Start-up Village Entrepreneurship Programme (SVEP), Kerala
Detailed Project and Implementation Report
Vadavucode Block Ernakulam District
Prepared by:
Kudumbashree-NRO
For
Kudumbashree - State Poverty Eradication Mission (SPEM)
November 2016 Table of Contents
1. Executive Summary ...... 4 2. Context of the Block...... 5 2.1. Demographic and Socio-Economic Profile ...... 5 2.2. Literacy, Employment and Natural Resource Profile ...... 6 2.3. Access to Infrastructure and Facilities ...... 9 2.4. Status of Social Mobilisation and Institution Building under NRLM ...... 12 2.5. Summary of Poverty and Livelihoods Context of the Block ...... 13 3. Baseline and Assessment of Existing Enterprises ...... 14 3.1. Data on Existing Micro Enterprises ...... 14 3.2. Analysis of Existing Enterprise Environment and Entrepreneurship Factors ...... 21 4. Assessment of Potential for SVEP Enterprises ...... 26 4.1. Assessment of Potential Based on Household Consumption ...... 26 4.2. Enterprise Potential Based on Locally Available Resources ...... 32 4.3. Demand based on Government Schemes ...... 39 4.4. Existing Enterprises Supported under SVEP ...... 42 4.5. Potential for Enterprises under SVEP – Consolidated Information (type-wise) ...... 42 4.6. From Potential to Actual Enterprises ...... 45 5. Implementation of SVEP – Arrangements at Various Levels ...... 46 5.1. Description of Project Components ...... 46 5.2. Positioning of Personnel and Roles and Responsibilities of SRLM and PIA ...... 50 5.3. Roles and Responsibilities of Community Institutions ...... 51 5.4. Institutional / Contractual Arrangements to be made for Operations at the Block Level 52 5.5. Capacity Building ...... 54 5.6. Support Provisions at Block Level for Operations of SVEP ...... 55 5.7. Support from KS - STATE MISSION and KS - DISTRICT MISSION for implementation of SVEP in the Block ...... 57 5.8. Responsibilities of PIA ...... 59 5.9. Relationship with Banks (branch-level, BLBC and DLRC), RSETI, DIC & NABARD ...... 59 6. SVEP Enterprise Formation and Support Processes ...... 60 6.1. Business Planning and Benchmarking ...... 60 6.2. Mobilization and Training of CBOs and Potential Entrepreneurs ...... 61 6.3. Process of Enterprise Support ...... 61 6.4. MEC Support to Enterprises ...... 63 7. Project Management for SVEP ...... 65 7.1. Framework ...... 65 7.2. Block-Level Arrangements ...... 75 7.3. State-Level Review, Monitoring, and Reporting ...... 76 7.4. Reporting to NMMU...... 76 8. Detailed Implementation Schedule and Budget ...... 77 8.1. Phasing of SVEP Implementation ...... 77 8.2. 4-year Budget for SVEP in the Block ...... 78 8.3. Financial and Physical Targets ...... 78 9. Annexures ...... 88 9.1. Annexure 1 - Detailed Information on Business Types from the Enterprise Census .... 88 9.2. Annexure 2 - Details of Steps Followed for DPR Preparation ...... 96 9.3. Annexure 3 – Detailed Implementation Schedule ...... 105
1. Executive Summary The Start-up Village Entrepreneurship Programme (SVEP) will be implemented in Vadavucodeblock, Ernakulam district, Kerala by the Kudumbashree - State Poverty Eradication Mission (SPEM) with Kudumbashree-National Resource Organization (KS- NRO) as the Project Implementing Agency (PIA). Based on the detailed baseline formation and market potential assessment conducted in the block, the plan for implementation has been prepared. Project Information Project SRLM Kudumbashree - State Poverty Eradication Mission PIA Kudumbashree-NRO Period of implementation Four years (01 December 2016 to 30 November 2020) Nodal Cluster Federation To be decided MEC Group for managing the BRC- To be deployed EP Number of Micro Enterprise Needed – 30 Consultants (MEC) to be deployed
Targets Total enterprises to be supported 2,054 Break-up of total new enterprises formed by source of demand 1,933 Perennial Seasonal Household consumption 570 Local commodity resources 742 580 Tourism 34 Government schemes 7 Total Enterprises 1319 614 Number of existing enterprises to be supported 121 Expected income accruing to participant household from Rs. 12,500 per month SVEP enterprise (average for the block)
Physical Targets – Year-Wise Year 1 200 enterprises Year 2 600 enterprises Year 3 600enterprises Year 4 654enterprises
Budget and Financial Plan Total budget for 4-years Rs. 561.8 lakh Fixed budgeted costs Rs. 348.2 lakh 62.0 % Costs as per number of enterprises Rs. 213.5 lakh 38.0 % Year-wise financial allocation Year 1 Rs. 323.34 lakh 58% Year 2 Rs. 75.95 lakh 14% Year 3 Rs. 80.95 lakh 14% Year 4 Rs. 81.56 lakh 15% Total GOI share Rs. 337.1 lakh 60% Total State share Rs. 224.7 lakh 40% 2. Context of the Block This chapter contains information and analysis of the existing situation of Vadavukode block. The situation analysis consists of the following sections. 1. Demographic and socio-economic profile 2. Literacy, employment and natural resource profile 3. Access to infrastructure and facilities 4. Status of social mobilisation and institution building under NRLM
The situation analysis has been done using secondary data. Census of India 2011 is the primary source of information for the analysis in sections 1 to 3. Data made available by Kudumbashree has been used for section 4. Data from Socio Economic Caste Census (SECC) 2011 has also been used. 2.1. Demographic and Socio-Economic Profile
There are 6 gram panchayats in Vadavukode block and 7 villages and 2 towns, of which all are reported as inhabited. The total area of rural Vadavukode is 149.33 sq. km and population density is 835 persons per sq. km compared to the population density of 549 persons per sq. km of rural Ernakulam district and 860 persons per sq. km for Kerala State. Table: 2.1.i Basic Demographic Details, Source – Census of India 2011
Total HH 28,754 Total Population 1,14,574 Total Male Population 56,932 Total Female Population 57,642 Total Population 0-6 9,767 Total Population - Scheduled Castes 14,561
Total Population - Scheduled Tribes 457 Females (per 1000 Males) 1012 Females (per 1000 Males) - 0-6 968 Females (per 1000 Males) - SC 1039 Females (per 1000 Males) - ST 1031
Vadavukode has significant concentration of Scheduled Castes population with around 13% of the population belonging to Scheduled Castes category as compared to 9.8% in Ernakulam district and 9.09 % in whole of Kerala.
Table 2.1.ii – Number and percentage of inhabited villages in specified population size ranges, Source – Census of India 2011
All Population Population Range Number of % of all villages villages Less than 200 persons 0 0.0 Between 200 499 persons 0 0.0 Between 500-999 persons 0 0.0 Between 1000-1999 persons 0 0.0 Between 2000-4999 persons 1 14.3 Between 5000-9999 persons 0 0.0 More than 10,000 6 85.7 Total 7 100
100% of the villages in the block have population greater than 2000. In comparison, Ernakulam district has 97% of the villages with rural population more than 5,000.
2.2. Literacy, Employment and Natural Resource Profile
Table 2.2.i – Literacy amongst the population in Vadavukode block, Source – Census of India 2011
Total Male Female Literate persons – All 1,00,167 50,555 49,612 Literacy rate - All 95.57% 97.28% 93.89% Literate persons - SC 11,968 6,107 5,861 Literacy rate - SC 89.72% 93.62% 85.99%
Literacy rate in Vadavukode is similar to the district literacy rate of 95.18% and slightly higher than that of Kerala State, where rural literacy rate is 92.98%. The gap in literacy rate between men and women in the Block is 3.39 percentage points in case of all population and 7.73 percentage points in case of SC population.
Table 2.2.ii - Work Participation, Source – Census of India 2011
Main Worker Marginal Worker Total workers % of all % of all Numbers Numbers workers workers All 47,154 (41.16% of the population) 38,983 82.67% 8,171 17.33% Male 32,438 (28.31% of the population) 27,856 85.87% 4,582 14.13% Female 14,716 (12.84% of the population) 11,127 75.61% 3,589 24.39%
Less than 50% of the population engages in work in the block. It can be seen that the proportion of male workers is more than double the number of female workers among main workers. More than 80% of the working population is engaged in main work.
