KUDUMBASHREE
DAY NRLM Annual Action Plan
2017-18
1 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CONTENTS
1 Introduction 3
2 Phasing plan 5
3 Review of Progress of AAP 2016-17 6
4 Social Mobilization, Institution Building and 11 Capacity Building – Strategies and key activities
5 Financial Inclusion – Strategies and Key Activities 17
6 Livelihoods 19
7 Convergence, Pilots, Innovations and Partnerships 25
8 Systems 31
9 Other Activities 33
10 Timeline of Activities 34
11 Summary of Costs 35
12 List of Tables 36
13 Tribal special interventions in four districts Annexure – 1 A Project towards the social, financial and 14 livelihood inclusion of endosulphan victims and destitutes & mentally challenged persons Annexure – 2
15 Elderly Inclusion Project (NRLP) Annexure – 3 Comprehensive tribal and particularly vulnerable 16 Annexure – 4 tribal group development project (Attapady) 17 Kudumbashree NRO Annexure – 5
2 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 1
Introduction
The NRLM programme started in the State in 2012–13 with an objective to facilitate institution building and capacity building of grassroots institutions of the poor resulting in generation of social capital, social & financial inclusion and improvement in livelihoods. Under the Annual Action Plans (AAPs) of 2013-14, 2014-15, 2015-16 and 2016-17, Kudumbashree has undertaken various initiatives towards institution building and capacity building, social inclusion and social development and livelihood enhancement. Kudumbashree focused on social and financial inclusion of vulnerable sections like PwD and coastal population, and capitalization of institutions of poor in 2016-17 under NRLM. Further, in order to sustain livelihoods of the poor, Kudumbashree complemented the livelihood collectives with capacity building and other technical trainings. The fund received and the expenditure over the years furnished below.
Fund Received & Expenditure (Rs. In lakh) Year Budget Allocation/Sanction Fund Released Expen % of Remarks Central State Total Central State Total diture Expendi ture 2012- 3938 1312 5250 1969 0 1969 1869 92 No state share 13 received during the year 2013- 2007 669 2676 2620.9 656 3276.9 3043.17 86 Central share of 14 2012-13 Rs.1617.40 and State share Rs.656 also received during the year 2014- 819 273 1092 1413 471 1884 2257.7 95 Central share of 15 2013-14 Rs.1003.5 and State share Rs.471also received during the year 2015- 849.05 566.03 1415.08 621.44 545.65 1167.09 1337.02 96.7 Central share of 16 2014-15 Rs.267.67 and State share Rs.207.14 also
3 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 received during the year
2016- 688 460 1148 996.26 664.17 1660.43 1345.90 61% Central share of 17 (up 2015-16 to Rs.651.87 and Januar State share y Rs.434.58 also 2017) received during the year Total 8301.05 3280.03 11581.08 7620.6 2336.82 9957.42 9957.42
4 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 2
Phasing plan
DAY NRLM has strengthened Kudumbashree Mission in its endeavour to eradicate absolute poverty from the State by facilitating organisation, institution building and capacity building of the institutions of the poor. From its very inception, Kudumbashree has attempted to bring every poor woman in the state within its fold and as a result, today Kudumbashree has universal coverage in every ward and every Panchayat, and nearly every hamlet. The Kudumbashree/NRLM foot print is given below in a nutshell.
NRLM Foot print achieved Cumulative numbers
Number of Districts / Blocks 14 / 152
Number of Neighborhood Groups (SHGs)/members 2,35,037 / 35,60,659
Number of Area Development Societies (Village Organisations) 15,995
Number of Community Development Societies (Cluster level 978 Federations)
Number of JLGs groups / members 49,853/ 1,99,412
Number of Micro Enterprises (MEs received Kudumbashree 30,000 subsidy. MEs started with internal loan not included)
Number of Livelihood Collectives 10
However, Kudumbashree envisages inclusion of all vulnerable poor into NHGs (Self Help Groups and their federations), all NHGs follow Panchasutras/Dashasutras, creation of large pool of social capital, poor households access multiple doses of investments, creation of sustainable livelihoods and enhancement of household level income, as part NRLM phasing plan. In the coming years, Kudumbashree would focus on saturation/expansion of coastal and tribal population as well as inclusion of Elderly, PwDs, Transgenders, endosuphan affected families, mentally challenged, Migrant labourers and destitutes.
5 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 3
Review of Progress of AAP 2016-17
a. Physical progress in key areas of implementation :
No. Program Progress 1 Institution Capacity building of more than 100 State Mission Staff Building & conducted. Training of 95 State & District level Master Capacity Building Trainers in IB & CB and 175 District & Block level Master Trainers in ME also conducted. Transaction based MIS has been piloted in Edapally block of Ernakulam district. 2 Social Inclusion & Tribal interventions such as deployment of 225 CRPs, Social conduct of 15 Ooru Adalaths and identification & Development training of 260 book keepers for tribal NHGs undertaken. It is planned to train 50 Master Trainers (3 to 4 per district) in SI & SD with particular focus on tribal communities in the month of March, 2017. Kudumbashree has also undertaken several activities in tribal areas in convergence with ST Department such as Community Kitchen.
As part of social inclusion of vulnerable communities especially PwDs and coastal population into functionally effective and self-managed institutions, provided Revolving Fund to 100 PwD NHGs and CIF to 90 coastal CDSs as corpus to meet the members’ credit needs.
As part of inclusion of mentally challenged and endosulphan affected families, a special programme initiated in Kasaragod District. Mobilisation of affected families into special NHGs initiated. A detailed plan of action developed and proposed to be submitted along with AAP of 2017-18.
Under Women Empowerment and Gender, 320 Woman Counsellors have been selected and trained. A counselling day observed at the grass root level with support of LSGIs. These 320 counsellors are working as the community counsellors and collaborate with Gender Corner and Snehitha Gender Help Desk of Kudumbashree.
6 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 3 Financial Kudumbashree provided Revolving Fund (RF), Inclusion Community Investment Fund (CIF) and Vulnerability Reduction Fund (VRF) as resources in perpetuity to the CBO, not only to meet their credit needs and to address their vulnerabilities, but also to strengthen their institutional and financial management capacity. Rs. 84 lakhs has been disbursed to 560 NHGs as RF. Rs. 300 lakhs has been disbursed to 60 CDSs as CIF. 37.5 lakh disbursed to 50 ADSs as VRF. Moreover, Interest subvention has been released for a sum of Rs 386 lakhs for 51082 NHGS. (RF to PwD NHGs and CIF to coastal CDSs already mentioned under SI & SD). A Financial Literacy Campaign has been conducted in all districts and training to 978 CDS Vice chairpersons have been conducted with the support of Kudumbashree Training groups. Vidya Loan Awareness Campaign, an awareness regarding Educational loans conducted for 10th and 12th students in 14 blocks of the State with the support of RBI. Training for Bank Managers is scheduled for March, 2017. NHG - Bank Credit Linkage of Rs 1045 Crores achieved till 31st January, 2017. 34,170 NHGs linked in this year. CDSs conducted Banks-NHGs camps as part of linkage campaign. 4 Livelihoods Under NRLM, Kudumbashree supported Livelihood Collectives towards sustainable livelihoods and offered access to livelihoods knowledge, skills, technology and credit support through their federations with primary focus on scaling-up and layering of successful small- scale projects with the help of government agencies. 45 Director Board members of 5 Producer Companies have been trained in Cochin University of Science & Technology (CUSAT) in management of Producer Company. 30 Members of various Apparel Parks in Kannur have been provided with advanced skill training in National Institute of Fashion Technology (NIFT). 10 members of Thennala Agro Producer Company, Malappuram have been trained in development of a breakfast cereal in Council for Food Research & Development (CFRD). 75 members of Imashree Producer Company, Idukki have been trained in dairying in Kerala Vetenary University. Imashree has further been supported for networking with Kerala Feeds Ltd., a government cattle fodder
7 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 production company. The Goat Farmers Producer Company, Kannur has been supported with a team of 16 Veterinary CRPs. 177 Goat Farmers have been provided with training on farming as well as functions of producer companies. Mobilisation of farmers has been conducted towards formation of collectives in Alappuzha and Pathanamthitta. Approximately 500 members have been sensitized towards collectivization.
Under NRLM, Kudumbashree also envisaged to support the purely un-organised sector of Non Timber Forest Produce (NTFP). 5 Districts and 25 Panchayats have been identified as potentially rich NTFP areas and interventions have been initiated in these panchayats to promote sustainable practices across the entire value chain of NTFP - regeneration, collection, processing & marketing. Survey of NTFPs (commodities, expected collection, quantity, value) has been completed in 25 Panchayats and a Resource Inventory has been developed to evaluate the present status and availability of forest resources with user community participation. Identification of NTFP collectors have been completed and formation of NTFP SHGs or special NHGs is under progress. Further intervention planned in the next year.
As part of supporting Micro Enterprises to strengthen livelihoods of the poor, 175 Micro Enterprises Consultants (MECs), a pool of community practitioners (CRPs) have been trained by HLL Lifecare Training Division to ensure handholding and scale up of best practices. Further, an initiative was undertaken under NRLM to facilitate the upscaling of selected Micro Enterprises and develop their products through a series of intensive design clinics for the entrepreneurs. The aim is to increase the women’s capacities to look at better product quality and designs, while raising their knowledge and confidence to know about new markets for their products. Entrepreneurs of 80 individual/group micro enterprises have been selected for further capacitation.
8 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 b. Component-wise financial Progress – Allocation vs. Expenditure during FY 2016-17 by component under NRLP and NRLM :
NO Components Allocatio Approved Approved Amount for Exp up n plan release to Feb Amount Central State Total Share share NRLM 1 IB & CB 494 494 296.4 197.6 494 560.97 2 SI & SD 176 176 105.6 70.4 61.76 178.48 3 FI 211 211 126.6 84.4 211 243.9 4 Livelihoods 170 170 102 68 170 170 5 Interest subvention 200 200 120 80 200 264.55 Total 1251 1251 750.6 500.4 1251 1417.9 NRLP 1 NRO 646.07 646.07 251.57 0 251.57 361.44 2 Attapady 500.00 500.00 250.00 0 250.00 313.66 3 AHT 50.00 50.00 25.00 0 25.00 78.14 4 Elderly Inclusion 224.90 224.90 112.45 0 112.45 31.29 5 Rangashree 10.00 10.00 5.00 0 5.00 5.51 6 Study on Socio 15.10 15.10 7.55 0 7.55 0 Economic Changes SARAS 1 SARAS 35 35 21 14 35 35
c. Administrative expenditure incurred during FY 2016-17 (projected up to March, 2017) and administrative expenditure projected for FY 2017-18 :
Administrative Expenditure - Projected up to March 2017 Rs. 102 Lakhs Administrative Expenditure - Projected for 2017-18 Rs. 185 Lakhs
d. Key activities planned but not implemented/partially implemented with reasons :
Particulars Reason for non-achievement Follow up plan
Community This activity is scheduled under the third installment of /Internet TV NRLM.
Financial Inclusion A Financial Inclusion Campaign has been conducted in Promotion and the State. An incentive announced for CDSs (CLFs) that Linkage incentive achieve higher number of linkages in order to promote Feasibility Study of linkage. This incentive will be released in the month of 9 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Streenidhi Bank March, 2017. (CDSs given time up to March, 2017). An exposure cum study visit to Sreenidhi Bank in Andra Pradesh was scheduled in the month of February, 2017. However, the Study has been dropped, as it found to be not feasible. Livelihood The aim is to increase women entrepreneurs’ capacities enhancement and to look at better product quality and designs, while crisis Management raising their knowledge and confidence to know about fund new markets for their products. Entrepreneurs of 80 individual/group micro enterprises have been selected for further capacitation. This activity will be partially completed in this financial year. The finalization of the guidelines for the execution of this activity was delayed.
e. Constraints affecting implementation and utilization of funds during FY 2016-17 :
During the first and second quarters of 2017, the deputation of most of the Mission Staffs especially District Mission Coordinators and Assistant District Mission Coordinators have been expired. This has affected the successful project implementation in the Districts. This issue has now resolved by appointing new District Mission Coordinators and Assistant District Mission Coordinators.
f. Quality of technical support received from NMMU :
The support provided by NMMU in terms of guidance especially in the conceptualisation of new projects like ‘Project for the Endosulphan affected population’ and in the implementation of NRLP programmes such as ‘Attapadi Project’ and ‘NRO’ has been valuable. The periodical review and course correction measures were very helpful in achieving the targets.
g. Key learning and way forward :
Kudumbashree has to adopt a village saturation approach and to evolve strategies for inclusion of tribal families, coastal population etc. The convergence with other government departments and agencies show that there are great resources available within the government system. The Institutions of Poor can act as a medium for channelizing welfare programmes of the Government. Community funds from NRLM helped the NHGs to strengthen their internal lending and also to start new livelihood initiatives.
10 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 4
Social Mobilization, Institution Building and Capacity Building – Strategies and key activities
4.a Social mobilization including mobilization of vulnerable groups :
1. Tribal special interventions in four districts : Thirunelly Panchayat (Wayanad district), Aralam Farm (Kannur district), Nilambur Block (Malppuram district) and parts of Idukki district :
In line with the project implemented in Attapady, a comprehensive approach and sustainable development programme is envisaged in major tribal predominant areas of the State as an expansion. The project aims at effectively attaining socio-economic development in these areas through the construction of strong social institutions of women and enable them to engage in micro-credit, sustainable livelihoods, upliftment of social status, accessing entitlements and rights and asserting agency as equal citizens in the development process. The project aims to alleviate the social and economic deprivation of kattunayakan, Adiya and Paniya tribal communities of Kerala. Women’s institutions would be built up strongly in these areas to be able to lead towards total financial inclusion leading towards poverty alleviation and social development. This intervention under NRLM is planned exclusively for Thirunelly Panchayat (Wayanad district), Aralam Farm (Kannur district), Nilambur Block (Malppuram district) and parts of Idukki (Edamalakkudi or Kanthalloor/Marayoor). It is expected that strong and effective exclusive institution of women from the tribal communities would develop negotiation power, ability to critically analyse their own situation and collectively work towards social transformation under this project.
The proposed activities include,
A) Revival and reorganisation of existing NHGs & formation of new NHGs/Federations : An effort to build exclusive tribal NHGs and Oorusamithis will be undertaken in these areas.
B) Community Funds : This includes Revolving Fund (RF) and Vulnerability Reduction Fund for NHGs and its federations to meet the members’ credit needs, to address vulnerabilities like food security, health security etc., and to meet the needs of the vulnerable persons in the village. (CIF will be linked to Livelihood promotion. It is proposed in Chapter 6 – Livelihoods)
C) Capacity Building : The women in the NHGs would be capacitated with respect to all the non-negotiables of CBO. The focus would be on empowerment
11 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 of women with respect to various themes like education, health, violence against women, legal rights etc. The thrust would be to enable women to access their rights and entitlements along with livelihood enhancement. Further, training of other stakeholders such as Community Development Society and Area Development Society will also be conducted. Training of PRIs will also be conducted in order to gain convergence and to ensure that the needs which arise from the gramsabha are taken to the working group and into the tribal sub-plan. Training of stakeholders from various departments will also be undertaken to achieve convergence with other departments. In addition, capacity building of CRPs and the staff will also be undertaken. The facilitator within each resource hub in the ooru would be trained in aspects of developing the resource hub.
Details given in Annexure - 1
Total Budget for tribal special interventions for FY – Rs. 650 Lakhs (NRLM B2.2)
3. Handholding support/CRP for tribal areas (Excluding special intervention areas - Attapady, Thirunelly, Aralam, Nilambur, parts of Idukki) :
Community Resource Persons will be deployed in tribal areas for building organisations of the poor by mobilising them into NHGs, deepening the activities and addition of various layers such as health, nutrition, interventions for Persons with Disability (PwD), etc. The CRPs would be trained in mobilisation, institution building, managing books of accounts, preparing micro-plan and business plan, collectivisation and accessing rights and entitlements. 225 tribal CRPs will be deployed for a year for helping tribal NHG members. practicing Panchasutra/Dashasutra and dealing with the banks. The CRPs will initiate capacity building and social development activities in tribal areas and the cost of these programs will be met through convergence (fund from Kudumbashree state Plan schemes and funds from Tribal Development department).
Total Budget for CRP/IRP rounds for FY - Rs. 150.00 lakhs (NRLM B2.2.1)
4. Saturation of Coastal Panchayats :
Kudumbahsree proposes a saturation approach in Coastal Panchayaths as participation in institutions of poor by coastal population is comparably less in the coastal areas of kerala. A large proportion of women in coastal region are also unemployed and their economic position is pathetic. The major interventions which will be undertaken in Coastal Areas in the year will be the following. a. Community Strengthening
Formation of NHG / Revival of NHG
i. Formation of NHG- Rs 1000/ unit 12 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 ii. Insuring NHG members- Rs 500/ unit iii. Training and capacity building of all NHGs in ward- Rs 2000/- iv. Bank linkage of NHG- Rs 2000/ unit v. Annual Auditing NHG- Rs 200/- unit
Ward level Activities
vi. Organizing NHG meetings of all coastal wards- Rs 200 per month vii. Training and capacity building of all NHGs in ward - Rs 1000/- viii. Training and capacity building of Volunteers- Rs 500/volunteer ix. Vulnerability Mapping- Rs 1000/ ward
2. Formation of Special ADS with NHGs lying in coastal areas in multiple wards 3. Vulnerability mapping of coastal areas a. Training for CDS and ADS b. Conduct of Vulnerability Mapping
a. Interventions with focus on Social capital
1. Generation/Training and capacity building of Coastal Community Resources and Social Mobilisation in to NHGs a. 198 Coastal Volunteers
b. Livelihood interventions
It is also proposed to promote livelihoods using CIF/CEF. It is proposed in Chapter 6 - Livelihoods
Total Budget for Coastal interventions for FY - Rs. 450.00 lakhs (NRLM B2.2)
4.b Promotion of SHGs, VOs and CLFs :
NHG School : To promote and strengthen the NHGs/ADSs/CDSs, Kudumbashree had conducted a campaign, namely, ‘DISHA 2017’, in January, 2017. One of the highlights of the program was that all the 2.58 lakh NHGs had conducted a special NHG meeting on 28th January (Morning 10 AM to 5 PM) and people’s representatives (from ward member to chief minister) attended the NHG meetings in their constituencies. As part of follow up of ‘DISHA 2017’, it is proposed to introduce a 12 hours of training course, termed as NHG School, to all NHG members. The thrust of the NHG School will be capacitate the NHGs and their federations to take up or function as the intermediary of various development programmes of State and Central Government departments. Two voluntary Resource person preferably retired hands or teachers from each ward will be appointed as NHG School faculty. 13 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Legal Consciousness : Kudumbashree also proposes to conduct a Legal Consciousness programme by utilizing the mass base of Kudumbasree Mission. Kudumbasree Mission has 1073 CDS (Community Development Supervisors) in the state who directly work with the grass root level people. Hence the project envisages to target the CDS as a whole and through them the majority of the population of the state. Apart from the Awareness generation consciousness generation programme, Projects aims at the setting up of Legal Aid Clinics at the Panchayat Level to address the issues of the affected people and to give counceling and solution to the needy people with the help of experts in the field of law and justice. The Laws which are prevalent to address the issues concerning women will be covered in the training programmes. Justice K.T.Thomas, Justice D.Sreedevi, Justice Lalithabhai and a team of eminent lawyers will lead this programme which will be conducted in association with KANFED Legal Consciousness Mission
The expected expenditure is Rs 250 Lakhs (NRLM B2.2.5)
4.c Capacity building of institutions
The most important focus of the Disha Campaign was to form special NHGs with the inclusion of marginalized like persons with disabilities, transgenders, migrant labourers and elderly. As per reports, 3954 Special NHGs were formed by Kudumbashree in different categories. Institutional training is important to these NHGs and their institutions, along with other newly formed institutions of poor.
The expected expenditure for capacity building of special NHGs for FY is is Rs. 50 Lakhs (NRLM B2.2.5)
4.d Bookkeeping and auditing
Accurate bookkeeping and auditing are essential for the strength and long-term stability of institutions of poor for not only to maintain accountability of all group members, but also for providing the data to resolve disputes, if any. A high- quality accounting and auditing provides tremendous value to the institutions of poor in maintaining its records in a compact, efficient and systematic manner that complies with general accounting practices. It is proposed to provide Accounting Training to 978 Community Accounting Persons who are in charge of accounting & auditing of CDSs (Cluster level Federations).
The expected expenditure for accounting training of CDSs accountants for FY is is Rs 25 Lakhs (NRLM B2.2.5)
4.e Registration of federations
NA 14 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 4.f Deployment of social capital
Now there are 2.72 Lakh NHGs in the State under Kudumbashree and it is felt that there is a requirement to make continuous capacity building, hand holding and monitoring of each CDS/ADS/NHG. For the continuous facilitation of institutions of poor, it is proposed to further expend, capacitate and engage the training team members (District and Block Master Trainers in IB & CB) as Community Facilitators. Currently there are around 200 state and district level trained and experienced Master Trainers in IB & CB and SI & SD and it is proposed to enlarge this resource base so that training requirements of each block may be catered to by minimum 3 to 5 persons.
The expected expenditure is Rs 45 Lakhs (NRLM B2.1.4)
4.g Capacity building of Mission staff
Professional training to district and state level mission staff is proposed to be provided with the support of major reputed institutions like IRMA, EDI, BIRD, SBIRD, NABARD, IIM, TISS etc in the financial year 2017-2018. Apart from IB & CB, SI & SD, FI and Livelihoods, it is proposed to provide trainings in aspects such as Leadership, Project Management, Human resource management, Marketing, Systems, Communication, Gender, conflict management, Strategic planning, Time management/productivity, creativity/innovation etc.
The expected expenditure for capacity building of mission staff for FY is Rs. 50 Lakhs (NRLM B1.2.1)
4.h Partnership with NROs/NSOs - NA
4.i Capitalization of SHGs, VOs and CLFs (RF and VRF)
Kudumbashree proposes capitalization of institutions of poor as resources in perpetuity; to strengthen their institutional and financial management capacity and to build their track record to attract mainstream bank finance. As part of capitalization, Kudumbashree will provide,
Revolving Fund (RF) to NHGs at the rate of Rs.10,000 - 15,000 as corpus to meet the members’ credit needs directly and as catalytic capital for leveraging repeat bank finance. RF is given to SHGs that have been practicing ‘Panchasutra’. It is proposed to provide Rs. 1500 lakh as RF to 10000 NHGs.
15 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Vulnerability Reduction Fund (VRF) to NHG Federations at Village level to address vulnerabilities like food security, health security etc., and to meet the needs of the vulnerable persons in the village. It is proposed to provide Rs. 375 Lakhs as VRF to 2500 NHGs.
Community Investment Fund (CIF) as Seed Capital to CDSs to meet the working capital needs of the micro enterprises and collectives of the members of NHGs will also be provided. Details proposed in Chapter 6 – Livelihoods.
Total Budget for RF anf VRF for NHGs/ADSs/CDSs for FY is Rs. 2025 lakhs (NRLM B3.1.1 & B3.1.3)
4.j Strategies for non-intensive blocks - NA
16 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 5
Financial Inclusion – Strategies and Key Activities
5.a Financial literacy and opening of individual bank accounts :
Lack of information and guidance regarding practices of savings and credit result in women taking wrong financial decisions; this stands in the way of their empowerment. Wise financial practices and right financial decision-making go hand in hand. To achieve this, increased information dissemination, knowledge sharing and promoting the practice of financial planning for the NHG members is important. As part of Financial Literacy Campaign, it is proposed to first identify CDSs with bank linkage of less than 25% and less than 50% and then to identify all potential NHGs in these CDSs for Bank Linkage. Bank linkage and Bank Account Opening Camps will be conducted in these CDSs. Training will be provided to financial CRPs/Master Trainers who in turn will lead the campaign.
The expected expenditure for financial literacy is Rs. 28 lakhs (NRLM B2.3.3)
5.b Promotion of Panch Sutras/Dasa Sutras :
All the NHGs are following Panch Sutras/Dasa Sutras
5.c SHG-bank linkage including repeat linkage :
Please see 5.a
5.d Promotion of MCP-based lending :
Please see Chapter 6 – Livelihoods
5.e Last mile banking services & 5.f Sensitization and training of bankers :
In order to ensure support of Banks in achieving the bank linkage target, Bank Managers will be trained with the support of Lead bank, NABARD, public and private sector banks. It is also planned to conduct two state level workshops for Lead District Managers and 14 district level workshops for controlling officers of banks to strengthen the bank support to institutions of poor.
