of data proper members reporting of for data for data review and Infrastructure formats reporting updation uploading validation DMMU Level Yes Yes Yes M&E DM MIS Monthly PFT Level Yes Yes Yes Nodal PFT PFT member Monthly VO / SHG No in Chandpura Yes Yes Nodal PFT Nodal PFT Monthly level and Manpur PFTs

46  Lessons learned, Constraints & Challenges and the Way Forward  In the Intensive Block, the database management training was done at two levels. The first was done at the PFT level for PFT members by DM-M&E. The second was done at community level for Book Keepers by PFT and MBKs. However, in the Resource Block, it was done only at the PFT level for PFT members by DM-M&E.  There are standard reporting formats, schedule of reporting interval, availability of proper infrastructure, persons responsible for data updating and uploading at DMMU and PFT level.  VOs and SHGs lack the capacity and infrastructure for data updating and uploading.

6.1.6 Coordination, Support and Supervision Mechanism The processes of coordination, support and supervision mechanism at the DMMU and PFT level are discussed in the ensuing paragraphs, whereby the norms vs. practices for the same are presented.

Table 6.26(a): Coordination, Support and Supervision Mechanism - Intensive Block Type of coordination, support and DMMU Level PFT Level supervision mechanism Preparation of Annual Action Plan (AAP) DPMU Team for all 4 sampled Nodal PFT PFTs Review of AAP DPM for all 4 sampled PFTs PFT Coordinator & Nodal DM Prep. of implementation plan (after DM (subject wise) for all 4 Nodal PFT approval of AAP) sampled PFTs Monitoring of implementation plan through M&E DM for all 4 sampled PFTs Nodal DM & PFT the year Coordinator Monitoring frequency Monthly Monthly Identification of deviations (physical M&E DM for all 4 sampled PFTs Nodal DM & PFT targets) Coordinator Identification of deviations (financial Finance DM for all 4 sampled Nodal DM & PFT targets) PFTs Coordinator How are the deviations addressed? Review Reports MIS, Review Reports & Appraisal meeting

Table 6.26(b): Coordination, Support and Supervision Mechanism - Resource Block Type of coordination, support and DMMU Level PFT Level supervision mechanism Preparation of Annual Action Plan (AAP) Nodal DM in consultation with PFT PFT Review of AAP DPM for all 5 sampled PFTs DPM Prep. of implementation plan (after DM (subject wise) for all 5 sampled PFT approval of AAP) PFTs Monitoring of implementation plan through M&E DM for all 5 sampled PFTs DM the year Monitoring frequency Monthly Monthly Identification of deviations (physical MIS & DM Review Reports for all 5 PFT Coordinator targets) sampled PFTs & Nodal DM Identification of deviations (financial Finance DM for all 5 sampled PFTs PFT Coordinator targets) & DM How are the deviations addressed? MIS and Financial Status Monthly Reports

47  Lessons learned, Constraints & Challenges and the Way Forward  The Mission team is providing coordination, support and supervision assistance at the DMMU and PFT levels. These services are in the form of preparation of Annual Action Plan (AAP), review of AAP, preparation of implementation plan (after approval of AAP), monitoring of implementation plan throughout the year, identification of deviations (physical & financial targets), and their rectification procedure.  The formal structure of coordination, support and supervision needs to include community level representatives.

6.2 Identification, Strengthening, Services and Payment of honorarium to Social Capital One of the underlying objectives of NRLM is to identify or create a large pool of Social Capital i.e. Active Women (community animators / facilitators), Community Resource Persons, Book Keepers, etc. to support poor communities. The Mission team identified and capacitated the Social Capital to support poor community for scaling up of NRLM and for sustaining NRLM initiatives. They are engaged in providing services to community institutions. They are also working closely with the Mission team. It is expected that as the Mission’s support structure will withdraw, the Social Capital (along with the community institutions) will take its place.

Table 6.27 presents a comparative analysis of the types of capacity building programmes planned and executed for Book Keepers:

Table 6.27: Types of CB programmes - Book Keepers Induction / Orientation Exposure Visits Thematic Training Block PFT Training Planned Executed Planned Executed Planned Executed Aawda 0 0 81 61 0 0 Barganwa 95 0 95 36 5 5 Karahal Karahal 103 0 103 35 103 103

Sesaipura 0 2 56 56 56 56 Sub-total 198 2 335 188 164 164 Chandpura 0 0 90 90 0 0 Lalitpura 0 0 152 152 0 0 Sheopur Manpur 0 0 100 75 0 0 Premsar 0 0 171 161 171 161 Soikala 0 0 125 77 0 0 Sub-total 0 0 638 555 171 161 Grand Total 198 2 973 743 335 325 All figures up to May 2015 (As per DMMU and PFT records)

48 Table 6.28 presents a comparative analysis of the types of capacity building programmes planned and executed for Active Women:

Table 6.28: Types of CB programmes - Active Women Induction / Orientation Exposure Visits Thematic Training Block PFT Training Planned Executed Planned Executed Planned Executed Aawda 0 0 80 15 0 0 Barganwa 70 20 70 15 1 1 Karahal Karahal 76 8 76 14 76 76

Sesaipura 0 0 0 7 0 0 Sub-total 146 28 226 51 77 77 Chandpura 0 0 0 0 0 0 Lalitpura 0 14 0 14 0 0 Sheopur Manpur 0 0 27 27 0 0 Premsar 0 0 22 0 22 0 Soikala 0 0 12 25 0 0 Sub-total 0 14 61 66 22 0 Grand Total 146 42 287 117 99 77 All figures up to May 2015 (As per DMMU and PFT records)

Table 6.29 presents a comparative analysis of the types of capacity building programmes planned and executed for Master Book Keepers:

Table 6.29: Types of CB programmes - Master Book Keepers Exposure Visits Induction / Orientation Training Thematic Training Block PFT Planned Executed Planned Executed Planned Executed Aawda 0 0 5 3 0 0 Barganwa 5 0 5 5 5 5 Karahal Karahal 3 0 3 3 3 3 Sesaipura 0 0 0 0 3 3 Sub-total 8 0 13 11 11 11 Chandpura 0 0 5 5 0 0 Lalitpura 0 0 0 6 0 0 Sheopur Manpur 0 0 5 5 0 0 Premsar 0 0 7 7 7 7 Soikala 0 0 2 2 0 0 Sub-total 0 0 19 25 7 7 Grand Total 8 0 32 36 18 18 All figures up to May 2015 (As per DMMU and PFT records)

49 Table 6.30 presents a comparative analysis of the types of capacity building programmes planned and executed for MCP Trainers:

Table 6.30: Types of CB programmes - MCP Trainers Induction / Orientation Exposure Visits Thematic Training Block PFT Training Planned Executed Planned Executed Planned Executed Aawda 0 0 14 6 0 0 Barganwa 5 0 5 5 5 2 Karahal Karahal 20 6 20 9 0 0

Sesaipura 0 0 0 0 2 2 Sub-total 25 6 39 20 7 4 Chandpura 0 0 5 5 0 0 Lalitpura 0 0 0 4 0 0 Sheopur Manpur 0 0 0 1 0 0 Premsar 0 0 0 37 0 37 Soikala 0 0 0 0 0 0 Sub-total 0 0 5 47 0 37 Grand Total 25 6 44 67 7 41 All figures up to May 2015 (As per DMMU and PFT records)

Table 6.31 presents a comparative analysis of the types of capacity building programmes planned and executed for Livelihood Promoters (Agriculture / AH):

Table 6.31: Types of CB programmes - Livelihood Promoters Agriculture/AH) Induction / Orientation Exposure Visits Thematic Training Block PFT Training Planned Executed Planned Executed Planned Executed Aawda 0 0 0 0 0 0 Barganwa 40 0 40 0 0 0 Karahal Karahal 44 10 28 0 28 0

Sesaipura 1 1 0 0 0 0 Sub-total 85 11 68 0 28 0 Chandpura 0 0 0 0 0 0 Lalitpura 0 0 0 0 0 0 Sheopur Manpur 0 0 0 0 0 0 Premsar 0 2 0 10 0 10 Soikala 0 0 0 0 0 0 Sub-total 0 2 0 10 0 10 Grand Total 85 13 68 10 28 10 All figures up to May 2015 (As per DMMU and PFT records)

50 Table 6.32 presents a comparative analysis of the types of capacity building programmes planned and executed for Gender CRPs:

Table 6.32: Types of CB programmes - Gender CRPs Induction / Exposure Visits Thematic Training Block PFT Orientation Training Planned Executed Planned Executed Planned Executed Aawda 0 0 0 0 0 0 Barganwa 0 0 0 0 0 0 Karahal Karahal 0 0 0 0 0 0

Sesaipura 0 0 0 0 10 10 Sub-total 0 0 0 0 10 10 Chandpura 0 0 0 0 0 0 Lalitpura 0 0 0 0 0 0 Sheopur Manpur 0 0 0 0 0 0 Premsar 0 0 0 0 0 0 Soikala 0 0 0 0 0 0 Sub-total 0 0 0 0 0 0 Grand Total 0 0 0 0 10 10 All figures up to May 2015 (As per DMMU and PFT records)

Tables 6.33(a) and 6.33(b) present a comparative analysis of payment of honorarium planned and actually paid to the varied types of social capital:

Table 6.33(a): Payment of honorarium to social capital (Part 1)

Master Book Book Keepers Active Women MCP Trainers Block PFT Keppers Planned Actual Planned Actual Planned Actual Planned Actual Aawda SHGs SHGs SHGs SHGs VOs Mission VOs VOs Barganwa VOs SHGs VOs SHGs VOs VOs VOs VOs Karahal Karahal VOs SHGs VOs SHGs VOs VOs VOs

Sesaipura SHGs SHGs SHGs SHGs VOs VOs

SHGs, SHG Chandpura SHGs Mission Mission Mission Members Lalitpura SHGs SHGs VOs Mission VOs Mission VOs

Sheopur Manpur SHGs SHGs SHGs SHGs VOs SHGs

Premsar SHGs SHGs Mission Mission Mission SHGs

Soikala SHGs SHGs Others Others VOs SHGs Others Others

51 Table 6.33(b): Payment of honorarium to social capital (Part 2) Livelihood Community Promoters Gender CRPs Bank Mitra Activist Block PFT (Agri/AH) Planned Actual Planned Actual Planned Actual Planned Actual Aawda VOs Others Others Others Mission Mission VOs Barganwa VOs Others VOs Others VOs SHGs VOs Karahal Karahal VOs VOs VOs SHGs VOs Sesaipura SHGs SHGs VOs Chandpura SHGs SHGs Mission Mission Lalitpura VOs VOs VOs Mission VOs Sheopur Manpur VOs SHGs Premsar Mission Mission Soikala Others Others Others Others VOs SHGs Others

Figure 6.1 presents the services provided by Book Keepers in the sampled area.