Table 2.2.iii - Work participation – category-wise, Source – Census of India 2011
Category of Worker Main Worker % of Main Marginal % of Workers Worker Marginal Workers Cultivator 3,522 9.03% 872 10.67% Agriculture Labour 3,091 7.93% 1,360 16.64% Household Industries 566 1.45% 197 2.41% Others 31,804 81.58% 5,742 70.27%
The work participation rate indicates that there is higher participation in work categories other than agriculture or household industries. Only around 17% of the main workers and 27% of the marginal workers engage in agriculture for livelihood.
Table 2.2.iv - Deprivation indicators as per Socio-Economic Caste Census 2011
Parameter # of HH % of HH Household considered for deprivation (Total household - excluded household - included household) 7,423 100.00% Only one room with kucha walls and kucha roof 234 3.15% No adult member between age 16 to 59 650 8.76% Female headed households with no adult male member between age 16 to 59 890 11.99% Disabled member and no able bodied adult member 110 1.48% SC/ST households 2,917 39.30% No. literate adult above 25 years 444 5.98% Parameter # of HH % of HH Landless households deriving major part of their income from manual casual labour 5,125 69.04% At least 1 deprivation criterion 6,239 84.05% No deprivation criteria 1,132 15.25%
Of the houses considered for deprivation, close to 40% are SC/ST households. Approximately 70% of the landless households considered derive a major part of their income from manual casual labour. Close to 85% of the households considered fulfil at least one deprivation criterion. Table 2.2.v - Land Use Pattern, Source – Census of India 2011
Nature of Land Use Area (Ha) % of total Total Area of block 14,933 Forests 0.00 0.00% Area under Non-agricultural Uses 1,824.80 12.22% Barren and Un-cultivable land 0.00 0.00% Permanent Pastures and Other Grazing Lands 0 0.00% Land Under Miscellaneous Tree Crops etc. 0 0.00% Culturable Waste Land 677.90 4.54% Fallow lands other than current fallows 1,131.90 7.58% Current Fallows 68.40 0.46% Net Area Sown 11,230.10 75.20%
Table 2.2.vi - Status of Irrigation, Source – Census of India 2011
Status of Irrigation Area (Ha) % of Net Sown Area Total Irrigated Land Area 4,358.5 39% Total Un-irrigated Land Area 8,071.8 72% Canals 2,662.3 Wells/Tube-wells 558 Tanks/Lakes 11.7
More than 75% of the land area is under cultivation. Forest cover in the block is negligible. 39% of the cultivated land is irrigatedFor Kerala as a whole, 52.5% of total land area is under cultivation while 27% of the area of the state is under forest cover. For Ernakulam district, nearly 49% of the total land area was under cultivation while 35% of the total land area is under forest cover. 2.3. Access to Infrastructure and Facilities
Table 2.3.i - Access to education and health services by distance from the village, Source – Census of India 2011
At less than Within the At Distance Distance more 5 km Education / Health Village of 5-10 km than 10 km Facility Distance Number of Villages Primary school 7 0 0 0 Secondary School 7 0 0 0 Primary health centre (PHC) 4 0 2 1 Anganwadi Centre 7 0 0 0
While Primary schools are available for 100% of the villages in the block, access to primary health facilities is not available within or at less than 5 km for nearly 43% of the villages. Anganwadis are accessible within the village for all the villages in Vadavukode.
Table 2.3.ii - Access to transport and communication services by distance from the village, Source – Census of India 2011
Within the At less than 5 At Distance Distance more Transport / Communication Village km Distance of 5-10 km than 10 km Facility Number of Villages Connected to state highway 3 0 1 3 Connected to major district road 6 1 0 0 Pucca roads 7 0 0 0 Bus service (Public & Private) 7 0 0 0 Auto/Modified Autos 7 0 0 0 Taxis and Vans 7 0 0 0 Public Library 6 0 1 0 Newspaper Supply 7 0 0 0
Nearly 43% of the villages in Vadavukode block are connected to state highway and 85% of the villages are connected to major district roads. All villages in the block enjoy access to pucca roads, bus service, Auto and taxi provisions. 6 out of the 7 villages have access to public library within the village and all villages have good access to newspapers.
Table 2.3.iii – Access to banking and market services by distance from the village, Source – Census of India 2011
At less Distance Within the At Distance than 5 km more than Village of 5-10 km Bank / Market service Distance 10 km Number of Villages Commercial and Co-operative Banks 7 0 0 0 Post office (PO) 7 0 0 0 ATM 5 0 2 0 Public Distribution System (PDS) 7 0 0 0 Mandis / Regular Market 7 0 0 0 Weekly Haat 6 1 0 0
Vadavukode block has good access to bank and market service with most villages enjoying access to facilities within their village. As compared against the figures for Ernakulam district, Vadavukode has better access to weekly haats. Table 2.3.iv - Access to drinking water in the village, Source – Census of India 2011
Available in Not Available Electricity / Drinking Water Facility the village in the village Tap water (Treated / Untreated) 7 0 Well water (Covered / Uncovered well) 7 0 Power Supply for Domestic Use (ED) 7 0 Power Supply for Agricultural Use (EAG) 7 0 Power Supply for Commercial Use (EC) 7 0 Power Supply for All Uses (EA) 7 0
There is full access to water and electricity facilities for all the villages in the block.
Household Level Data on Access to Amenities
Housing According to SECC 2011, 3.15 % of the houses considered for deprivation in Vadavukode are single room houses with kucha walls and kucha roof.
Drinking Water 73.2% of households report wells (covered/uncovered) as source of drinking water. Close to 15% have access to treated tap water and almost 90% of households have source of drinking water within the house premises.
Toilet 98.4% of households have latrine facility within the house premises.
Lighting and Cooking Fuel 97.4% of households report electricity as fuel for lighting. 2.5% of households report use of kerosene. 63% of households use firewood for fuel. Close to 36% households report use of LPG.
Table 2.3.v - Ownership of durable assets, Source – Census of India 2011
Asset / Facility % of HH Radio/ Transistor 35.06 Television 85.64 Landline telephone 9.94 Mobile telephone 34.47 Both landline and mobile telephone 48.86 Bicycle 21.94 Scooter/ Motorcycle/Moped 49.14 Car/ Jeep/Van 18.71 None of the assets specified 3.1 Households availing banking services 78.3
Only close to 3% of the households in the block report no ownership of any of the durable assets listed. 35% of the houses have mobile phone connection, while about 30% have a motorised or non-motorised form of transport. About four fifth of the households report availing of bank services.
2.4. Status of Social Mobilisation and Institution Building under NRLM
Key statistics on the social mobilization and institution building process in the block is captures in the table below. Social category-wise and further detailed data is provided in annexure 1.