Expected expenditure for bank Managers training is Rs. 10 lakh. (NRLM B2.3.3)
17 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 5.g Mainstreaming NRLM agenda in BLCCs, DLCCs and SLBCs & 5.h Deployment of bank sakhi and promotion of CBRM :
It is decided to set up a state level support group for supporting Kudumbashree’s financial inclusion activities and the FI team. The group will form with the support of SLBC & NABARD and this group will consist of 5 to 10 bank officials/retired senior bankers. This group will liaison between Kudumbashree State/District missions and SLBC/DLBCs. They will support Kudumbashree to successfully implement various bank related schemes and to laison with bankers effectively. This group will also support to resolve various bank related issues in districts.
Expected expenditure is Rs. 10 lakh. (NRLM B2.3.2)
5.i Provision of interest subvention to all eligible SHGs :
During the FY 2017-18 it is expected that 35,000 NHGs would be accessing interest subvention.
The expenditure for Interest Subvention for FY is Rs. 700 lakhs. (NRLM F)
5.j Promotion of Individual credit linkage (Mudra etc.,)
NA
5.k Insurance coverage of members
Kudumbashree is already promoting Insurance Schemes of Central/State Governments and LIC.
5.l Monitoring bank loan applications, sanctions, insurance through MIS
NA (Kudumbashree already monitoring this activity)
5.m Plan for setting-up of ‘Sthree Nidhi’ type bank in the state
NA
5.n Summary of project proposals, if any, under dedicated FI Funds(1/2 page)
NA
18 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 6
Livelihoods
The livelihood strategies under NRLM in the year 2017-18 are formulated in a way that it compliments the interventions under State Plan Fund. The livelihood strategies and activities that would be executed by Kudumbashree Mission under NRLM in this year will be based on the overarching principle of ‘Local Economic Development’.
6.a Livelihood situation analysis in the state : a) Farm Livelihoods
Agriculture and allied sectors is the most crucial sector of the Kerala economy as it provides livelihood to approximately two-third of the population and it contributes a fourth of the SDP. In view of its suitability for combining with crop sub sector and sustainability as a household enterprise with the active involvement of women, livestock based livelihoods is emerging as a very popular supplementary avocation in the small farms. Collection of forest produce is the important occupation of tribes in the State, other than agriculture and MGNREGS.
Collective Farming is undertaken by Kudumbashree since its inception to encourage cultivation by neighbourhood groups. Kudumbashree, the implementing agency for MKSP, has undertaken institution of Joint Liability Group (JLG) of women farmers. The project promotes 49,853 JLGs, with 1,99,412 women farmers undertaking cultivation in 40,197 Ha. MKSP project focuses on capacity building of the farming community through the identification of best practices among the community. Resource persons are selected from the community and act as the grass root workers of this programme. Trainings form an integral part of project aiming at providing scientific practices and solution to the door step of the farmers. b) Non-Farm Livelihoods
The role of non-farm sector in Kerala is becoming increasingly important. Since poor are not able to generate a fixed or regular income with their traditional livelihood activities like agriculture, artisanal skills etc, migration to other livelihood options such as non-farm micro enterprises that generates income for them become lucrative. Kudumbashree has been promoting establishment of Micro Enterprises since its inception. There are around 30,000 functional MEs in Kerala being managed by Kudumbashree members. Apart from regular MEs, there are special collective enterprises that have been specifically developed by the Kudumbashree Mission in areas as diverse as nutrimix production and IT enabled services. 19 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 6.b Livelihood strategy and key activities : a) Capacity building of NHG members/entrepreneurs towards sustainable livelihoods :
1) Farm/ NTFP : Enhancing livelihoods of small producers has unique challenges. Kudumbashree will focus on a) Social capital formation, b) Capacity building c) Eco system services d) Knowledge & resource convergence. These enterprises require professional & technical support, capacity building, technical/skill trainings and knowledge infusion from outside to enhance production and increased linkages with external markets. Total number of people (agri and animal husbandry based & NTFP based) benefitted from this support will be 4000 entrepreneurs. The NHG members from tribal areas and coastal areas will be given priority, where special saturation initiatives will be conducted under NRLM AAP for year 2017-18. (Also see Chapter – 4)
The total estimated expenditure for capacity building for FY is Rs. 160.00 Lakhs (NRLM B2.2.5)
2) Non–Farm : a) Production Sector : Value-addition of various products of Kudumbashree Micro Enterprises and development of a Women’s Product Line is a priority task of Kudumbashree in 2017-18. A series (3 to 5) of product enhancement workshops (design clinics at state level or regional level with an interval of 1-2 months) for women micro entrepreneurs is proposed. The aim is to increase women’s capacities to look at better product quality and designs, while raising their knowledge and confidence to know about new markets for their products. This will strengthen the products and value-chains of microenterprises to bring more economic value to their products. In these design clinics, an attempt to up-value these products in terms of quality, design, packaging and so forth will be made. The Design Clinic Series will include experts in the field of food products, packaging, designing, branding etc and various Government Departments engaged in Food Safety, Legal Metrology, Trade, Industry, Labor & Employment, Science and Technology, Local Self Government etc. The Intensive Design Clinic Series will also bring in leading women entrepreneurs, product experts and renowned designers to provide product development and design consulting for women micro entrepreneurs. This will also provide opportunities for women’s groups to meet successful women entrepreneurs, experts on processed food products and design of non-food products to get feedback and recommendations to improve their products. At least Five rounds of design clinics will be conducted, within a period of one year. The first rounds will focus on key topics aligned with the concerns of their business and giving recommendations and assignments. The latter rounds will focus on product development and branding.
20 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 500 members of NHGs who run successful micro enterprises will be benefitted from this activity.
Capacity building initiatives will be undertaken in the following production sectors also. Apparel Parks - Apparel Consortiums were formed in districts in order to bring sustainability to the garment making enterprises especially in districts such as Kasaragod, Kannur, Kozhikode, Kollam, Idukki etc. Kudumbashree proposes professional training to existing consortiums as well as formation of new such Apparel Parks. Amrutham Food Supplement units - Nutritional food supplement is provided by Kudumbashree units through the 33000 anganwadis to children in the age group of 6 months to 3 years. These women will be provided with skill upgradation. Similarly, NHG members who run micro enterprises in the field of Food Products (Curry Powder /Flour/Masala products/Pickles/Squash/Jam/Coconut Oil Products), Health & Hygiene products (Sanitary Napkin/Personal Care Products - Cosmetics & Toiletries/Cleaning Solutions) and Handicrafts will also be provided with capacity building training under NRLM. b) Service Sector : Performance Improvement Training of selected clusters of non- farm micro entrepreneurs will be undertaken by Kudumbashree in 2017-18 under NRLM. Santhwanam : Santhwanam entrepreneurs will be trained in checking the height, body weight, body mass index, cancer detection, blood pressure, blood glucose and cholesterol of people. They visit houses periodically to check these parameters. Kudumbashree proposes to impart performance improvement training to these entrepreneurs. Cafe Kudumbashree : More than 1000 units of Café Kudumbashree serving ethnic delicacies are functioning across the state. Kudumbashree proposes to impart performance improvement training to these entrepreneurs. Home shops : It is an avenue for marketing products made by Kudumbashree beneficiaries to the local community through the support of CBOs in the local community. These shops function as home units. Currently, there are around 1000 Home Shops in the State. Kudumbashree proposes to capacitate such units in 2017-18. Women Construction Teams : Women are trained in masonry and given skill up gradation training in construction techniques and grouped as construction teams. Women having civil engineering background are trained as consultants and diploma/ITI holders in civil engineering are provided site supervision training. Kudumbashree envisages to upgrade, diversify and certify the skills of labourers in new technologies and emerging standards in the construction industry under NRLM. Unnathi IT unit : Kudumbashree IT enterprises will be provided with advanced skills. Kudumbashree Travels : The women taxi service piloted in Thiruvananthapuram is expanded to almost all the districts. These women drivers will be provided with necessary skills.
Total number of NHG members/entrepreneurs (non-farm) capacitated will be 6000 entrepreneurs. 21 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 The total estimated expenditure for capacity building for FY is Rs. 240.00 Lakhs (NRLM B2.2.5) b) Capacitation of MECs
Over the years, Community Resource Persons – Training programme has enabled many of the Micro Enterprise Consultants to obtain first-hand understanding of micro enterprise management techniques. Currently, many trained MECs have been promoted and placed in various responsibilities of Kudumbashree. One of the major achievements is that many of the trained MECs are now acting as Mentor MECs in other states replicating the successful kerala model as part of Kudumbashree NRO. Kudumbashree is in the process of identifying, capacitating and engaging more MECs by providing advanced trainings for assisting the micro enterprises, considering the twin objective of strengthening the microenterprises and creating livelihood opportunities to MECs. Focus will be to transform MECs as a dedicated and expert Community Cadre for Livelihood promotion. The MECs will assist CDSs for all kinds of Economic Empowerment activities.
The total estimated expenditure for capacity building of MECs for FY is Rs. 25.00 Lakhs (NRLM B2.2.5) c) Community Investment Fund/Community Enterprise Funds to 800 CDSs:
Under NRLM, Kudumbashree proposes to provide Community Investment Fund / Community Enterprise Fund as Seed Capital to 800 rural CDSs (SHG Federations at Cluster level) to meet the working capital needs of Micro Enterprises and collectives member-owned by NHG members. The objective is to enhance the livelihood opportunities for the poor through investment into asset creation and improvement in productivity and income. The most important aspect in implementation of CIF / Community Enterprise Funds would be the inclusion of ‘micro level livelihood planning’ (Micro Credit Plan) as an empowerment tool for the marginalised communities. A Micro Credit cum Livelihood Action Plan will be a prerequisite for availing the funds under the CIF component. Livelihood action plan should contain schedule of activities, interventions, no. of NHG members to be assisted and expected outcome. NHGs can undertake any permissible activity jointly as a group or the group may decide to support individual(s) for the activities under the umbrella of the main SHG/ADS/CDS. In case of individual support under the SHGs, the individuals will be accountable to the main SHG for finances and performance. The financial support to enterprising individuals who prepare and submit a viable livelihood proposal shall be considered on the recommendation of the group.
1) Productive and value addition infrastructure for existing and new micro enterprises, collectives and producer groups : Kudumbashree envisages
22 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 development of small scale productive and value addition infrastructure for its Collectives, and technologies to be developed and/or innovated geared towards solving specific production/value addition problems that hinder building the profitability of these Collectives. The issues that are related to new product development, incremental product and process innovation and processes of producing the product or delivering the services will be addressed under NRLM. Efforts and initiatives will be undertaken to create Common Facilitation Centres for value addition including packing and labeling in Government owned existing industrial estates or industrial parks. Improving value chains, development of basic infrastructure to facilitate productivity enhancement, value addition, market access and enhance competitiveness and, establishing the necessary infrastructure for compliance with accreditation systems – food quality, hygiene and safety standards as well as social and environmental standards that may be demanded by specific markets or buyers is a priority task in 2017-18. However, activities that can achieve significant improvements along the value chain without requiring major infrastructure investments will only be focused under NRLM.
2) Under NRLM, Kudumbashree envisages to support NTFP sector through the following activities using CIF/CEF.
Storage, value addition and marketing facilities to increase income from available forest resources. Setting up of processing & value addition units (village value addition units) at potential areas Plantations of important species
3) Value-addition of selected products of Kudumbashree Micro Enterprises and development of a Women’s Product Line : The aim is to increase women’s capacities to look at better product quality and designs. This will strengthen the products and value-chains of micro enterprises to bring more economic value to their products. As the first step, Kudumbashree has developed a Product Inventory of 75+ best products, which are usually exhibited in Fairs/IITF etc. These MEs will be assisted financially and technically using CIF/CEF to undertake the recommendations of the design clinics, which will be held under NRLM capacity building initiatives. The women micro entrepreneurs will receive CIF/CEF for value-adding the products, developing new product collection, managing the microenterprise, strengthening production capacities, proper packaging and labeling, and assistance with food and nutrition requirements and technologies. MEs are expected to improve products or variants, form, maintaining quality, color and costing. Proper packing, Food & Safety requirements, tie-ups with potential markets, catalog production etc will also be addressed by the groups.
23 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 4) Amrutham Nutrimix consortium : It is a women collective in which 2025 women from the Kudumbashree community is engaged in the production and supply of weaning food through more than 240 production units in 14 districts. The food is supplied through anganwadis under the state government scheme in which the social Justice Department and Local Self government is equally involved. Apart from capacity building and skill building to adopt new technologies and package of practices, these women require technical assistance to improve product design, for product diversification and increasing productivity.
The total estimated expenditure for providing CIF/LH Funds to NHGs for FY is Rs. 2000 Lakhs (NRLM B3.2.3)
6.d Other livelihood interventions
Promotion of MCP-based lending :
In order to promote Micro Credit / Livelihood Action Plan based lending, especially Community Investment Fund as seed capital to SHGs or livelihood groups to meet the working capital needs of the livelihood activities, capacity building training to district and block financial inclusion/livelihoods team and to MECs or MCP CRPs is planned in the financial year 2017-2018. Training to CDS and ADS officials will also be provided to strengthen their ability to manage community funds.
The expected expenditure for promotion of MCP-based lending is Rs. 50 lakhs (NRLM B2.3.3)
24 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 7
Convergence, Pilots, Innovations and Partnerships
7.a Convergence with PRIs and government programmes
Kudumbashree will ensure that mutually beneficial working relationship and formal platforms for consultations between Panchayats and institutions of the poor are put in place in a manner that PRIs are actively involved in various activities of Kudumbashree but the autonomy of the institutions of poor is also preserved/ protected. Kudumbashree proposes a training of elected representatives of Panchayati Raj Institutions (PRIs) in the State and to explore ways for women representatives to involve themselves in the democratic governance process. The Objectives of the programme will be to explore ways for women representatives to involve themselves in the democratic governance process, to enable elected representatives to upgrade their knowledge and skills to perform their responsibilities and to excel in these in the development of the Panchayat, to build their confidence in the planning, implementation and monitoring of the Central and State programmes which have defined roles for Panchayat, to integrate them in the planning process by incorporating their demands in the Plan pertaining to their areas and to provide orientation to the key officials and other stakeholders like media, CSOs, representative of legislatures and key citizen resources associated with the functions devolved to the Panchayat. Further, familiarization about the process of developing Village Development Plans, understanding on the reasons for poverty and exclusion, and building a vision for developing a model panchayat will be the focus of the PRI – CBO convergence programme.
Total Budget for PRI – CBO convergence programme for FY Rs. 80 lakhs (NRLM B3.2.5)
7.b Social development initiatives: (i) Food, Nutrition, Health and Sanitation (WASH) (ii) Access of the vulnerable to the entitlements and public services (iii) Mainstreaming of gender in all activities
1. Gender Sensitization and Capacity Building
A. Gender sensitization Training for Kudumbashree Officials(PO, PMs, Consultants, DMC, ADMC, OSS,& Block Coordinators)
B. Gender sensitization Training for CDS Chairpersons
C. Capacity building training for Gender Resource persons and Community Counselors
25 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 2. Counseling and psycho social support
A. Adolescent age group Programme- Special education programme
B. Ward level theme based counseling Session
C. Counseling support for the Buds school students parents and elderly group
D. Mental health enhancing programme
Total estimated expenditure for Gender activities for FY is 150.00 Lakhs (NRLM B2.2.5)
7.c Partnerships – with NROs/NSOs/implementation agencies for convergence, FNHW and livelihoods
NA
7.d Innovative pilots
1. Project towards the social, financial and livelihood inclusion of the most vulnerable sections of the society, especially the endosulphan victims of Kasaragod district, destitutes and mentally challenged persons in the state
An project towards the social, financial and livelihood inclusion of the most vulnerable sections of the society, especially the endosulphan victims of Kasaragod district and destitute persons across the State has been developed and proposed under Innovative Projects. The core of these projects is to adopt a new approach towards social and economic development of most vulnerable sections of the community.
a) Social and economic development of Endosulphan victims :
In early 1960s, the Agriculture Department began planting cashew trees in Kasargod District. In 1978, Plantation Corporation of Kerala (PCK) took over the plantations. Endosulfan, a highly toxic organochlorine pesticide was sprayed in the cashew plantations since 1978 till 2001 regularly three times every year. The aerial spraying of endosulfan was undertaken to contain the alleged menace of the tea mosquito bug. By 1980s, stunted growth and deformed limbs were noticed among new born calves. By 1990s, health disorders of very serious nature among the human population came to the lime light. Children were found to be the worst affected with congenital anomalies, mental retardation, physical deformities, cerebral palsy, epilepsy, hydrocephalus etc. Men and women were also affected with various chronic ailments. Around 6000 patients with diseases which can be 26 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 associated with exposure to endosulfan have been identified in the area, and around 1000 persons have died out of diseases that can be caused by exposure to endosulfan. Physical deformity, reproductive morbidity including infertility, cancer, congenital abnormality etc. were found to be high in the local population, in comparison to the control populations. Among the affected, more than 500 victims are bed ridden, around 2000 require help of care takers for daily routine. From year 2000 onwards various committees of Government and Non-Governmental Organizations have conducted visits to the area and submitted reports to the Government regarding this issue. Various rehabilitation activities are being undertaken by the State Government since then. However, environmental and socio – economic impact of the aerial spraying of endosulfan continues to be a burning issue not only in Kasaragod, but also at the state level. It is in this background, Kudumbashree would like to implement a special project for the affected families living in the 11 most affected Panchayaths in the district.
Budget for the programme for endosulphan affected families for FY is Rs. 500 lakhs (3 years - Rs. 1000.00 lakhs)
b) Bio Metric Monitoring & Management Information System for ASRAYA - Destitute Rehabilitation Program :
Asraya is a destitute identification and rehabilitation program designed and implemented by Kudumbashree. The program targets the poorest of the poor or destitutes. The main activities are providing the destitute families with basic necessities such as food, housing, drinking water, sanitation, health care, clothing and other needs. The project is being implemented through convergence with LSGIs. The first phase of Ashraya started in year 2003 and Asraya second phase and ST special project started in 2013 covering all Grama Panchayats. There are 1,44,000 Asraya beneficiary families in the State.
The challenges faced in its successful implementation are a) lack of delivery of service on time, b) lack of proper monitoring system for providing services, c) lack of transparency in distribution of services. In order to overcome these challenges, Kudumbashree proposes a Bio Metric Monitoring & Management Information System which will facilitate a better implementation of the project through bringing transparency in distribution of services, putting in place systems for district and State level monitoring & evaluation and by ensuring quality and accountability in the project implementation.
The activities include Software Development/Hardware requirements, Training for CDS Chairperson/Member Secretary/Accountant/Social Development Convener, Procurement of BIO Metric devices, Issuing of special ID Cards for Asraya beneficiaries, Internet Connection for all CDS and Digital registration of all Asraya families. The MIS will be updated in the first week of each month. Digital monitoring includes a) Beneficiary details, b) Amount allocated in each component, 27 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 c) Details of utilisation in each component, d) Details of unutilised component and e) Bio - metric receipt from beneficiary family. This will enable a systematic monitoring & evaluation of the project through MIS.
Budget for Bio Metric Monitoring & Management Information System for ASRAYA for FY - Rs. 200.00 lakhs
Total Budget for Programme for endosulphan affected families and Bio Metric Monitoring & Management Information System for ASRAYA for FY - Rs. 700.00 lakhs
A detailed Project Proposal enclosed as Annexure – 2
7.e NRLP Projects
1. Elderly Inclusion Project under NRLP
The Elderly Inclusion (Pilot project) project is implemented in 2blocks in 2 districts namely, Chavara Block (Kollam District) and Mulamthuruthy Block (Ernakulam District). The project launched in the month of September 2015 in 5 villages namely Chavara, Neendakara, and Thekkubhagam of Chavara Block and Mulamthuruthy and Edakkattuvayal of Mulamthuruthy blocks. Now the project covers six villages namely Panmana & Thevalakkara of Kollam District and Amballoor, Chottanikkara,Udayamperoor,and Maneedu of Ernakulam District. The program would mainly focus on,
Mobilization of elderly in to Neighbourhood Groups.
Mapping of vulnerabilities through a participatory process at the community level with will help identification of active, assisted and destitute elders.
To ensure an income for active and assisted elders though livelihood programmes.
To provide social and psychological support for elderly. To create a system for protecting the rights of elders at panchayath level
The detailed project enclosed as annexure
Total Budget for elderly inclusion programme for FY - Rs. 328.00 lakhs (NRLP C1.2)
A detailed Project Proposal enclosed as Annexure – 3
2. Comprehensive tribal and particularly vulnerable tribal group development project (Attapady) under NRLP :
The Attapady pilot project plans to mobilise 10,000 families of Irula, Muduga and kurumba tribal communities in Attapady block of Palakad district into self- 28 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 sustaining institutions and endeavours comprehensive development of these families with reduced vulnerabilities, improved socio-economic and livelihood status and maximized access to their rights and entitlements. This pilot project will be developed as an immersion site and training ground for tribal and PVTG communities across the state/country and the pilot would nurture the social capital of community resource person/ trainers along with protocols and modules developed for deployment where needed to support and guide the tribal and PVTG communities across the country. The focus of the project for 2017-18 would be as follows:
A) Strengthening Block Samithi and Panchayat samithis : Trainings would be imparted to block samithi and panchayat samithi in book-keeping, preparation of vulnerability plans, micro-plan based on vulnerability indicators and trainings in different themes.
B) Centres of excellence - Capacity building to build resource groups of women on various themes like gender, education, health, legal rights : Eight oorusamithis would be developed as centres of excellence, two under each panchayat samithi in order to conduct trainings.
C) Block Resource Centre : Gender resource centre, youth resource centre, child resource centre and legal aid centre would be developed into a full -fledged Block Resource Centre.
D) Ward- level village enterprises : Capacity building would be undertaken for the Oorusamithi in micro-enterprises and other livelihoods. Forty four ward level village enterprises would be developed in various sectors.
E) Finishing school : It will extend residential facilities and supportive education to youth who have failed in some subjects in their graduation and post-graduation.
F) Cultural centres : It is an endeavor to channelize the attention of the youth and men to cultural activities and gradually into developmental activities and livelihood enhancement.
G) VRP for convergence and action : Vulnerability reduction plans would be developed in thematic areas for convergence with MGNREGA, social forestry, forest department, education department, SSA, RMSA, health department, National Health Mission, Social Justice and Local Self –governments.
H) Funds to the community : 93 oorusamithis would be given Rs one lakh as livelihood fund for enhancement of livelihood. Bank linkages would be improved by training bankers and grading the NHGs and providing report to the bankers by the panchayat samithi.
I) Project Management Unit transferred to block samithi : The project management unit would be transferred to the block samithi. The block samithi would be trained in governance and planning for development and utilizing the
29 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 technical and professionalized service of the PMU in implementing their plans.
J) Process Documentation : Process documentation would be prepared so that the lessons learnt from the national model can be up scaled.
K) Community Cadres : Cadres would be trained in various themes so that their services can be utilized in other parts of the state/country.
Total Budget for Comprehensive tribal and particularly vulnerable tribal group development project (Attapady) for FY – Rs. 956 Lakhs (NRLP C1.2)
A detailed Project Proposal enclosed as Annexure – 4
3. Kudumbashree NRO
The Kudumbashree NRO project for the year 2017-18 enclosed as Annexure - 5
Total Budget for NRO for FY - Rs. 883.04 lakhs (NRLP NRO A1.2)
7.e Summary of project proposals, if any, under dedicated funds for convergence promotion (1/2 page)
NA
30 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 8
Systems a. Implementation structures established and plans for 2017-18
Human Resources proposed to be enhanced and strengthened in line with enhancement in allocations. Plans for capacity building of SMMU, BMMU and DMMU teams are in place. b. Human resources deployed and plans for 2017-18
Currently there are 2 COOs, 4 SPMs, 2 ASPMs, 14 DPMs and 40 BPMs are deployed. It is proposed to place more professionals in SMMU, DMMU and BMMU. As per the revised HR structure, there will be 2 COOs, 6 SPMs, 12 ASPMs, 56 DPMs and 152 BPMs. c. Use of performance management system, if any
Annual performance management system is in place in SMMU and DMMUs. A Performance Appraisal Committee functions in Districts and at State level. The State level Performance Appraisal Committee includes Kudumbashree Governing Body members and representatives of the Department of LSG. d. Procurement of goods, services and works completed, in pipeline and plans for 2017-18 -
NA e. Procurement plans under dedicated funds for FI, livelihoods and convergence
NA f. Financial Management plans for staff, automated IUFRs, use of FMTSA and internal auditors
It is proposed to provide tally and PFMS training to DMMU and CDS Accountants. Training will be provided in IUFR also. g. Plans for M&E and thematic studies
NA
31 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 h. Plans for adoption, piloting and scaling-up of transaction-based MIS and use of MIS data & i. Training of staff and community resource persons in MIS reporting
The estimate for Transaction based MIS is given below. The tasks/activities include procurement of tablets and training of staff and e-CRPs. MIS training for CDS Accountants and recurring charges such as data collection and data entry charges and internet charges are also included.