Figure 6.1: Services provided by Book Keepers

Figure 6.2 presents the services provided by Internal CRPs in the sampled area.

Figure 6.2: Services provided by Internal CRPs

52 Figure 6.3 presents the services provided by Active Women in the sampled area.

Figure 6.3: Services provided by Active Women

 Lessons learned, Constraints & Challenges and the Way Forward  A number of Gender CRPs were identified and trained in Sheopur district (esp. in Sesaipura PFT within the UN-WOMEN project). It was observed to be an effective strategy and may be up-scaled and replicated in other project areas as well.  The literacy rate of Sheopur district is generally low, as compared to the other project areas. Audio-visual ICT materials may be more effective in delivering the intended message in such areas.  In Sheopur district, it was observed that preference is given to male BKs, even if literate females are available, due to security issues for women in the area.  There is a need for clarity on role of Master Book Keeper and the payment of honorarium to them.

6.3 Identification of Vulnerable Households In all sampled PFTs, the identification of vulnerable households was done through approaches of interactive, consultative and participatory. Except Lalitpura and Soikala PFTs, the methods used for well-being assessment was from new list of WBR prepared and used for identification of vulnerable households. However, in Lalitpura and Soikala PFTs, both old updated list and new list of WBR were used. The WBR exercise had the representation of different social groups inhabit in the village as well as their representation of different hamlets from the same village. In addition, following strategies were adopted to ensure inclusion of socially excluded sections:  Spatial and Geographical targeting,  Social group targeting,  Economic or occupation based targeting,  Focus on marginalized women and other vulnerable groups (widows, women headed HHs, old persons, people with disabilities, etc.),  Covering areas with poor infrastructure and poor connectivity, and

53  Covering disaster prone remote areas

The Mission has also taken the following considerations for different social group categorization for finding out shift of HHs within social groups:  Segment of societies/ communities especially SC, ST, PTGs, Nomadic Tribes, De- notified Tribes, Isolated/neglected communities  Disadvantaged groups (orphans, widows, old-aged, people with disabilities, etc.)  Low income  Low standard of living  Manual Scavengers  Bonded labourers  Communities affected by/displaced by natural calamities/developmental projects  Communities living in disturbed areas  Minorities  Daily wage / labourers  Migrant labourers  Residing in concentrated geographical locations  Marginalised groups (due to poor infrastructure and facilities/services)

Table 6.34: Major criteria used for defining poverty Block PFT Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5 Economic Land Resource Aawda Type of Land Irrigation facility Status Ownership Availability Land Income generation Resource Barganwa Status of House Livestock Ownership capacity Availability Karahal Land Karahal Status of House Earning Capacity Livestock Irrigation facility ownership Number of family Land Resource Sesaipura Income Source Livestock members who Ownership Availability earn regularly Land Income generation Chandpura Type of Land Type of house Irrigation facility Ownership capacity Land Resource Income Generation Type of business Lalitpura Type of House ownership Availability capacity or Services Land Type & number Resource Sheopur Manpur Type of house Income Source Ownership of Livestock Availability Land Income generation Premsar Type of Land Type of House Irrigation Facility Ownership Capacity Number of working Resource Soikala Landless Housing - or earning members Availability

The major vulnerability and risk factors considered during identification of vulnerable households were as follows:  Lack of sustainable LH sources  Shocks  Seasonal varieties in weather / climate  Man-made disasters  Cultural practices / Traditional customs  Lack of social security system at community level

54 Table 6.35: Criteria followed for assessment of vulnerability in the project area Areas/regions/villages Do not have access High presence of vulnerable Block PFT suffering from physical to basic rights and groups (orphans, widows, old- segregation entitlements aged, people with disabilities, etc.) Aawda Yes Yes Barganwa Yes Yes Karahal Karahal Yes Yes Sesaipura Yes Chandpura Yes Yes Lalitpura Yes Yes Sheopur Manpur Yes Yes Premsar Yes Yes Soikala Yes

6.3.1 Special Efforts made for vulnerable groups Table 6.36 presents a comparative overview of special efforts made for vulnerable groups in the sampled blocks of Sheopur district:

Table 6.36: Special efforts made for vulnerable groups Block PFT Effort 1 Effort 2 Effort 3 Effort 4 Support through Capacity building & Aawda VRF Support - convergence Sensitization Include in NRLM Support through Barganwa VRF Support Motivation fold SHG convergence Support through Support for bank Karahal Karahal VRF Support Awareness Convergence linkage Support for social security Poultry / schemes like CM Housing, Support through Sesaipura VRF Support Backyard Aam Aadmi Bima Yojana, convergence schemes pension schemes etc. Support through Chandpura VRF Support Special IGA - convergence Support through Lalitpura VRF Support Special IGA - Convergence Support through Community Inter-loaning Sheopur Manpur VRF Support Convergence Sensitization priority Support through Premsar VRF Support Alternative IGA - convergence Priority in Soikala VRF Support Community Support of convergence inter-loaning

In common, priority in convergence (SHG membership), priority in inter-loaning and priority in improving access to govt. schemes, etc. exemption (s) / provision (s) made for the vulnerable groups. This includes the following special efforts done towards vulnerable families are:  Social protection schemes  Financial inclusion schemes  Availability of alternate LH options

55  Asset building for food security  Availability of Emergency Fund  Benefits of health-supportive schemes  Benefits of nutrition-supportive schemes  Vulnerability Relief Fund

Table 6.37: Priority in SHG norms for most vulnerable members Priority in Priority in Priority in Priority in government Priority in distribution of Block PFT MCP inter- scheme coverage RF/CIF/bank preparation loaning benefits loan/etc. Aawda Yes Yes Yes Yes Barganwa Yes Yes Yes Yes Yes Karahal Karahal Yes Yes Yes Yes Sesaipura Yes Yes Yes Yes Chandpura Yes Yes Yes Yes Lalitpura Yes Yes Yes Sheopur Manpur Yes Yes Yes Yes Premsar Yes Yes Yes Yes Soikala Yes Yes Yes Yes

6.3.2 Strategies adopted to bring leftover vulnerable families into SHG fold The table below presents an overview of the inclusion of target households into the SHG fold, during the course of implementation of MPSRLM in Sheopur district (as per the data available up to October 2015).

Table 6.38: Inclusion of target families into SHG fold in Sheopur SN Block PFT Total Number of HHs Percentage of Target HHs included in SHG fold* inclusion 1 Aawda 4242 3447 81.26% 2 Karahal Bargawan 4218 3888 92.18% 3 (Intensive) Karahal 5017 3956 78.85% 4 Sesaipura 5341 4092 76.61% Sub-total 18818 15383 78.92% 1 Chandrapura 3849 3574 92.86% 2 Lalitpura 4620 3477 75.26% Sheopur 3 Premsar 3610 3162 87.59% (Resource) 4 Manpur 4539 2908 64.07% 5 Soikala 4420 3482 78.78% Sub-total 21038 16603 81.75% TOTAL 39856 31994 80.27% * Achievement up to October 2015 (As per DMMU records)

While the district has achieved almost 80 percent saturation, the process monitoring deliberated on the reasons for non-inclusion of the remaining target HHs into SHG fold. A few of these reasons include, some people not being interested in formation of SHGs, number of people remaining in a village insufficient to form a group and migration.

56 The table below presents a comparative overview of the various strategies adopted for bringing the leftover vulnerable families into SHG fold.

Table 6.39: Strategies adopted to bring leftover vulnerable families into SHG fold Regular follow- Regular Sharing of case Exposure Block PFT up by PFT interactions by studies / visits members internal CRPs caselets Aawda Yes Barganwa Yes Yes Karahal Karahal Yes Sesaipura Yes Yes Yes Yes Chandpura Yes Yes Lalitpura Yes Yes Sheopur Manpur Yes Yes Premsar Yes Yes Soikala Yes Yes

6.3.3 SHG members’ empowerment visible in their villages Following are ways that SHG members’ empowerment is visible in their respective villages:  Through increased awareness level  Through increased literacy level  Through increased self-confidence level  Through increased participation in decision-making at HH level  Through increased participation and decision-making at community level (Gram Sabha, other forums, etc.)  Through improved linkage with other stakeholders  Through better accessibility of other government schemes  Through community initiatives for social change and rights/entitlements  Through community monitoring of government schemes by SHG/VO  Through increased attendance of children in schools  Through improved income / financial status

Table 6.40: Visibility of improved social affinity United action against Joint efforts Dispute Helping vulnerable social evils against village resolution Block PFT (orphans, disabled, (alcoholism, dowry, issues / (property, old-aged, etc.) child marriage, etc.) problems etc.) Aawda Yes Yes Yes Barganwa Yes Yes Karahal Karahal Yes Sesaipura Yes Yes Yes Chandpura Yes Lalitpura Yes Yes Sheopur Manpur Yes Yes Yes Premsar Yes Yes Soikala Yes Yes

57 The expectation of vulnerable groups / families towards changes required is as follows:  Increased savings  Increased skills / knowledge  Increased source of income  Increased number of LH sources / diversification  Food security  Asset building  Decreased expenditure on health  Increased say in SHG meetings / Gram Sabha  Access to government schemes  Access to rights and entitlements

6.3.4 Women Identity As on date, the women of sampled blocks of Sheopur district ranked their identity as follows:

Table 6.41: Women Identity Block PFT Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Daughter- Aawda Wife Mother SHG Member SHG Leader in-law Daughter- Barganwa Wife Mother SHG Member SHG Leader in-law Karahal Earning member Daughter-in- SHG Karahal Mother Wife (Farmer, labourers, law Member employee, etc.) Daughter-in- SHG Sesaipura Wife Mother SHG Leader law Member Earning member Daughter-in- SHG Chandpura Mother Wife (Farmer, labourers, law Member employee, etc.) Earning member Daughter-in- SHG Lalitpura Mother Wife (Farmer, labourers, law Member employee, etc.) Sheopur Earning member Daughter-in- SHG Manpur Mother Wife (Farmer, labourers, law Member employee, etc.) Daughter-in- Premsar Wife Mother Voter SHG Member law SHG Daughter- Soikala SHG Leader Wife Mother Member in-law