Table 2.4.i – Status of social mobilisation and institution building in Vadavukode block (data as of February 2016) – Source: Kudumbashree MIS
Number of Gram Panchayats in which intensive strategy initiated 6 Number of villages in which intensive strategy initiated 9 Total number of NHGs under NRLM fold in Intensive blocks 911 Number of predominantly ST-NHGs (ST members >=50%) 16 Number of predominantly SC-NHGs (SC members >=50%) Total Households mobilized into all NHGs 13,665 Total ST Households Mobilized into all NHGs 650 Total SC Households Mobilized into all NHGs Total Amount of Savings Mobilized in all NHGs (INR in lakhs) 124 No of NHGs with Bank Accounts 911 No of NHGs with Bank Linkage 732 Number of Total NHGs provided RF 33 Amount of RF provided to all NHGs (in Rs. lakh) 4.95 Total Number of all NHGs provided CIF 10 Total Amount of CIF provided to NHGs (in Rs. lakh) 5 Number of Households covered under livelihood activities 1,365 Number of ADS formed 95 Number of NHGs holding membership in the ADS 911 Number of CDSs formed 6
2.5. Summary of Poverty and Livelihoods Context of the Block
Vadavukode is the fourth-most populous block of the 13 rural blocks in Ernakulam district. The block average is greater than the district average for indicator like population spread across villages and similar for indicators such as average household size. The literacy rate of Vadavukode (95.57) is similar to that of Ernakulam district (95.18) and is higher than the rural literacy rate for Kerala State (92.98). Comparing the work participation rates, the overall work participation rate among men and women in Vadavukode is similar to that of Ernakulam as a whole. However, there is a higher concentration of workers engaged in activities other than agriculture in the case of Vadavukode (77.86%) as seen in the figures forErnakulam district (75.24%). This difference is, however, not reflected in the net sown area of Vadavukode (75.2% of total land area) which is more than that for Ernakulam district (49.1%). Accessibility in Vadavukodeis at par with that forErnakulam district as a whole with excellent public transportation and connectivity with state and district roads. Vadavukode also has good access to commercial and co-operative bank similar to that of Ernakulam district, resulting in a high proportion of households having banking facilities. Power supply for domestic, agricultural and commercial use is good in Vadavukode as is the case generally in Ernakulam The condition of housing, ownership of durable assets and access to drinking water in Vadavukode is similar to that of Ernakulam district in general. On sanitation indicators, Vadavukode performs slightly better than Ernakulam district with 98.4%of houses having toilets within the premises as against 96.9% for the district as a whole. NHGs have been formed in all villages of Vadavukode. The 911 NHGs formed so far cover 13,665 (47.52%) of the total rural households in Vadavukode. All (100%) of the NHGs have opened bank accounts and roughly two thirds of them (911 NHGs) have bank linkage. 3.62% (33 NHGs) of the NHGs have been provided Revolving Fund, and 1.09% (10 NHGs) of the NHGs have been provided CIF. ADS and CDS formation has also been initiated in Vadavukode and all 911 NHGs hold membership in the 95 ADS and 6 CDSs that have been formed so far.
3. Baseline and Assessment of Existing Enterprises The first step in the planning for implementation of SVEP in Vadavukode block was the conduct of the baseline and market potential assessment study. This was done to understand the existing scenario with respect to micro enterprises in the Block. A complete census of micro enterprises was conducted. The census was done by the Micro Enterprise Consultants (MEC) currently undergoing training by Kudumbashreeto be deployed in the Block. The process was guided by Mentors from Kudumbashree-NRO. During the census, information about the nature of the business and its location were collected. A stratified sample was selected, based on different business types and a detailed survey was conducted of the sample businesses to obtain greater detail about the ownership and operations of the enterprises. To collect more qualitative information, focus-group discussions were conducted with members of the NHGs and entrepreneurs who are NHG members. This chapter provides details of the existing enterprises in Vadavukode block, based on the enterprise census, the stratified sample study and the focused-group discussions. 3.1. Data on Existing Micro Enterprises
The total number of enterprises listed by the census is 3,980. It is to be noted that enterprises that were operational during August 2016, the duration within which the survey was conducted, have been captured in enterprise census. 3.1.1. Data on Existing Enterprises by Business Sectors and Types
The enterprise census listed the existing enterprises by their business types. These types were further classified into key business sectors. Table 3.1.i – Existing enterprises in Vadavukode block – listed by business sector – Source – Enterprises Census
Business Sector Number Listed in Census % of All Listed Animal Husbandry – Subsistence 17 0% Animal Husbandry – Business 94 2% Livestock Products 84 2% Production 743 19% Services 1343 34% Trading 1441 36% Mixed 200 5% Unclassified 58 1% Total 3980 100% Summary information on business types under each business sector, based on their numbers is provided in the table below. Detailed information on each business type listed in the enterprise census is provided as annexure 2. Table 3.1.ii - Number of enterprises by sector and types in the enterprise census – Source – Enterprises Census
Less than Between 20-50 Between 50-100 Between 100-200 More than 200 Business Sector 20 Enterprises Enterprises Enterprises Enterprises Enterprises Names of business types Electronics shop – Fridge, Ladies store, Hardware store, Readymade/ Tv etc, Gift shop, Lottery, Cigarette & Pan Electricals shop – cloth shop,, Trading Fruits, Cement trading, shop, Cold drinks Wire, bulbs etc, Kirana, Stationery Shop Rubber Trading and 63 more shop, Ayurvedic Mobile shop, Vegetable types medicines Medical shop trading Tea selling, Soap and detergent, Fast food, Furniture shop, Hotel Production Vegetable cultivation and Tea and Snacks Bakery Aluminium works (restaurant) selling, Bag making and 38 more types Goat & Sheep Rearing, Cow Animal Husbandry – rearing and selling (Different
Subsistence from Beef), Goat & Sheep Rearing,Others Fish rearing and selling, Fish Animal Husbandry – Poultry farm, Fish Rearing and selling,Fish Business trading trading, Poultry farm,Others Cycle repair shop, Opticals, Studio, Goods van, Beauty parlor, Four/ Taxi service, Laundry Internet, Xerox/ Autorickshaw/ Service three wheeler repair, Tailoring service, Printing pressand 35 Printer, and 5 more passenger van Salon more types types Dairy, Egg trading, Chicken Livestock Products shop,Fish trading, Chicken Chicken shop shop,Others, Dairy,Others 3.1.2. Data on Existing Enterprises by Location and Correlation with Population Density of Villages
3.1.iii - Distribution of Enterprises by Village Size – Source – Enterprises Census & Census of India 2011
Enterprises Name of Gram Population Number of Enterprise Population per 100 Panchayat Percent Enterprises Percent Population Aikaranad 18,533 13% 497 12% 3 Poothrikka 18,330 13% 630 16% 3 Vadavucode Puthencruz 26,144 19% 692 17% 3 Kunnathunad 25,475 18% 980 25% 4 Mazhuvannoor 29,508 21% 665 17% 2 Thiruvaniyoor 20,984 15% 516 13% 2 1,38,974 100% 3980 100%
The distribution of enterprises by village size is in line with the distribution of population across villages, with the more populous villages having more number of enterprises. This can be seen from the above table. Kunnathunad, Vadavukode Puthencruz and Mazhuvannoor GPs which account for 58% of the total population in the block account for 59% of the enterprises in the census. The highest enterprise density is for Kunnathunad (4 per 100 persons) and Mazhuvannoor with the highest population has the lowest enterprise density (2 per 100 persons).
Table 3.1.iv - Noteworthy features of villages with high concentration of enterprises – Source – Enterprises Census & Census of India 2011
Name of Village Key Feature MOSC Medical College is located in this Panchayat; it is very close to NH Aikaranad 47 and Kolenchery bus stand is located here The GP has a big town and a large market. The famous „Kadamattom‟ Poothrikka church is located here and NH 47 passes through the village. This GP houses some major factories such as the Kochi Refineries, BPCL, Puthencruz FACT and NH 47 passes through this Panchayat and a KSRTC bus stand is located in this Panchayat Large market from VFPCK is located here. Big companies like KEL and Thiruvaniyoor OEN are situated in this Panchayat, with NH 47 passing through the village A very famous water park, „Veegaland‟ is located in this Panchayat. A Kunnathunad large market and a big town are also part of the Panchayat Mazhuvannoor It is very famous for pineapple cultivation.
3.1.3. Data on Ownership of Enterprises by Social Categories and Gender
Caste and gender based disaggregated data was not collected during the enterprise census. The stratified sample study had obtained this data. Data presented in this section pertain to the 311 enterprises in the sample study. Of all enterprises, 25% are owned by those belonging to the OBC category and 69% by those belonging to general category. Table 3.1.v - Number of enterprises by caste and enterprise sector (N=339 enterprises) – Source – Enterprises Stratified Sample Survey As % of As % of As % of Total Total Total Enterprise Sector SC OBC Gen Total Enterprise Enterprise Enterprise Sector Sector Sector Animal Husbandry - 0% 1 0% 8 3% 9
Business Livestock 1 0% 3 1% 10 3% 14 Products Production 2 1% 18 6% 40 13% 60 Service 6 2% 36 12% 54 17% 96 Trading 7 2% 21 7% 104 33% 132 16 5% 79 25% 216 69% 311
Most entrepreneurs are engaged in trading related business, followed by service businesses. SCs are not significantly engaged in business activities, while people in the General Category are significantly engaged in business activities. Table 3.1.vi - Number of enterprises by gender (N=339 enterprises) – Source – Enterprises Stratified Sample Survey
Number of Ownership Number of Total Enterprises Enterprises by Women Enterprise Sector Enterprises Surveyed (as % of all Owned by (as % of all Surveyed Enterprises) Women Enterprises) Animal Husbandry 1 0% 9 3% - Business Livestock Products 5 1% 16 5% Production 9 3% 66 19% Service 28 8% 107 32% Trading 19 6% 141 42% 62 18% 339 100%
Ownership by women in proportional to the overall ownership patterns across all business categories. Table 3.1. –vii Caste composition of women owned enterprises (N=311 enterprises) – Source – Enterprises Stratified Sample Survey
Number of Ownership by Number of Total Enterprises Caste Enterprises Owned Women (as % of Enterprises Surveyed (as % Category by Women all Enterprises) Surveyed of all Enterprises) General 37 12% 216 69% OBC 17 5% 79 25% SC 2 1% 16 5% Total 56 18% 311 100%
Fewer women belonging to SC category own enterprises, while the share of women-owned enterprises among the General Category shows a relatively higher proportion. Fewer women among the General Category owned business.