1 Tablet procurement No. of tablets to be procured at CLF(CDS) level 2500 Unit price of tablet 10000 (1) Total amount 25000000 2 Training of Staff & CRPs Unit amount of TWO trainings per block 53000 No. of blocks 152 (2) Total amount 8056000 3 Data collection & Format printing- Cutoff sheets Unit amount of printing THREE A4 sheets 3 No. of rural NHGs 237000 (3) Total amount 711000 4 Data collection & Format printing- Transaction sheets Unit amount of printing 12 page book of A3 sheets 38 No. of rural NHGs 237000 (4)Total amount 9006000 5 Data collection&data entry charges to CRPs for 6months Unit amount 20 No. of rural NHGs 237000 (5) Total amount for 6 months 28440000 6 Internet charges for 12 months Unit amount montly 500 No. of tablets to be procured at CLF (CDS) level w.r.t no. of CLFs 2500 (6)Total amount for 12months 15000000 7 (7) Total amount (5+6) 43440000 8 Total Financial Estimate of Transaction based MIS (8) Total (1+2+3+4+7) amount of Transaction MIS 86213000 9 Common nrlm MIS training for CDS accountants(2nd level federations) Unit amount of training 25000 No. of districts 14 (9) Total amount 350000 GRAND TOTAL ESTIMATE Total (8+9) 86563000
Total Budget for Transaction based MIS for FY - Rs. 865.63 Lakhs (NRLM B2.3.1)
32 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 9
Other Activities a. Infrastructure and marketing development activities – market fairs
1. Market fairs
Kudumbashree as part of promoting the rural products and rural enterprises, conducts special trade fairs along with food fests and cultural fests featuring Kerala’s cuisine, art forms and various products made by Kudumbashree women, including annual SARAS Fair. Kudumbashree enterprises will also take part in IITF and Aajeevika Mela. NRLM will facilitate the participation of women entrepreneurs in these trade fairs.
Total Budget for fairs for FY - Rs. 25 lakhs (NRLM E)
b. Any other activity proposed by the state
NA
33 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 10
Timeline of Activities
Activity Q 1 Q 2 Q 3 Q 4
Tribal special interventions Handholding support / CRP for tribal areas Saturation of Coastal Panchayats Promotion of SHGs, VOs and CLFs Capacity building of institutions Bookkeeping and auditing Deployment of social capital Capacity building of Mission staff Capitalization of SHGs, VOs and CLFs (RF, VRF) Financial literacy Sensitization and training of bankers Mainstreaming NRLM agenda BLCC/DLCC/SLBCs Provision of interest subvention to all eligible SHGs Promotion of MCP-based lending Capacity building – Farm & non Farm CIF/CEF/LH Funds Gender activities Transaction based MIS Fairs PRI – CBO convergence programme
34 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 11
Summary of Costs and Sources of Finance
1. NRLM Budget Summary (Figures in Rs. Lakh)
Expected Budget for Central State Components Achievement FY 2017-18 Share (%) Share (%) – March 17 Institution & Human Capacity Building - A SMMU + DMMU – B1 102 264.5 158.7 105.8 Institution Building and Capacity Building – 500 4056.234 2433.74 1622.494 B2 Community Investment 575 3955 2373 1582 Support Fund – B3 Special project initiatives –through 0 0 0 0 partnerships – B4 Innovation, Pilots , 0 700 420 280 Studies – C Implementation 0 0 0 0 support - D Marketing & 25 15 10 Infrastructure – E Interest Subvention - F 400 700 420 280 RSETI - G TOTAL 1577 9700.734 5820.44 3880.293
2. NRLP Budget Summary (Figures in Rs. Lakh)
Expected Budget for Central Components Achievement – FY 2017-18 Share (%) March 17 Innovations & Partnerships (C) 1373 800.00 800.00 – Attapady & Elderly Total 1373 800.00 800.00
3. NRO Budget Summary (Figures in Rs. Lakh)
Rs. 884 Lakhs
35 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 CHAPTER 12
List of Tables
Table-1 Human Resource – Status
As of Jan’17 S.No Particulars Positions Staff in Positions Approved Position Vacant
1 SMMU 39 12 27
2 DMMU 11 x 14 2 x 14 126
3 BMMU 152 40 112
Total 345 80 265
36 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Table-2 AAP 2016-17: Targets and Achievements1 NRLP NRLM Total Total S. (NRLP+NRLM)as (NRLP+NRLM) Particulars No. As Approved in Achievement- As Approved Achievement- Approved in AAP Achievement – Up AAP 2016-17* Jan’17 inAAP2016-17* Jan’17 2016-17* to Jan'17 A.
No. of districts where 1 intensive implementation has started
No. of blocks where intensive B2. implementation has started [as per nrlm site] 9892 3 Total No. of SHGs Promoted [as 599 8140 per nrlm site] No. of Households Mobilized 125422 4 into SHG Fold 599 93475 No. of village organizations 5 [as per formed 120 nrlm site] No. of SHGs federated into 9892 6 VOs 599 8140 No. of Cluster Level C7. Federations (CLF) formed 4
D8. No. of internal CRPs deployed 120 120
No. of SHGs with Savings Bank 9 account 599 1All indicators are incremental targets/ achievements for FY 16-17 only. Please do not indicate the cumulative progress in any of the columns above. * States which have modified/ changed their targets post AAP approval, should indicate the final figures as communicated to NMMU in the quarterly target sheet. 37 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 NRLP NRLM Total Total S. (NRLP+NRLM)as (NRLP+NRLM) Particulars No. As Approved in Achievement- As Approved Achievement- Approved in AAP Achievement – Up AAP 2016-17* Jan’17 inAAP2016-17* Jan’17 2016-17* to Jan'17 (as per mf report) 560 10 No. of SHGs provided RF 599 979 (as per mf Amount of RF disbursed (in report) 11 Rs. lakh) 84 [as per 1,53,59,000 146.85 nrlm site] No. of SHGs prepared Micro 4028 12 [as per Credit Plans 599 530 nrlm site], OR 60671 cds(as per 13 No. of SHGs provided CIF mf report) (as per 248 530 mf report) Amount of CIF disbursed (Rs. 300 14 lakh) 4,70,10,000 265 (as per No. of village organization mf report) 15 (VO) received Vulnerability (as per 50 (as Reduction Fund 120 mf255 report) per mf report) No. of 2SHGs accessing bank 87000 34170 16 (as per (as credit 74 mf report) per mf report) Amount of bank credit3 240000 104500 17 accessed (Rs. in Lakh) 74,00,000
2Number of all SHGs which have accessed bank credit (first dose or subsequent doses) in FY 16-17 should be indicated, double counting for number of SHGs should be avoided for SHGs accessing repeat bank credit within the same FY 3The total amount of bank credit (first dose or subsequent doses) accessed by the SHGs in FY 16-17 should be indicated, amount should be added-up for SHGs accessing repeat doses of bank credit within the same FY 38 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Table-3 Key Activities and Outputs: FY 2017-18 (NRLP) Amount in Rs. Lakhs S. Q1 Q2 Q3 Q4 Indicators Total No. FY 17-18 FY 17-18 FY 17-18 FY 17-18 A. Outreach
Number of Districts in which Intensive Strategy is being - 1 Implemented Number of Blocks in which Intensive Strategy is being - 2 Implemented Number of Gram Panchayats in which intensive strategy 11 11 B.3 SHGsinitiated and Households 4 Number of villages in which intensive strategy initiated 11 11
5 Number of new SHGs promoted by SRLM 200 250 65 515 Number of other SHGs brought into the NRLM fold (after 6 revival/ strengthening/ compliance checks) C7 SHGTotal Micro number Finance of SHGs and under Training NRLM fold (7+8) 200 250 649 1099 8 Total Households mobilized into all SHGs (9) 3000 3750 945 7695
9 Number of SHGs that have opened saving bank A/c 200 250 649 1099 10 Number of SHG bookkeepers deployed 200 250 649 1099 11D RFNumber of SHGs provided basic training 100 200 699 100 1099 12 Number of trained Internal CRPs in the intensive blocks 130 130 130 10 400 (in Rs. Lakh) 1E3 CIFNumber to SHGs of Total SHGs provided RF 250 250 749 50 1299 14 Amount of RF provided to all SHGs 37.5 37.5 176.09 7.5 258.59
15 Number of MCP trainers deployed 5 5 844 5 859 Number of SHGs that have prepared Micro Investment 50 40 10 709 16 Plan(MIP)/ Micro Credit Plan (MCP)(in Rs. Lakh) 609 17 Number of all SHGs provided CIF 50 288 20 358 18 Amount of CIF disbursed to SHGs 25 341.30 10 376.3 39 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 S. Q1 Q2 Q3 Q4 Indicators Total No. FY 17-18 FY 17-18 FY 17-18 FY 17-18 F VOs
19 Number of VOs formed 50 50 627 727 20 Number of SHGs holding membership in VOs 500 500 400 1400 21G StartNumber-up of Fund, VOs CIFprovided and VRF training on basic VO management 60 50 170 28 308 22 Number of VOs having trained Bookkeeper 60 50 50 28 188 (in Rs. Lakh) 23 Number of VOs provided start-up fund 100 100 24 Amount of startup fund disbursed(in to Rs. VOs Lakh) 10 10 25 Number of VOs provided VRF 20 50 170 240 26 Amount of VRF disbursed to VOs(in Rs. Lakh) 15 37.5 191.09 243.59 27H CLFsNumber and of Start VOs - upprovided Fund toCIF CLF 120 120 28 Amount of CIF disbursed to VOs 321.30 321.30
29 Number of CLFs formed (in Rs. Lakh) 4 4 30 Number of CLFs provided start-up fund 4 4 31 Amount of startup fund disbursed(in to CLFsRs. Lakh) 1.50 1.50 32I SHGNumber-Bank of CLFCredits provided CIF 4 4 33 Amount of CIF disbursed to CLFs 321.30 321.30
34 No. of SHG membersBank Mitras having individual savings bank account 7000 7000 3099 1935 19034 35 Number of Branch Managers trained 30 30
36 Number of deployed 4 10 5 5 20 37 No. of SHGs accessing bank credit 5 150 100 100 100 450 38 Amount of bank credit accessed (Rs. in Lakh) 45 30 30 30 135
4Number of all SHGs which have accessed bank credit (first dose or subsequent doses) in FY 16-17 should be indicated, double counting for number of SHGs should be avoided for SHGs accessing repeat bank credit within the same FY 5The total amount of bank credit (first dose or subsequent doses) accessed by the SHGs in FY 16-17 should be indicated, amount should be added-up for SHGs accessing repeat doses of bank credit within the same FY 40 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Table-4
Key Activities and Outputs: FY 2017-18 (NRLM) Amount in Rs. Lakhs S. Q1 Q2 Q3 Q4 Indicators Total No. FY 17-18 FY 17-18 FY 17-18 FY 17-18 A Outreach
Number of Districts in which Intensive Strategy is being 1 Implemented Number of Blocks in which Intensive Strategy is being 2 Implemented Number of Gram Panchayats in which intensive strategy 3 initiated B SHGs and Households 4 Number of villages in which intensive strategy initiated
5 Number of new SHGs promoted by SRLM 3000 3000 3000 3000 12000 Number of other SHGs brought into the NRLM fold (after 6 revival/ strengthening/ compliance checks) 7 Total number of SHGs under NRLM fold (7+8) 3000 3000 3000 3000 12000 C SHG Micro Finance and Training 8 Total Households mobilized into all SHGs (9) 39000 39000 39000 39000 156000
9 Number of SHGs that have opened saving bank A/c 3000 3000 3000 3000 12000 10 Number of SHG bookkeepers deployed 3000 3000 3000 3000 12000 11 Number of SHGs provided basic training 3000 3000 3000 3000 12000 D RF 12 Number of trained Internal CRPs in the intensive blocks (in Rs. Lakh) 13 Number of Total SHGs provided RF 2500 2500 2500 2500 10000 E CIF to SHGs 14 Amount of RF provided to all SHGs 1500
15 Number of MCP trainers deployed 200 200 Number of SHGs that have prepared Micro Investment 300 600 500 2000 16 Plan(MIP)/ Micro Credit Plan (MCP) 600 41 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 S. Q1 Q2 Q3 Q4 Indicators Total No. FY 17-18 FY 17-18 FY 17-18 FY 17-18
(in Rs. Lakh) 17 Number of all SHGs provided CIF 1000 2000 1000 4000 F VOs 18 Amount of CIF disbursed to SHGs 2000
19 Number of VOs formed 20 Number of SHGs holding membership in VOs 21 Number of VOs provided training on basic VO management G Start-up Fund, CIF and VRF 22 Number of VOs having trained Bookkeeper (in Rs. Lakh) 23 Number of VOs provided startup fund 24 Amount of startup fund disbursed VO (in Rs. Lakh) 25 Number of VOs provided VRF 1000 1000 500 2500 NHGs 26 Amount of VRF disbursed to VOs 375 (in Rs. Lakh) 27 Number of VOs provided CIF H CLFs and Start-up Fund to CLF 28 Amount of CIF disbursed to VOs
29 Number of CLFs formed (in Rs. Lakh) 30 Number of CLFs disbursed startup fund 31 Amount of startup fund disbursed to CLFs (in Rs. Lakh) 32 Number of CLFs disbursed CIF I SHG-Bank Credit 33 Amount of CIF disbursed to CLFs
34 No. of SHG members having individual savings bank account Bank Mitras 35 Number of Branch Managers trained 2000 2000 36 Number of deployed 37 No. of SHGs accessing bank credit 10000 15000 15000 10000 50000 38 Amount of bank credit accessed (Rs. in Lakh) 45000 80000 80000 45000 250000
42 | P a g e Kudumbashree Mission DAY NRLM Annual Action Plan 2017-18 Table - 5
Financial Allocation and Expenditure Incurred in FY 2015-16
Rs. in Crore S. Parameter NRLP NRLM Total No.
1 AAP Allocation 11.45 14.15 25.60
2 Opening Balance (As on 01/04/15) 1.93 1.83 3.76
3 Central Allocation 11.45 8.49 19.94
4 Central Release 7.33 6.21 13.54
5 State Release 0 5.42 5.42
6 Other Receipts 0.28 0.53 0.81
7 Total Available Funds 9.54 13.99 23.53
8 Expenditure 9.54 13.37 22.91
9 Administrative Expenses (included in Item 8) 0 0.68 0.68
10 Closing Balance (As on 31/03/2016) 0 0.62 0.62
43 Table - 6
Financial Allocation and Expenditure Incurred in FY 2016-17
Rs. in Crore S. Parameter NRLP NRLM Total No.
1 AAP Allocation 8.00 11.48 19.48 2 Opening Balance (As on 01/04/16) 0.00 0.62 0.62 3 Central Allocation 8.00 6.88 14.88 4 Central Release 9.72 9.96 19.68 5 State Release 0.00 6.71 6.71 6 Other Receipts 0 0.24 0.24 7 Total Available Funds 9.72 17.53 46.93 8 Expenditure (As on 31/01/17) 7.73 8.48 16.21 9 Anticipated Expenditure (Jan’17-March’17) 6.00 7.50 13.50 10 Total Anticipated Expenditure (As on 31/03/17) 13.73 15.98 29.71 11 Administrative Expenses (included in Item 10) 0 1.02 1.02 12 Closing Balance (As on 31/03/2017) 0 1.55 1.55
44 Table-7
Source of Funding in FY 2017-18
Rs. in Crore S. Parameter NRLP NRLM Total No.
1 AAP Allocation 8.00 90.00 98.00
2 Opening Balance (As on 01/04/17)
3 Central Allocation 8.00 54 62.00
4 State Allocation 36 36.00 7 5 Other Receipts 8.84 (NRO) 15.84 (Innovation) 6 Total Funds 16.84 97.00 113.84
45 Table - 8
NRLP Component-wise Financial Requirements*: FY 2017-18
Expenditure Projected by State S. No. Component/Sub-Component (Rs. in Crore) A
A1 A2 B A3** A4***
B1 B2 B3 C B4 B5****
C1 Attappady Special Project 6.00 D C2 Elderly Inclusion 2.00 C3 NRO 8.84
D2 D3 Notes: (1)D4 *Based on Unit Cost Norms circulated; (2) **Includes funds earmarked for IPPE-II; (3) ***IncludesD5 funds earmarked for convergence pilots; and (4) ****Includes funds earmarked for Financial Inclusion, livelihoods and convergence initiatives.
46 Table-9
NRLM Component-wise Financial Requirements: FY 2017-18
(Rs. in crore) S. No. Component/Sub Component Expenditure Projected by State A
BA1 A2
B1 SMMU + DMMU 2.645 Institution Building and Capacity B2 40.56 Building Community Investment Support 39.55 B3 Fund Special project initiatives –through CB4 Nil partnerships Innovation, Pilots , Studies 7.00 C1 C2 D C3 Implementation support Nil D2 D3 D4 ED5 Marketing & Infrastructure 0.25 E1 FE2 Interest Subvention 7 GF1 HF2
H1 H2 H3
47 Table-10
NRLP Procurement Summary:------SRLM
Rs. Lakh Procurement Plan for Approved for 2016-17 Completed/expected to be FY 2017-18 Sl. completedby Jan.‘17 Category No. No. of Amount No. of No. of Amount Amount Spent Items Approved Items Items Required
NRLP
Goods NA NA NA NA NA NA 1. Services NA NA NA NA NA NA 2. Works NA NA NA NA NA NA Sub3.-Total NRLM NA NA NA NA NA
Goods NA NA NA NA NA NA 1. Services NA NA NA NA NA NA 2. Works NA NA NA NA NA NA Sub3.-Total NA NA NA NA NA Grand Total NA NA NA NA NA
48 Table-11 Progress made under Non-Intensive Strategy (Applicable States)
Year-wise Coverage of Non-Intensive Blocks (Indicate the year in which Non-intensive implementation started) S. Progress Particulars Expected No. Progress During Progress Plan/Target up to 2016-17 up to for 2017-18 Mar.’16 (Jan' Mar.’17 17) A. OUTREACH AND COVERAGE UNDER NON-INTENSIVE APPROACH
No. of districts implementing non-intensive NA NA NA NA 1 strategy NA NA NA NA 2 No. of blocks implementing non-intensive strategy B. PROMOTIONNo. of villages implementing OF COMMUNITY non-intensive INSTITUTIONS NA NA NA NA 3 strategy
NA NA NA NA 4 No. of new SHGs promoted NA NA NA NA 5 No. of old SHGs revived/ strengthened NA NA NA NA 6 Total No. of SHGs Promoted NA NA NA NA C.7 HouseholdsFINANCIALMobilized INCLUSION/MAINSTREAMING into SHG Fold AND BUILDING ACCESS TO FINANCE
NA NA NA NA 8 No. of SHGs having opened Savings Bank accounts NA NA NA NA 9 No. of SHGs provided RF NA NA NA NA 10 Amount of RF disbursed (in Rs. lakh) NA NA NA NA 11 No. of SHGs accessing bank credit NA NA NA NA 12D. AmountOTHER ofACTIVITIES bank credit accessedINITIATED (Rs. in Lakh)
NA NA NA NA 13 NA NA NA NA 14 NA NA NA NA 15 NA NA NA NA 16E. PROJECT MANAGEMENT
NA NA NA NA 17 No. of staff deployed 49 50 Table 12 HR checklist
S. HR Management Status/PROCESSES in Remarks No. place
1. Has the HR Manual been adapted, approved Kerala State Service Rules followed in by EC and implemented across the SRLM? Kudumbashree
2. As per ASH Policy, has the ICC (Internal Yes Complaints Committee) been constituted?
3. Is there GRM in place for the Staff? Has the Yes GRC (Grievance Redressal Cell) been constituted for redressal of grievances?
4. Is there GRM in place for the Community? Yes Has the process as well as the members’ names been shared with the Community?
5. Do all positions in SRLM have JDs? Has PMS Yes / Yes been rolled out in your State?
6. Fieldwork, Field stay and Area Anchoring by Yes HR at various levels
7. Are Hygiene factors being taken care of as Yes per laid down timelines?
8. Have all staff undergone Induction and Yes Immersion programmes as per stated modules?
9. HR Structure/Organograms at Block, District Yes (structure given below*) and State level
10. STAFF DATA
a) How many staff are required by the 2 COOs / 6 SPMs / 18 APMs / 4 SRLM (State/District /Block levels) as Managers / 98 DPMs / 152 BPMs per Normative Structures b) How many staff are in place? 72 c) Is there a plan for redeployment of Yes (recruitment against vacancies) excess staff / recruitment against vacancies (One Community Professional given to d) Any progress/plans for staffing with every CDS as MIS/Accountant cum Community Professionals? General Duty Assistant under State51 Plan Fund) * SMMU COSTS 2017-18
NRLM B1.1.1
Total Travel and Amount in a Related Sl State Unit cost year (Rs Costs (Rs No Designation Mission (Rs.) Lakh) Lakh) 1 COO (S) 1 1,20,000 14.4 3.6 2 COO (L) 1 80,000 9.6 2.4 1 Programme Manager 6 60,000 43.2 10.8 Asst. Programme Managers / 2 Consultants 18 40,000 86.4 21.6 4 Hardware Engineer 1 30,000 3.6 0.9 6 Accountant 1 30,000 3.6 0.9 7 Financial Manager 1 40,000 4.8 1.2 11 Manager- MIS 1 50,000 6 1.5 Total 171.6 42.9 GRAND TOTAL 214.5
* BLOCK MANAGEMENT UNIT COSTS (BMMU) 2017-18
NRLM B2.1.2
Travel and other Total related Unit Annual costs (Rs cost Cost (Rs Lakh) Sl No Designation Number (Rs) lakh) (@6% 1 NRLM Acoountant 14 30,000 50.4 3.02 2 DPM/Consultants 98 40,000 470.4 28.224 3 BPM 152 20000 364.8 5.76 Total 885.6 37.004 Grand Total 922.604
52 Annexure - 1
A Comprehensive approach and sustainable development program in Tribal Predominant area (THIRUNELLY-ARALAM-NILAMBUR)
I---THIRUNELLY
Background
The project proposal to be implemented in the predominantly tribal block of Tirunelli has been not been able to achieve high social developmental indicators as in other parts of kerala. The project aims at effectively attaining socio-economic development through the construction of strong social institutions of women and enable them to engage in micro-credit, sustainable livelihoods, upliftment of social status, accessing entitlements and rights and asserting agency as equal citizens in the development process. Attapady would also be the training ground for social inclusion and development work in similar marginalized and extremely vulnerable tribal areas of Kerala. The experiences of collectivization, institution building and capacity building and building sustainable livelihoods can be upscale.
The project in Attapady is being implemented by Kudumbashree and NRLM, MORD. The project would be an innovation and pilot from which lessons can be learnt for the particularly vulnerable tribal communities in the country. The formation of resource group of community resource persons and creation of a cadre of thematic experts in social development, institution building and capacity building, education, health, gender issues, etc. can support the up scaling of the programme to other parts of the state. The resource hub would be the pivotal point for collectivization and institution building, discussion and awareness building on all entitlements.
The community resource persons and the resource groups of women would be trained to undertake institution building and capacity building work among other vulnerable tribal communities of the country. The Attapady projet can extend training for women from the vulnerable tribal communities in institution building and enhance their capacities to express their voices, assert their agency and develop awareness of their entitlements and through their institutions be able to claim the entitlements. The institutional architecture can be developed to enable the most deprived communities to be able to gradually engage in thrift activities and benefit from the micro-credit activities and build up sustainable livelihoods. Social development aspects like health, education, gender issues, etc. can be taken up through the institutions. Modules and methodology would be developed to systematically build up the capacity of the community cadre.