6.3.5 Women Entitlement As on date, the women of sampled blocks of Sheopur district ranked their entitlements as follows:

58 Table 6.42: Women Rights and Entitlements Block PFT Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7 Jachha RSBY Card / Bank Aadhar Kisan Credit Aawda Job card Bachha Antodaya Ration card account Card Card (KCC) Card Card RSBY Card / Jachha Bank Aadhar Kisan Credit Barganwa Ration card Job card Antodaya Bachha Card account Card Card (KCC) Card Karahal RSBY Card / Jachha Bank Aadhar Kisan Credit Karahal Ration card Job card Antodaya Bachha Card account Card Card (KCC) Card RSBY Card Jachha Bank Aadhar Kisan Credit Sesaipura / Antodaya Ration card Job card Bachha Card account Card Card (KCC) Card RSBY Card / Jachha Bank Aadhar Kisan Credit Chandpura Job card Ration card Antodaya Bachha Card account Card Card (KCC) Card RSBY Card Jachha Bank Kisan Credit Lalitpura / Antodaya Job card Ration card Aadhar Card Bachha Card account Card (KCC) Card RSBY Card / Jachha Bank Aadhar Kisan Credit Sheopur Manpur Ration card Job card Antodaya Bachha Card account Card Card (KCC) Card RSBY Card / Jachha Bank Aadhar Kisan Credit Premsar Job card Ration card Antodaya Bachha Card account Card Card (KCC) Card Jachha RSBY Card / Bank Kisan Credit Soikala Ration card Job card Aadhar Card Bachha Antodaya account Card (KCC) Card Card

6.3.6 Asset Ownership by women As on date, the women of sampled blocks of Sheopur district ranked their asset ownership as follows:

Table 6.43: Asset Ownership by Women Block PFT Rank 1 Rank 2 Rank 3 Aawda Ornaments Livestock Land / House / Shop Title Barganwa Ornaments Livestock Land / House / Shop Title Karahal Karahal Ornaments Livestock Land / House / Shop Title Sesaipura Ornaments Livestock Land / House / Shop Title Chandpura Ornaments Livestock Land / House / Shop Title Lalitpura Ornaments Livestock Land / House / Shop Title Sheopur Manpur Ornaments Livestock Land / House / Shop Title Premsar Ornaments Livestock Land / House / Shop Title Soikala Ornaments Livestock Land / House / Shop Title

59 6.3.7 Social Security As on date, the women of sampled blocks of Sheopur district ranked their social security preferences as follows:

Table 6.44: Ranking of Social Security Schemes Block PFT Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Disability Janani Suraksha CM Kanyadaan Aawda Old-age pension Widow pension pension Yojana Yojana Widow Disability Ladli laxmi Janani Suraksha Barganwa Old-age pension pension pension yojana Yojana Karahal Ladli laxmi Disability Janani Suraksha Karahal Old-age pension Widow pension yojana pension Yojana Janani Suraksha Disability Ladli laxmi CM Kanyadaan Sesaipura Old-age pension Yojana pension Yojana Yojana Disability Ladli laxmi Janani Suraksha Chandpura Old-age pension Widow pension pension yojana Yojana Ladli laxmi Old-age Disability Janani Suraksha Lalitpura Widow pension yojana pension pension Yojana Ladli laxmi Old-age Disability Janani Suraksha Sheopur Manpur Widow pension yojana pension pension Yojana Widow Disability Ladli laxmi Janani Suraksha Premsar Old-age pension pension pension yojana Yojana Ladli laxmi Old-age Janani Suraksha CM Kanyadaan Soikala Widow pension yojana pension Yojana Yojana

 Lessons learned, Constraints & Challenges and the Way Forward  Sheopur district is fraught with migration round the year. A focused strategy may be developed to address the issue of migration. There is a need to identify the migrating HHs during the WBR process itself, and marking them in the WBR list as well.  It was observed that 50 per cent of the sampled SHGs had been formed with only 10 members. Such groups have a higher tendency of break-down in case of migration. The minimum number of members per SHG may be considered to be increased.

6.4 Community Mobilization As mentioned before, the findings pertaining to the various processes related to the theme “Community Mobilization” were presented and discussed in detail in the previous quarter. However, key findings relating to some aspects of community mobilization, for Sheopur district, are discussed in the ensuing paragraphs.

The community mobilization process was more or less similar to the Mandla district. Initial mobilization drives in the mission areas (i.e. the areas with high poverty ratio with larger population of vulnerable communities) were conducted by the Mission team (including external CRPs in the Resource block). Before conducting the extensive Participatory Identification of the Poor (PIP) exercise, the Mission team performed the environment building as well as awareness raising activities. The village entry and environment building exercises were conducted by the Mission PFT teams, including up

60 to the PIP process, in both intensive as well as resource blocks. The Mission team of Resource Organisation (RO) was involved after completion of the PIP process.  Prior to the Mission initiation, the Mission team visited each of these villages for community mobilization activities.  During this period, the Mission team organized meetings, consultations and discussions with Panchayati Raj Institution (PRI) representatives, Community leaders and Service providers of the villages.  In terms of communication tools, they used pamphlets / display materials, wall painting / writing, story / case studies, audio-visual shows, Nukkad Nataks (street plays), songs, etc. for environment building.  The Mission team conducted PIP for every tola/hamlet within the village. In some villages (where the population was less), PIP was conducted for the entire village at once.  At the given day, time and venue, the PIP exercise was conducted. It was ensured that representatives of Gram Panchayat as well as communities were present for the exercise.  The Mission team facilitated the process, observed and documented it. The team prepared socio-economic profiles of all households in the village. The profile captured basic information such as family size, occupation, family income/expenditure, education status, etc.  In most of the villages, the team conducted Participatory Rural Appraisal (PRA) exercise. They facilitated the community for drawing social and resource maps of their village. The mapping of natural resources, common resources, private resources, government facilities, etc. was also done. The Mission team facilitated the entire village to participate in the PRA exercise. The preference was given to have this exercise at common places. They used easily available materials like seeds, fruits, leaves, Rangoli powder, rice powder, pen, drawing charts, etc. for the PRA exercise.  Following the PRA, an information card was made for each household. The card consisted of details such as number of members in the household, income & expenditure, assets, number of aged persons, Persons with Disabilities or widows / single women, etc.  The Mission team conducted Well-being Ranking / Wealth Ranking (WBR / WR) exercise for all the households in the village. The team discussed with the households in groups of 12-15. After all the households were covered, the households were ranked into categories viz. Poorest of Poor, Poor, Medium and Well-off.  The categorization was done based on indicators such as community’s perceptions on the standard of living, sources of income, liabilities, and vulnerability aspects (woman-headed households, widows, differently-abled people, beggars, chronically ill and internally displaced persons due to civil strife).  The WBR helped the Mission team in identifying the location of poor households and preparing the list of all poor and vulnerable households in the village. The list was read out and any changes suggested by the villagers were made.  The list of households was discussed in the Gram Sabha for its approval.

61 Participatory WBR/WR was an effective tool to identify the poor and improve the quality of the list of target households, rather than making use of the existing BPL list. Similarly, a public review of the WBR/WR-based list of target households and approval by the Gram Sabha minimized controversies.

Following completion of all the above processes, the Mission team of RO was deployed in the Resource block for taking further the tasks of community mobilization, SHG concept seeding, formation and strengthening of SHGs. The RO team was handed over the final approved list of target households, along with all the other relevant documents, for each of the project villages. It was also reported that, there were existing SHGs in sample villages that were formed with support from other schemes of the government and NGOs in the past. The figure below presents the number of sample villages where old SHGs were included into NRLM fold in sampled area.

Figure 6.4: Number of sample villages where old SHGs were included into NRLM fold

As part of mobilization process, the Mission team had undertaken a comprehensive scanning of the pre-existing SHGs promoted by the line departments and NGOs. The eligible SHGs were identified for inclusion into the NRLM fold. The Mission team took measures to include these SHGs in the NRLM institutional architecture. Pre-existing SHGs were audited before including them into NRLM fold. They were audited by review of their (i) Books of accounts, (ii) Savings & internal lending process, (iii) meeting process & records, and, (iv) membership status. The figure below presents the number of sample villages where old SHGs were audited before inclusion into NRLM fold.

62

Figure 6.5: Number of sample villages where old SHGs were audited

The figure below presents the number of sample villages where pre-existing dormant and defunct groups revived in the sampled area.

Figure 6.6: Number of sample villages where dormant and defunct groups were revived

The table below presents the number of groups in NRLM fold that are now inactive or dormant.

Table 6. 45: Number of groups in NRLM fold that are now inactive or dormant SN Block PFT No. of groups 1 Aawda 4 2 Barganwa 8 Karahal 3 Karahal 3 4 Sesaipura 5 Sub-total 20 1 Chandpura 5 2 Sheopur Lalitpura 4 3 Manpur 1

63 SN Block PFT No. of groups 4 Premsar 0 5 Soikala 3 Sub-total 13 Grand Total 33

 Lessons learned, Constraints & Challenges and the Way Forward  There is a need to revive those SHGs that have become inactive and dormant, using the same strategy which was adopted for the inclusion of old (active and defunct) SHGs into the NRLM fold by following a stringent audit process.

6.5 SHG Formation and Strengthening As mentioned before, the findings pertaining to the various processes related to the theme “SHG Formation and Strengthening” were presented and discussed in detail in the previous quarter. However, key findings relating to some aspects of formation and strengthening of SHGs, for Sheopur district, are discussed in the ensuing paragraphs.

Initially, the CRPs were trained to target only the poor and motivate them to join the SHGs. With the help of CRPs, the Mission team mobilized the poor women in sample villages into SHGs. In the Resource Block, the visiting external CRPs started with a rapport building with the community, following it up with the formation and strengthening of SHGs in two rounds of CRP drive, each spanning 15 days per village. During the first CRP drive, the initial 4-5 days are spent towards familiarization with the village and the community (mostly focusing on the target households as per the final approved list) and building a rapport with them, through door-to-door visits along with the Mission PFT team. From the 6th day onwards, SHG formation is initiated, following it up with their strengthening that included facilitation of at least the first three meetings of each of the groups formed. In addition, basic training was also provided to the group members.