3.1.4. Data on Investment and Revenue Patterns of Existing Enterprises
Table 3.1.viii – Investment-range wise distribution of existing enterprise by enterprise sectors (N=337 enterprises) – Source – Enterprises Stratified Sample Survey
Animal Livestock Investment Range Husbandry Production Service Trading Total Products - Business < 5,000 1 3 2 10 16 5,001-20,000 2 11 8 11 32 20,001-50,000 4 10 20 21 55 50,001-2,00,000 5 6 18 46 49 124 > 2,00,001 4 3 23 31 49 110
More than two-thirds of all enterprises covered in the stratified sample study reported investment of more than Rs.50,000. The higher levels of investment is proportionately higher in case of trading and services enterprises with around 50% of enterprises with investments exceeding Rs. 50,000 being service and trading sector enterprises. Table 3.1.ix – Monthly revenue-range wise distribution of existing enterprise by enterprise sectors (N=280 enterprises) – Source – Enterprises Stratified Sample Survey
Animal Revenue Range Livestock Husbandry Production Service Trading Total (Monthly) Products - Business < 5,000 2 6 11 11 30 5,001-20,000 1 1 4 16 5 27 20,001-50,000 1 1 12 14 12 40 Animal Revenue Range Livestock Husbandry Production Service Trading Total (Monthly) Products - Business 50,001-2,00,000 1 10 10 24 45 > 2,00,001 7 10 25 33 63 138
About half of all enterprises covered in the stratified sample study reported monthly revenue of more than Rs.2,00,000. The higher levels of revenue is proportionately higher in case of trading and service sector enterprises with around 50% of enterprises with investments exceeding Rs. 50,000 being sector and trading sector enterprises.
3.1.5. Data on Existing Enterprises Owned by NHG Members
The stratified sample study had tried to assess the linkage of entrepreneur with NHGs. Due to the absence of objective verification tools, the information available from the study is not reckoned to be reliable. 121 of the 339 entrepreneurs reported relationship with NHGs. Table 3.1.x – Enterprises run by NHG members– Source – Kudumbashree NHG network
Enterprise Sector Number of Enterprises Animal Husbandry – Business 3 Livestock Products 6 Production 25 Services 44 Trading 43 Total 121
The Animal Husbandry–Subsistence sector is reported enterprises where it was felt that a business approach was not taken. The subsistence activities have not been included for further analysis. The most significant enterprise sectors where NHG members have set up businesses are the following. Table 3.1.xi– Most popular Enterprise sectors run by NHG members - Source- Kudumbashree NHG network
% of Number of Sector Enterprise Sectors Enterprises in Enterprises the Sector Animal Husbandry- 2% Poultry 3 Business Livestock Products Dairy 5 4% Livestock Products Chicken meat shop 1 1% Production Bakery 6 5% % of Number of Sector Enterprise Sectors Enterprises in Enterprises the Sector Production Furniture 5 4% Production Hotel 6 5% Production Tea and Snacks 8 7% Service Flour Mill 5 4% Service Mobile 4 3% Service Passenger 3 2% Service Repair 9 7% Service Salon 11 9% Service Tailor 11 9% Service Tuition 1 1% Trading Cloth 6 5% Trading Footwear 4 3% Trading Fruits 1 1% Trading Kirana 5 4% Trading Ladies Store 6 5% Trading Mobile 4 3% Trading Pan and Cigarette 6 5% Trading Stationery 4 3% Trading Vegetables 7 6%
3.2. Analysis of Existing Enterprise Environment and Entrepreneurship Factors
Information about factors affecting entrepreneurship in Vadavukode block was collected through focussed-group discussions with NHG members and NHG member-entrepreneurs.
3.2.1. Sources of Credit
The stratified sample study reveals that 36% of the 390 enterprises had taken any kind of loan. More qualitative details of credit access was obtained through the focus-group discussions. Table 3.2.i – Key features of credit access in Vadavukode block – Source – Focus Group Discussion
Maximum Source of Rate of Interest Ease of Amount Repayment Terms Credit (p.a) Availability Available
NHG Rs 30,000/- 12% 6 months to 1 year Easy
Bank Formality Rs 1 year to 3 years Bank 12% to 15% 30 days 5,00,000/-
Rs Moneylender 30% to 60% 6 months to 2 years Easy 1,00,000/- Rs Gold Loan 10% to11% 1 year Easy 3,00,000/-
3.2.2. Factors Motivating women Entrepreneurship
A qualitative assessment of attitude, motivation, and risk factors governing NHG members' choice for self-employment was done through the focussed-group discussions. Key points that emerged as reasons for choosing self-employment were: To overcome poverty To have a sustainable income Income for vulnerable sections of the society, such as widows through livelihood generation Difficulty in accessing employment outside home because of small kids, aged parents etc. Inspiration from successful ME units Availability of subsidy To become an entrepreneur and thereby to give employment for others Early experiences in micro entrepreneur ship To create identity and reputable status in society To realize one‟s potential and to make it useful for the family To get gender equality for women To produce nontoxic products 3.2.3. Factors Contributing to Enterprise Mortality
As per data available from the Kudumbashree community organisation network, 9 NHG women set up micro enterprises during the last year in Vadavukode. 18 of these enterprises (2.5%) shut down within 6 months of functioning. Enterprise sector-wise analyses of the shut-down enterprises show the following: Table 3.2.ii – Enterprise sector-wise distribution of shut-down enterprises – Source – Focus Group Discussion & Kudumbashree NHG network
Enterprise Sectors # Enterprises Shut-down Kirana 1 Goat Farm 1 Bakery 1 Readymade Cloth 1 Book Binding Unit 1 Paper Plate Unit 1 Chicken Shop 1 Flour Mill 1 Fruit Processing Unit 1 Total of all NHG-owned enterprises 1
Reasons for failure of these enterprises, as explained by those involved include: Lack of quality Lack of working capital Marketing issues and competition from existing entrepreneurs Internal group issues Non availability of raw material Lack of clearly defined marketing Strategy Lack of infrastructure Insufficient income Change in govt. policies
3.2.4. Existing Income and Aspirations of Potential Entrepreneurs
Table 3.2.iii – Calculation of Opportunity Cost of NHG members, based on current incomes – Source – Focus Group Discussion
Number of Days / Number of Number of Month when Months / Year Income Activity Hours / Day in Activity is when Activity is Earned the Activity Available Available Mat Daily 25 Days 12 months Rs 1,50,000
Pickle 3 Days 12 Days 5 months Rs 50,400
Poultry farm Daily 30 Days 12 months Rs 1,80,000
Catering 2 Days 8 Days 3 months Rs 1,92,000
Ready made 6 Days 24 Days 9 months Rs 2,88,000
Soap products 4 hrs 10 Days 4 months Rs 36,000
Stationary Daily 24 Days 9 months Rs 2,88,000
Photostat Daily 24 Days 9 months Rs 1,72,800
Workshop Daily 24 Days 9 months Rs 2,88,000
Provision store Daily 24 Days 9 months Rs 2,16,000
Based on this information, the opportunity cost of NHG women can be pegged at Rs. 483 per day. On a monthly basis, the opportunity cost is Rs. 12,075. The aspiration of the NHG members in terms of incomes expected from enterprise activity was also assessed. The general expectation of income from running a micro-enterprises has been pegged at Rs.12,500 per month in case of working within the village and Rs. 18,750 per month in case of working outside the village. At the same time, the minimum wage for labour and non-NREGA work is Rs. 600 per day and NREGA wage is Rs. 240 per day.