53 Attapady would serve as the immersion site for the work to be undertaken in the extremely vulnerable tribal communities in other blocks of Kerala. Modules would be developed for the community resource persons to undertake expansion and capacity building processes in other parts of the state. The community resource persons from other areas can visit Attapady for training and exposure in areas such as mobilization, institution building, capacity building, livelihood, etc
Vision
The project aims to alleviate the social and economic status of kattunayakan, Adiya and Paniya, tribal communities of Kerala. Sustainable livelihoods like agriculture and allied activities need to be developed where the community can be self-reliant. Women’s institutions would be built up strongly to be able to lead towards total financial inclusion leading towards poverty alleviation and social development. Awareness generation would be enhanced on all issues for the communities to be able to access all entitlements and schemes. The institutions would enable women to access credit, engage in sustainable livelihood, build up entrepreneurship, marketing and negotiation capacities and capacity to assert their agency in all realms from the domestic front to the various forums like the area of work, panchayat, various departments, etc. The social, economic and political status is enhanced and they are able to assert their cultural identity as tribal community. The project area would be an immersion site for the community resource persons from the most vulnerable tribal communities of Kerala. Similarly, the community resource person’s in this area can engage in the mobilization and institution building processes in other parts of the state. Modules and protocols would be developed for building the capacities of the community resource person’s and professionals for this upscaling process. The needs of the other vulnerable areas would be understood before the mobilization processes are undertaken.
Expected Achievements
Strong and effective exclusive institution of women from the tribal communities which would develop negotiation power, ability to critically analyse their own situation and collectively work towards social transformation
Strong and empowered NHGs with women members formed Institution at the hamlet called ooru-samithi formed in all hamlets Panchayat samithi formed in all panchayats NHG’s members trained in the basic non-negotiable like savings, internal lending, maintaining books and accounts, repayment and micro-planning NHG leaders trained in basic tenets, preparation of micro-plans, maintenance of registers and building strong NHG’s oorusamithi accountants trained in book-keeping
54 Institution at the ooru level and panchayat level for tribal women would enable them to access all entitlements and schemes of each department and engage in the proactive process of preparation of tribal sub-plan.
women leaders from oorusamithi trained about institution, its role and strength, disbursement of fund for the community, convergence with various departments panchayat samithi leaders trained in institution building, disbursement of fund, vetting of micro-plans, convergence with various departments bankers trained in extending bank linkages NHG members trained in social developmental issues like reproductive health, health and nutrition, sanitation and hygiene, education, gender, trafficking, violence intervention, NREGP, decentralization, etc. children mainstreamed through residential bridge courses
Institutions ensure availability of nutritious food, access to health care, education, etc.
educational and nutritional centers catering to children, pregnant women and lactating mothers
Institutions prevent social issues like child marriage, domestic violence , trafficking and other forms of violence which affect the status of women
Intervention in issues of domestic violence and violence against women in public places Anti-human trafficking campaign Campaign against child marriages Supporting women with mental illnesses, physical disabilities,etc.
Skill training to youth
Skill built and training imparted to youth Youth resource centre for counselling and mentoring youth built up
Livelihoods in agriculture and micro-enterprises that would lead to economic development
women farmers and self-employment opportunities developed
Funds disbursed to the community
corpus fund and revolving fund disbursed to the community The women in the oorus (hamlets) in the tribal areas would form collectives called NHGs. The women’s faith in collectivization and its long –term role in
55 capacity building, enhancement of livelihood opportunities, access to credit and empowerment would have to be communicated. All the women would be included in the NHG by orientation on collectives and institution building. Orientations in each ooru would be held for understanding the importance of collectivization and the activities that can be undertaken, the importance of savings, internal lending, ability to access credit, gender issues that affect their lives and the programmes that can be undertaken to redress their issues and the significance of the collectives in being able to redress these issues. Ooru –based organization The office-bearers of the NHGs would come together at the ooru level to form an ooru-based organization. This organization which may consist of 20 to 22 women would comprise of the president and secretaries of each NHG and each ooru may have 5 to 6 NHG’s. The ooru-based institution will be trained in administrative, accounting and auditing work and they will be primarily responsible for the disbursement of corpus funds, monitoring and auditing. The institution would also be the forum for the disbursement of the community investment fund. The institution will look at the micro-plan of the NHG’s and the individual member and decide the disbursement of funds, They will also be the focal point for the flow of information and the pressure building mechanism for redressal of gender issues and various social evils like alcoholism, child marriage, etc. The ooru-based institution would be the primary organization to strengthen collectivization and ensuring the flow of information and upward flow of opinion and knowledge and build up capacities to influence programmes, plan and policies. The institution would be primarily responsible for building up the NHG’s and ensure that all women are included especially the women who are extremely vulnerable like the disabled, women living on their own, etc. The disabled, aged women and women with mental health issues would be specially brought into the NHG’s so that they benefit from the corpus fund. It would be ensured that they receive the social security benefits of the government and livelihood initiatives would be taken up with them. The institution would work towards the building of an environment which would ensure the opinion of most vulnerable woman and her needs are prioritized and incorporated in the plan and programmes and she receives the benefit which would pull her out from extreme forms of vulnerability.
Panchayat based institution
The ooru based institution will converge at the panchayat level. There would be around 40 to 45 ooru-based instituions at the panchayat level. The panchayat based institution can engage in planning with the local self- governments, departments like ITDP, social welfare department, etc. and clearly engage in a timely review of the implementation of the schemes, look 56 at the lacunae in the implementation like the construction of roads, housing, water supply, electricity, agriculture, animal husbandry, education-primary, secondary and higher secondary, higher education, etc. They can review and evaluate the functioning and performance of the ooru- based institution and look at the utilization of the community investment fund and whether it has reduced the vulnerability level, opened up better livelihood options, improved the quality of life and reduced drudgery and enhance decision making capacity of women. The resource groups will assist the panchayat based institution in the base- line study of the condition of women and the mid-tem status and finally, the status at the end of three years. Hence, the panchayat based institution would be responsible in undertaking the study and provide timely inputs in taking forward the study. The office-bearers of the panchayat based institution can be ex-officio members of the CDS and vice-versa. This will ensure sharing on information at all levels.
Capacity building for building up the institutional structure of NHG’s, ooru based institution, ward based institution and panchayat based institution
Capacity building of neighbourhood group members in collectivization, adhering to basic tenets of NHG’s, managing registers and accounts
Orientation in each ooru would be held for understanding the importance of collectivization and the activities that can be undertaken, the importance of savings, internal lending, ability to access credit, gender issues that affect their lives and the programmes that can be undertaken to redress their issues and the significance of the collectives in being able to redress these issues. women will be trained by the animators over a period of three years.
Capacity building of NHG’s leaders in relevance of collectivization, basic tenets of NHG, maintaining accounts and books and preparation of micro-plan
NHG leaders would be trained in the relevance of collectivization and basic tenets of collectivization and institution building. They would be trained in preparation of plan, the maintenance of books and registers and disbursement of funds to the community. women leaders will be trained by the animators and the training team of Kudumbashree.
Training NHG leaders and members in micro-planning, book keeping
There would be training in book-keeping and accounts for the office-bearers and book- keepers of the NHG to enable them maintain registers and books.
57 This would activate the smooth facilitation of the activity. Women leaders will be trained in book-keeping and women members will be trained in preparation of micro-plan.
Training oorusamithi leaders about the relevance of the institution, its role, maintenance of books, registers, accounts, vetting micro- plans, supporting NHG’s, auditing NHG books and accounts, disbursement of funds
The oorusamithi office bearers would be trained in the relevance of the institution in enabling the NHG’s to access their entitlement and rights. They would also receive training in maintenance of accounts, disbursement of funds, preparation of micro-plan, auditing of registers and books. The oorusamithi accountants will be trained in management of accounts.
Training oorusamithi accountants in maintaining accounts
Oorusamithi accountants would be trained in management of accounts. The oorusamithi accountants would be responsible for management of accounts at the ooru level. They will also be trained in book-keeping, management of files and administrative tasks of the oorusamithi.
Training panchayat samiti in the role and significance of the institutional structure, their role, disbursement of fund to community and integration with various departments
The panchayat samithi leaders will be trained in the relevance of the institution, the need to converge with various departments and enable women to access these benefits and schemes. The panchayat samithi will also be trained in disbursement of community investment funds and livelihood funds, preparation of micro-plan, auditing of registers and books, etc
Training stakeholders
Orientation for the Community Development Society and Area Development Society about the objective behind the creation of exclusive tribal institution building
There is a strong need to sensitise the CDS and ADS members of the general community and build up the perspective to understand the culture, history and issues faced by the tribal community. It is essential to create an interface and the present antagonism needs to be mitigated and redressed.
Building relationships with banks
The women from the tribal communities lack the where- withal and the basic information to get the forms filled up and signed and engages in all the
58 formalities. Due to illiteracy and the fear of the procedures, the women are not able to access banks. So the intent would be to have orientations with the banks for office-bearers of NHG’s where they understand the possibilities for bank linkages, the credit they could receive through various schemes and the rate of interest and the repayment pattern. The panchayat based institution would support the women in accessing bank linkages and constant monitoring of the repayment. The bankers would receive an orientation about the programme, its vision and the need for bank linkages.
Training PRI’s
It is highly essential to have an orientation of the elected representatives in order to gain convergence and ensure that the needs which arise from the gramsabha are taken to the working group and into the tribal sub-plan and the implementation is done effectively. The elective representatives need to be sensitized to the needs of the community.
Training stakeholders from various departments
The training would enable to achieve convergence with various departments. The programme can be elucidated and the women’s institution can be linked with the implementation of the various programmes and the schemes.
Training women in social development issues
Resource hub as the pivotal point for formation of collectives
The plan is to develop resource hub in each ooru where knowledge, information and awareness about entitlements with respect to Tribal sub-plan, MNREGP, RTE, RTI, etc. is transmitted and exchanged. There is a lag in the flow of information and awareness about entitlements does not reach the women. The resource hub would be utilized for the empowerment of women and their educational activities so that they are capacitated to assert their agency. The resource hub would be the space and forum for activation of NHG’s and enabling the community to access their entitlements collectively and their knowledge can be utilized for planning and implementation and influence the perspective and understanding of planners. There would be discussions in the hub about each government scheme and programme so that women are aware and able to access it.
Formation and training for resource group of women in each ooru on gender, health, reproductive health, education, inclusion and development issues
Workshops on various thematic issues like income-generating activities, /8, health and nutrition, hygiene and sanitation, reproductive health, gender
59 issues, prevention and violence intervention, intervention in issues of disability, mental health, NREGP, forest rights act and other programmes of the government, the entitlements they are supposed to receive, etc. would be facilitated. The workshops are an effort to build up the critical thinking of women to be able to understand and reflect on their issues and bring about changes in their lives and situation and to enable them to seek help and resolve their issues collectively. The capacity to be able to access information and entitlements would be enhanced and the accountability of the system to the collectives would enhance through this capacity enhancement process. Resource groups of women in each ward who are thematic experts in various themes like gender issues, adolescence, health, reproductive health, mental health, hygiene and sanitation, violence intervention, education, issues related to disability, agriculture, allied activities would be developed to support the institutions in resolving gender issues. They would be thematic experts who can disseminate knowledge and also engage the women’s collectives in resolving issues through interface with various institutions, departments and organization. The capacity building workshops would be conducted by various experts.
Gender and social inclusion would be cross-cutting themes to be incorporated and integrated within each component of the project whether it is the question of control over resources and land, infrastructural development, livelihoods, entrepreneurship, addressing and combating social issues like violence against women, child marriages, etc. Child marriages is a major issue would be taken up by the resource group in each hamlet in a campaign mode by using theatre and by individual counseling and collective pressure-building mechanisms. The resource groups of women will also be responsible in developing micro-level plans to be integrated to the tribal sub-plan. Gradually, the women should be able to help the local self-governments and the planning board in the preparation of the plan and budget.
Educational and nutritional activities for children
Nutritional and Early educational centre
The centres would ensure the health and overall development of infants and children, reproductive health of pregnant women and health of lactating mothers. It would take care of the nutrition and health needs of children and women. It will also be a centre for dissemination of information on health, reproductive health, nutrition, sanitation and hygiene.
Supportive and creative learning spaces
There is paucity in the learning spaces for children within the houses due to domestic violence caused as a result of alcoholism. The children lag behind
60 in studies as they are not able to cope with the strained atmosphere within the homes. The community hall would also be converted into supportive learning spaces for children and a facilitator would be given the responsibility of activating the educational process.
A group of teachers from each school can be asked to volunteer to support the educational activities of children each weekend and follow it up in the panchayat level community hall or schools for the tenth standard. In oorus where the drop-out rates are high, the beginning of the special learning centres would be ensured and the ooru based institution would ensure the functioning of the ooru-based institution and the supportive learning centres. There would be thorough monitoring of the centres so that the educational standards are met and the quality of learning is good.
Residential Bridge Courses for drop-out children
Residential bridge courses of 6 months to one year duration will be conducted for the children who are dropped out to be integrated into mainstream education. The courses will also equip children with life-skills and the ability to cope up with the language barriers in the mainstream schools.
Sports, arts and cultural activities for children
Sports, arts and cultural activities can be taken up for the children and balsabhas initiated by the ooru based and panchayat based institutions to build up collectives of children where they have the forum for creative expressions and performances and expression of various talents. It is also a f orum to enhance social consciousness and involve in the democratic process.
Youth clubs and audio-visual exhibition and discussion for youth on alcohol and substance abuse and social development issues
Youth clubs and audio-visual exhibition would be undertaken and discussion would be initiated among the youth on issues of alcohol and substance abuse. But these discussions would begin with focus on developmental issues. The medium of films and documentaries would be used for attracting the youth and bringing them into the forum of discussion.
Youth Resource Centres
The resource centre would extend skilling, counselling and mentoring support to the youth. It will also be a centre for information and knowledge dissemination. The skilling services can be offered and follow-up conducted from the centre. The centre can be managed by the youth. It will also be a
61 pivotal point in diverting the attention of the youth towards developing their own community.
Deaddiction and counselling support
Alcoholism is rampant and the major hurdle for the socio-economic development. Deaddiction and counselling will be conducted for the youth and men who are addicted and need medication for recovery.
Gender Resource centre and women’s empowerment
Gender Resource centre will initiate all the awareness building activities with respect to gender. It will also be the centre for extending legal aid from issues of domestic violence to land alienation, etc. Anti-human trafficking campaign will be initiated. Violence intervention will be undertaken and family counselling will be extended. The centre will be managed by the panchayat samithi.
Violence intervention and rehabilitation
Violence intervention in issues of domestic violence and in public spaces would be undertaken with the support of gender desk of Kudumbashree , Mahila Samakhya and the protection officer. Counselling spaces would be initiated in the ooru and ward-based institutions. The women would be supported through counseling of partners, legal support, health support and opportunities for economic self-reliance.
Funds to the community
Provision of corpus fund to ooru based institutions
Corpus fund to the tune of 10,000 Rs. should be provided to the ooru- based institution which can be disbursed to the NHG’s by reviewing their capacities to absorb funds like consistent savings, internal lending, repayment of interest and ability to use the funds for the improvement of the economic condition. NHGscan be disbursed Rs 10,000 so that they would be able to overcome acute vulnerabilities and build up on their livelihoods and meet other economic necessities. An educational process would be undertaken to see that the corpus fund is used for the livelihood, educational, health needs of the community and women’s capacity to assert her agency in the utilization of funds would be made.
Community Investment Fund and Livelihood Fund
The community investment fund would be disbursed by the panchayat samiti to the ooru based institutions for disbursal to the ooru based organization for further disbursement to the NHG’s based on their
62 performance, absorption capacities, rate of repayment of internal loaning and interest submitted on the internal loanings. The fund disbursement would begin after building strong ooru based institution and they are well- versed and trained in administrative procedures. The fund would be disbursed after undergoing the grading process and understanding the micro-plan of the NHG’s . Clear and precise formats and MIS system would be developed for assessing the micro-level plan and the utilization of funds in judicious and discrete manner for the economic enhancement and improvement in the quality of life including education, health and reduction of drudgery, etc.
Skill training and building self-employment
Skill training will be initiated with the support of Project Implementation Agencies. Youth would receive technical training and the plan is to absorb them into jobs. Training in life-skills and soft-skills which would prepare the youth for mainstream life would be incorporated in the training. The training and job placement would be an ongoing process.
Training for self-employment activities
Training for women would be provided in self-employment activities like tailoring, broom-making, cloth shop, grocery shops, broom-making, soap-making, setting up photostat unit, etc. as has been suggested by women apart from the Mahila Shaktikarna Pariyojana which has been proposed separately for Attapady.
The income –generating units would be developed into a micro- entrepreneurship programme and the women would be trained to develop a plan for their unit where all the costing, backward and forward linkages are properly developed. The women would be given proper training and taken on study tour for exposure visit to understand the procurement of raw material, developing the business plan, the marketing procedures and the institutional mechanisms to support the unit, the bank linkages that can be entered into for credit support.
Capacity building training can be initiated for the initiation and management of enterprises. The women can be trained in making a business plan and in professionalizing account-keeping and management of books. The women will also be trained in marketing strategies. There would be exposure visits to the units that are managing units well to understand the strategies and mechanisms of marketing and management.
Capacity building of CRP’s and the staff
63 There would be animators in each panchayat to form the institutions at various levels and undertake the mobilization of women in forming strong NHG’s, ooru based organization and panchayat based organization. The CRP’s can be trained in conducting regular training and workshops to convene regular and systematic discussions where aspects of micro-credit are discussed with gender and social issues simultaneously. They can be trained to understand the mission and vision of the project, financial and social inclusion aspects, capacity building and empowerment of women, building of entrepreneurship, preparation of micro-plan, accounting, book- keeping, knowledge about various entitlements and rights and monitoring and auditing. There would be trainings in understanding the resources and assets of the community and decentralization and preparing the plan to be integrated into the plan of the panchayat and the district. They would be trained in mobilizing the community, understanding the perspective and identity of the tribal community and culture and using cultural forms for mobilization and integrating cultural forms as part of the training module and methodologies.
The facilitator within each resource hub in the ooru would be responsible for developing it by creating a space which genuinely participatory and women-friendly where they can engage in an open discussion on all issues that affect their personal and public lives, engage in analysis of issues, develop a clear understanding their rights and entitlements, a critical understanding of their status including education, health , reproductive health, access to resources, assets, etc. and how collectively they can improve their status and resolve their issues. It would be a space for empowerment and capacitation. The facilitator would be trained in aspects of developing the space into a resource hub and training in the above-mentioned issues. The co-ordinator, the social workers and young professionals would be trained in all aspects like building up institutions, capacity building of women, training on various themes, preparing micro-level plan and understanding of all acts with respect to development, rights and entitlements, gender and social inclusion perspective.
Plans to enable women institutions to put in place a transparent self- monitoring and review mechanism internally for program improvement.
A transparent self-monitoring and review mechanism are already in place. There would be a software expert where all the information about monetary transactions would be developed. There can be presentations about the financial statement in the ooru and panchayat level samithis. There can be display about the activities and expenditure in the resource
64 hub and discussions regarding activities, disbursement and income, constraints, etc.
Conducting meeting of Review Committee at the PRI level
The PRI’s will be informed of the review conducted by the panchayat samithi along with CDS and the Kudumbashree state officials. There will be an ongoing monitoring and review mechanism at the ooru samithi and panchayat samithi level.
Monitoring and evaluation
Monitoring would be inbuilt into the system which is regularly done by the ward and panchayat based institution. A results analysis framework would be developed to capture the socio-economic and cultural profile, birth, life expectancy, mortality rates, health, reproductive health education, hygiene and sanitation, food security, access to entitlements, access and control over resources and assets, infrastructural development, membership and proactive participation in various institutions and exposure to violence and discrimination. There needs to monthly monitoring and evaluation of the social development programme at the ooru samithi, panchayat samithi, ITDP and at the State Mission of the Kudumbashree. Committee needs to be constituted towards the same. Evaluation can be undertaken by a group of experts to understand the impact of the project on the socio-economic lives of the community after every year. Review to be conducted once in every two months involving ITDP, Kudumbashree and panchayat.
Implementation Arrangements
The implementation of the project would be undertaken by the Project. The cell would comprise of 4 co-ordinators and one accounts and administrative personnel. The field staff would comprise of promoters and animators of ITDP and Kudumbashree. The cell would report to Executive Director of Kudumbashree. State Mission Kudumbashree would receive funds from NRLM. The funds would be disbursed through the bank account opened in Wayanad operated by the Cell. The funds would be managed by the DMC, District Mission. The cell will only have the powers of handling Rs 20000 at a time. The proposal for funds needs to be submitted to the ED as per requirement. The formats for registration, grading, auditing and disbursement of funds to the community would be newly developed for effective and smooth implementation. The ooru samithi has to be recognized as special ADS and panchayat samithi as Special CDS and powers transferred for disbursement of community funds. This has to be approved through GO issued by Kudumbashree state mission. The ooru samithi and panchayat samithi would be ex-officio members of ADS and CDS. MIS would
65 be developed for the project for managing of data and ensuring transparency, both at the oorusamithi and in the cell.
II----Aralam farm
Background
The nine tribal communities from various locations have been settled in 6 blocks close to the Aralam sanctuary. The first 6 blocks is occupied by the farm. The resettled 3000 people have been provided with one acre of land with varieties of perennial crops like coconut, areca nut, cashew nut, pepper, cocoa, etc. The community has been provided with basic facilities like land, crops which yield income, basic housing facilities, drinking water, school facilities, etc. Some of the families have their own well. Despite these basic provisions, their economic status has to be improved.
Plan 2017-2018
The communities have to be mobilized into institutions and their capacities enhanced to utilize the facilities provided to the optimum. The focus needs to be on empowerment and enhancement of social capital to be able to use the basic amenities like land, crops, water to the full potential.
They should be institutionalized to access credit and market linkages. The land can be used to grow vegetables like ashgourd, pumpkin, bittergourd, all cucumber varieties, tubers, edible leaves, millets in an organic manner. The produce grown in this place can be branded and sold in Kannur and transportation can be arranged in the form of subsidy. There can be value addition to all products as they are organic. This can be done through Kudumbashree mission and MKSP programme of Kudumbashree. The communities are not able to receive inputs from agriculture department as they do not have land records and do not pay taxes. Hence they are not able to enhance the fertility of their soil by adding natural fertilisers or land preparation.
Institutions can be built in two modes. 1) Women NHGs , ADS and CDS exclusively from tribal communities 2) oorukoottams or oorusamithis involving both men and women. Empowerment and capacity building of women should be undertaken to lead towards social development. Social development would involve education, universal enrolment and retention, focus on higher education, health, sanitation, reproductive health, prevention of early marriages, increase in access to family planning, especially spacing.Women can be trained in book-keeping and managing accounts. Corpus funds, community investment funds and livelihood funds can be disbursed through the institutions and the funds can be used for
66 livelihood enhancement. The funds can be disbursed using nrlm/ Kudumbashree funds/TRDM funds. The community can be trained in making micro-plan, identifying their own felt needs and disbursement of funds for social development and livelihood enhancement.
Livelihood enhancement needs to be undertaken through the implementation of MNREGA, linked to agriculture like land preparation, adding natural fertilizersg to the soil, creation of water sheds for water harvesting and soil conservation, goat sheds and cow sheds, etc. Animal husbandry to disburse funds through the institutions for purchase of milch animals, sale and transportation of milk and meat can be undertaken.
There is need to institutionalize transparent and accountable procedures and norms for purchase and marketing. There is need to form producer groups and producercompany for processing, packing, branding, transporting, marketing, etc. Agricultural inputs need to be provided like funds for purchase of organic seeds, preparation of natural fertilisers and pesticides through the institutions. In the long run, the farm should be handed over to the federation or oorukootam to be managed with the technical support of experts.
Social Development
Education needs to receive the prime focus in social development. Training needs to be extended to teachers in m aking the school environment inclusive. Arts and sports need to be introduced as part of the curriculum to prevent dropping out. The community’s language need to be introduced in anganwadi and primary schools. Anganwadi workers from the community should be there in the anganwadis. Training about health and reproductive health should be provided. There should be capacity building for women about social development issues
Action points –
There should be meetings with all stakeholders like the farm functionaries, TRDM, krishi bhavan, vetinary department, MNREGA, education department, SSA, health department, NHM, Kudumbashree, panchayat, etc. Proposal should be prepared. A cell should be set up consisting of two coordinators and animators from the community reporting to the collector, dmc and technical support of project management unit, Kudumbashree mission
III. Nilambur block Malapuram
Kudumbasree will initiate work in Nilambur with Paniya, Kattunayakan and Cholanayakan communities. The entry point will be
67 through community kitchen for the Cholayakan and Kattunayakan communities who are the PVTG communities and in extremely vulnerable condition and depending on NTFP collection in the buffer zone of Silent Valley.