The Mission team and CRPs have conducted various types of trainings for SHG leaders and members, to capacitate and strengthen the SHGs. Trainings provided on SHG meeting process, norms, maintenance of books of accounts and MCP preparation, were provided by the Mission team or community cadres to SHGs members. SHGs were provided trainings related to: (i) SHG Bank Linkage, (ii) SHG Record / Book keeping (iii) SHG MIS (iv) Leadership (v) CRP role and responsibility (vi) Environment and Sanitation (vii) Gender and Social Protection (viii) MCP preparation (ix) Microfinance (RF, CIF, VRF) (x) Food Security and HRF (xi) Financial Literacy (xii) Social Security Scheme, RSBY and other entitlement(s) (xiii) Entrepreneurship and Income Generation Activities (xiv) VO Concept and Management. In all SHGs, seven types of books of records are introduced viz. (i) Minutes book (ii) Cash book (iii) General ledger (iv) Loan ledger (v) Member passbook (vi) Saving cum attendance register and (vii) Monthly report. During the second round of CRP drive, refresher training on various subjects is organized for the existing group members, while new groups formed in between the two rounds are also strengthened.

64 Sheopur Karahal

Reading of proceedings of the day's meeting BK provides information regarding the available fund Process of recording and checking of entries by the BK Savings amount deposited by members Reading of action taken report of the previous… Nomination of working chairperson for the meeting Reading of agenda of the day's meeting Attendance by Book Keeper Introduction by each member Group prayer Fixed type of sitting arrangement

N(Karahal) = 64, 0% 20% 40% 60% 80% 100% N(Sheopur) = 79 % of sample SHGs

Figure 6.7: Process of Meeting of SHGs

The process of meeting of SHGs in both the sampled Blocks had better results in terms of fixed type of siting arrangement, group prayer, introduction by each member, attendance by book keeper and savings amount deposited by members. However, there are requirement for improvements on following:  Reading of agenda of the day’s meeting  Nomination of working chairperson for the meeting  Reading of action taken report of the previous meeting  Process of recording and checking of entries by the chairperson  Book Keeper provides information regarding the available fund, and  Reading of proceedings of the day’s meeting

100% Karahal Sheopur N(Karahal) = 64, N(Sheopur) = 79 100% 92% 83% 81% 80% 65% 56% 56% 60% 42% 40% 28% 25%

%of sample SHGs 15% 20% 6% 0% Chairperson asking the Prioritization of loan Members availaing BK notes down loan Loan repayment and Briefing members group members about requirement through loan apprising group repayment plan as punishment process about repayment of their loan requirement consensus regarding their suggested by the loan due on the next repayment plan member meeting

Figure 6.8: Loaning, repayment and punishment system in SHGs

The results of (i) chairperson asking the group members about their loan requirement, and (ii) prioritization of loan requirement through consensus are better in both the sampled Blocks. However, the mission team needs to revisit to SHGs and strengthen the following processes:

65  Members availing loan appraising group regarding their repayment plan  Book Keeper notes down loan repayment plan as suggested by the member  Loan repayment and punishment process, and  Briefing members about repayment of loan due on the next meeting

N(Karahal) = 64, N(Sheopur) = 79 Karahal Sheopur 100% 94%

90%

80% 70% 66% 60% 50% 40% %of sample SHGs 30% 24% 20% 10% 6% 10% 0% 0% 0% 0% 0% 0% Not deposited Within a week Within a Within a month After more than fortnight a month

Figure 6.9: Timing of savings deposition in Banks

The SHGs of both the sampled Blocks (Resource as well as Intensive Blocks) are depositing their savings at SHGs level on weekly basis. However, in most of the cases, timing of savings deposition in Banks goes beyond a month (refer Figure 6.4).

97% N(Karahal) = 64, N(Sheopur) = 79 100% 88% Karahal Sheopur

80%

60%

40% 27% 27% 25%

%of sample SHGs 20% 9%

0% Emergency Poorest of the poor Loan taken and member repayment history of the member

Figure 6.10: Loan disbursement prioritization

It was shared that emergency comes first in the loan disbursement prioritization. It applies to both the sampled Blocks.

66 N(Karahal) = 64, N(Sheopur) = 79 Karahal Sheopur 95% 97% 100% 91% 89% 90%

73% 80% 72% 70% 70% 63% 58% 55% 60% 51% 44% 45% 50% 39% 39% 34% 34% 40% 31% 30% 31% 31% 27% 27% 30% 20% 19% 16% 19% 16% %of sample SHGs 14% 20% 11% 11% 10% 10% 6% 8% 10% 1% 2% 1% 2%0% 3% 3%

0%

Not introduced Not introduced Not introduced Not introduced Not introduced Not introduced Not introduced Not

Introduced and up to Introduced date and up to Introduced date and up to Introduced date and up to Introduced date and up to Introduced date and up to Introduced date and up to Introduced date

Introduced but updated partly Introduced but updated partly Introduced but updated partly Introduced but updated partly Introduced but updated partly Introduced but updated partly Introduced but updated partly Introduced Minutes book Cash book General Ledger Loan Ledger Member Pass Saving cum Monthly Report Book attendance register

Figure 6.11: Record keeping in SHGs

The mission team needs to revisit to record keeping of SHGs, especially for cash book, general ledger and monthly report in both the sampled blocks. However, other SHG level records are poorer in the case of Intensive Block than Resource Block.

Table 6.46: Prioritization in MCP No. of sample SHGs Total number of Percentage of sample Block PFT undertaking sample SHGs with SHGs undertaking prioritization in MCP MCPs prepared prioritization in MCPs Aawda 12 15 80.00% Barganwa 12 17 70.59% Karahal Karahal 13 13 100.00%

Sesaipura 12 13 92.31% Sub-total 49 58 84.48% Chandpura 17 17 100.00% Lalitpura 14 15 93.33% Sheopur Manpur 10 12 83.33% Premsar 11 11 100.00% Soikala 12 13 92.31% Sub-total 64 68 94.12% TOTAL 64 132 48.48%

67 It was reported that the prioritization in MCPs is being done in both the sample blocks. However, there is need to revisit the MCPs for updating the prioritization as per current requirements. N(Karahal) = 26, N(Sheopur) = 55

Karahal Sheopur

100% 92% 93% 80%

60%

40%

20% 8%

%of sample SHGs receiving CIF 0% Through VO Direct to SHG Figure 6.12: Disbursement route of CIF to SHGs

In the sampled Intensive Block, CIF disbursement is routed through VOs to SHGs. However, the VOs in sampled Resource Block are in loose form and mostly, the disbursement route is direct to SHGs. Although the distribution of funds is done as per the MCP, however there is a need for updating the priorities in MCP. The immediate preferences of members have changed over time.

6.6 Comparative Analysis of findings from Quarter 1 and Quarter 2 As mentioned before, the themes of Process Monitoring during Quarter 1 were repeated during this quarter as well. In this section, a comparative analysis of the findings on the themes of Community Mobilization and SHG Formation and Strengthening, is presented for the two districts covered during the first two quarters, i.e. Sheopur and Mandla districts. The comparative analysis is presented in the following table.

Table 6.47: Comparative findings in Sheopur and Mandla Districts Theme / Observations from Mandla district Observations from Sheopur district Activities The village entry and environment building Same as in Mandla District exercises were conducted by the Mission PFT teams, including up to the PIP process, in both intensive as well as resource blocks. The Mission team of Resource Organisation (RO) was involved after completion of the Community PIP process. Mobilization and Intensive Block: In 64 of the 80 sample Intensive Block: In 28 of the 45 sample Identification of villages, pre-existing SHGs (active and non- villages, pre-existing SHGs (active and Social Capital active) were included in the NRLM fold. non-active) were included in the NRLM Resource Block: in 25 of the 31 sample fold. villages, old SHGs (active and non-active) Resource Block: In 41 of the 64 sample were included in the NRLM fold. villages, old SHGs (active and non- active) were included in the NRLM fold. Intensive Block: In 98 per cent of the In Intensive Block as well as Resource villages, old SHGs (active and non-active) Block, almost all the villages, pre-

68 Theme / Observations from Mandla district Observations from Sheopur district Activities were audited before including them in the existing SHGs (active and non-active) NRLM fold. were audited before including them in Resource Block: In almost all the villages, the NRLM fold. pre-existing SHGs (active and non-active) were audited before including them in the NRLM fold. Although audio-visual shows, nukkad Same as in Mandla District nataks, and songs were determined to be effective tools of communication, they were used in a few villages only. In the absence of standard guidelines and proper orientation or training, the team was not able to make use of appropriate communication tools and techniques. At times, the literate women available in In Sheopur district, it was observed that the villages are not interested in taking up preference is given to male BKs, even if the position of Book Keeper, as they are literate females are available, due to apprehensive of going to the other security issues for women in the area. members’ houses, due to the existing social barriers. Intensive Block: In 56 of the 80 sample Intensive Block: In 23 of the 45 sample Revival and villages, dormant and defunct groups were villages, dormant and defunct groups Strengthening of revived. were revived. Old POP SHGs Resource Block: In 18 of the 31 sample Resource Block: In 26 of the 64 sample (Target SHGs) villages, dormant and defunct groups were villages, dormant and defunct groups revived. were revived. The Mission team has included 67.5 per The Mission team has included 80.34 cent (61.12% of 9277 target households in per cent (78.92% of 18818 target Mandla block and 85.64% of 3267 target households in Intensive block and households in Niwas block) of the target 81.75% of 21038 target households in households into NRLM fold. Resource block) of the target households into NRLM fold. In the intensive block, in less than 20 per In the intensive block, 96 per cent cent sample SHGs, the funds were either sample SHGs, the funds were either distributed and used as per the MCP, or distributed and used as per the MCP, or equally distributed amongst all members. equally distributed amongst all However, in the resource block, in less than members. However, in the resource 15 per cent sample SHGs, the funds were block, 100 per cent sample SHGs, the SHG Formation either distributed and used as per the MCP, funds were either distributed and used and or equally distributed amongst all as per the MCP, or equally distributed Strengthening members. amongst all members. In the intensive block, the SHGs are In the intensive block, the SHGs are receiving CIF through the VOs in 96 per receiving CIF through the VOs in 92 per cent of sample SHGs, whereas in the cent of sample SHGs, whereas in the resource block, the CIF is disbursed directly resource block, the CIF is disbursed to the SHGs as most of the VOs are loose directly to the SHGs to 93 per cent, as VOs. most of the VOs are loose VOs. In Intensive Block 48 groups in NRLM fold In Intensive Block 20 groups in NRLM that are now inactive, non-functional or fold that are now inactive, non- dormant. However, in Resource Block 8 functional or dormant. However, in groups in NRLM fold those are now Resource Block 13 groups in NRLM fold inactive, non-functional or dormant. those are now inactive, non-functional or dormant.