3.2.5. Market and Other Factors Affecting Enterprises
Two key sets of factors affecting micro-enterprises were looked at. Seasonality and market factors Socio-economic and political factors An extensive analysis of these factors were done through the focus-group discussions. Key points that emerged are presented in the tables below Table 3.2.iv - Seasonality and related market factors affecting / influencing enterprises – Source – Focussed Group Discussion
Strength Weakness Ease in publicity – promotion, advertisement Insufficient Funds- limited access to credit Local Market happens monthly as part of Kudumbashree fairs Lack of skilled labourers Panchayat wise market is available Deficiency of advanced technology and machines which Weekly markets in different areas of Panchayat make packing, labelling etc unattractive and inefficient Public sector enterprise organisations such as KHDP, VFCK, Co- leading to uncompetitive products in the market Operative Societies, Vegetable and Fruits Promotion Council Lack of media advertisements Kerala (VFPCK) etc Marketing issues, problems with sales realization, financial Local, Religious Festivals – church / temple festivals encourage problems etc leading to disruption of unity among members entrepreneurs to sell their produce of the group. Canteens of Large companies such as Cochin Refinery Ltd, Lack of equal division of work due to the absence of proper KEL, HOC, OEN, FACT – fertilisers and chemicals Travancore, time management. KEL: Kerala Electrical & Allied Engineering Co.Ltd etc Starting enterprises without knowing the trend of the local Quality home products from Kudumbashree. Trust and reliability market which leads to setting up of infeasible, unviable and on the umbrella brand of Kudumbashree therefore, unsustainable enterprises Opportunity Threat Possibility to improve the market network for better forward and Competition from branded products backward linkages Climatic changes which influence the preferences of Possibility of product diversification customers New innovative ideas which produce different products based Lifestyle changes which reduce the availability of resources on market purview Hi-tech advertisements from MNCs that cannot be matched Developing market areas and finding new markets by NHG run enterprises Utilise large companies govt. and private to expand the market Lack of stable income as a possible deterrence for and marketing the products entrepreneurs Maximum utilisation of Kudumbashree network as a community High wage rate of labourers in view of the limited working based organisation to improve the market capital availability with micro-entrepreneurs
Table 3.2.vi –Socio economic and political factors affecting / influencing enterprises– Source – Focussed Group Discussion
Strength Weakness Reliability of Kudumbashree as a community based Kudumbashree as a community based organisation lacks organisation influence among upper class people of society Elected members of local bodies who have their political roots External influence of pressure groups from Kudumbashree strengthen and support enterprises. Reliability of quality as products of Kudumbashree. Ease of availability of capital due to the social status of Kudumbashree Opportunity Threat Availability of capital Deficiency of supplementary fund for upgrading to Adequate infrastructure advanced technologies for existing businesses Strong network of Kudumbashree Conventions and official meetings of govt and non govt. agencies can be tapped for starting enterprises Scope for festive markets for local festivalssuch as Onam, Vishu, Christmas, Eid etc
4. Assessment of Potential for SVEP Enterprises The second part of the baseline and market potential assessment was a series of exercises aimed at estimating the potential for enterprises to be targeted under SVEP. The potential for SVEP Enterprises emerge from both the demand and supply of goods and services in the block. In order to understand the demand-supply situation and make a reasonable estimate of potential, the assessment was done in three key steps. The SVEP potential was assessed based on: Demand for local household consumption of goods and services provided by micro- enterprises Supply of locally available resources – commodities, tourism, artisanal skills and proximity to high floating demand locations/urban markets Demand for goods and services from implementation of government schemes
4.1. Assessment of Potential Based on Household Consumption
The assessment of household consumption demand was done through the following steps: (detailed log of the process is provided in Annexure 3). Estimating demand for goods and services, using the Monthly Per Capita Expenditure (MPCE) figures from the National Sample Survey Office (68th Round of Survey – Household Consumption of Various Goods and Services in India 2011-12). The MPCE figures for the State was disaggregated to the district level, using the Market Potential Index developed by the MICA Indian Market Intelligence (MIMI) The household level consumption figures were verified through a sample survey consisting of 500 households from different demographic and socio-economic categories Data on sales of existing enterprises collected through the enterprise stratified sample study was used to estimate the total local supply The gap between demand and supply, with necessary correction and tempering factors, for various business types was calculated and used as the basis for calculating the potential based on household consumption demand
4.1.1. Household Consumption Demand Calculation
The villages in the block were mapped on a 12-point matrix of population intervals and distance of the village from the Major District Road (MDR) and the ones to be sampled were chosen at random from each point on the matrix. 10% of the villages in the block were selected in total for sampling. The total number of households to be surveyed in the block was taken as lower of 500 or 10% of the total number of HHs. These households were then divided among the selected villages in the ratio of the total number of households belonging to SC, ST, and General (non-SC and non-ST) households in the block. 10% of the households from which the data collected by data enumerators (MECs) collected data were validated by Mentors from Kudumbashree NRO. Based on the validation results and maximum, minimum, mean and median values of the data, the outliers were eliminated based on judgement. On completion of the survey, the data was recorded in Excel by data entry operators. The different frequencies of purchase month as recorded in the questionnaires were brought to a common frequency – monthly in this case. The consumption values were divided by the number of family members in the household to get the final figures. Mean values were taken for each type, which represented the amount spent on purchase by each HH on each type. The mean was then multiplied by the population in the block to arrive at total purchases in the block for each consumption type. Further, based on the data collected, percentage of purchases from within the block was calculate. The total purchase was then multiplied by the percentage of purchases from within the block to arrive at total local purchases.
Table 4.1.i Average consumption across population categories (N = 500 households)
Consumption Good / Services Grouped Weighted General SC as per Enterprise Type Average Total (figures in Rs. per capita per month) Kirana Items 740.05 689.86 730.72 Dairy Items 334.55 95.03 302.78 Eggs, Fish, And Meat 333.33 229.17 318.76 Fruits 124.89 83.33 119.11 Vegetables 224.41 265.41 228.72 Cable Tv 50.09 43.19 49.01 Newspaper 63.04 40.14 59.87 Bakery / Sweet Shop 120.80 113.44 119.38 Fast Food / Hotel 57.01 83.12 60.10 Snacks Shop 48.40 58.45 49.49 Readymade Garments / Cloth Shop 122.63 101.17 119.41 Footwear 52.83 37.69 50.69 Barber / Beautician Services 33.70 26.78 32.69 Tailor 21.74 22.40 21.74 Mobile Recharge 163.20 104.37 155.07 Bus / Taxi / Auto Fare 387.30 652.12 419.41 Tuition 104.59 57.61 98.20 Ladies Store 16.90 20.57 17.30 Consumption Good / Services Grouped Weighted General SC as per Enterprise Type Average Total (figures in Rs. per capita per month) Books And Stationery 37.31 41.36 37.67 Repair On House / Land 149.58 35.19 134.44 Grinding Charges 24.12 13.18 22.63 Pan And Cigarettes 41.00 92.81 47.42 Furniture 14.75 13.08 14.48 Bedding 9.15 9.25 9.12 Total 3275.37 2928.71 3218.25
According to census 2011, the ST households form less than 0.5% of the total households in Vadavucode. They were not covered as a part of household survey. The weighted average total figures were compared with MPCE for Kerala (Rural) from NSSO adjusted with the MIMI-MPI. The difference between the findings from the household survey and the MPCE disaggregated figures for most consumption types were beyond acceptable limits of deviation.
4.1.2. Calculating Existing Supply for Household Consumption
Data from the stratified sample study of micro-enterprises was used to calculate the existing supply in the block. (detailed log of the process is providedin annexure 3).