The Cholanayakan and Kaatunayakan communities are mostly dependent on forest produce and have hardly any access to rights and entitlements. The children are drop-outs and some of them have never been enrolled. The forest produce is reduced drastically and the communities are leading a bare existence. There is a conflict in between police and left wing extremism in these areas
The Paniya communities live in settlements near the villages and depend on labour work in agriculture. They earlier worked in the paddy fields and have been known for their agricultural expertise but they do not own land. They live in cluttered settlements and no basic amenities like proper housing, sanitation facilities and access to drinking water, and entitlements from local self- governments. Often they are unable to access even MGNREGA scheme as they do not get wages in time and forced to work as labourers. The children are drop-outs in most of the hamlets and very few get access to high schooling.
Plan-
The work would be initiated through community kitchen and bridge camps for children especially in the Cholanayakan, Kattunayakan and Paniya communities. Among the Cholanayakan communities in the remotest areas of the forest, they can be mobilized into producer groups and the forest produce can be directly marketed through their producer group. Both women and men can be made members of these producer groups. They can be provided revolving fund and then community investment fund to engage in livelihoods.
Convergence with forest, integrated tribal development programme can be achieved for tiding over vulnerabilities and gaining access to rights and entitlements. SSAs support can be used for establishing bridge course in the hamlets to provide supportive education for preventing drop-out and building inclusive environment for children and ensuring nutritious food. MGNREGA can be used to support the kattunayakan communities to engage in agriculture. Skill development can be ensured in convergence with DDUGKY of Kudumbashree.
Work can be initiated among the Paniya communities after September and the focus would be on capacity building and gaining the rights and entitlements through convergence with all departments. The services of the
68 lsgds would be sought in building all basic amenities like housing, sanitation and electricity. The anganwadis and schools would be made inclusive through teacher’s sensitization workshops and having bridge courses for children in the hamlets to provide nutritious food.
Community investment fund can be provided to support the NHGs of the paniya community to engage in agriculture and form producer groups to engage in cultivation by leasing land available with local self- governments.
Exclusive institutions would be formed for all the three communities like the Neighborhood groups and the oorusamithis but they would have common panchayat samithis including all the three communities. But the cif would be disbursed separately through the three panchayat samithis as their livelihoods and location are varied and dispersed.
Capacity building would begin with the Cholanayakan and Kaatunayan communities and then move onto the Paniya communities. The team from Attapady would be responsible for the capacity building and implementation of the programme. The programmes would be planned with the Programme Officer, state mission, DMC and the PMU, Attapady. There would be a cell in Nilambur block to look after the management of the programme. The cell would comprise of co-ordinator, young professional and an accountant and animators.
Annexure – 2
A Proposal on
69 Social and Livelihood Development of Endosulphan affected families of Kasaragod District
Submitted to National Rural Livelihood Mission
Kudumbashree – Kerala State Rural Livelihood Mission Local Self Government Department Kerala State
70 Social and Livelihood Development of Endosulphan affected families of Kasaragod District
The core of the project is to pilot innovations in addressing the vulnerabilities of endosulphan affected (chemical) families and to adopt a new approach towards their social and economic development. Livelihood Centres attached to Buds schools to provide livelihood opportunities to the affected families is a novel venture. The development of cluster-based micro enterprises and integrated value chain development approaches bringing in the perspective of market demand and supply as well as building in community producer collective organization is a new approach that has been demonstrated in some parts of Kerala and the initiative once successful can be replicated in other parts of the country. The project proposes to leverage public and governmental investments in providing eco-system services to the Livelihood Centres attached to Buds schools, producer collectives & consortiums and Buds schools, especially in value chain development and private partnerships in knowledge and resource convergence for the producer collectives & consortiums and Buds schools especially with technical institutions and resource agencies. The environmental sustainability and improved natural resource management are an important project objective.
The project plans to bring in and converge all schemes (both national and state) related to gender, livelihoods, agriculture as well as Enterprise Development. The project will be converged with existing schemes of Kudumbashree. The initiatives such as social mobilisation and financial inclusion will be linked with NRLM regular programme. Part of the financial resources for development of Micro Enterprises and Livelihood Centres will be met from Kudumbashree plan funds. The role of Panchayaths will also be rope in particularly in the development of physical infrastructure for Buds schools and Buds Rehabilitation Centres.
Background :
Kasaragod is the northernmost district of Kerala with rich natural resources. The District has a varied cultural heritage. While Malayalam is the administrative language of the District, seven other languages are prevalent in Kasaragod. As per 2011 Census, the district has a total population of 13, 02,600 persons of whom 6,26,617 are males and 6,75,983 are females. The literacy rate is
71 89.95%. The sex ratio is 1079 : 1000. Rural population is 7,97,424 and urban population is 5,05,176. There are 1,65,969 rural households in the district. Kasaragod district is having a population density of 604 per/sq km. which is below the State average.
The district headquarters is located at Vidyanagar. There are two Taluks in the district and 82 Revenue Villages. There are 3 Municipalities and 38 Grama Panchayats. The Kudumbashree network has 38 Community Development Societies (V.Os), 664 Area Development Societies (CLFs) and 9175 NHGs in the rural areas. The District Mission (DMMU) is also functioning from the district headquarters.
Agriculture is the major occupation of the people. However, shortage of agricultural labourers and fall in price of the agricultural products are the main problems in agriculture sector. Industrial development, development of health and educational infrastructure in the district requires further improvement. The standard of living of the people is generally very low and it necessitates a comprehensive approach for the improvement in socio economic condition of the people.
Introduction :
In early 1960s, the Agriculture Department began planting cashew trees in Kasargod District. In 1978, Plantation Corporation of Kerala (PCK) took over the plantations. endosulfan, a highly toxic organochlorine pesticide was sprayed in the cashew plantations since 1978 till 2001 regularly three times every year. The aerial spraying of endosulfan was undertaken to contain the alleged menace of the tea mosquito bug. By 1980s, stunted growth and deformed limbs were noticed among new born calves. By 1990s, health disorders of very serious nature among the human population came to the lime light. Children were found to be the worst affected with congenital anomalies, mental retardation, physical deformities, cerebral palsy, epilepsy, hydrocephalus etc. Men and women were also affected with various chronic ailments. Around 6000 patients with diseases which can be associated with exposure to endosulfan have been identified in the area, and around 1000 persons have died out of diseases that can be caused by exposure to endosulfan. Physical deformity, reproductive morbidity including infertility, cancer, congenital abnormality etc. were found to be high in the local population, in comparison to the control populations. Among the affected, more than 500 victims are bed ridden, around 2000 require help of care takers for daily routine.
72 From year 2000 onwards various committees of Government and Non- Governmental Organizations have conducted visits to the area and submitted reports to the Government regarding this issue. Various rehabilitation activities are being undertaken by the State Government since then. However, environmental and socio – economic impact of the aerial spraying of endosulfan continues to be a burning issue not only in Kasaragod, but also at the state level. It is in this background, Kudumbashree would like to implement a special project for the affected families living in the 11 most affected Panchayaths in the district. The most affected Panchayaths are mapped overleaf.
73 Overall Goal :
Inclusion and Psycho – Social support of Endosulfan affected families, and alternative livelihoods to able members of affected families
74 Objectives :
a) To identify vulnerable and marginalized households affected by endosulphan disaster and to bring at least one member from each household under the Special NHG network and capacitate them to build effective and self managed institutions of the poor.
b) To address the members’ credit needs and vulnerabilities like food security, health security etc., and to meet the needs of the vulnerable persons
c) To meet the working capital needs of the members to enhance their livelihoods by promoting and supporting income generation and enterprise development activities
Location of the Project & Target Panchayaths : Kasargod District
No. Name of No. of Total BPL/AAY/ MGNREGS Affected No. of No. No. of Panchayath Wards Population Annapurna HHs population NHGs of special Households JLGs NHGs 1 Enmakaje 17 24166 964/575/124 2512 502 191 15 2 2 Kumbadaje 13 12,545 732/324/10 1724 350 104 32 4 3 Badiyadka 17 39,346 894/545/46 3927 326 240 45 2 4 Belloor 13 14,250 321/298/24 1684 333 106 41 14 5 Karadka 15 21,211 539/315/17 2512 396 205 150 7 6 Muliyar 15 22,327 932/299/38 3070 405 215 42 2 7 Ajanur 23 49,153 1507/655/10 3037 502 388 79 2 8 Kallar 14 19,404 848/453/74 3899 455 220 64 1 9 Panathady 15 23,640 722/996/228 3834 452 273 82 11 10 Pullur- 17 26,814 961/346/94 3939 471 356 120 4 Periya 11 Kayyoor 16 23,672 1326/363/46 4038 474 320 120 1 Chimeni
Activities proposed :
1) Mobilisation, Institution Building & Capacity Building and Financial Inclusion :
According to the reports of various Commissions and NGOs, there are eleven most affected Panchayaths in this man - made disaster. As per Government records, there are around 5000 victims listed in the official list of affected persons
75 from these Panchayaths. Proper health care and social security are being provided by the State Departments such as Health Department and Social Justice Department in the form of mobile medical teams, house visits by medical team, specialty treatment in super-specialty hospitals, transportation to hospitals, equipments for mentally and physicall challenged, ambulance services, monthly pension, free ration and educational scholarships. Further, BUDs schools for the mentally challenged children, housing schemes for the affected, a special cell in the District Collectorate to coordinate the rehabilitation activities and infrastructure development activities are also being undertaken by the State Government.
However, there is a need for organizing all affected households (especially women) into aggregate institutions of the poor like NHGs that provide them with voice, space and resources. As per existing records, there are around 50 special NHGs and around 500 households are part of the Community Based Organisation. A multi-pronged approach needs to be adopted for inclusion of all affected families in to NHGs and to provide them with capacity building. The targeted families, their NHGs, federations, government functionaries, bankers, NGOs and other key stakeholders are also require capacity building. The vulnerability of these households needs to be reduced through affordable and cost-effective financial services or products. The following activities are planned to be undertaken as part of this component.
a) Baseline data collection / Documentation of the major issues b) Special CDS Meeting, Special Panchayath / NGO meetings c) Panchayath wise Action Plan Preparation / District level workshop d) Ward wise campaigning / Formation of special NHGs & LH groups e) Capacity building training for special NHGs/LH groups f) Distribution of RF/VRF to eligible groups
2) Social Development Initiatives :
As per surveys and study reports, more than 1000 children in the age group of 0-18 have been identified as affected by Endosulfan and more than 25% of the total endosulfan victims belong to age group below 15 years. These children are suffering from various kinds of physical and mental problems. Several children are suffering from multiple disabilities also. Children who could not be admitted in general schools are taken care of by the ‘Buds schools’. A large number of endosulfan victims are mentally challenged. Buds Schools are run by the Grama Panchayats, to cater to the educational and training needs of the mentally
76 challenged children in the endosulfan affected areas. There are 7 Buds Schools functioning in the district, out of which 6 are in the affected Panchayaths. List of Buds schools given below.
No. Name of Name of BUDs No. of children No. of children Panchayat school in BUDs between 18 schools and 25 1 Kallar Chachaji 33 14 2 Enmakaje Santhwana 28 15 3 Muliyar Thanal 34 36 4 Karadukka Sneha 31 28 5 Kayyur Snehatheeram 27 19 Chimeni 6 Pullur Peria Mahatma 141 20
These buds schools face several problems (except the one in Pullur-Periya Panchayath which has a new infrastructure and is sponsored by Malayala Manorama and managed by NRHM). The facilities in the buds schools are very poor. These Buds schools do not have child friendly environment. Due to space constraint and inadequacy of staff, children of all age groups with a wide range of disabilities are grouped together. Teachers are paid only nominal remuneration and it is next to impossible to rope in services of special educators, on such a paltry remuneration. Presently, the Buds Schools are run by the Grama Panchayats. It is reported that the panchayats are finding it difficult to find resources for maintaining the institutions on their own. Considering the rather high incidence of neuro-behavioural disorders among children in this area, a special scheme for the buds schools in all the 10 panchayats may be taken up under NRLM (except the one in Pullur-Periya Panchayath).
Buds schools can be developed as satellite centres for vocational, medical and social rehabilitation of children and their mothers. The buds schools can double up as satellite unit/basic functional unit of vocational, medical and social rehabilitation primarily of children in the affected area. This is particularly relevant in the wake of the fact that neuro-behavioral disease of young age group is one of the major effects of endosulfan and accounts to about 40% of all identified victims. The children with cerebral Palsy, Autism, Attention Deficit Hyperactivity Disorder (ADHD) etc. can be enabled to live a near normal life and can be trained to take challenges in life if properly trained and provided with customised and specialised health and vocational rehabilitation. The following activities are envisaged under this component in the six Buds schools situated in the affected Panchayaths. All these activities will be implemented through Kudumbashree Community Development Societies (CDSs).
77 a. Training for ‘Care Givers’ especially parents or close relatives of victims to provide special and focus learning to the children in functional therapy that can promote development of self care skills among the children (eg : dressing, manipulating fasteners, using utensils, personal hygiene etc) (Caretakers are often unaware or incapable of providing quality care and assist patients in carrying out their daily activities)
b. Advanced Training to ‘Buds School teachers’ in academic skills and sensory integration (SI) therapy including techniques like applied behavioural analysis, structured teaching, speech and language therapy.
c. Promotion of artistic and other skills of the differently abled children.
d. Physical requirements : Teaching aids, treatment equipments, Furniture, transportation facilities for children.
e. Special Educators: Qualified Special Educators have to be appointed on contract basis for the initial period and they should be given decent pay and allowances.
f. Buds Rehabilitation Centre (Vocational training centre) - The children in buds school above 18 years shall be provided vocational therapy, training and facility to engage in meaningful employment in these centres. A full time instructor and Helper in each school have to be appointed for VTC. (This will function as subsidiary unit of the 6 Livelihood Centres proposed under Livelihood component)
g. Nutritious food has to be provided to children in the Buds Schools through the Nutrimix Units of Kudumbashree. A special breakfast cereal may be developed in association with Central Plantation Crops Research Institute (CPCRI) situated in the district.
The proposals for construction of buildings for Buds Schools in 5 Panchayats out of 11 afffected panchayats have already been approved under NABARD-RIDF scheme and the construction is under various stages in different Panchayaths. Construction in one Panchayath has been completed and the same has been commissioned.
3) Livelihood Enhancement :
Despite various measures for providing relief to the affected persons, the affected families are living in poverty due to lack of sufficient regular income or livelihood opportunities. The livelihoods of the affected community need to be
78 enhanced through deepening or enhancing and expanding existing livelihoods options and tapping new opportunities in farm and non-farm sectors.
2011 census data reveals, total workers in the District categorized under main workersand marginal workers are 462998. Number of main workers in the District is 372700 and marginal workers are 90298. Total workers are categorized as cultivators, agricultural labours, household industry workers and other workers. Female participation in the work force in the District is around 29.75 percentage. But in the household industry sector females dominated in the working force. Their share in the household industry workers are 72.61 percentage, whereas in the State female workers in the household industry is about 33.37 percentage. Percentage of marginal workers in the District is about 3.94 of the State total, ie, 2289316. Number of non workers in the District is 844377 which is around 3.87 percentage of the State total.
Population in the district is mainly agrarian in nature. Major crops include paddy, areca nut, coconut, rubber, cashew, banana, pepper, tapioca, tobacco and ginger. Animal husbandry is also a major livelihood activity in the district. The coastal populace mainly depends on fishing for their livelihood. 'Kasaragod Sarees' is a famous branded handloom product of Kasaragod in the co-operative sector. Kasaragod district is having cash crops as its main stay compared to food crops.
As agriculture is the occupation of the majority of the people, there is ample scope for setting up of agriculture based industries. As the district is promoting organic farming practices, the production of organic manure is important. The present rate of milk production is not enough to meet the full demand. Quality cattle feeds and mineral mixture are not available in the market. There is plenty of scope for poultry farming also. Kasaragod has vast potential in industrial development. Enough land is available for setting up new industries. There is ample scope for agro based small scale industries. There are 6198 Small Scale Industries in the district. Animal husbandry plays an important role in generating employment and income to the weaker sections of the population.
Agricultural scenario : The degradation of natural resources, socio-economic factors like lack of labour, problems related to market and infrastructure facilities, lack of availability of quality planting materials, lack of irrigation facilities, inadequacies in the technology transfer etc. adversely affect farming. Lack of facilities for the storage, processing and marketing of the agricultural produce is an important problem of agricultural sector in the district. Consequently farmers realise only low income from their produce. Similarly improvement in the marketing infrastructure to enhance income of farmers by avoiding the dependence of farmers on middle men in the marketing chain of agricultural produce also requires adequate attention. There are more than 2500 JLGs in the
79 district under MKSP. Strengthening the Neighbourhood Groups/JLGs and forming farmers organizations and ensuring proper co-ordination among various agencies would be a desirable step in this direction.
There is ample scope for enhancing the income of farmers through value addition by diversifying the products in major crops grown in the district such as coconut, cashew, vegetables, fruits etc.
Coconut : Kasaragod district is having cash crops as its main stay compared to food crops. Coconut is the single largest crop in the district. The district has more than 56,000 hectares of coconut cultivation with an annual production of 418 million nuts. Coconut offers a multitude of opportunities for product diversification. But there are not many coconut based enterprises of diversified products in the district. There is only one large scale factory for the production of desiccated coconut. With the support of CPCRI, women NHGs can start production and marketing of high value coconut products including coconut chips, and other coconut based food products.
Crop Area in Production Hectares Coconut 55,271 402 nuts/ha
Cashew : Cashew is cultivated in 6,803 ha in the district which is 15.5 % of total cashew cultivation in the state. However, level of product diversification and processing of cashew is very low in the district. Utilisation of cashew apple for production of value added products also is very low. ‘Safalam’ a project by Kasaragod District Panchayat and Kudumbashree mission to promote small scale processing of cashew through women SHGs is also being implemented in the district. Support for marketing of the products is essential for sustained activities of such units. Training support for members of women SHGs on the technologies for production of value added products is also equally important. There is scope
80 for establishing more units for cashew processing including small scale processing. Efforts are required for establishing units for utilisation of cashew apple for production of value added products through women SHGs.
Crop Area in Hectares Production Cashew 22,992 10,046 tonnes
Food and Agro Processing : Agro processing and value added product units are generally in the unorganised tiny sector, mainly in rural areas. Village level agro processing units have created large number of self employment opportunities. The rural based informal processing units are devoid of appropriate technology, processing standards, benefits of volume, standard packaging and market access. A rural based processing unit is generally endowed with raw material availability, but severely constrained in forward linkages, mainly marketing. Majority of the units being unregistered for various reasons, interventions to address their common problems have been limited and also difficult.
As per 2010-11 statistics vegetables are cultivated in 1,024 hectare in Kasaragod district. Even though the district is declared as organic, farmers not provided with specific package of practices recommended for organic farming. Some of the farmers who have taken up organic vegetable cultivation are faced with problems in marketing. Large quantity of jack fruits, mango and cashew apples are wasted. There is good scope for value addition of these fruits thus providing employment opportunities in villages. Jack and mango are mainly raised in homesteads but enterprises for preparation of value added products using these fruits are lacking in the district, though there is a vast potential for the same. Women SHGs can be trained on processing of these fruits for production and marketing of value added products. The Agro Processing Complex established at KVK with the funding of Kasaragod District Panchayat still remains to be effectively utilised by LSGs. The important crops in the district which offer scope for setting up processing units are arecanut, banana and other plantains, cashew, coconut, rubber, pepper, jack fruit, mango, tamarind and papaya.
Non Farm Micro Enterprises : The district has adequate infrastructure facilities such as land, transport and communication system, power, water and other public service systems and financial institutions to achieve industrial growth. Through local support and industrial infrastructure, more investors can be attracted to the district. Industrial concentration is almost equal in two taluks. The total Micro and Small Industries registration in this district as on 2012 is 5,934 units. Industries in the district consist of mainly micro and small enterprises. Readymade garments and food based industries are the most predominant sectors in the district. Kerala Small Industries Development Corporation (SIDCO) operates two Mini Industrial Estates (MIE) in Kasaragod 81 consisting of 49 units and Kerala Infrastructure Development Corporation (KINFRA) is operating one Industrial Park at Seethangoli having 24.2811 hectares. The district is the emporium of cash crops like coconut, cashew etc and the close proximity to the industrially developed port city of Managalore in the north provides the district with lot of opportunities to explore.
Based on the above realities, the following activities are proposed to be undertaken under this component Development of Micro Credit cum Livelihood Action Plan and distribution of Community Investment Fund cum Community Enterprise Fund to eligible groups. The following activities planned using CIF/CEF.
o 5 Livelihood Centres are planned attached to 5 BUDS Schools for the employment of women who can accompany their children to BUDS schools and able to spend 4-5 hours a day in the centre. All these units will be linked to existing Kudumbashree Collectives and successful MEs. The activities in these centres and the Panchayats in which these centres are proposed given below. Each Livelihood Centre will employ 50 to 100 women.
No. Livelihood Centre Activity Panchayath 1 Tailoring Unit Muliar 2 Bakery/food Unit Enmakaje 3 Coconut value addition unit (chips, oil etc) kallar 4 Agro Processing unit for value addition of Jack Karadukka fruit, Mangoes, Cocoa etc 5 Agro Processing unit for value addition of Cashew Mancheswaram Block
250 individual or group Micro Enterprises based on potential clusters such as organic farming, agro – processing, value addition of primary products, readymade clothes and food based industries. Special marketing MEs like Vegetable Outlets and service MEs like Restaurants will also be established. This component is for those who require livelihood opportunities close to their residences or villages. Flower cultivation, Jackfruit processing and Value addition, Animal husbandry and Organic farming are the major farm micro enterprises that may be promoted in the District. Apparel Parks, Café & Catering, General store, Oil & Flour mills and Paper bag units are some of the non farm micro enterprises that may be promoted in the District.
82 Promotion of Organic Farming : (One unit) The District is declared as Organic District. However, this is not followed up seriously by farming community and LSGs - – initiatives like community based seed production etc and community action plan to make available organic inputs and bio control agents, Developing package of practices for organic cultivation / Awareness programmes on organic farming, Promotion of compost making in homesteads, Marketing support through setting up ‘Ecoshops’ etc.
Project duration : Three years
Outputs of the programme :
At least one member from each affected poor household brought to the Kudumbashree network under existing NHGs or new special NHGs and trained to manage their institutions and manage their livelihoods.
The NHGs/ADSs/CDSs in the affected panchayaths provided with Revolving Fund (RF) and Vulnerability Reduction Fund (VRF) as resources in perpetuity to address their credit needs and vulnerabilities.
Teachers of 6 Buds schools and Care Givers of affected children provided with training in academic skills, functional and occupational therapy.
5 Buds schools in the affected Panchayaths equipped with Specialist Educators, Teaching aids, treatment equipments, Furniture and transportation facilities.
6 Buds Rehabilitation Centres or Vocational training centres attached with Buds school established.
A special breakfast cereal for the children in Buds schools developed and distributed in 6 Buds school by the Nutrimix Units of Kudumbashree.
5 Livelihood Centres attached to BUDS Schools established and at least 300 members of the NHGs meaningfully self-employed in those centres.
83 At least 250 individual or group Micro Enterprises based on potential clusters established in sectors such as organic farming, agro – processing, value addition of primary products, readymade clothes and food based industries.
Institutional Architecture
ADMINISTRATION STRUCTURE INSTITUTION STRUCTURE
STATE COMMITTEE
(GB, Principle Secretary, ED, Heads DISTRICT LEVEL FEDERATION of various dept. like social welfare, health, NABARD, agriculture, animal husbandry etc.)
DISTRICT COMMITTEE
(District panchayath president, CDS/BLOCK LEVEL FEDARATION district collector, endosulfan nodal officer, various dept heads, and social worker)
PANCHAYATH COMMITTEE
(Panchayath president, ICDS supervisor, CDS chair person, buds SPECIAL NHGS / ADSs school teachers, social worker, various dept heads)
84 HR STRUCTURE
STATE MISSION
PM
A/C CUM MIS
BPM (SM, SD) BPM (LH)
PANCHAYATH CORDINATOR
CRP CRP CRP Disability
IB&CB IGP
85 FINANCING MECHANISM
FLEXI FUNDS NRLM STATE
IB& CB INFRASTRUCTURE& SPECIAL LAND INTERVENTIONS LH FOOD& NUTRITION
COMMUNITY FUNDS
Linkage with similar projects : The project will be converged with Kudumbashree’s existing programmes such as MKSP, DDU GKY, NULM, NRLM etc as well as with programmes of other departments.