69 CHAPTER 7: Best Practices

This chapter presents the various success stories identified during the course of the process monitoring study in Sheopur district, detailing the role played by the Mission in ensuring each of these cases are a success.

7.1 Case study 1: The Power of Gram Sangathan… District Block PFT Panchayat Village Sheopur Krarahal Karahal Piprani Karrai

The village Karrai, is mainly occupied by Gurjars and Sahariya tribes. Their main occupations are agriculture, daily wage labour and collection of medicinal and aromatic plants (MAPs). Earlier, the agriculture production was not sufficient due to lack of irrigation facilities and low soil depth (2-3 ft). Moreover, the villagers had to go to other places for 3-4 months for collection of MAPs.

With the start of the Mission, the women of this village were inspired to form groups. The Sahariya women also formed an SHG. Information regarding the group was furnished from time-to-time and with the involvement of two members from each group, the Karrai VO was formed. President, secretary and treasurer were made from Sahariya tribe. Regular meetings of the VO were started to discuss the problems of the groups, as well as social issues at the village level. In this reference, Kadi Bai, the President of the group, had taken up the issue of drinking water and irrigation water in village.

There was lack of irrigation and water facilities. Villagers had the land but no water to irrigate their fields and increase the agricultural production. People were not able to bore the land themselves, as the water level was too low. The depth of water level was 400ft which required huge amount of money. Males from the village had tried to secure intervention from various levels of governance, but could not succeed. These women, through their Village Organization, had tried to solve the problem with the help and guidance of the Ajeevika Mission. The women visited collector of Sheopur and

70 presented the problem. Considering the problem, the collector of Sheopur directed the Sahariya Development Agency to bore seven wells in village Karrai. As a result, presently there are seven bore well in the centre of the agricultural fields, which can feed 7-9 farms. About 60 houses are benefited from this. The electricity facilities were also given by electricity department.

The profits earned by the villagers are illustrated in the table below:

Activity Present status Future status Crop Jowar and Bajra Jowar, Bajra, Wheat, Soyabean, Mustard and vegetables Profit from 1 bigha Profit of Rs 6400 from Jowar Profit of Rs. 37500 from Wheat, per year and Bajra Soyabean, Mustard and vegetables Social Villagers move to other Beneficiaries can do farming places for 4 months throughout the year

Kadi Bai thanked the Ajeevika Mission and told that in coming year 2015-16 beneficiaries can have more than two types of crops.

7.2 Case study 2: Chandri brightens Piprani!! District Block PFT Panchayat Village Sheopur Karahal Karahal Piprani Piprani

Chandri belongs to scheduled tribe community and is the President of Sitaram group. Her family is very poor. There are eight family members in her family, with only 5 Bigha land to fulfil their needs.

According to Chandri, her group conducts meeting regularly. The members of the group participate in trainings being conducted under the Ajeevika Mission. Under this program, TERI, New Delhi had selected their group and gave provision to set-up a mini solar panel. Training was provided for installation and maintenance of the solar panel. Chandri had introduced herself as a successful trainee by attending the training regularly and a skilled entrepreneur for setting up of the panels.

At present, at least 40 houses receive electricity for 4 hours from the panels set up by Chandri. As per TERI, there was a condition that 10 members will get training but only one can get the panel. The company will take care of the panel only for one year. Thereafter, the amount

71 spent on the repair and maintenance will be borne by the beneficiary. Chandri took a loan of Rs. 20,000 from her group and paid the company. She successfully repaid the loan with interest to the group.

The beneficiaries pay Rs. 60 per month for every LED, while for 40 houses, it comes out to be Rs. 2400 per month.

7.3 Case study 3: Ratnis’s Dairy… District Block PFT Panchayat Village Sheopur Karahal Barganwa Chitara Chitara

Ratni of village Chitara has a total six members in the family. She has only 9 Bigha of barren land which was insufficient for raising crop. There was a need to improve livelihood. Ratni was influenced by the information on Village Organization under the Ajeevika Mission and decided to become a member of the group. Presently, she is the member of the Jujhaddev SHG and successfully holds the position of a secretary.

According to her, she takes part in the group meetings regularly. Initially, she took a small loan so that she can improve the fertility of her barren land. After one year, she put forward her ambition of starting up her dairy business to her group and took a big loan of Rs. 25,000. Ratni Bai started her dairy business with 13 buffaloes with the help of her savings and loan from the bank. At present, her business runs through the entire year. She is ably supported by her husband Hari Gujjar and in-laws.

Presently, her three buffaloes give approximately 25 litres of milk per day. The per litre selling price of milk is Rs. 40. Everyday, 1000 litres of milk is sold. From the rest of the milk, she prepares ghee and sells it. She repaid the loan by earning profit from the business. She told that being a member of an SHG has helped her family to grow economically, because of which she managed to convert her barren land into fertile land and then start her own dairy business as well.

72 7.4 Case study 4: Families benefitting together!! District Block PFT Panchayat Village Sheopur Karahal Sesaipura Partwada Aameth

Manisha Rajawat and her husband, Jai Singh Rajawat, of village Aameth are the helmsmen of Ajeevika Mission. The name of her group is Jai Maa Kali SHG, formed on 29.05.2012 with 13 members. She is successfully managing the group. Besides, her husband is also attached with the self- help group as its book keeper.

Manisha Rajawat is the President of her group Jai Maa Kali. Besides this, she is also handling the charge of secretary of their Village Organization.

Jai Singh Rajawat, from the start, is attached with the Ajeevika Mission by working as a book keeper. Apart from efficiently working as the book keeper of this group, he is also working as the book keeper of the VO. After being trained on master book keeping, he now also gives training of book keeping to others in the CLF centre. He is regularly receiving honorarium for giving such trainings. Currently, he prepares the report of Aameth VO of 15 members and earns Rs. 300 per meeting. He also selflessly supervises and guides the groups on maintenance of account statements.

Manisha and her husband, besides their own business, also collect NTFPs from fellow villagers, business as per guidelines prescribed under the Ajeevika mission. According to Rajawat family, encouraged by the Mission team and discussion within their VO, they took a loan of Rs. 25,000 from their group and started collecting NTFPs such as Mahua and other forest products. After keeping their small share of profit they pay the collectors on the basis of prevalent market rates. They also sell the NTFPs to the businessmen of Gwalior. They also pay bonus to the collectors from the village. The Rajawat family provides their full cooperation in the working of Ajeevika Mission in their village.

73 7.5 Case study 5: Do Bigha Zameen… District Block PFT Panchayat Village Sheopur Sheopur Lalitpura Kuhanjpura Kuhanjpura

Urmila Bai, wife of Ramdyal Berwa of village Kuhanjpura belongs to a poor family. They have a family of four members, of which their two children are studying.

Urmila Bai is attached with the group from the beginning of Ajeevika Mission. Regular meetings and transaction happens in the group. Urmila Bai has also improved her economic status after joining the group by taking a loan of Rs. 25,000.

Urmila Bai that she was very ill, and was desperately in need of money. She asked for money from her acquaintances, but failed. She then borrowed the money from her relatives against her 2 Bigha land. She recovered from her illness, but the family was still struggling to earn a livelihood. She needed money for her family and for redemption of her land. She worked as a daily wager to sustain the family. After consultation and discussion in the meeting of her group, she took a loan of Rs. 25,000 from the group, for redemption of land.

Now, she has redeemed her land from her relatives with the help of her group. She will pay the loan by doing labour work and raising agricultural crop.

7.6 Case study 6: Self-confidence of Kamlesh!! District Block PFT Panchayat Village Sheopur Sheopur Premsar Aasida Aasida

Kamlesh Bai is a member of an SHG in Aasida village and plays an active her role in the working of the group. Her family includes her husband Mahavir Berwa and three children. She has a small grocery shop and 3 Bigha land for agriculture.

The group has organized several regular meetings in compliance with Panchsutra. At present, her group has benefited from the trainings and facilities provided under the Mission. Timely transaction of money also takes place.

74 According to. Kamlesh, she has benefited immensely from being a member of an SHG. To sustain her family, she took a loan from her group. She took her first loan of Rs. 2,000 and putting in another Rs 2,500 of her own, she purchased a milk separation machine. She repaid the loan with interest on time. She took a second loan of Rs. 20,000 to buy buffaloes and to grow her own dairy business.

Kamlesh Bai has also taken advantage of other schemes. Under the Ajeevika mission, the CRPs from Andhra Pradesh had demonstrated and trained the members of the group on cultivation of vegetables and the CMSA model. Kamlesh then also took up this model and for this she utilized the backyard area which was earlier used for dumping garbage. She put in manure worth Rs. 4,000 and cultivated seven layers of vegetables. This fulfilled her requirement of vegetables. She cultivates all types of vegetables (such as bitter gourd, potatoes, garlic, squash, eggplant, okra, tomatoes, cucumber, pepper, etc.) since July 2014 till date and sells vegetables as well.

Today, all the villagers are inspired by Kamlesh and adopted her technique, for which she helps them. According to her, whenever required they can approach the group for any loan. Now, with the help of money from the group, she managed to purchase a motorcycle and fridge for her house!!

7.7 Case study 7: Bank Sakhi ‘Asha’ District Block PFT Panchayat Village Sheopur Sheopur Soikala Soikalan Soikalan

Asha Berwa is a common lady. Before joining the SHG, she was simple housewife. She did her schooling up to ninth standard and now works as a book keeper in Baba Thakurdev Self Help Group. Today, she is a Bank Sakhi of Central Madhya Pradesh Gramin Bank.

Initially, she was working as the book keeper in her group. The Ajeevika Mission had invited names for Bank Mitra/Sakhi. Appreciating her work, the Village Organization members inspired her for becoming a Bank Sakhi. The Mission team informed her that after getting the training of Bank Mitra/Sakhi, she has to work as

75 per the bank norms. Earlier, her family was not supporting her for this, but considering her self-confidence, they agreed.

She visited Jabalpur for eight days underwent the Bank Sakhi training. There, she got training on financial assistance and other bank related work.

As a Bank Sakhi, she has to help the women of all the groups, who visit the Central Madhya Pradesh Gramin Bank viz. help in filling the form of deposit and withdrawal. Apart from this, she is also doing the public support work and helps the people in solving their personal problems viz. opening new bank account. For this work, she receives an honorarium of Rs. 324 per day for which the bank first sends the approval to the Soikalan PFT team, and thereafter monthly payments are released from the DMMU.