The enterprises listed through the enterprise census were mapped on a 12-point location-market matrix. A minimum of 5 enterprises from each point on location-market matrix were selected at random per block subject to a maximum of 10% of the enterprises. A wait-list was also selected (on random basis) to ensure that the target is met with. Overall, it was ensured that the sample consisted of at least 10% of the total enterprise numbers collected. The questionnaire schedule for the study was administered by the MEC using the Android App. 10% of the enterprises from which the data collected by data enumerators (MECs) collected data were validated by Mentors from Kudumbashree NRO. Based on the validation results and observation of maximum, minimum, mean and median values of the data, the outlier records were eliminated based on judgement. Sales value of all the enterprises belonging to each type was totalled and the average sales value was taken for each type by dividing the total sales value of all the enterprises belonging to the particular type by the total number of enterprises in surveyed in the block belonging to that type. The revenue was calculated monthly to enable comparison with the HH numbers. These type- wise sales figures were then aggregated to broader types got from the HH survey to reach the final values to be multiplied with the number of enterprises belonging to each of these types according to enterprise census data to find out the total supply.
Table 4.1.ii – Data on existing supply for household consumption
Average Number of Total Monthly Consumption Good / Services Monthly Enterprises in Sales (in Rs. Grouped as per Enterprise Type Revenue (Rs.) Census Lakh) Kirana Items 1,09,089 170 1,85,45,120 Dairy Items 1,95,300 11 21,48,300 Eggs, Fish, And Meat 74,744 180 1,34,53,839 Fruits 90,337 12 10,84,048 Vegetables 1,62,314 111 1,80,16,886 Cable Tv 1,04,333 8 8,34,667 Bakery / Sweet Shop 75,833 253 1,91,85,833 Fast Food / Hotel 1,32,053 131 1,72,98,914 Snacks Shop 57,516 82 47,16,295 Readymade Garments / Cloth Shop 1,02,453 182 1,86,46,535 Footwear 44,236 29 12,82,847 Barber / Beautician Services 28,152 124 34,90,865 Tailor 21,360 198 42,29,225 Mobile Recharge 1,75,951 71 1,24,92,520 Bus / Taxi / Auto Fare 20,236 432 87,42,000 Ladies Store 65,270 40 26,10,786 Books And Stationery 71,226 335 2,38,60,739 Repair On House / Land 1,48,207 223 3,30,50,193 Grinding Charges 35,482 30 10,64,453 Pan And Cigarettes 1,18,625 37 43,89,125 Furniture 2,94,647 45 1,32,59,107
Data for the following enterprises was not available from the enterprise sample: Newspaper Tuition Bedding
4.1.3. Gap between Demand and Supply and Enterprise Potential
Table 4.1.iii - Gap between demand and supply leading to estimate of enterprise potential
Average Proportion Total Demand – Consumption Good / Average Consumption of Purchase Monthly Supply Services Grouped as Consumption Within the Within the Sales (in Gap (in Rs. per Enterprise Type (in Rs. Lakh) Block (in Rs. Block1 Rs. Lakh) Lakh) Lakh) Kirana Items 234.42 1.0 234.42 185.45 48.97 Dairy Items 55.50 1.0 55.50 21.48 34.02 Eggs, Fish, And Meat 164.35 1.0 164.35 134.54 29.81 Fruits 47.77 1.0 47.77 10.84 36.92 Vegetables 222.75 1.0 222.75 180.17 42.58 Cable TV 25.83 1.0 25.83 8.35 17.48 Bakery / Sweet Shop 136.78 1.0 136.78 191.86 -55.08 Fast Food / Hotel 68.86 1.0 68.86 172.99 -104.13 Snacks Shop 56.70 1.0 56.70 47.16 9.54 Readymade Garments 164.18 1.0 164.18 186.47 -22.29 Footwear 43.56 1.0 43.56 12.83 30.73 Barber / Beautician 37.45 1.0 37.45 34.91 2.55 Services Tailor 24.90 1.0 24.90 42.29 -17.39 Mobile Recharge 142.14 1.0 142.14 124.93 17.21 Bus / Taxi / Auto Fare 100.91 1.0 100.91 87.42 13.49 Ladies Store 29.73 1.0 29.73 26.11 3.62 Books And Stationery 43.17 1.0 43.17 238.61 -195.44
1 Indicates the average proportion of the good/service purchased within the block out of that consumed in the block – From Household Survey Average Proportion Total Demand – Consumption Good / Average Consumption of Purchase Monthly Supply Services Grouped as Consumption Within the Within the Sales (in Gap (in Rs. per Enterprise Type (in Rs. Lakh) Block (in Rs. Block1 Rs. Lakh) Lakh) Lakh) Repair On House / 154.04 1.0 154.04 330.50 -176.46 Land Grinding Charges 18.15 1.0 18.15 10.64 7.51 Pan And Cigarettes 54.34 1.0 54.34 43.89 10.44 Furniture 16.59 1.0 16.59 132.59 -116.01
Table 4.1.iv – Enterprise types with SVEP potential
Rupee Number of Demand – Take Home value of Potential Consumption Good / Aspired Supply Gap Income Ratio enterprise Enterprises Services Grouped as per Income (in Rs. for Potential (Rupee Enterprise Type (Rs.) Lakh) Entrepreneur2 (In Rs. Value / Lakh) Aspiration) Kirana Items 48.97 0.21 10.28 12,500 82 Dairy Items 34.02 0.32 10.89 12,500 87 Eggs, Fish, And Meat 29.81 0.22 6.56 12,500 52 Fruits 36.92 0.23 8.49 12,500 68 Vegetables 42.58 0.2 8.52 12,500 68 Cable Tv 17.48 0.47 8.22 12,500 66 Snacks Shop 9.54 0.48 4.58 12,500 37 Footwear 30.73 0.27 8.30 12,500 66 Barber / Beautician 12,500 2.55 0.53 1.35 11 Services Mobile Recharge 17.21 0.26 4.48 12,500 36 Bus / Taxi / Auto Fare 13.49 0.71 9.58 12,500 77 Ladies Store 3.62 0.45 1.63 12,500 13 Grinding Charges 7.51 0.63 4.73 12,500 38
2 Indicates profit and wages taken home by the entrepreneur/s as a proportion of the total revenue of the business Rupee Number of Demand – Take Home value of Potential Consumption Good / Aspired Supply Gap Income Ratio enterprise Enterprises Services Grouped as per Income (in Rs. for Potential (Rupee Enterprise Type (Rs.) Lakh) Entrepreneur2 (In Rs. Value / Lakh) Aspiration) Pan And Cigarettes 10.44 0.47 4.91 12,500 39 740
4.2. Enterprise Potential Based on Locally Available Resources
The second component of the potential for enterprises under SVEP comes from the livelihoods resource base available in the block. The livelihoods resources have been classified into four: Primary commodities/products from land-forest-water resources Tourism Artisanal skills Locational – high demand concentration locations/ proximity to urban markets
4.2.1. Commodities / Products
A list of primary commodities/products was identified through extensive field interactions by the MECs. The list of 12 commodities consists of a balanced mix of tree/forest products and farm products.
Table 4.2.i – Primary commodities/products identified in Vadavucode block
Mango Purple Yam (Kachil) Jackfruit Pea (Payar) Brindle Berry Snakegourd(Padavalam (Kodampuli) ) Tamarind Ginger Coconut Green Chilly Cheema Puli Rubber Water rose apple Milk (Champakka) Guava Passion Fruit Rambootan Paddy Pappaya Turmeric Pineapple Koval(tindor) Nutmeg (Jathikka) Pepper Arecanut Small Chilly Tapioca Pumpkin Banana Ridge guard (Peechil) Bitter guard (Pavakka) Ladies Finger Elephant foot (Chena) Cucumber Colocassia (Chembu) Gourd (Kumbalanga)
A value-chain approach to the commodities was adopted for understanding the potential for micro-enterprises. Five value-chain points were identified for detailed analysis in the field. Input services Production Post-harvest management (grading, sorting) Processing Logistics (storage and transportation)
The production point was not taken up for further analysis. MECs collected information on the processes, quantities and issues related to potential for micro-enterprises on the remaining four points, through detailed key-informant interactions in the villages and markets.