Financial Requirement for 2017-18 :
Unit Activity Quantity Amount Cost 1 Social inclusion Baseline data collection / 1.1 1.1.1 Documentation of the major 25000 11 2,75,000 issues Special CDS Meeting, Special Panchayath / NGO meetings / 1.1.2 10000 11 1,10,000 Panchayath wise Action Plan Preparation 1.1.3 District level workshop 50000 1 50,000 1.2 Formation of special NHGs 1.2.1 Books of Records 1000 500 5,00,000 Bank Account Opening - 1.2.2 1000 250 2,50,000 Documentation Costs
86 Development of vulnerability 1.3 1.3.1 1000 500 5,00,000 reduction plan Total (1) 16,85,000 2 Institution Building & Capacity Building
2.1 2.1.1 CRPs / Community Animators 7500 33 29,70,000
2.1.2 Panchayat Coordinator 15000 11 19,80,000
2.1.3 Block Programme Manager 20000 2 4,80,000
2.1.4 Staff capacity building 70 10000 7,00,000 Capacity building training for 2.2 special NHGs and their 1000 2500 25,00,000 federations Total (2) 86,30,000 3 Financial Inclusion 3.1 3.1.1 Grading of NHGs 1000 500 5,00,000 Vulnerability Reduction Plan of 3.1.2 500 750 3,75,000 each NHG
Corpus Fund/Revolving fund 3.1.3 500 15000 75,00,000 (ENHG)
3.1.4 VRF 250 15000 37,50,000 Total 1,21,25,000 3.2 Livelihood Enhancement CIF / Community Enterprise 3.2.1 250 100000 1,87,50,000 Fund 3.2.2 Skill Enhancement 250 3000 7,50,000 Total 1,95,00,000 Total (3) 3,16,25,000 4 Health Inclusion / Activities
4.1 4.1.1 Training for ‘Care Givers’ 500 1000 5,00,000 Training to ‘Buds School 4.1.2 50 10000 5,00,000 teachers’ Promotion of artistic and other 4.1.3 skills of the differently abled 500 1000 5,00,000 children
87 Nutritious food has to be 4.1.4 provided to children in the Buds 500 25 45,62,500 Schools Total (4) 60,62,500
5 Programme Management
5.1 Documentation 5.1.1 Review Meeting 10000 12 1,20,000 5.1.2 Process documentation 100000 1 1,00,000
5.1.3 IEC Material 100000 1 1,00,000 Total 3,20,000 5.2 Human Resources 5.2.2 Programme Manager 40000 1 4,80,000
Accountant cum MIS Officer 20000 1 2,40,000 Total 7,20,000 5.3 Administration Office Maintenance and 5.3.1 10,000 12 1,20,000 Stationary 5.3.2 Furniture / Computer etc 2,37,500 2,37,500 Travel 50,000 12 6,00,000 Total 9,57,500 Total (5) 19,97,500 GRAND TOTAL (1+2+3+4+5) 5,00,00,000
Summary of the financial progress :
Year Mobilisation and Social Financial Financial IB & CB Development Inclusion Progress in Initiatives Lakhs Year 1 110 65 320 500.00 Year 2 60 40 190 300.00 Year 3 40 40 120 200.00 Total 210 145 630 1000.00 Grand Total (incl Admin around 3%)
88 Annexure 3 Elderly Inclusion Project under NRLP
The Elderly Inclusion (Pilot project) project is implemented in 2blocks in 2 districts namelyChavara Block (Kollam District), Mulamthuruthy Block (Ernakulam District).The project launched in the month of September 2015 in 5 villages namely Chavara, Neendakara, and Thekkubhagam of Chavara Block and Mulamthuruthy and Edakkattuvayal of Mulamthuruthy blocks. Now in 2016- 17 the project covered the rest of six villages namely Panmana&Thevalakkara of Kollam District and Amballoor, Chottanikkara,Udayamperoor,and Maneedu of Ernakulam
Physical Progress of the programme Implementation
Activity Achievement
Recognition by State Considering the issues related to aging Government population, Government of Kerala has given special focus to the project and directed Kudumbashree to form special Neighbourhood Groups for elderly. Elderly Specific Survey A survey was conducted and identified the elderly people of the locality
Formation ENHG Formed 715 ENHGs is with 11048 members
Capacity Building Training to Capacity building trainings were conducted for ENHG members ENHG members
Exposure Visit Organized exposure visits
Grading Of ENHG& Distributed RF to 307 ENHGs distribution of RF
Medical Camps and Medical camps are scheduled to be conducted Physiotherapy camps in the month of March2017
Formation of Livelihood Formed 10 livelihood groups namely Candle Groups Making, Soap Making, Packed Fish Products( 2nos), and 10 JLG Group Farming
Skill Development Training Training is scheduled to Livelihood Groups
Revolving Funds to To be disbursed in the month of March 2017
89 Livelihood Groups
Counseling support Those who need counselling support are identified and provide them counselling. It is an on going activity Interaction with Balsabha It is an on-going activity that cater emotional members support to elderly
Rights of Protection of elders So far intervened 1case namely physical abuse of alcoholic, and Distribution of CIF to CDS Distributed to 5 CDS (CLF) . For the rest CDS also fund will be disbursed before March Distribution of VRF to VRF to 69 ADS Will be distributed in the Special ADS month of March 2017
The Elderly Inclusion Project existing in these two blocks not only attracted others but also could serve as a great leveller for more than 10000 members. Unlike normal neighbourhood groups who gather around mainly for financial activity, the NHGs for elderly come together weekly to share their joys and sorrows. They are the closed knitted groups where members support one another in financial crisis, ailments and so on. In order to make a self sustaining Neighbourhood groups total budget required is 329lakhs
The program would Mainly focus on
Mobilization of elderly in to Neighbourhood Groups Mapping of vulnerabilities through a participatory process at the community level with will help identification of active, assisted and destitute elders To ensure an income for active and assisted elders though livelihood programmes To provide social and psychological support for elderly To create a system for protecting the rights of elders at panchayath level
Major Outcome
The would create a basic awareness to the state about aging population and steps to be taken to address the issues related to this
90 At least would be able to initiate an intervention into small scale to bring the elderly under a common platform through NHG formation so that they themselves will be empowered to stand for their rights Will be able to provide them access for social and psychological support A system will be there to protect the rights of elders at Panchayath level ensure community based care for destitute and deserted elders. Opportu nities to engage them in to productive activities and will thus will be a contributing agent to the society.
Target
Complete saturation of 2 blocks namely Mulamthuruthy and Chavara of Erankulam and Kollam District
Strategies
Integrate work with elders in the poverty alleviation and livelihood strategies of the state government, specifically with the State Rural Livelihoods Mission
Convergence of various interventions and programmes mobilizing and strengthening communities to work towards Elders for Elders, Community for Elders, and others for elders
Anticipated Budget
PHYSICAL & FINANCIAL TARGET ELDERLY INCLUSION 2016-17
Unit Amount Activity Quantity Cost (Total) 1 SOCIAL INCLUSION 1.1 Formation of ENHGs
Pre Formation cost & baseline 1.1.1 1000 109 109000 assessment cost
1.1.2 Books of Records 1000 420 420000 1.1.3 Stamp & Seal 100 420 42000
1.1.4 Cash Box & 2 Locks 300 420 126000
91 Bank Account Opening - 1.1.5 200 420 84000 Documentation Costs
Internal 1.1.6 CRP(Elders)(Rs.500*6members*27 81000 3 243000 days)
Total (1.1) 1024000 Maintenance & Capacity Building of 1.2 ENHGs
1.2.1 Community Animators 72000 11 792000
1.2.2 CommunityHealth workers 72000 11 792000
1.2.3 Initial Training(group Levels) 250 615 153750
1.2.4 Exposure Visit 3000 447 1341000
Block/District Level ToT (30% of 1.2.5 800 432 345600 ENHG members)
Total (1.2) 3424350 1.3 Formation of Federation 1.3.1 Books of Records 500 110 55000 1.3.2 Stamp & Seal 150 110 16500
1.3.3 Cash Box & 2 Locks 200 110 22000
1.3.4 Affiiation cost + Documentation 200 110 22000
Total (1.3) 115500 Total (Social Inclusion) 4563850 2 FINANCIAL INCLUSION 2.1 Improved Livelihoods 2.1.1 Grading of ENHGs 50 750 37500
Micro plan/Business plan of each 2.1.2 200 750 150000 ENHG
Corpus Fund/Revolving fund 2.1.3 15000 420 6300000 (ENHG)
92 2.1.4 VRF 15000 300 4500000 Total (2.1) 10987500
2.2 Micro Enterprises and Credit Linkage
Seed Capital /RF/ 2.2.1 Livelihood Support 15000 10 150000 through Federation Skill Enhancement and 2.2.2 Livelihoods 30000 10 300000 Upgradation/Alternatives Total (2.2 450000 Total (Financial Inclusion) 11437500
3 HEALTH INCLUSION
Community Health Initiatives
3.1.1 Fixed Day Health Consultation 15000 45 675000
3.1.2 Physiotherapy Camps 15000 45 675000
Family Awareness on major ailments in 3.1.3 25000 11 275000 care for elderly
Total (3) 1625000
4 CONVERGENCE-Ensuring Entitlements
Access to existing Schemes - Filling Up 4.1 50000 1 50000 For&follow up
4.2 State Elders' Meet 500000 1 500000
Total (4) 550000 PROGRAMME MANAGEMENT, ASSESSMENT & 5 ENHANCEMENT 5.1 Documentation
93 5.1.1 Review Meeting 10000 6 60000
5.1.2 Process documentation 50000 1 50000
5.1.3 IEC Material 50000 1 50000
Total (5.1) 160000 5.2 Human Resources
5.2.1 Programme Executive- Block 384000 2 768000
5.2.2 Social security &Inclusion Manager 636000 1 636000
Total (5.2) 1404000 5.3 Administration
5.3.1 Office Maintenance and Stationary 50000 3 150000
5.3.2 Furniture 10000 11 110000 Total (Administration) 260000
1824000 Subtotal (5.1+5.2+5.3) GRAND TOTAL 20000350
94 Annexure 4
Comprehensive tribal and particularly vulnerable tribal group development project
The Attapady pilot project plans to mobilise 10,000 families of Irula, Muduga and kurumba tribal communities in Attapady block in Palakad district of kerala into a three tier institutional structure of self-sustaining institutions and endeavours comprehensive development of these families with reduced vulnerabilities, improved socio-economic and livelihood status and maximized access to their rights and entitlements. The pilot would build up the area as an immersion site and training ground for tribal and PVTG communities across the country on one hand and the pilot would nurture the social capital of community resource person/ trainers along with protocols and modules developed for deployment where needed to support and guide the tribal and PVTG communities across the country.
Progress
I Entry point Activities i) Community Kitchen and Resource hub
Community kitchen
Number of community 175 Kitchens Number of Beneficiaries 15049
Malnourishment and infant mortality was the burning issue of the community. The imminent need was focused upon as the entry point activity. The concept note for community kitchen and resource hub was submitted by the Project Management Unit to Social Justice Department, Kerala Governement. The project was accepted and is supported by Social Justice Department, Integrated Tribal Development Programme and Kudumbashree Mission. It was earlier run by ICDS but due to complaints by the community, it is being managed presently by the PMU. It is managed as self-managed unit by the nhgs where they purchase the provisions from the Maveli store, firewood and vegetables and the nhgs from the tribal community cook in turn. It was earlier one meal a day where the community ate in the evening. The pregnant and lactating women, children from 6 months to 6 years of age, adolescent children and elderly citizens are the main beneficiaries. At present, the food is being provided in the morning, afternoon and evening to pregnant and lactating mothers. The community kitchen has also started using the vegetables grown by the community. A special community kitchen is being run in the Kotathara hospital by Thekemukkuyur community kitchen. The data shows 95 that the birth weight of children has increased and in 2013 children were being born with 1 and 1 and a half kg are at present being born with two and a half kg to three kg.
Newspapers were also provided in order to develop the community kitchen as a resource hub. Each community kitchen is provided with a newspaper and employment news. ii) Health interventions
In 2013, as part of the Jatak and Janani scheme, it was found that there are 500 severely malnourished and moderately malnourished children. The Jatak system was developed by Riddhi Foundation for National Health Mission. The children’s weight and length was to be measured. There was great reluctance on the part of the community to go to hospitals due to the alien environment and the indifferent behavior and attitude of JPHNs who were from the general community. With the list generated in Jatak system all children were mobilized to PHCs and Nutritional Rehabilitation centre. The most reluctant mothers were cajoled to come to primary health centres and their weight was recorded. Pregnant women from most remote hamlets were mobilized for regular check- up and institutional deliveries conducted. This was done successfully by the project.
The project began with mobilization for RSBY. Most of the community members obtained RSBY cards. At present, health interventions are being made in the areas by mobilizing children who are anemic and mentally ill women to hospitals. Women with mental health illness have been taken to mental hospitals in Thrissur medical college for treatment.
II Social Mobilization
The project succeeded in universal social mobilization by building neighbourhood groups in 192 hamlets which is spread in 745 sqkms and in the local self - governments of Agali, Pudhur and Sholayur. Elderly women, differentially abled women have been included as part of nhgs. Mentally ill women have not been completely included and women in dispersed settlements living among the settlers. At present, the focus is on building nhgs for the elderly and mentally ill and seriously invalid people. The social mobilization succeeded due to the initiation of community kitchens in the hamlets as malnourishment and infant mortality were serious issues of the community. The imminent need of the community was prioritized and addressed.
III Institution Building
Institutions hamletNumber level,of nhgs 589 c Number of oorusamithis 120 Number of panchayatsamithis 4 96 Number of block samithi 1 The past three years has witnessed the universal mobilization of the tribal communities into four tier institutions of tribal women. Four panchayatsamithis have been built up and there has been a separate institution for the particularly vulnerable tribal groups, the kurumba women.
Four tier institutions of women, the nhgs, oorusamithis and panchayatsamithis and block samithi were formed. The consolidation of the nhgs at the hamlet level is called the oorusamithi and the consolidation of oorusamithis at the panchayat level is the panchayatsamithi. There are three panchayatsamithis in three panchayats. An exclusive panchayatsamithi has been formed for the kurumba community. Four panchayatsamithis have been consolidated to form the block samithi. The selection of the executive committee was developed from the executive committee of the panchayatsamithi.
The executive committee of the oorusamithi is selected from the nhg leaders and the selection is part of a workshop in which there is a discussion on the institutional framework and structure, roles and responsibilities of the institutions. Similarly the executive committee of the panchayatsamithi is selected from the oorusamithi leaders. The executive committee is selected for a period of one year. All the institutions have their own bank accounts and adhere to the non- negotiable like regular savings, regular internal lending, regular repayment and maintaining books of accounts. Recently an exclusive panchayatsamithi has been formed for kurumba(particularly vulnerable tribal group) women.
The block samithi is the consolidation of panchayatsamithi at the block level. The executive committee of the block samithi is selected from the executive committee of the panchayatsamithi.
IV Capacity Building
Capacity building programmes have been facilitated for nhgs, oorusamithis and panchayat office-bearers and members. Trainings have been held to explain the non-negotiables and various activities like community kitchen and health interventions. Women were trained in topics related to oorusamithiformation, roles and responsibilities of oorusamithi and corpus funds to the community and book- keeping. Trainings have been held for panchayatsamithi regarding non-negotiable, roles and responsibilities of panchayatsamithi and book-keeping. Women have been trained in social development and livelihood aspects. Trainings have been held with respect to natural resources and agriculture with focus on non-pesticide management.
Vulnerability Reduction plan has been prepared by the oorusamithi for each hamlet basically to look at the developmental needs of the community and to achieve this through convergence. Action plan based on natural resource conservation, soil and water conservation has been prepared for convergence with
97 mnregp. Adalats have been conducted in the hamlets where the social audit team has been training the office-bearers of the nhgs and oorusamithis in strengthening institutions, disbursement of funds and book-keeping. This is followed by house to house visit to understand vulnerabilities and trainings on 1000 days and open defecation free villages. This is followed by formation on sub- committees of livelihoods, panchayati raj, mnrega, health, education and social development.
Social audit has been completed by the social audit animators and the audit reports have been presented. Based on the reports, a protocol to overcome issues like inclusion of the most vulnerable, disbursement of funds, differentiation in between vrf and cif, repayment schedules and enhancement in the rates of interest has been prepared and discussed with the panchayatsamithi institutions.
Grading has been undertaken for all the nhgs and oorusamithi to look at the aspects of adherence to non-negotiables, social development issues addressed and livelihood aspects. The funds are being disbursed based on the grading and the oorusamithis are being counseled on the rectifications to be achieved.
Trainings Number Training leaders and members of 1050 trainings institutions Trainings in social development 194 trainings Trainings in livelihood 38 trainings
Details of trainings ODF training for animators 3 days[2 batch] – 120 Health training for animators -3 days-34
Education training for bridge course teachers2 days[2 batch]-75
Book keeping training for O.S leaders [10 Days]- 300
Social auditing training for animators[ 2days]- 16
VRP training for animators- 120[ 2 days]
V Community cadres
98 There are 153 animators under social development and 64 community resource persons and 10 para-professionals under MKSP. They support the capacity building programme in the field. All the community cadres belong to the respective tribal communities and speak their own language. All the thematic trainings are held for the animators first and they also conduct trainings in their respective areas and have been catalysts and social change agents.
VI Livelihood Interventions
The women were divided into producer groups in agriculture, cattle-rearing and non-timber forest produce. Varieties of local seeds of ragi, foxtail millet, little millet and varieties of vegetables were provided as inputs to women farmers under MKSP. Kembalam, agricultural festival was held in the hamlets as part of the land preparation. There was major mobilization of the community in the festival. Agricultural production was undertaken in all hamlets and variety of millets and vegetables which has been produced is being sold in Thrissurcollectorate on Mondays on a weekly basis. Groundnuts have been shelled and the produce is being packed, sealed and sold in the name of Malliswara products. Ragi is similarly powdered and being sold.
A breakthrough has been achieved in the marketing of non-timber forest produce by breaking the nexus of exploitative traders. The produce is sold by Care keralam to various Ayurveda pharmaceuticals and the payment is transferred electronically to the panchayatsamithi and oorusamithi. NTFP collection especially that of medicinal plants has begun and the nexus of traders has been broken and now the panchayatsamithi has begun collection and the produce is being sold to Care Kerala, a Government of India enterprise for sale to several pharmaceuticals. There are efforts to form micro-enterprises of dung and various other products like coffee and pepper. A special Government order was issued by the Chief Conservator of the forest Department lucidly explaining the sole power and authority of the oorukootam under the forest rights act to permit the choice of their agency to collect and market forest produce.
Producer fund has been disbursed under MKSP and the amount has been used for agriculture, cattle-rearing, etc. Marketing linkages have been established and the agriculture produce using organic methods is being sold at improved prices. The endeavor is to break the nexus of traders in Attapady black, the reputed genre of goat and capacitate the institutions in directly engage in marketing.
The Sholayurpanchayatsamithi has undertaken the business of collection, processing, packing, transportation and marketing of agricultural produce. The Pudhurpanchayatsamithi has undertaken the collection, transportation and marketing of medicinal plants. Oushadi, the kerala government Ayurvedic pharmaceutical has agreed to purchase the medicinal plants. Agalipanchayatsamithi has undertaken the goat village and engages in the 99 marketing of black goats. They have also taken up rearing of black goats as it is an excellent variety.
VII Social Development
Programmes Number of participants Community Kitchen 175-15049 Bridge school 145 students Bridge course 120-2604 students Balgotrasabha 89 Youth club 140 Labour Bank 140 Psc coaching 70 Interventions in social issues 358
Trainings and interventions have been made with respect to adolescent suicides, child marriages, domestic violence, alcohol distilling and sale. These interventions were made with the support of animators and oorusamithis. Adolescent suicides were a major area of concern. Adolescent programmes were held with the support of Social justice Department. Several programmes were held with adolescents as workshop to explain their rights and then later one to one interactions were held with children.
Gender training has been facilitated for animators where the major discussions focused on natural resources and gender, poverty and gender and agriculture and gender division of labour. As a follow –up on discussion about gender, several interventions were made in the areas of domestic violence and alcoholism, dropping out of children from schools, child sexual abuse, trafficking, child marriages, alcoholism, etc.
VIII Educational Intervention
A study was conducted regarding the educational status of children. Thousand children were interviewed. It was found that most of the children studied in the hostels in Attapadi and in hostels spread over the state. Several children were also drop-outs. There were no details about children and no child tracking system had been developed. Due to lack of inclusive environment in the schools, several children dropped out of education. The hostels were overcrowded with no basic facilities for children like bathrooms, toilets, study rooms, etc. Children also studied in private schools and hostels throughout the state without basic facilities and many children subjected to partiality and discrimination and various kinds of abuse.
100 This study was presented before the Agei( education committee) and the women presented their opinions about the study. Agei( mother’s) committee comprises of women looking after education in the executive committee. They were trained in the basic tenets of Right to Education and how the mothers committee can function like the school management committee to look at infrastructure in the school, student teacher ratio, abseentism of students, lack of toilets and purified drinking water, lack of teachers, lack of inclusiveness leading to dropping out of children, lack of quality in education. i)Bridge School
A bridge school was opened to integrate dropout children into mainstream education. At present 80 children are studying in the bridge schools and residential facilities are provided for children to study. The teachers have completed TTC and belong to the tribal community and hence curriculum is transacted in the tribal language. The classes began in the camp mode to attract children towards learning and educational experts from various disciplines taught the children. At present they are being registered in the 10th, 11th standard with literacy mission. The children are also receiving football coaching and they have begun to participate in various sports events. ii) Special coaching for 10th standard students
Due to lack of quality in education, several students are unable to complete 10th standard. In order to present a good model, special coaching was initiated for 10th standard students of Pudhur, Agali and Sholayur schools. The classes are being provided on Saturday and Sunday by CIGI, an educational institution which works with educational attainment for the most deprived children. Residential classes are being held in study holidays and Christmas vacation for 10th standard students.
VI) Bridge courses in education
Bridge course in education has been initiated to mainstream drop-out children into education. One hundred bridge courses are being managed in 120 hamlets and caters to children. They would provide a model for education of children. Educational intervention, universalization, retention, creation of inclusive environment in schools and attainment of quality in education will lead to social transformation. The bridge school and course is an attempt to reflect on the attainment of quality in education and compel the department to take up action giving up denial and presenting stereotypes and justifying poor standards. The bridge course focuses on food, nutrition, sanitation and menstrual hygiene and extends a congenial environment for children for learning. The bridge course is also a space where children are organized into institutions at the hamlet level called the balgotrasabha, at the ward level and then at the panchayat level. The
101 focus is on building the skills and assets of the child and recognizing the assets whether it be cooking, cleaning , sweeping, swabbing, taking care of siblings, swimming, running, climbing trees, enagaging in agriculture, etc. The focus is on letting the child be and creating a space for fostering the innate talents of the child. Health survey is being undertaken with the support of MSW students from SreeSankara University, Payyanur. The traditional vaidyas are also conducting the health camps and providing traditional medicines. The focus is on anemia, menstrual issues and worm infestation. Around 74 children also participated in the admission for sports hostels in Kerala. At present a proposal is being submitted to SSA for convergence.
IX Health i)Nutritional Educational Centre
Nutritional mela was conducted where around women from 40 oorusamithis cooked a variety of traditional cuisine, displayed their items and explained the nutritional content. There were varieties of rice made from hand pound paddy, ragi, chama, bamboo, tubers, leaves cooked in variety of ways, ada, vada, etc. This was followed by a panel discussion on nutrition, health and nutritional content of the pulses, millets, vegetables, tubers. The workshop had animators, oorusamithi leaders and traditional healers as participants. This is an endeavor to transform the community kitchens into educational nutrition centres. The workshop had presentation from the traditional healers about the value of the leaves, roots, tubers, bark, etc. Some presentations were in the form of poetry. Nutritional experts also made presentations. The education will be imparted and discussions generated in the hamlets with the help of audio-visual material and in a phased manner.