7.8 Case study 8: Afsana ki bakriyaan!! District Block PFT Panchayat Village Sheopur Sheopur Chandrpura Kanapura Kanapura

Afsana Khan, 38 years old, is a member of Khwaja Garib Nawaj Ajeevika Self Help Group. Her husband Vakil Khan is an agent involved in sale of animals and often works in nearby areas such as Jaipur, Kota, etc. She has three school going children. Earlier, the economic condition of the family was not good and the only source of income was her husband’s work, which was insufficient for the livelihood.

After joining the group Afsana started saving and took a loan of Rs. 15,000 and bought two goats. With increase in the number of goats from two to six, she sold the goats for Rs. 35,000 and repaid the loan from the earned profit. Now, she does goat rearing. According to Afsana she has benefited immensely from being a member of the group. After improvement in her economic condition, she is planning to start her own business.

Afsana praised the members of the group for inspiring and helping her. She is thankful to the group and the people who have helped her to change her lifestyle, because of which her family is very happy.

76 Annexure I

Sample for the Process Monitoring of MPSRLM (Quarter 2: District Sheopur)

Gram No. of No. of sample SN District Block PFT Village Panchayat SHGs SHGs surveyed dykjuk dykjuk 1 Sheopur Karahal Aawda 8 1 lseYnk gosyh lseYnk gosyh 2 Sheopur Karahal Aawda 19 2 lseYnk gosyh jkeiqjk Mkax 3 Sheopur Karahal Aawda 5 1 e;kiqjk e;kiqjk 4 Sheopur Karahal Aawda 12 2 ekyhiqjk ekyhiqjk 5 Sheopur Karahal Aawda 10 1 ckoMhpkik ckoMhpkik 6 Sheopur Karahal Aawda 14 2 ckoMhpkik jh>k 7 Sheopur Karahal Aawda 2 1 ljtwiqjk ljtwiqjk 8 Sheopur Karahal Aawda 10 1 ljtwiqjk elkouh 9 Sheopur Karahal Aawda 15 2 cq[kkjh cq[kkjh 10 Sheopur Karahal Aawda 13 2 cq[kkjh pdethniqj 11 Sheopur Karahal Aawda 16 2 dsykj dsyksj ¼dsjdk] Hkkstdk] lkjlYyk] lkoMh½ 12 Sheopur Karahal Aawda 17 2 cjxok cjxaok 13 Sheopur Karahal Barganwa 21 3 enuiqj igkMh 14 Sheopur Karahal Barganwa 4 1 fprkjk fprkjk 15 Sheopur Karahal Barganwa 11 2 fprkjk nqcMh 16 Sheopur Karahal Barganwa 6 1 Mksc Mksc 17 Sheopur Karahal Barganwa 6 1 x<+yk x

77 Gram No. of No. of sample SN District Block PFT Village Panchayat SHGs SHGs surveyed irZokMk pkaniqj 36 Sheopur Karahal Sesaipura 4 1 lslbZiqjk lslbZiqjk 37 Sheopur Karahal Sesaipura 22 2 lslbZiqjk dVhyk 38 Sheopur Karahal Sesaipura 8 1 lslbZiqjk fd'kuiqjk pd 39 Sheopur Karahal Sesaipura 5 1 ckalsM dqjkpksj [kqnZ 40 Sheopur Karahal Sesaipura 3 1 eksjkou ekjskou 41 Sheopur Karahal Sesaipura 14 2 eksjkou iVkjh 42 Sheopur Karahal Sesaipura 1 1 djkgy xkso/kkZ [kqnZ 43 Sheopur Karahal Sesaipura 6 1 esgjckuh ckWadjh 44 Sheopur Karahal Sesaipura 6 1 esgjckuh [kksgjh 45 Sheopur Karahal Sesaipura 8 1 eBsiqjk eBsiqjk 46 Sheopur Sheopur Chandpura 7 1 vtkiqjk vtkiqjk 47 Sheopur Sheopur Chandpura 13 2 tkuiqjk tkuiqjk 48 Sheopur Sheopur Chandpura 8 1 yqM HklqUnj 49 Sheopur Sheopur Chandpura 5 1 jkexkoMh ihiYnh 50 Sheopur Sheopur Chandpura 8 1 rqylsQ rqylsQ 51 Sheopur Sheopur Chandpura 11 1 gyxkoMk gyxkoMkcqtqxZ 52 Sheopur Sheopur Chandpura cqtZx 6 1 dukiqj dukiqj 53 Sheopur Sheopur Chandpura 15 2 es[kMkgsMh es[kMkgsMh 54 Sheopur Sheopur Chandpura 15 2 es[kMkgsMh fcys.Mh 55 Sheopur Sheopur Chandpura 5 1 vykiqjk vykiqjk 56 Sheopur Sheopur Chandpura 11 2 i.Mksyk i.Mksyk 57 Sheopur Sheopur Chandpura 30 3 ik.Mksyh djuk[kssMyh 58 Sheopur Sheopur Chandpura 9 1 yfyriqjk yfyriqjk 59 Sheopur Sheopur Lalitpura 7 1 izseiqjk ihiYnk 60 Sheopur Sheopur Lalitpura 2 1 cklksan cklksan 61 Sheopur Sheopur Lalitpura 8 1 cklksan /kkukSn 62 Sheopur Sheopur Lalitpura 1 1 dqMk;Fkk dqMk;Fkk 63 Sheopur Sheopur Lalitpura 9 1 dqMk;Fkk Bhdfj;k 64 Sheopur Sheopur Lalitpura 1 1 cksjnkosnk cksjnsonk 65 Sheopur Sheopur Lalitpura 2 1 mnksariqjk mnksariqjk 66 Sheopur Sheopur Lalitpura 4 1 dqgktiqjk dqgktiqjk 67 Sheopur Sheopur Lalitpura 13 2 edMkonk edMkonk 68 Sheopur Sheopur Lalitpura 14 2 jrkS?ku jrkS/ku 69 Sheopur Sheopur Lalitpura 28 3 gyxkoMk[kqnZ ouMh 70 Sheopur Sheopur Lalitpura 9 1 u;kxkors[k.M esM[ksMh 71 Sheopur Sheopur Lalitpura 8 1 ykMiqjk xksBjk 72 Sheopur Sheopur Manpur 4 1 ykMiqjk Qqynk 73 Sheopur Sheopur Manpur 9 1 tSuh tSuh 74 Sheopur Sheopur Manpur 5 1

78 Gram No. of No. of sample SN District Block PFT Village Panchayat SHGs SHGs surveyed dk'khiqj dk'khiqj 75 Sheopur Sheopur Manpur 6 1 gkflyiqj gkaflyiqj 76 Sheopur Sheopur Manpur 9 1 gkflyiqj cxnjh 77 Sheopur Sheopur Manpur 8 1 pdceqY;k Vgyk 78 Sheopur Sheopur Manpur 3 1 ekuiqj ekuiqj 79 Sheopur Sheopur Manpur 18 2 tkons'oj tkons'oj 80 Sheopur Sheopur Manpur 6 1 rykonk rykonk 81 Sheopur Sheopur Manpur 7 1 rykonk Åpk[ksMk 82 Sheopur Sheopur Manpur 6 1 toklk vkouh 83 Sheopur Sheopur Manpur 3 1 izselj izselj 84 Sheopur Sheopur Premsar 8 1 ikuMh Mkojlk 85 Sheopur Sheopur Premsar 8 1 vMokM vMokM 86 Sheopur Sheopur Premsar 8 1 daojlyh doajlyh 87 Sheopur Sheopur Premsar 7 1 vklhnk vklhnk] 88 Sheopur Sheopur Premsar 7 1

79 Annexure II

Survey Instruments

Annexure II (e) : Survey Instrument – Social Inclusion Annexure II (f) : Survey Instrument – Establishment of Systems (Norms and Practices)

80 Annexure II (E)

MPSRLM: PROCESS MONITORING – SOCIAL INCLUSION

A. MEMBERS OF GROUP INTERVIEW District/DMMU: Date: Block: PFT: GP: Village: Name(s) and Designation of Representative(s) present: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Name of survey team member(s):

B. SOCIAL INCLUSION SN Question Options Code SKIP B.1 What were the approaches Interactive Approach – Regular field visits by the PFT 1 followed for identification members, Mobilisation by CRPs of vulnerable households Consultative Approach – Mobilisation by existing SHGs/VOs 2 to be included into SHGs? Participatory Approach – Well-being / Wealth Ranking 3 exercise, etc. [Multiple Response] Any other (specify______) 4 B.2 What were the methods used for well- Old list of WBR prepared by other project 1 being assessment in the project area? New list of WBR prepared by MPSRLM project 2 Old list of WBR updated by MPSRLM project 3 [Multiple Response] Any other (specify______) 4 B.3 In how many days was the WBR exercise conducted? ______Days B.4 Is the WBR representative of: Yes No A Different social groups in the village 1 2 B Different hamlets 1 2 C Migratory population 1 2 D Any other (specify______) 1 2 B.5 Who did the categorization of families in External CRP/PRP 1 different categories following the WBR Internal CRP 2 exercise? Community / caste leaders 3 MPSRLM staff 4 [Multiple Response] Village community 5 Any other (specify______) 6

81 B.6 Were any criteria developed for categorization of families in different Yes 1 categories following the WBR exercise? No 2 B.7 Who decides the criteria for categorization External CRP/PRP 1 of families in different categories following Internal CRP 2 the WBR exercise? Community / caste leaders 3 MPSRLM staff 4 [Multiple Response] Village community 5 Any other (specify______) 6 B.8 Is the list prepared after categorization of families displayed in a Yes 1 public space? No 2 B.9 Has the list of categorization of families been approved by the Yes 1 Gram Sabha? No 2 B.10 Has the list of categorization of families been updated after Yes 1 being approved? No 2 B.11 What were the strategies Spatial and Geographical targeting 1 followed to ensure Social group targeting 2 inclusion of socially Economic or occupation based targeting 3 excluded sections in the Focus on marginalized women and other vulnerable groups 4 project? (widows, women headed HHs, old persons, people with disabilities, etc.) [Multiple Response] Focus on people involved in hazardous occupations (mining, 5 stone crushing, wood carving, etc.) Covering areas with poor infrastructure and poor connectivity 6 Covering disaster prone remote areas 7 Special initiatives in conflict prone interior pockets 8 Special thrust on socially invisible groups (e.g. PVTGs) 9 Any other (specify______) 10 B.12 What are the Segment of societies/ communities especially SC, ST, PTGs, Nomadic 1 different social Tribes, De-notified Tribes, Isolated/neglected communities groups Disadvantaged groups (orphans, widows, old-aged, people with 2 categorized in the disabilities, etc.) project for finding Low income 3 out shift of Low standard of living 4 households within Manual Scavengers 5 social groups Bonded labourers 6 (changes in People working in hazardous occupations 7 proportion of poor Communities affected by/displaced by natural 8 and non-poor calamities/developmental projects households over Communities living in disturbed areas 9 the time) for social Minorities 10 inclusion? Daily wage/labourers 11 Migrant labourers 12 [Multiple Residing in concentrated geographical locations 13 Response] Marginalised groups (due to poor infrastructure and facilities/services) 14 Any other (specify______) 15