Table 4.2.ii – Estimated market value of commodities / products in Vadavucode block
Estimated market value in Rs. lakh # Commodity Input Post-Harvest Processing Logistics
1 Mango 0.00 1899.50 1663.39 851.29 2 Jackfruit 0.00 0.00 596.38 2037.21 3 Coconut 14.45 0.00 427.74 15403.17 4 Tamarind 0.00 0.00 0.00 356.48 5 Brindle Berry 0.00 0.00 0.00 198.73 (Kodampuli) 6 Cheema Puli 0.00 0.00 5.70 15.42 7 Water rose apple 0.00 0.00 17.37 40.44 Estimated market value in Rs. lakh # Commodity Input Post-Harvest Processing Logistics
(Champakka) 8 Guava 0.00 0.00 2.08 4.52 9 Rambootan 0.00 7.06 2.97 2.97 10 Pappaya 0.00 28.47 4648.30 20742.94 11 Pineapple 321.30 809.20 4790.46 3967.35 12 Nutmeg (Jathikka) 0.00 787.50 17.50 973.00 13 Arecanut 0.00 0.00 0.00 90.05 14 Tapioca 92.63 0.00 23.19 748.69 15 Banana 37.35 0.00 171.62 535.88 16 Bitter guard (Pavakka) 0.91 0.00 2.40 19.22 17 Elephant foot (Chena) 4.27 0.00 2.82 39.51 18 Colocassia (Chembu) 5.15 0.00 0.00 20.16 19 Purple Yam (Kachil) 0.34 0.00 0.00 2.52 20 Pea (Payar) 0.31 0.00 0.00 42.00 21 Snakegourd(Padavalam 0.02 0.00 0.00 101.92 ) 22 Ginger 0.50 0.00 0.31 0.63 23 Green Chilly 0.22 3.36 2.77 11.96 25 Rubber 206.64 0.00 0.00 2603.66 26 Milk 1263.39 0.00 21.06 169.06 27 Passion Fruit 0.00 0.00 1.79 3.19 28 Paddy 28.40 606.05 149.74 4516.11 29 Turmeric 2.33 0.00 0.81 8.97 30 Koval(tindor) 0.01 0.00 0.00 28.22 31 Pepper 0.00 71.07 72.48 133.60 32 Small Chilly 0.00 0.00 626.22 336.37 33 Pumpkin 0.02 0.00 0.00 17.25 34 Ridge guard (Peechil) 0.03 0.00 0.00 42.34 Estimated market value in Rs. lakh # Commodity Input Post-Harvest Processing Logistics
35 Ladies Finger 0.02 0.00 0.00 2.35 36 Cucumber 0.02 0.00 0.00 8.06 37 Gourd (Kumbalanga) 0.01 0.00 0.00 6.52
The ability of SVEP to convert the market value into actual enterprises will depend on four key factors. These factors were analysed and a quantified value assigned to each, in terms of percentage of the value that can be exploited. The four factors that were considered and the values arrived at for each, based on key-informant discussions are as follows. Table 4.2.iii – Conversion factors for commodity/product based potential in Vadavucode
Factor Detail Capital requirement Lower levels of capital requirement are better-suited for SVEP Demand that can be How much of the demand can be generated, given local generated conditions Availability of skill and Levels of technical skill and basic infrastructure that is needed infrastructure to take advantage of the potential Magnitude of competition Lower the existing competition, better the opportunities for existing in the market SVEP
Accordingly, the rupee value of the potential for SVEP was assessed for each product/commodity and the number of enterprises possible was calculated, which came out to 10% for all sectors across value chain. Take-home income potential of the enterprises was estimated as 30%. The enterprises based on availability of resources are expected to be seasonal enterprises, each running for about 4-months. The aspiration level was taken as that for enterprises outside the village, hence the number of enterprises possible was based on a higher level of aspiration of income for 4-months of Rs 24,000. Table 4.2.iv – Calculation of SVEP potential based on commodities / products
Market Value Considered for SVEP (Rs. Take Home Number of Potential Potential lakh) (30%) Enterprises Commodity Post- Input Processing Logistics harvest Total (10%) (10%) (10%) (10%) Mango 0.00 189.95 166.34 85.13 441.42 132.43 177 Jackfruit 0.00 0.00 59.64 203.72 263.36 79.01 105 Market Value Considered for SVEP (Rs. Take Home Number of Potential Potential lakh) (30%) Enterprises Commodity Post- Input Processing Logistics harvest Total (10%) (10%) (10%) (10%) Coconut 1.44 0.00 42.77 1540.32 1584.54 475.36 211 Tamarind 0.00 0.00 0.00 35.65 35.65 10.69 14 Brindle Berry 0.00 0.00 0.00 19.87 19.87 5.96 8 (Kodampuli) Cheema Puli 0.00 0.00 0.57 1.54 2.11 0.63 1 Water rose apple 0.00 0.00 1.74 4.04 5.78 1.73 1 (Champakka) Guava 0.00 0.00 0.21 0.45 0.66 0.20 0 Rambootan 0.00 0.71 0.30 0.30 1.30 0.39 1 Pappaya 0.00 2.85 464.83 2074.29 2541.97 762.59 339 Pineapple 32.13 80.92 479.05 396.73 988.83 296.65 132 Nutmeg (Jathikka) 0.00 78.75 1.75 97.30 177.80 53.34 71 Arecanut 0.00 0.00 0.00 9.00 9.00 2.70 1 Tapioca 9.26 0.00 2.32 74.87 86.45 25.94 12 Banana 3.73 0.00 17.16 53.59 74.48 22.35 10 Bitter guard (Pavakka) 0.09 0.00 0.24 1.92 2.25 0.68 0 Elephant foot (Chena) 0.43 0.00 0.28 3.95 4.66 1.40 1 Colocassia (Chembu) 0.51 0.00 0.00 2.02 2.53 0.76 1 Purple Yam (Kachil) 0.03 0.00 0.00 0.25 0.29 0.09 0 Pea (Payar) 0.03 0.00 0.00 4.20 4.23 1.27 1 Snakeguard(Padavalam) 0.00 0.00 0.00 10.19 10.19 3.06 1 Ginger 0.05 0.00 0.03 0.06 0.14 0.04 0 Green Chilly 0.02 0.34 0.28 1.20 1.83 0.55 0 Rubber 20.66 0.00 0.00 260.37 281.03 84.31 75 Milk 126.3 0.00 2.11 16.91 145.35 43.61 19 Passion Fruit 0.00 0.00 0.18 0.32 0.50 0.15 0 Paddy 2.84 60.61 14.97 451.61 530.03 159.01 94 Turmeric 0.23 0.00 0.08 0.90 1.21 0.36 0 Koval(tindor) 0.00 0.00 0.00 2.82 2.82 0.85 0 Market Value Considered for SVEP (Rs. Take Home Number of Potential Potential lakh) (30%) Enterprises Commodity Post- Input Processing Logistics harvest Total (10%) (10%) (10%) (10%) Pepper 0.00 7.11 7.25 13.36 27.72 8.31 11 Small Chilly 0.00 0.00 62.62 33.64 96.26 28.88 13 Pumpkin 0.00 0.00 0.00 1.72 1.73 0.52 0 Ridge guard (Peechil) 0.00 0.00 0.00 4.23 4.24 1.27 1 Ladies Finger 0.00 0.00 0.00 0.24 0.24 0.07 0 Cucumber 0.00 0.00 0.00 0.81 0.81 0.24 0 Guard (Kumbalanga) 0.00 0.00 0.00 0.65 0.65 0.20 0 Total 177
4.2.2. Tourism
Places in the block where large number of non-local people congregate, for religious or leisure purposes, were identified. The MECs conducted a dip-stick survey in these locations to estimate the footfall and to understand the nature of enterprise activities ongoing and possible.