The community kitchens have been linked to the bridge courses for supportive education for children and this is being presently linked to the traditional healing practices. The consultation for transforming community kitchens has been initiated with a camp where traditional food was cooked. The consultation had presentations by Dr. Santhi and DrIshaBhagwat and participation from social justice, tribal departments and women’s development corporation and doctors of AcuthaMenoncentre. The millets, pulses and vegetables produced locally and organically would be procured and used in community kitchens. Drsanthi and DrSreekala would prepare the content for 10 visual material on primary health care, food recipes of the community, 1000 days, life style illness, junk and fast food, pesticides, etc. The script would be in tribal language and prepared by the community and the videos would be used in different hamlets for teaching and learning on nutrition. The traditional vaidyas have been organized into producer groups and they are conducting camps for children in the bridge school and bridge 102 courses. The tribal department and social justice department have agreed to purchase the locally grown material.
V) Block Resource centre to be developed as a documentation (indigenous knowledge) and information centre on all schemes and services
Block Resource centre has been developed as a documentation centre to preserve and replenish the community about their traditional knowledge and imparts information on all schemes and services. The dissemination of information would be rights based. The block resource centre aims at the reassertion of the tribal identity. It aims at enhancement of solidarity among the community to claim their rights and in the end to achieve empowerment. Empowerment would include enhanced decision making capacities and agency in aspects related to assets, resources, skills, capacities, etc. The block resource centre would function under the block samithi and the plan would be developed by the block samithi in collaboration with the panchayatsamithi and the PMU.
The block resource centre has developed a team of community cadres and has prepared material to release the first quarterly news letter of Ojara block samithi. The team is working on learning, discussing the Right to education Act, Right to food and nutrition and summarizing it for dissemination in the tribal language. i)Child Resource centre, Youth Resource Centre, Gender Resource Centre and Legal aid centre
All these centres would function under the Block Resource centre. The block resource centre has child resource centre, youth resource centre, gender resource centre and legal aid centre as its main activities. Child Resource centre would focus on the attainment of child rights, extending personal care and mentoring for children as grave levels of vulnerability do not permit personal affection and care. The focus would be on educational attainment and building up of life skills especially emotional intelligence and care.
Youth resource centre would aim at building up solidarity among youth and aim at harnessing their energy towards the discernment of social issues and resolving them. The youth would be drawn away from vices like alcoholism, substance abuse and other anti-social activities. In the context of Attapady, the youth have suffered exploitation for several years and this has affected their self-image and the youth resource centre is an attempt to enhance self-consciousness.
Gender Resource Centre is a centre to build gender consciousness among the women and aims at the empowerment of women. It would enhance the decision- making capacity of women with respect to education, health, assets, employment, wages, property rights, etc. The women would be trained in aspects of gender and
103 poverty, gender and vulnerability, gender and natural resources, reproductive rights, violence against women, etc. ii) Thaikulasangha to function as the resource agency for gender resource centre
Gender Resource centreimparts trainings on aspects of gender and natural resources, gender and poverty, agriculture, gender and vulnerability, gender and reproductive health, gender division of labour, empowerment. Thaikulasangha would function as the resource agency for the empowerment of women. Thaikulasangha comprises of mothers from the hamlets involved in social action. Thaikulasangha would be accountable to the block samithi and would report and regularly discuss the plan with the block samithi.
A long struggle was successfully waged against the beverage in Annakatty. This was a symbolic struggle against the liquor mafia. The struggle was conducted for one and half months with long training about the impact of alcoholism and gender issues. This year Thaikulasangha has taken up the task of building up cultural centres in hamlets with the support of youth clubs to attract the attention of the youth into social development and livelihoods. iii) Legal aid Centre
Legal aid centre would aim at building legal awareness and extend legal aid for violation of rights. The centre would extend training in laws on child rights, women’s rights, tribal rights and acts and policies like right to food, right to education, right to forest rights, right to work, protection against discrimination and exploitation.
VII)Labour bank to be developed as part of youth resource centre and focus on arts and culture
Labour Bank has been developed as part of the youth resource centre. A profile has been created of young men and women regarding their work and employment, skills and wages they receive. The entire data has been digitalized and the bank is managed by the block samithi. The details about the availability of employment would be collected and presented in the bank, the wages, employment opportunities, etc. Potential employers can contact through the labour bank and youth could seek employment through the bank. The bank is managed by the block samithi. The bank is managed in an organized form and exploitation of the youth in the work area would be curtailed. It is an avenue for capitalizing on all the employment opportunities generated in the block.
The skill development activities are being undertaken under the labour bank. Youth are being trained in Apollo medicals and youth in skill pro.
104 VIII) Nutritional education centre and producer groups of traditional healers to be brought together
Nutritional educational centre would cater to education on nutrition and combating malnourishment. A series of documentaries would be developed to cater to nutritional education, consciousness building on malnourishment, reproductive and maternal health. The community kitchens would be developed as nutritional education centres. Trainings would be provided on issue of health, reproductive health, sexual health, menstrual hygiene, water and sanitation, child health, adolescent health, post-natal health of women, senior women’s health and mental health issues. The training would be for a period of 50 days in each hamlet so that a thorough understanding on health issues and health care is developed. The focus would be on educating adolescent children, young men and women, pregnant women, etc.
XI Youth Resource Centre
Several programmes were held to form youth clubs in the hamlets. The work of formation of clubs led to the formation of kurumba youth resource centre. The bye laws have been formulated and the institution has been formed and executive committee selected. The kurumba youth resource centre has decided to focus on livelihood issues and development. Public service commission coaching is being held for 95 young men and women with the support of the Brilliance centre in collaboration with the Forest Department. Several rounds of football matches were held and the youth are being trained in football and they are participating in sports events. The youth are adept in sports and it has been decided to develop the youth for sports.
XII Funds to the community
Corpus fund ofRs 10000 has been given to 164groups. 53 lakhs 59 thousand rupees has been disbursed as vulnerability reduction fund to 6oorusamithis. This is based on grading and vulnerability index developed by the oorusamithis. The oorusamithis disburse the funds to the nhgs which are most vulnerable. VRF in Attapady is considered as revolving fund and repaid to the oorusamithi by the nhg. Community investment fund of Rs 3,21,30,000 has been given to 4panchayatsamithis. The fund has been transferred to the nhgs and will be returned to the panchayatsamithi. The nhgs are using it for the purpose of livelihood by developing business plan looking into available resources, skills and marketing facilities. A format has been developed for grading and it is on the basis of grading and the adherence to the non-negotiables and social development and livelihood interventions undertaken that the funds are disbursed.
It is seen that corpus funds is being used for health and education needs. VRF is used similarly for health and education needs and livelihood needs like purchase
105 of goats, cow and agriculture and the amount is being repaid to the oorusamithi. The disbursement is based on micro-plan and vulnerability indicators developed by the oorusamithi.
Particulars Agali Pudhur Sholayur Total Neighbourhood 214 189 186 589 groups
Oorusamithis 44 42 34 120 Number of 2694 2357 2236 7287 members Total Savings 6087793 2861950 4751704 13701447 Internal 5487498 1573823 3720749 10782070 lending Repayment 2164732 514343 1329549 4008624
Funds Details Amount Revolving fund 507 nhgs 5070000 Start-up funds 100 oorusamithis 10000000 Rs Vulnerability 100 oorusamithis 15359000Rs Reduction Fund Repayment 606774 Community 3 panchayatsamithis 47010000Rs Investment Fund
XIII Skill Development
Skill Development was undertaken with support of Nettore Technical Training Foundation and trainings were conducted for the youth in CNC Lathe, fitting, turner in Dharwar, Bangalore and Thalassery. 90 youth have undergone training but the youth are finding it difficult to take up placements in cosmopolitan cities like Bangalore. At present 35 youth are being trained in Apollo medicals and 10 inskill pro.
XIV Convergence
Smart survey and Community Based Management of Severely malnourished children are being implemented in convergence with UNICEF, NHM, Health and ICDS. For agriculture, the funds to purchase seeds were provided by tribal department. Community Kitchen is being supported by Social justice, social security mission and Integrated Tribal department. Arts and crafts workshop was held with children with the support of Lalita Kala Academi. Adolescent programmes to build awareness to prevent suicide were conducted with the
106 support of social justice department. The proposal submitted to Sanitation Mission to construct community toilets has been approved and the plan is being prepared for implementation.
XV MIS and social audit
MIS is being submitted by the oorusamithi. Some of the oorusamithis are behind in providing data and hence an auditing team was developed to audit and MIS has been collected for the past two years. At present the off-line data entry has been made in excel.
XVI Project Management Unit
The project management unit comprises of 2 coordinators, three young professionals and one FM. The PMU has been transferred to the block samithi last year.
Budget
EXPENDITURE STATEMENT 2016-2017 Institutional building and capacity building 35239868 Funds to the community Community Investment Fund 32130000 Vulnerability Reduction Fund 5359000 Corpus fund 1640000 Administration Expenses 2108899.5 NRLP 76477767.5 Mksp 3379031.5 Annapradhayini 22879663
Plan (2017-2018)
The focus of the plan for 2017-18 would be as follows:
I) Strengthening Block Samithi and Panchayatsamithis
Trainings would be imparted to block samithi and panchayatsamithi in book- keeping, preparation of vulnerability plans to be submitted to lsgds and concerned stake holders for convergence, micro-plan based on vulnerability indicators and trainings in each subject. The emphasis would be on self-sufficiency in book- keeping and management of institutions. The endeavor would be to build strong and robust institutions which are self-reliant, have sufficient funds to revolve and have good practices of revolving fund and bank linkages, ability to access their
107 rights and entitlements , build up capacities to articulate themselves and enhance their agency and decision making capacities. Livelihood initiatives and micro- enterprises would be developed and the oorusamithis with variety of expertise in different areas would be promoted and developed. They are empowered to initiate action in their thematic areas and have gained sufficient knowledge in their thematic areas.
II) Centres of excellence
Capacity building to build resource groups of women on various themes like gender, education,health, legal rights
Eight oorusamithis would be developed as centres of excellence, two under each panchayatsamithiin order to conduct trainings. The oorusamithis would be entrusted with the responsibility of undertaking trainings in all aspects like the basic concepts of the institutions, funds to the institutions, social development and livelihood issues. The oorusamithis would also be demonstration sites where the functioning of nhg, oourusamithis, social development and livelihood interventions can be seen.
Capacity building would be undertaken to build resource groups of women on themes like gender, education, health, natural resources, agriculture, legal rights, etc. They would be given in depth training till they become thematic experts. A series of social action and interventions would be initiated with respect to each theme to attain social development.
Women from the nhgs would be trained in themes like health, education, livelihoods including agriculture, cattle rearing, non-timber forest produce, Panchayati Raj, Nrega, social development including gender. The trainings would be residential and would be facilitated by thematic experts. The women from each nhg who are thematic volunteers would come together to form the resource group on each theme after the training. Resource group refers to a group of women who are trained, have knowledge and information specific to the theme and are equipped to work on action plan and series of activities related to the specific theme. They would have received knowledge and information specific to their theme and would also engage in activities and action related to their theme.
The panchayati raj resource group of thematic volunteers from nhgs would work on strategies to achieve convergence in the plan of the panchayat and how it can be implemented to address the vulnerability reduction plan of each panchayat. Similarly, the resource group of women would work together at the level of the oorusamithi and the panchayatsamithi and engage in initiating action and activity with respect to their specific theme.
108 The health resource group would be trained in aspects of health, reproductive health, sexual health, maternal health, nutrition, mental health, health care and services. They would meet regularly at the hamlet level to have discussions on the health issues in the hamlet and to initiate series of action and activities to address health issues.
The resource group on education would be trained in the fundamental aspects of Right to Education, enrolment, retention, infrastructure, quality, inclusive environment and provision of mid-day meals, action and activities to ensure universalization of good quality school education. It would also be trained in life- skills and rights for the children and need for continuous mentoring and support for them. The resource group would ensure action and activities in building a child tracking mechanism and see that the rights of the children are ensured and initiate action and protection for children in need of special care and protection.
The resource group on gender would be trained on gender and poverty, gender and vulnerability, gender division of labour and economic empowerment, gender and violence, patriarchy, stereotyping, empowerment, etc. They would initiate action and activities with respect to social issues like domestic violence, child marriages, alcoholism, substance abuse, etc.
The resource group on agriculture, cattle rearing and ntfp would be trained in natural methods of farming, enhancement of agricultural production, processing, branding, marketing, growing medicinal plants, social forestry, utilization of common property resources, processing, cattle rearing, training in vetinary services for women in cattle rearing, backward- forward linkages, etc.
II Block Resource Centre
The gender resource centre, youth resource centre, child resource centre and legal aid centre would be developed into a full -fledged office with the publication of quarterly newsletter and dissemination of knowledge and information on policies, rights, schemes and services in the tribal languages and trainings would be held in oorusamithis declared as the centres of excellence. Visual material would also be produced on the rights beginning with 9 documentaries on health and nutrition for nutritional education centre.
III) Village Enterprises
Capacity Building for oorusamithis in developing micro-enterprises, livelihood
Capacity building would be undertaken for the oorusamithi in book-keeping, financial management, micro-enterprises and livelihood. The endeavor would be to
109 develop oorusamithis in micro-enterprise development and build livelihoods. A module would be developed to train in micro-enterprise development and development of business plan to understand the availability of raw material, capital required, skills and expertise, backward and forward linkages, processing, market, value addition, financial management, skills of negotiation, managerial skills, etc. Each enterprise would be mentored and supported at each stage to protect from market fluctuations and risks created by large market players and forces. Value addition survey would be undertaken and marketing opportunities would be identified.
There would be exposure visits to understand the functioning of various institutions and the work undertaken by missions in various thematic areas. Modules would be developed for all thematic training and the training would be held by both the PMU and the CRPs and thematic experts. The trainings would be residential to enable ample time and pace for in depth deliberation and dialogue.
Ward- level village enterprises
Forty four ward level village enterprises would be developed. There would be revival of panchakrishi in 300 acres. The focus on building group enterprises in the wards and the focus would be on cultivation of ragi, chama, tuvar and vegetables. Engaging in panchakrishi would include land development, irrigation facilities, pond deepening, deepening of wells, pipes and ooze for bringing down water from natural source, soil conservation, check dams, motor facilities, fencing and patrolling. In Kurumba areas, panchakrishi would be undertaken by producer groups comprising of nhg women and youth clubs. Honey collection and processing, packing and marketing would be undertaken by the kurumbapanchayatsamithi. Pepper and cardamom and coffee would be procured, powdered and sold. In some wards, ginger and turmeric cultivation has been undertaken and this would be dried, processed, packed and sold. Tuvar processing would be taken by a single ward exclusively. Seed banks would be developed in two wards, one in millets and other in pulses. Fruit cultivation would be undertaken in the border areas and common property resources. In the mill managed by Sholayurpanchayatsamithi, processing, packing, branding, storage, marketing and transportation would be undertaken. The millets and pulses would be first supplied to the nutritional education centres and the remaining would be sold in various other districts especially in Thrissurcollectorate. The millets, pulses and vegetables can also be supplied to hostels and schools of Palakad.
110 Cow dung and goat shit would be bought by 3 village enterprises, powdered, dried and packaged for sale. In one ward, tailoring unit would be developed and the garments would be supplied to the hostels and a shop would be set up in the centre of the town. The uniform would be supplied to hostels in Palakad and latter to adjoining districts. A ward would be enagaged in collection of grass and broom making. Six mobile units called the Pariraksha project would be initiated which would engage in checking HB, Blood pressure, testing sugar and measuring weight. The health animators would steer the project and they would use autos and scooty to travel from hamlet to hamlet. Home nursing would be begun by an oorusamithi to extend home nursing services to the critically ill. In order to develop a team for managing the business, a six months course would be developed for the panchayatsamithi leaders and oorusamithi leaders in business management, accountancy, marketing and value addition with the support of IRMA. The office would be set up for managing business and providing technical inputs to manage the business. Some wards would engage in reviving and cultivation of medicinal plants in 25 acres. Medicinal plants would be nurtured, watered and sold. Linkages would be established with Oushadi and other pharmaceuticals for sale of medicinal plants. Jeep would be run in two wards for transportation facilities. The producer groups of traditional healers would conduct camps in bridge courses and would also set up a centre for healing. A mobile clinic with the services of gynecologist would be provided. A unit with pala plates would be developed.
IV Finishing school
Finishing school is an attempt to extend residential facilities and supportive education to youth who have failed in some subjects in their graduation and post- graduation. It is seen that several youth have dropped out of formal education in the colleges due to lack of inclusiveness and low quality of education in the schools. The finishing school will focus on enhancing the quality of education.
V Cultural centres
Cultural centres would function under the block resource centre. It is an endeavor to channelize the attention of the youth and men to cultural activities and gradually into developmental activities and livelihood enhancement. This is an
111 effort to overcome social issues like alcoholism, substance abuse, domestic violence, etc. It would extend a space to enable men to regain their self-esteem and self-worth and enhance solidarity and reassertion of tribal identity and preserve cultural traditions, music and dance rooted in eco-diversity richness and preservation.
VI VRP for convergence and action
Vulnerability reduction plans would be developed in each thematic areas like natural resource management, soil conservation, water conservation, land development for convergence with Mnrega, social forestry and revival and conservation of medicinal plants in convergence with forest department, enhancing quality of education,implementation of right to education act in convergence with education department, SSA and RMSA and ensuring health in convergence with health department, National Health Mission, Social Justice and Local Self –governments. Preparation of vrps would be a continuous process for convergence with department, schemes and services based on each theme.
VII Modules and Hand –book
Modules and handbook would be submitted with AAP for ratification in Ec. The modules and handbook would comprise of developing vision and plan for a tribal block for 10 years.
VIII Funds to the community
93 oorusamithis would be given Rs one lakh as livelihood fund for enhancement of livelihood on the basis of the business plan submitted to the panchayatsamithi and field visit undertaken by the panchayatsamithi.
Bank linkages would be improved by training bankers and grading the nhgs and providing report to the bankers by the panchayatsamithi as official documents signed and sealed.
IX) Project Management Unit transferred to block samithi and block samithi to be trained in governance and convergence
Communitisation has been undertaken where the project management unit would be transferred to the block samithi. The entire project management work has been shifted to the block samithi and the block samithi prepares a quarterly plan for 3 months and submit utilization certificate after 3 months. A financial manual would be prepared and there would be quarterly internal audit for the block samithi. The oorusamithis would develop a vulnerability reduction plan to be submitted to other departments and the panchayat for convergence. The block samithi would be trained in governance and planning for development and
112 utilizing the technical and professionalized service of the PMU in implementing their plans.
XI) Process Documentation
Process documentation would be prepared so that the lessons learnt from the national model can be up scaled. A handbook explaining the entire process would be developed so that the experiences can be shared and up scaled in other parts of the country. Modules would be developed for each theme which integrates the social, economic and cultural specificities of the tribal area.
XII) Up scaling the work
Cadres would be trained in various themes and non-negotiable so that their services can be utilized in other parts of the country. In depth training would be held of cadres and women in basic non-negotiables and various themes so that they are able to conduct trainings in other parts of the country. The training would be conducted based on a module developed for each theme. The themes would include the non-negotiable, book-keeping, role and relevance of the institutions, gender, health, agriculture, cattle rearing, ntfp, education, health, micro- enterprises, policies, rights, entitlements, schemes and services, MIS and monitoring, social auditing and evaluation. Attapady Project would extend capacity building support for kudumbashree work in Tirunelli, Aralam and Nilambur.
Plan- 2017 -2018
I Capacity Building Unit Description Amount
a 800x 2days x10 x100 x2 +2x 4 32,40,000 Rs Centres for Excellence x2x250 Rsx10
b Block Resource Centre 25,00,000 25,00,000 Rs
c 8,10,000 +5,40,000 + 58,30,000 Rs Youth Resource Centre 4,48,0000
d Child Resource Centre 4,32,0000 +1,080000 54,00000
e Gender Resource Centre 2,40,000 Rs
f Cultural Centre 48,0000 + 25,000 + 20,250 45250Rs
113 Total 1,72,55,250
II Fund to the community
Livelihood Funds 93x 100000 Rs 9300000
Community Investment 2,79,90000 fund
3,72,90000 Total Rs
IV Capacity Building
1,617984+ 72,00000 + 15,299,616 Rs 1,617,984+ 539328 + Honoraria 1,348320+ 3,816000+ 1,680000 + 3960000
Rs Grand Total 6,48,44,866
(Rounded) Rs. 600 Grand Total Lakhs
114 Annexure 5
Kudumbashree – National Resource Organization State Poverty Eradication Mission Government of Kerala
Annual Action Plan 2017-18
Submitted to: National Rural Livelihoods Mission Ministry of Rural Development Government of India
March 2017
115 Introduction
Kudumbashree–State Poverty Eradication Mission, Government of Kerala was identified as a National Resource Organization by the National Rural Livelihoods Mission. The NRLM Empowered Committee, in its meeting on 6th December 2012, approved the three- year plan for setting up the NRO Secretariat in Kudumbashree with adequate human resources to plan and execute various activities proposed by the NRO. The NRO Secretariat in Kudumbashree formally began functioning on 1 May 2013. Permission was granted in 2016 to extend the services of NRO for continuing the support to SRLM. The achievements of Kudumbashree-NRO during the 4-year period from 2012-13 to 2016-17, against the expected outcomes for the 4-year period, can be summarized as follows:
PRI-CBO convergence models developed and State Missions capacitated to move beyond the pilot stage in 6 States – Achieved in case of Five States, project continuing in one state and initiated in One state. MEC model developed in 24 intensive districts in 8 States – 17 Districts in Six States have been taken up. One state has completed the pilot, one has extended the services and project is continuing in rest 3 states except one. Enterprise mode for training service providers and accounting and auditing service providers established in 24 intensive districts in 8 States – Not taken up as demand for the same was not raised by any State so far Resource Materials on PRI-CBO convergence, Micro Enterprise and Marketing, Social Development Gender self-learning, made available in English, Hindi and other Indian languages – Publications in English done and translation to other languages initiated
In addition to the above, the Kudumbashree-NRO has delivered on creation of various modules for the specific programmes. The Young Professional Programme has also helped create a pool of more than 30 Young Professionals well-oriented and trained on various aspects of work of the NRO and the partner-States. Most of these professionals are now engaged in managing the pilot projects. The pool of Mentors created by Kudumbashree-NRO can serve as Master trainers and Mentors, to support in the universalisation of PRI-CBO Convergence as part of NRLM.
Between January 2013 and now, the Kudumbashree-NRO has entered into partnership agreements with nine States for supporting pilot projects under two domains: PRI-CBO Convergence project – building capacities of PRI and the SHG network to work together to achieve common goals ◦ Assam, Jharkhand, Karnataka, Maharashtra, Odisha & Rajasthan Micro Enterprise Consultants (MEC) project – building capacities of local youth to act as micro enterprise service providers to the SHG network
116 ◦ Bihar, Gujarat, Jharkhand, Karnataka, Maharashtra & Rajasthan
The partnership with Sikkim and Goa covers supporting the State Rural Livelihoods Mission for strengthening the implementation of NRLM with focus on both domains, in a very specific manner. Partnership with Union territory of Lakshadweep is on the anvil.
117 Review of Progress – Targets and Achievements of AAP 2016-17
During 2016-17, Kudumbashree-NRO continued providing support to the Nine State Rural Livelihood Mission with whom work had begun in the previous years. Work in Goa and Tripura commenced during the year. The targets set for the NRO to achieve during 2016-17 and the current status of achievements are as follows.
Achievements against planned outcomes – AAP 2016-17 (as of January 2017) Particulars Target Achievements Jan-2017 Number of PRI-CBO Convergence pilots GP completed 200 242 Sharing-learning workshops on Convergence project 1 1 PRI-CBO Convergence Universalisation protocol 1 Planned for published March 2017 Number of blocks where PRI-CBO Convergence 25 41 universalized by SRLM with support of Kudumbashree- NRO Number of Local Resource Group members trained and 300 221 developed as Internal Mentors for partner-States Entitlement Access Tracking system developed and 1 Will be deployed in pilot GP undertaken in next AAP State/ Regional support cells established 3 Could not undertake Number of focus blocks for MEC Projects 37 46 Number of MEC trained and positioned 800 714 Number of Districts with Enterprise Performance 17 14 Tracking System MEC training modules compiled and published 1 Planned for March ‘17 Impact Assessment of work of Kudumbashree-NRO 1 Will be undertaken in next AAP
118 Financial Progress – 2016-17 (as of December 31, 2016) Amount (Rs. Parameter Lakh) Total allocation approved for 2016-17 503.14
Funds available till December 2016 1035.39
Utilisation as of December 2016 753.84
% Utilisation as of December 2016 (of available funds) 73% Estimated Utilisation up to 31st March, 2017 1035.39
Progress update on PRI-CBO Convergence Project
The PRI-CBO Convergence project facilitates the working together of the Community Based Organisations (CBO), formed as part of the National Rural Livelihoods Mission (NRLM) with Panchayat Raj Institutions (PRI), to enable access of the poor to entitlements and development schemes, and increasing the quality of their participation in local governance. The support from Kudumbashree NRO is provided to the SRLM on a pilot basis to enable them to build their capabilities to scale-up the intervention to the entire State over a period of time.