82 B.13 What were the major criteria followed for defining poverty? A Criteria 1 B Criteria 2 C Criteria 3 D Criteria 4 E Criteria 5 F Criteria 6 G Criteria 7 B.14 What were the major Lack of sustainable livelihood sources 1 vulnerability and risk Shocks 2 factors which affected Seasonal variations in weather/climate 3 poverty status in the Man-made disasters 4 project villages? Cultural Practices/Traditional customs 5 Lack of social security system at community level 6 [Multiple Response] Migration 7 Any other (specify______) 8 B.15 What were the criteria Areas/Regions/Villages suffering from physical segregation 1 followed for assessment of Do not have access to their basic rights and entitlements 2 vulnerability in the project High presence of vulnerable groups (orphans, widows, old- 3 area? aged, people with disabilities, etc.) Exclusion occurs due to migration 4 [Multiple Response] Any other (specify______) 5 B.16 What were the methods used for Door to door Survey / visit Method 1 vulnerability assessment in the project Meetings & FGDs 2 area? Workshop(s) 3 Use of WBR / WR 4 [Multiple Response] Any other (specify______) 5 B.17 What were the special efforts made for vulnerable groups by the project? A Effort 1

B Effort 2

C Effort 3

D Effort 4 B.18 Did the project make any exemption / privilege for the vulnerable Yes 1 groups? No 2 Go to B.20 B.19 What were the exemption(s) / Priority in coverage (SHG membership) 1 privilege(s) made for the vulnerable Priority in inter-loaning 2 groups? Priority in improving access to other govt. schemes 3 [Multiple Response] Any other (specify______) 4 B.20 Did the project have any strategy to bring leftover vulnerable Yes 1 families in to SHG fold? No 2 Go to B.22 B.21 Specify the strategy(ies) adopted to bring Regular follow-up by the PFT members 1 leftover vulnerable families into SHG fold? Regular interactions by the Internal CRPs 2 Exposure visits 3 [Multiple Response] Sharing of case studies / caselets 4 Any other (specify______) 5

83 B.22 Special efforts Options Yes No towards most A Social protection Schemes 1 2 vulnerable families? B Financial inclusion Schemes like Jan Dhan Yojna, SHG Account 1 2 C Availability of alternative Livelihood Options 1 2 D Asset Building for food security 1 2 E Availability of Emergency fund 1 2 F Benefits of health Supportive schemes 1 2 G Benefits of Nutrition supportive schemes 1 2 H Vulnerability Relief Fund 1 2 J Any community practices (Specify______) 1 2 B.23 What is the priority in SHG Priority in government scheme benefits 1 norms for most vulnerable Priority in coverage 2 members? Priority in MCP preparation 3 Priority in inter-loaning 4 [Multiple Response] Priority in distribution of RF/CIF/bank loan/etc. 5 Any other (specify______) 6 B.24 How is the SHG Through increased awareness level 1 members’ Through increased literacy level 2 empowerment Through increased self-confidence level 3 visible in your Through increased participation in decision-making at HH level 4 groups? Through increased participation and decision-making at community 5 level (Gram Sabha, other forums, etc.) [Multiple Through improved linkage with other stakeholders 6 Response] Through better accessibility of other government schemes 7 Through community initiatives for social change and rights/entitlements 8 Note: Probe Through community monitoring of government schemes by SHG/VO 9 only, do not Through increased attendance of children in schools 10 prompt Through improved income / financial status 11 Any other (specify______) 12 B.25 After SHG formation, did social affinity improve in your village? Yes 1 No 2 Go to B.27 B.26 How is the improved social affinity United action against social evils (alcoholism, dowry, 1 visible in your village? child marriage, etc.) Joint efforts against village issues / problems 2 [Multiple Response] Dispute resolution (property, etc.) 3 Helping vulnerables (orphans, disabled, old aged, etc.) 4 Any other (specify______) 5 B.27 What is the expectation of Increased savings 1 vulnerable groups / families Increased skills / knowledge 2 towards change(s) required? Increased source of income 3 Increased number of livelihood sources / diversification 4 [Multiple Response] Food security 5 Asset building 6 Decreased in expenditure on Health 7 Increased say in SHG meetings / Gram Sabha 8 Access to government schemes 9 Access to rights and entitlements 10 Any other (specify______) 11

84 B.28 Women Identity: Identity (Options) Rank Rank the different identities that A Wife SHG members perceive B Mother themselves of as: C Daughter-in-law D SHG member E SHG leader F Earning member (Farmer, labourer, employee, etc.) G PRI Representative (Sarpanch/Panch/etc.) H Voter J Any other (specify______) B.29 Women Entitlements: Options Rank Rank the different A Job Card types of women B Bank Account entitlements options C Kisan Credit Card (KCC) possessed by SHG D Ration Card members in the E Aadhar Card project area: F JachaBachha Card G RSBY Card (RashtriyaSwasthyaBima Yojana) / Antodaya Card H Any other (specify______) B.30 Asset ownership by Women: Assets Rank Rank the different types of assets possessed by A Land / House / Shop title SHG members in the project area: B Ornaments C Livestock D Any other (specify______) B.31 Social Security: Rank the different types of Type of Social Security Benefits Rank social security benefits being availed by SHG A Old-age pension members’ in project area: B Widow pension C Disability pension D Ladli Laxmi Yojna E CM Kanyadaan Yojana F Janani Suraksha Yojana G Indira Awas Yojana H Any other (specify______)

85 Annexure II (F)

MPSRLM: PROCESS MONITORING – ESTABLISHMENT OF SYSTEMS (NORMS & PRACTICES)

A. MEMBERS OF GROUP INTERVIEW District/DMMU: Date: Block: PFT: GP: Village: Name(s) and Designation of Representative(s) present: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Name of survey team member(s):

B. ESTABLISHMENT OF SYSTEMS (NORMS AND PRACTICES) SN Question Options SKIP B.1 Type of System / Mechanism By Norm: In Practice: After inclusion After inclusion in the project in the project A SHG Before disbursal of Revolving Grading Parameters Grading / Fund (RF) Who Grades? MCP Before disbursal of Community MCP Appraisal Appraisal Investment Fund (CIF) Parameters Who Appraises? Vulnerability Reduction Fund MCP Appraisal (VRF) Parameters Who Appraises? Livelihoods / Layering Fund (LF) MCP Appraisal Parameters Who Appraises? Before credit linkage (1st Grading Parameters linkage) Who Grades? Before credit linkage Grading Parameters (subsequent linkages) Who Grades? Before disbursal of any other Grading Parameters fund (specify) Who Grades? B Disbursement RF Submission of In months of Funds proposal Amount Disbursement In months Amount

86 CIF Submission of In months proposal Amount Disbursement In months Amount VRF Submission of In months proposal Amount Disbursement In months Amount Bank First Dose Submission of In months Loan proposal Amount Disbursement In months Amount Second Submission of In months Dose proposal Amount Disbursement In months Amount Third Dose Submission of In months proposal Amount Disbursement In months Amount Fourth Dose Submission of In months Onwards proposal Amount Disbursement In months Amount C MCP / MIP DMMU Level Time (In months) Preparation Training Content Training No. of sessions/day Who attended? Who provided training (detail technical expertise)? PFT Level Time (In months) Training Content No. of sessions/day Who attended? Who provided training (detail technical expertise)? CRP Level Time (In months) Training Content No. of sessions/day Who attended? Who provided training (detail technical expertise)? VO / SHG Level Time (In months) Training Content No. of sessions/day Who attended? Who provided training (detail technical expertise)?

87 D MCP / MIP Preparation Availability of standard format Who prepares? Time (In months) Submission to VO (or loose VO for RB) Submission to PFT Demand of funds from DMMU Who appraises? Who sanctions? If CRP is preparing MCP, is it paid? E What is the percentage MCP/MIP Option Reasons for rejection and reasons of MCP / Submission MIP rejections? 1st time submission 75-100% 50-75% 25-50% 0-25% 2nd time submission 75-100% 50-75% 25-50% 0-25% By Norm: In Practice: After inclusion After inclusion in the project in the project F Training on DMMU Time (In months) Preparation of Level Training Content documents for Who attended? Bank Linkage Who provided the training? PFT Level Time (In months) Training Content Who attended? Who provided the training? VO / SHG Time (In months) Level Training Content Who attended? Who provided the training? G Bank linkage DMMU Coordination and Networking with and providing Level Banks (including DLCC) handholding Sensitization of bankers support Documents preparation Introduction at Banks for account opening and credit linkages Assist in timely repayment of loan PFT Level Coordination and Networking with Banks (including BLCC) Sensitization of bankers Documents preparation Introduction at Banks for account opening and credit linkages Assist in timely repayment of loan

88 VO / SHG Coordination and Networking with Level Banks Sensitization of bankers Documents preparation Introduction at Banks for account opening and credit linkages Assist in timely repayment of loan H SHG Database DMMU Time (In months) Management Level Training Content Training Who attended? Who provided training? PFT Level Time (In months) Training Content Who attended? Who provided training? VO / SHG Time (In months) Level Training Content Who attended? Who provided training? I SHG Database DMMU Availability of proper infrastructure updation, Level Availability of standard reporting uploading and formats hand-holding Regular schedule of reporting? support Person responsible for data updation? Person responsible for data uploading? Person responsible for data source? Person responsible for data review & validation? Frequency of data review and validation PFT Availability of proper infrastructure Level Availability of standard reporting formats Regular schedule of reporting? Person responsible for data updation? Person responsible for data source? Person responsible for data review & validation? Frequency of data review & validation VO / Availability of proper infrastructure SHG Availability of standard reporting Level formats Regular schedule of reporting? Person responsible for data updation? Person responsible for data collection? Person responsible for data review & validation? Frequency of data review & validation

89 B.2 Coordination, support and supervision at (Person responsible for): By Norm: In Practice: After inclusion After inclusion in the project in the project A DMMU Preparation of Annual Action Plan (AAP) Level Review of AAP Prep. of implementation plan (after approval of AAP) Monitoring of implementation plan through the year Monitoring frequency? Identification of deviations (physical targets) Identification of deviations (financial targets) How are the deviations addressed? B PFT Level Preparation of Annual Action Plan (AAP) Review of AAP Prep. of implementation plan (after approval of AAP) Monitoring of implementation plan through the year Monitoring frequency? Identification of deviations (physical targets) Identification of deviations (financial targets) How are the deviations addressed? B.3 Strengthening of Social Capital: What were the different types of capacity building programmes / packages executed by the project for strengthening of Social Capital since inception of the project? Type(s) of Social Planned / Exposure Induction/ Thematic Workshop Any other Capital Executed Visit Orientation training (specify__ Training ______) A Book Keepers Planned (in nos.) Executed (in nos.) B Active Women Planned (in nos.) Executed (in nos.) C Master Book Planned (in nos.) Keepers Executed (in nos.) D MCP Trainers Planned (in nos.) Executed (in nos.) E Livelihood Planned (in nos.) Promoters Executed (in nos.) (Agri/AH CRPs) F Gender CRPs Planned (in nos.) Executed (in nos.) G Bank Mitra Planned (in nos.) Executed (in nos.) H Community Planned (in nos.) Activist Executed (in nos.) J Any other Planned (in nos.) (specify_____) Executed (in nos.)

90 B.4 Strengthening of Social Capital: Payment of honorarium for the Social Capital: Stakeholders Planned / Actual Mission / SHGs VOs Any other Project (specify______) A Book Keepers Planned 1 2 3 4 Actual 5 6 7 8 B Active Women Planned 1 2 3 4 Actual 5 6 7 8 C Master Book Keepers Planned 1 2 3 4 Actual 5 6 7 8 D MCP Trainers Planned 1 2 3 4 Actual 5 6 7 8 E Livelihood Promoters Planned 1 2 3 4 (Agri/AH CRPs) Actual 5 6 7 8 F Gender CRPs Planned 1 2 3 4 Actual 5 6 7 8 G Bank Mitra Planned 1 2 3 4 Actual 5 6 7 8 H Community Activist Planned 1 2 3 4 Actual 5 6 7 8 H Any other (specify______) Planned 1 2 3 4 Actual 5 6 7 8 B.5 Services delivered to SHGs by: A Book Keeper SHG accounting 1 Regular maintenance of books of accounts 2 [Multiple response] Facilitate SHG loan repayment 3 Facilitate the paperwork for CCL 4 Ensure accounting related transparency 5 Preparation of VO report 6 Any other (specify______) 7 B Active Women Facilitate mobilization of poor women into SHGs 1 Explain SHG related processes to members 2 [Multiple response] Ensure meeting process is properly followed 3 Teach the illiterate women to read and write 4 Maintain paperwork 5 Assess needs of SHG members (training related, finance related, etc.) 6 Building a positive environment 7 Conflict resolution 8 Any other (specify______) 9 C Master Book Keeper Training of Book Keepers 1 Hand-holding support to BKs 2 [Multiple response] Any other (specify______) 3 Any other (specify______) 4 D MCP Trainers Training for MCP preparation 1 Hand-holding support for MCP preparation 2 [Multiple response] Support to MCP appraisal and approval process 3 Any other (specify______) 4

91 E Livelihood Promoters Identification of relevant livelihood options 1 (Agri / AH CRPs) Hand-holding support to SHG members for IGA 2 [Multiple response] Any other (specify______) 3 F Gender CRP Gender sensitization 1 Promoting collective social action 2 [Multiple response] Promoting awareness and access to women rights and entitlements 3 Any other (specify______) 4 G Bank Mitra Liaise with banks 1 Hand-holding support to SHGs for bank linkage 2 [Multiple response] Support to SHGs for documentation / paperwork 3 Any other (specify______) 4 H Community Activist Book keeping support to VOs 1 Capacity building of VOs 2 [Multiple response] Hand-holding support to VOs 3 Monitoring of VO activities 4 Any other (specify______) 5 J PFTs Mobilization and concept seeding of SHG 1 SHG Formation and Strengthening 2 [Multiple Formulation of rules / norms / base documents of SHGs 3 response] Book keeping and documentation support to SHGs 4 Identification, audit and revival of non-active/defunct SHGs 5 SHGs Bank and Credit Linkages 6 Updating SHG Database 7 Performance Appraisal / evaluation of Book Keeper and payment system 8 Capacity building of SHG including handholding training, exposure visits, etc. 9 Selection of good SHGs for formation of federations (village organisations) 10 Addressing of social issues by SHGs 11 Conflict / problem resolution 12 Any other (specify______) 13 Any other (specify______) 14 K DMMU Grading of SHG 1 Financial literacy 2 [Multiple response] Micro Planning (MCP/ MIP Preparation) 3 Entrepreneurship and Income Generation Activities of SHGs 4 Business Development & Market Linkages 5 Disbursement and management of RF, CIF and VRF 6 Development of self-monitoring system 7 Review of records / books of accounts 8 Physical and Financial Monitoring and Evaluation 9 Leadership and Gender Mainstreaming 10 Maintenance of SHG MIS 11 Conflict / problem resolution 12 Any other (specify______) 13

92 L Bankers Opening of Bank Account 1 Financial Literacy 2 [Multiple response] Preparation of financial documents 3 Fixing the CCL 4 Grading of SHGs 5 Loan disbursement 6 Loan recovery 7 Any other (specify______) 8 B.6 How is the idle fund identified? By regular monitoring of Saving account 1 By regular monitoring of cash box 2 [Multiple Response] By regular monitoring of inter-loaning system 3 By regular monitoring of loan repayment 4 Any other (specify______) 5

93 Annexure III

Quality Control and Management

This section presents the framework adopted for quality control and management of the deliverables prepared as part of the Process Monitoring of MPSRLM. A3.1 Framework for Quality Management of deliverables

InsPIRE has an in-house quality control management framework ‘ANTARA5’ and a ‘Project Management Unit (PMU)’ to keep a check and control on timely submission of all project deliverables. The communication and data management team provided direct support for quality check for all project processes. Also, the Project Management Unit circulated the deliverables for internal scrutiny, and this exercise helped to maintain the quality of all deliverables such as reports, success stories and policy documents.

Apart from this, the team developed “Qualitative and Quantitative Review Protocols” and followed these to maintain consistency and follow an evidence-based approach to identify the findings on a factual basis.

A3.2 Qualitative Survey Protocols During the process of qualitative data collection, the following steps of the protocol were adopted for quality control on the data collection process.

Careful note taking during an interview is critical. Hence, a person was dedicated only to note taking. Note taking was undertaken in a format finalized in consultation with the client, so that the flow of the notes is same across all the interviews / stakeholders. Each interview and focus group discussion was individually written up, and contained identifying information including the time and place of the interview, the subjects covered, the persons providing information, the field team members conducting and documenting that interview, and other relevant information. Formats which can assist in this documentation process as well as to support data analysis and synthesis were also developed.

The documentation expert set aside time immediately after every activity to review what they had written as this was likely needed to be edited, expanded or explanatory comments added. If too much time passes before the notes are reviewed and refined, it will become more difficult to make sense of or follow up on any partial, confusing or contradictory information and valuable information will be lost forever. Hence, it was also recommended that after going back from the field, the team will dedicate quality time for sharing notes and give feedback on important findings that seem to be emerging and the additional questions that the team needs to ask to better understand these findings. The team was also guided to discuss what has gone well and what is missing.

5 Through ANTARA, a team of professionals and communication experts from the PMU manages day-to-day project activities and project deliverables (including technical and financial reports). It has significant contribution for managing key documents which InsPIRE produces as deliverables of projects funded by the Government, bi-laterals and multi-laterals.

94 While taking notes, the documentation expert focused first and foremost on documenting the key points being made, using as much of the informant’s own language as possible. It may have become necessary to paraphrase especially long responses, but endeavour was made to capture in full quotes and the most important statements made by the informant. The expert also indicated in the notes the topics where there was an especially heated discussion or strong agreement or disagreement.

The analysis of qualitative information did not only look for the major themes that cut across groups, but also at the key insights that might have been shared by only one person. While analyzing, different aspects and contextual themes were considered to build theories around the broad areas of: Context, Internal Consistency, Frequency, Extensiveness, Intensity and Specificity.

A3.3 Quantitative Data Collection Protocols During the process of quantitative data collection, the following steps of the protocol were adopted for quality control on the data collection process:  Data Editing – After field editing, questionnaires were returned to the main survey office for data processing. The processing operation consists of office editing, coding of ‘other’ category – open ended questions, data entry, and editing inconsistencies identified by the computer programs.

Initiating Evaluation work Adherence to Research / Sampling Design

Spot Check and Observation 50 % During Field work Back Check 20 %

Re interviews As required

Data Editing During/After Field work Data Scrutiny

Data Coding

Data Entry After Field work Ensuring 99.98% accuracy Data Validation

Data cleaning - Validity check - Range check Submission of cleaned data set

Figure A3.1: Overview of Quality Control Mechanism during Evaluation

 Data Scrutiny – The office scrutiny was done by a team which included the investigators who had participated in training. While in scrutiny, an attempt was made to scrutinize schedules in a manner to make it easy to be entered as per the programme.

95  Data Entry – The data entry and validation work of the survey was handled by either using MS Excel.

 Data Cleaning – Once the data was stored in the computer, the next task was to eliminate the more obvious errors that may have occurred during the data collection, coding and input stages. An edit program was specified, with a set of instructions for the computer package used that automatically examined, and drew attention to, any record that appeared to have an error in it.

 Data Analysis Plan – The data analysis / tabulation plan was prepared by the team members, in consultation with the advisory etam. The tabulation plan was finalized in consultation with the client. The required tables for quantitative data collected were then generated using the latest version of analysis software. A content analysis format was developed for interviews and qualitative components of the study. This process eventually helped in integrating the report at project level.

 Ensuring Data Check – It was ensured that all data checks i.e. a) validation check, b) range check and c) consistency checks were in place to provide accurate, complete and consistent information. . Validity check: Validity check ensured that the record identifiers, invalid characters, and values have been accounted for; essential fields have been completed (e.g.: no quantity field is left blank where a number is required). . Range checks: All data was tested for range check to ensure that all data fields containing information fall within a specified range. . Consistency checks: The data entry programme was developed in such a way that it had built-in checks to ensure data consistency. These checks may not have eliminated all the errors introduced during the data collection, coding and data input phases, but certainly minimized the errors.

96