Local Resource Group (LRG) consisting of locally identified resource persons, trained in aspects of local governance and development schemes provide the anchor role in the PRI- CBO convergence process. The project also provides capacity building support to leaders and members of the community organizations and elected representatives and functionaries of the Panchayati Raj Institutions. Experienced community leaders from Kerala function as Mentors in the pilot locations are supporting the LRGs, CBO and the PRI on a regular basis.
PRI-CBO Convergence Projects – Coverage # # # Cluster # Primary # State District # GP # SHG Federati # LRG Block Federati s on on (GPLF) 1 Assam 2 2 36 2,720 226 3 209 2 Jharkhand 4 6 29 1,655 211 7 221 3 Karnataka 2 4 40 1,463 110 23 173 Maharashtr 4 3 3 58 1,220 91 0 170 a 5 Odisha 4 4 12 800 79 11 110
119 6 Rajasthan 3 3 67 2,029 151 14 354 7 Tripura 1 2 32 534 36 0 165 Total 19 24 274 10694 904 58 1,402
Pilot block-wise status – Resource Groups # of Number of Potential # of # State # Block Internal KS-NRO Internal LRG Mentors Mentors Mentors 1 Assam 2 209 30 8 61 2 Jharkhand 6 221 59 20 - 3 Karnataka 4 173 0 15 60 4 Maharashtra 3 170 107 5 - 5 Odisha 4 110 25 11 - 6 Rajasthan 3 354 0 15 70 7 Tripura 2 165 0 6 - Total 24 1,402 221 74* 191 *Some of the mentors from existing partner states have been redeployed in Tripura
The PRI-CBO Convergence pilot projects are guided by a Results Framework approved by the Ministry of Rural Development. The Participatory Assessment of Entitlement (PAE), a tool developed by KS-NRO serves as the baseline formation and target setting method for the project. The Entitlement Access Plan that the CBOs develop will provide the targets to be achieved by the project. All the Village organizations were also involved in developing Gram Panchayat Poverty Reduction Plans (GP2RP)
Key Activities and Current status
Participatory Assessment of Entitlements – The Result Framework for the PRI-CBO Convergence project has been developed to guide the implementation of pilot projects. The result indicators need to have proper baseline information. It involves each SHG, in its regular meeting, identifying members who have already availed of various entitlements or have not. This is done through use of coloured ribbons and similar props. The reason for both (accessing and not accessing) is discussed in the same meeting and the process helps each member to identify the issues in their interaction with the governance system. The information collected from each SHG is presented to the VO and is compiled at the GP level which forms the GP-level baseline for the Convergence project. The PAE exercise has been completed in Assam, Jharkhand, Karnataka, Maharashtra, Odisha and Rajasthan and the baseline data has been prepared.
Entitlement Access Plan – A format for the entitlement plan has been developed for the Village Organizations to make their plans and set targets for August and for October, 2016. The Entitlement plan will be the action plan of the village organisation for the
120 schemes which they will be aiming to achieve in two quarters. A module has also been prepared for capacitating the VOs to make the entitlement plan for them. The EAP exercise has been completed in Assam, Jharkhand, Karnataka, Maharashtra, Odisha and Rajasthan.
Mobilization for the Gram Sabha – The 02 October Gram Sabha that happened in our pilot panchayats in 6 states has been well attended by the SHG members and have shown improvement over the project period. The women have gone in large numbers to attend the Gram Sabha and they have used this opportunity to participate as well as put forth many of their demands. Over the course of the project it has been a great realization for the VOs and the LRGs on the importance of attending Gram Sabha and many a times they have also been successful in getting the panchayats to respond to their demands. Total attendance by women in the Gram Sabha in 173 GPs for which reports are available was in excess of 20,000 women, who formed about 66% of the total attendance in the Gram Sabha.
Gram Panchayat Poverty Reduction Plan (GP2RP) - The Gram Panchayat Poverty Reduction Plan has been developed as a comprehensive demand plan for local development prepared by the self-help groups and their federations in partnership with the Gram Panchayats. A format for capturing the demand has been developed for the three tiers of federations and module has been prepared for capacitating the VOs to prepare the plan. The GP2RP exercise has been completed in Assam, Jharkhand, Maharashtra and Odisha and is ongoing in Karnataka and Rajasthan.
Gram Panchayat Development Plan - Kudumbashree NRO has been supporting the GPDP process in its pilot locations. Leaders of SHG network and LRGs have been included in working groups of GPDP and also been engaged in mobilization efforts together with the panchayats. The GP2RP prepared by the SHG network is also in the process of integration with the Gram Panchayat Development Plan. Village Organization Coordination Committee (VOCC) - The major purpose of VOCC is to provide a link between the existing community structures with that of Gram Panchayat in locations where a GP level federation does not exist. In locations where GPLF has been formed, the federation is being strengthened so that engagement with Panchayats can be improved. This is being done across the 6 pilot states.
Gram Panchayat Coordination Committee (GPCC) – To promote and institutionalize convergence, Gram Panchayat Coordination Committee is envisaged to be the formal platform of interaction for the Community Based Organization, Panchayati Raj Institutions and Line Departments. GPCC is being formed in all pilot locations of the Convergence Project and for institutionalization state guidelines are to be framed.
Selection of pool of Internal Mentors - Local Resource Group (LRG) members who engaged as facilitators of the project activities at the grass root level providing handholding support to SHG network and PRI representatives have been capacitated on various aspects of the project and been continuously mentored by Kudumbashree
121 Mentor RPs. After the pilot phase of the project more capable LRG members have been capacitated and are to be deployed as Internal Mentors or Trainers. Selection of internal mentors has been completed in Assam, Jharkhand, Maharashtra and Odisha.
A National Workshop on Convergence was held in Guwahati from 12th to 15th of July 2016 organised jointly by NRLM and Kudumbashree NRO. The workshop aimed at orienting states on various facets of convergence; showcase the experiences of convergence practices in pilot locations in Assam where Kudumbashree NRO is working. The workshop had SRLM officials from 9 states visiting blocks where convergence project is being piloted, interacted with CBO leaders, LRGs and the Panchayat representatives, following which the states prepared comprehensive plans for implementing convergence in their respective states.
Progress update on MEC Project
Enterprises by poor are struck with many issues and challenges which unless supported will lead them further into the poverty trap. Focus of MEC project was to create a support system called Micro Enterprise Consultants at local level that will provide required handholding support to the micro and nano enterprises initiated by the SHG members or family. The youth identified from villages are provided with relevant business management training as well as handholded by experienced resource persons from Kudumbashree known as Mentor MEC. The MECs are then encouraged to start their own partnership firms to extend various services to diverse enterprises.
During the present AAP period Bihar MEC project completed the pilot period, Jharkhand decided to scale up the model into more districts, Karnataka and Maharashtra has been into the ME development phase were early rollout of MEC policy seems to be the key task now. Scale up has been planned by Maharashtra. Gujarat project has been halted due to the issues related to MEC groups and their allowance payment by GLPC. Rajasthan being the new entrant has clearly demonstrated their ability to learn from the other state experiences and move fast. The 1000 odd enterprises developed have been supported by Business Plan, financial statements etc by MECs.
MEC Project – Coverage
State Start District Blocks Number Number of Number of Mentors s Covere of MEC MEC enterprise from Kerala Covered d trained Groups s handholdin supported g the MEC by the MEC Bihar Jan- 2 11 93 9 1068 0 2013
122 Jharkha Sept- 3 9 239 8 1027 6 nd 2013 Karnatak Sept- 3 9 83 9 2042 6 a 2014 Maharas Oct- 3 8 107 8 3100 3 htra 2014 Gujarat May- 3 NA 105 NA NA 0 2015 Rajastha Nov- 3 8 57 7 1128 5 n 2015 Total 17 45 684 41 8,365 20
Key Activities and Current status
Mobilisation of SHG members for non-farm livelihoods – The work done by the MEC is helping mobilise members of NRLM SHGs to think and act towards diversifying their livelihood options in the non-farm sector. The availability of MEC support is helping overcome fears and challenges related to understanding the risks in investing in a business, forging clear backward and forward linkages required to set up and run the business and in ensuring timely availability of business performance related information. During 2016-17 financial year more focus has been given in building the local markets for the SHG entrepreneurs. The results of local markets promoted by MECs from states like Karnataka, Maharashtra, Jharkhand and Rajasthan testifies this. Focus on women run café’s from states like Jharkhand gave increased confidence to SHG entrepreneurs. Some of the MECs have been part of the Producer Collectives in Jharkhand enabling availability of professionally trained person to support its operations at an affordable level.
Enterprise Performance Tracking System – Arguably, for the first time in the country, the MEC Project is paving the way for a strong enterprise Performance Tracking System (PTS) that will enable entrepreneurs, bankers and project managers to have close to real-time information to track the performance of the enterprises. This will result in stronger business intelligence at the grassroots level to aid effective business identification, enhance credit-worthiness of the SHG member with the financial institution and help the State and Union Governments to clearly assess the cost-benefit of its investments in promoting non-farm enterprises among the poor. PTS in its paper based format has been rolled out in all the 5 partner states except Gujarat. MECs have been preparing the books of accounts and financial statements which they also use to provide frequent consultation. The software application for PTS developed in association with
123 ENABLE NRO has been piloted in Jharkhand. It is expected to roll out the app in other MEC project states during this financial year itself with technical assistance from ENABLE NRO.
Community cadre – The trained MEC have emerged as a strong community cadre supporting the SRLM to take up livelihood initiatives in the non-farm sector. They have also emerged as capable community trainers for micro-enterprise development. The year also saw the cadre for enterprise promotion scaled up across country under SVEP. States like Jharkhand has already decided to scale up the model across the state in all districts in a phased manner. States like Maharashtra has decided to scale up the model to few more districts across the state in the upcoming period. Kudumbashree-NRO continued to use the services of MECs trained under the pilot projects in Bihar and Jharkhand as trainers for MEC/SVEP projects in the respective states as well as in Rajasthan. Some of the MECs in Maharashtra has become trainers in SVEP project supporting other PIA. Internal Mentors for the scale up activity has also been identified from the existing cadre in Jharkhand and Maharashtra.
Training modules – The MEC Project has enabled NRLM to create a strong set of training modules for building business management skills among less educated rural women and men. The Training in Enterprise Administration & Management (TEAM) course developed as part of the MEC Project enables application oriented learning of business management concepts in the local language. MoRD has decided to engage KS-NRO to develop the SVEP TEAM training curriculum for which the work is underway from TREE society.
Update on SVEP
During 2014-15, Government of India approved the Start-Up Village Entrepreneurship Programme (SVEP), based also on the lines of the MEC Project of Kudumbashree NRO. Kudumbashree NRO has been identified as a NRO-PIA under SVEP. Kudumbashree-NRO had entered into partnerships with Bihar, Jharkhand and Rajasthan to support the implementation of SVEP in the three States. The SVEP DPR for Kerala has been approved by the NRLM-EC in January 2017.
State # SVEP Mentor Number of Number of Blocks s MECs Enterprises Promoted Bihar 6 7 121 22 Jharkhan 5 5 91 - d
124 Rajastha 2 3 42 102 n Kerala 2 3 30 59 Total 15 18 284 183
The DPRs has been developed and the implementation has started in all 4 SVEP states. MEC selection has been completed in new blocks and the capacity building trainings are progressing well. Screening of MECs has been completed in existing MEC project blocks. Different training modules for MEC, CBO system and Entrepreneurs has been developed. Certification process has been suggested under SVEP for different personal involved. NRO has developed certification process for Mentors and MECs and the certification process will be undertaken in coming months.
Update on general Activities of KS-NRO
KS-NRO has been engaged in supporting partner-States and other organisations in understanding the Kerala development experience through learning visits. KS-NRO has also been developing resources that are of common utility. The status of the same is mentioned below.
Area Key Achievements till January 2017
14 learning visits were facilitated from September 2015 to July 2016. Total of 267 persons from NRO partner-States, NRLM, PRADAN, South Learning Africa, Bill and Melinda Gates Foundation and other organisations Services participated and benefited from these visits.
2 students from NLSUI Bangalore and IIIT, Delhi interned with KS-NRO during September 2015 to July 2016.
5 print publications came out between October 2016 and July 2016. The themes covered by the publications include the MEC project and PRI- Resource CBO Convergence project, MGNREGS experience in Kerala and tools for Development participatory planning.
6 digital publications came out between October 2015 to April 2016. These digital publications covered good practices in KS-NRO’s pilot locations in partner-States.
125 Annual Action Plan 2017-18
The NRO Secretariat will support continuation of the pilot projects that have been taken up in the two domains, and also consolidate the lessons learnt in the past four years to enable universalisation of the experiences across NRLM and also to develop tools for achieving Poverty free Gram Panchayats. In SVEP also villages are the unit of operation. PRI-CBO and Micro Enterprises domain have achieved significance considering that in most of the pilot blocks the village organisations are in place and all our future interventions in these domains will be handholding the VO and CLF network to assume positions of responsibility and be the major driving force for the projects.
During 2017-18, the focus of work of the Kudumbashree-NRO will be in: i. Moving out from an implementing agency to a resource agency ii. Developing Tools for promoting the poverty free panchayats concept iii. Development of community cadres for enabling universalisation iv. Documentation and dissemination of best practices and impact stories by creating knowledge repository.
The expected outcomes of Kudumbashree-NRO's work in 2017-18 are the following.
Support in up scaling of the Convergence project
The states will be supported with up scaling the PRI-CBO Convergence project to other blocks. The number of NRO mentors will be reduced and the capabilities of the internal mentors will be enhanced. The internal mentors selected from the existing LRG pool will be deployed as mentors and they will be given periodic training for their skill development and capability building.
Development of tools for Poverty free Gram Panchayats
NRO will develop tools for model poverty Free Gram panchayats. The tools will be developed on ground with the community where the PRI-CBO Convergence project is already taking place with the support of NMMU. NRO will work on achieving 50 model poverty free GPs.
Institutionalisation and capability development of Community Cadre
NRO will invest in developing the capabilities of the Mentors, Local Resource Group (LRG) and MEC cadre. Twenty five mentors will be graduated as Field
126 Coordinators and the selected LRGs and mentors will be capacitated and will be placed as mentors in various blocks under the universalisation support.
Completion of existing PRI-CBO Convergence pilots
The ongoing pilots at the Gram Panchayat level in two states will be completed and direct involvement of Kudumbashree in these GPs will be withdrawn during the year. The exit conditions are the following: The three components of the entitlements and convergence access planning – PAE, EAP and GP2RP – are completed The LRG pool has been graded – Internal Mentors and Master Trainers identified, and continuing LRG members oriented The GP and the SHG-federation have agreed on working together
Partnership with NIRD & KILA for resource development and certification
NRO will partner with Resource agencies like NIRD and KILA for resource development and generating capacity building modules. Kudumbashree-NRO to enter into agreement with NIRD, Hyderabad to develop certification course for community professionals. As part of the process, Kudumbashree-NRO to also share its knowledge and experience with KILA and NIRD, Hyderabad for creating a knowledge repository at state and national level institutions. Roll out of Micro-Enterprise Performance Tracking System application in all MEC and SVEP project pilot locations and develop platforms to analyse the data
Kudumbashree-NRO developed the basic system for Performance Tracking (PTS) which has been tested in Jharkhand, Karnataka, Maharashtra and Rajasthan. In partnership with ENABLE-OMPLIS, the Android application for PTS has been developed and tested in Jharkhand. A Maintenance and Customization Contract has been signed with ENABLE NRO under which the Enterprise-PTS will become a standard feature of the MEC and SVEP project. It is expected that Enterprise- PTS will form the backbone of the enterprise MIS in the MEC and SVEP Project partner-states. As a continuation to the PTS work it is necessary to develop other internal systems which can use the data coming from enterprise PTS in initiating various interventions and policies at SRLMs and NRLM levels. This is important to institutionalise PTS. This will supplement the VE-IT development under SVEP initiated by NMMU through EDI.
127 Table: Targets for Kudumbashree-NRO for 2017-18 Particulars Target Number of PRI-CBO Convergence pilots GP completed 150 Sharing-learning workshops on Convergence project 1 PRI-CBO Convergence Universalisation protocol published 1 Number of blocks where PRI-CBO Convergence universalized by 50 SRLM with support of Kudumbashree-NRO Number of Local Resource Group members trained and 200 developed as Internal Mentors for partner-States Number of Community cadres developed and certified as 300 Convergence community professionals Model Poverty free GPs developed 50 Number of experience sharing documents published 2 Number of documents on good practices published 2 Number of focus blocks for MEC Projects 35 Number of blocks under SVEP 15 Number of MEC trained and positioned 800 Number of Districts with Enterprise Performance Tracking 14 System Impact Assessment of work of Kudumbashree-NRO 1
Kudumbashree NRO for SVEP
Kudumbashree has been identified as NRO for supporting the implementation of SVEP. Three States have signed the MOU for initiating implementation. The work has progressed in each state. Kerala SVEP DPR was approved only January 2017 and based on that the related implementation work in Kerala will begin soon. The NRLM Empowered Committee, in its meeting on 4 February 2016, has approved the funding pattern for the costs of NRO. NRO will engage 2 professionals and the Mentor Core Group (MCG) members from the secretariat support. MCG members will support primarily in the capacity building of mentors and MECs in different areas like MEC group functioning, Business Plan, PTS, in sharing experiences from the innovative and replicable market development initiatives from Kudumbashree and other partner states etc.
Budget for 2017-18
128 In terms of costs of the NRO Secretariat, a substantial part of the human resource cost of Kudumbashree-NRO will be taken up through providing direct professional services to partner-States. At the same time, there are costs that are indivisible – activities which are not specific to any one State and hence cannot be charged from any one State. Developing training, planning and monitoring modules, training of personnel for project management etc, fall in this category. A set of core personnel is needed, to support NRLM and the States in developing programmatic strategies, specific inputs based on demands from the field and management at a higher level. Further the community cadre will also be groomed where some of the existing local LRG/MEC cadres will become NRO mentors and some of the present NRO mentors will be upgraded into Field Coordinators and MCG members. This will enable KS-NRO to operate in the scale required to support universalisation of domains. The budget estimated for 2017-18 for the activities of the NRO Secretariat and the expected source of funds is as follows.
Summary of costs and Source of Funds 2017-18
Total Source of Funds Code Particulars Budget NRO-NRLP NRO-SVEP A.1.1 Technical Assistance to SRLM by NRO
A1a Systems Support 100.00 95.00 5.00
A1b Programme Management & HR 417.52 387.56 29.96 Sub-Total 517.52 482.56 34.96 A.2.2 Strengthening Capacity of NRO
A2a Capacity Building 278.75 268.19 10.56
A2b Research Studies & Resource Materials 87.50 87.50
Sub-Total 366.25 355.69 10.56 Total 883.77 838.25 45.52
Funds already approved by the NRLM-Empowered Committee for SVEP NRO HO Costs is Rs.46.62 lakh. Funds requested for approval under the National Rural Livelihoods Programme is Rs.45.52 lakh.
129 Kudumbashree-NRO – Budget 2017-18 in detail
Source of Funds Total (Rs. Code Budget Head Rate Quantity Lakh) NRO-Core NRO-SVEP
A1a – Learning Systems, Monitoring & Reporting
A1a1 Finalization of benchmarking methodology, PTS, demonstration etc. 5,00,000 Lump Sum 5.00 5.00
A1a2 State Resource Group for planning and support to Convergence project 10,00,000 Lump Sum 10.00 10.00
A1a3 Sharing-learning workshop 15,00,000 Lump Sum 15.00 15.00
A1a4 Impact Assessment Study 20,00,000 Lump Sum 20.00 20.00
A1a5 100,000 40 40.00 40.00 Management Development Training for NRO & Kudumbashree personnel
Development of web based MIS system for ME and MEC projects taken up A1a6 1,000,000 Lump Sum 10.00 10.00 under NRLM
Sub-Total for Systems 100.00 95.00 5.00
A1b1 – Programme Management - Human Resources
A1b1a Chief Operating Officer 1 13.20 1,320,000 13.20
A1b1b Programme Managers 960,000 2 19.20 19.20
130 Source of Funds Total (Rs. Code Budget Head Rate Quantity Lakh) NRO-Core NRO-SVEP
A1b1c Thematic Anchors with 4 year’s experience 696,000 3 20.88 13.92 6.96
A1b1d Thematic Anchors with 3 years experience 630,000 3 18.90 12.60 6.30
A1b1e Thematic Anchors with 2 years experience 570,000 4 22.80 22.80
A1b1f Field Coordinators with 4 year experience 696,000 2 13.92 13.92
A1b1g Field Coordinators with 3 year experience 630,000 4 25.20 25.20
A1b1h Field Coordinators with 2 year experience 570,000 13 74.10 74.10
A1b1i Accounts Controller 720,000 1 7.20 7.20
A1b1j Finance and Administration Manager 588,000 1 5.88 5.88
A1b1k Research Analyst 480,000 1 4.80 4.80
A1b1l Accountant 360,000 2 7.20 7.20
A1b1m Administration Assistant 300,000 2 6.00 6.00
A1b1n Office Support staff 120,000 1 1.20 1.20
131 Source of Funds Total (Rs. Code Budget Head Rate Quantity Lakh) NRO-Core NRO-SVEP
A1b2 – Programme Management – Other Costs
A1b2a Travel expenses for coordination related out-station travel 12 101.40 91.26 10.14 845,000
A1b2b Other Travel and conveyance expenses 180,000 12 21.60 19.44 2.16
A1b2c Rent for office, Electricity etc. 220,000 12 26.40 23.76 2.64
A1b2d Stationery and Communication Costs 70,000 12 8.40 7.56 0.84
A1b2e Office maintenance and security costs 45,000 12 5.40 4.86 0.54
A1b2f Communication Allowance 32,000 12 3.84 3.46 0.38
A1b2g Field Coordinators costs (@Rs.40000 per month for 25 persons) 1,000,000 12 120.00 120.00
A1b2h Website maintenance and updation 1,000,000 Lump Sum 10.00
Sub-Total for Programme Management 417.52 377.56 29.96
Total for A.1.1 517.52 472.56 34.96
A2a – Capacity Building
132 Source of Funds Total (Rs. Code Budget Head Rate Quantity Lakh) NRO-Core NRO-SVEP
A2a1 Language and soft-skills training for Mentor RP and Mentor MEC 150 27.00 27.00 18,000
A2a2 Subject matter training for Mentor RP and Mentor MEC 20,000 150 30.00 30.00
A2a3 Review and Planning events 150,000 12 18.00 18.00
A2a4 Hiring of Expert individuals and agencies for capacity building activities 5,000 400 20.00 20.00
A2a5 State Mentor Core Group (12 persons, 200 days/year; Rs.2000/day) 400,000 12 48.00 37.44 10.56
A2a6 Field Coordinators costs (@Rs.40000 per month for 25 persons) 1,000,000 25 120.00 120.00
A2a7 Capacity Building of District and GP Resource Teams 4,500 350 15.75 15.75
Sub-Total for Capacity Building 278.75 268.19 10.56
A2b – Research Studies & Resource Materials
A2b1 Support of research studies in various intervention areas Lump Sum 1,500,000 15.00 15.00
A2b2 Multimedia documentation and publication 3,000,000 Lump Sum 30.00 30.00
A2b3 Engaging agency for dissemination of Kudumbashree's best practices 1,000,000 Lump Sum 10.00 10.00
133 Source of Funds Total (Rs. Code Budget Head Rate Quantity Lakh) NRO-Core NRO-SVEP
A2b4 Development of training and monitoring modules 2,000,000 Lump Sum 20.00 20.00
A2b5 Internship 50,000 15 12.50 12.50
Sub-Total for Research & Resource Development 87.50 87.50 0.00
Total for A.1.2 366.25 355.69 10.56
Grand Total 883.77 838.25 45. 52
134