Table 4.2.v - Tourist spots in Vadavucode
No. of Families Money Spent by a No of Days Visiting in a Family on Average Open in a Year year (Rs) Charamparambil Kumbha 10 4,000 700 Bharani Mahotsavam Sri Krishna Swami Temple, 10 2,000 500 Putrikka St. Peters Orthodox Church, 5 6,250 500 Kolenchery
Table 4.2.vi – Calculation of SVEP potential from tourism locations
Share of Take Home Total New Family Potential Existing Enterprise Type Enterprise Enterprises Spending Available Enterprises Potential Possible (%) (Rs.) Charamparambil Kumbha Bharani Mahotsavam Tea and Snacks 10 28,000 3 5 0 Gift Shop 5 56,000 2 5 0 Soap products 10 56,000 2 10 0 Pickle trading 8 44,800 2 2 0 Vegetable Trading 9 75,600 4 1 3 Hotel 5 28,000 1 3 0 Juice shop 10 1,12,000 5 0 5 Utensils trading 10 84,000 4 4 0 Cold Drinks Shop 8 67,200 3 5 0 Toys Shop 5 56,000 2 2 0 Sri Krishna Swami Temple, Putrikka Toy Shop 10 28,000 1 2 0 Gift Shop 20 56,000 2 2 0 Sweet Shop 15 25,000 1 2 0 Ice cream parlour 10 15,000 0 3 0 Tea and Snacks 15 40,000 2 0 2 Hotel 15 40,000 2 0 2 Puja Material 15 20,000 1 0 1 St. Peters Orthodox Church, Kolenchery Gift Shop 10 87,500 20 4 0 Vessels Trading 10 93,750 5 5 0 Pottery 10 93,750 3 5 2 Knife Trading 5 21,875 2 1 0 Net Trading 5 15,625 2 0 0 Furniture 10 93,750 3 5 2 Share of Take Home Total New Family Potential Existing Enterprise Type Enterprise Enterprises Spending Available Enterprises Potential Possible (%) (Rs.) Seeds 5 31,250 5 1 0 Plantss 5 31,250 5 1 0 Snacks Shop 15 1,25,000 2 6 4 Hotel 10 1,25,000 0 6 6 Sweet Shop 10 1,25,000 0 6 6 Puja Material 5 31,250 0 1 1 Total 34
4.2.3. Artisanal Skills
The purpose of assessing availability of artisanal skills is to estimate if enterprise potential from clustering of artisanal production, using a value-chain approach can be developed under SVEP. In order for meaningful interventions to happen, a cluster-value chain approach is necessary.Field work did by the MECs reveal no significant artisan cluster in Vadavucode block. 4.2.4. High Demand Concentration Locations / Proximity to Urban Markets
Vadavucode is around 25 kms from Kochi city and plenty of trade happens between Kochi and Vadavucode.Enterprise potential coming from the proximity to Kochi has not been assessed properly yet. The time available for the market assessment studies and the level of experience of the local teams were not sufficient to understand this potential. It is expected that enterprises in the services sector will have opportunities in the days to come. This will be understood and realized as part of implementation of SVEP.
4.3. Demand based on Government Schemes
Expenditure incurred on goods and services for the implementation of various government schemes has the potential to create micro-enterprises under SVEP. The potential of schemes were assessed and the number of enterprises possible has been calculated. However, these enterprises can only be realised with adequate support and timely approvals and sanctions from government departments. The government schemes with enterprise potential considered are: Swachh Bharat Mission Uniform for school children and hospital staff Supplementary nutrition for lactating mothers and children aged 6 months – 3 years Establishing institutional catering services for NRLM offices
4.3.1. Swachh Bharat Mission (SBM)
The target for building toilets during 2016-17 in Vadavucode for SBM is594. The material proportion for SBM and cost per unit is as under:
Table 4.3.i – Market value of goods needed for SBM
Material Component Proportion Rate (in Rs.) Total Market (in Rs.) Bricks 225 pieces 24 32,07,600 Cement 4 bags 400 9,50,400 Iron Rod 25 kg 35 5,19,750 Sand 0.5 load 5,000 14,85,000 Crushed Rock 50 feet 7 2,07,900 Door 1 door 1,275 7,57,350
For the purpose of SVEP, the following are the enterprise types considered: Bricks manufacturing Bricks trading Cement trading Roof stone trading Door manufacturing
4.3.2 Pradhan Mantri Awas Yojana
The target for building toilets during 2016-17 in Vadavucode for PMAY is184. The material proportion for PMAY and cost per unit is as under: Table 4.3.ii – Market value of goods needed for IAY
Material Component Proportion Rate (in Rs.) Total Market (in Rs.) Bricks 2,200 pieces 24 97,15,200 Cement 120 bags 400 88,32,000 Iron Rod 650 kg 35 41,86,000 Sand 2 load 5000 18,40,000 Crushed Rock 200 feet 7 2,57,600 Material Component Proportion Rate (in Rs.) Total Market (in Rs.) Door 2 doors 4000 14,72,000 Window 5 pieces 1500 13,80,000 Total 2,76,82,800
4.3.2. Uniforms in Schools and Hospitals
School Children Number of school children in the block – 3,410 Per capita school uniform allocation per annum (average) – Rs. 400 Total market value possible – Rs. 13.64 lakh
Hospital Staff Number of hospital staff ◦ Grade 3 – 40 ◦ Grade 4 – 29 Per capita hospital uniform allocation per annum (average) ◦ Grade 3 – Rs. 1,500 ◦ Grade 4 – Rs 700 Total market value possible – Rs. 14.4 lakh
4.3.3. Supplementary Nutrition
Supplementary nutrition was not considered for enterprise development activities due to the presence of supply from Nutrimix units in Kerala.
4.3.4. Institutional Catering
Number of meetings in the Block Panchayat per month – 10 Approximate number of persons per meeting – 30 Average spent per meeting per person – Rs. 50 Total market value possible per annum – Rs. 1.8 lakh
As done in the case of potential assessment from commodities/products, conversion factors to calculate potential of SVEP from the total market value possible were also assessed. The same four factors as listed in Table 4.2.iii above was considered. The conversion factor was pegged at 10% for enterprises under SBM and at 75% for enterprises catering to uniform, supplementary nutrition, and institutional catering. Table 4.3.ii – Calculation of SVEP potential from government schemes
Available Potential Take SVEP Number of Conversion Market Available Home Potential Potential Enterprise Type Factor (in Rs. (in Rs. Income (In Rs. Enterprises Used Lakh) Lakh) Ratio lakh) Bricks Manufacturing 64.61 10.0% 6.46 0.24 1.55 2 Bricks Trading 64.61 10.0% 6.46 0.24 1.55 1 Cement and iron rods Trading 144.88 10.0% 14.49 0.14 2.03 1 Centring and Construction 4.66 10.0% 0.47 0.20 0.09 0 Door and Window Frames Manufacturing 36.09 10.0% 3.61 0.20 0.72 0 Institutional Catering 1.8 75% 1.35 0.45 0.61 0 School / Hospital Uniform 14.44 75% 10.83 0.6 6.50 3 Total 7
4.4. Existing Enterprises Supported under SVEP
SVEP envisages providing support to existing micro-enterprises run by members of NRLM NHGs and/or their family members. As seen in Section 3.1.5, there are existing enterprises run by NHG members in the Block. 25% of these will be brought under the purview of SVEP support. The number of existing enterprises in the block identified during the enterprise census, owned by NHG members / family members is 121. All 121 enterprises have been included in the plan presented in this DPR, as the total number of existing enterprises supported does not exceed the 25% of all enterprises proposed to be supported in the block under SVEP.
4.5. Potential for Enterprises under SVEP – Consolidated Information (type-wise)
Table 4.5.i - Calculation of SVEP potential for new and existing enterprises – Consolidated
Nature of Potential Enterprise Type Number of Enterprises Perennial Seasonal Nature of Potential Enterprise Type Number of Enterprises Perennial Seasonal Kirana Items 79 Dairy Items 68 Eggs, Fish, And Meat 69 Fruits 33 Vegetables 62 Cable TV 33 Snacks Shop 38 From Household Demand Footwear 64 Barber / Beautician Services 18 Tailor 19 Mobile Recharge 10 Bus / Taxi / Auto Fare 31 Ladies Store 8 Grinding Charges 38 Mango 177 Jack fruit 105 Coconut 211 Tamarind 14 Brindle Berry 8 Cheema Puli 1 From Sub-Sector Water rose apple 1 Analysis: Commodities Rambootan 1 Papaya 339 Pineapple 132 Nut meg 71 Arecanut 1 Tapioca 12 12 Nature of Potential Enterprise Type Number of Enterprises Perennial Seasonal Banana 10 10 Elephant foot 1 Colocassia 1 Pea 1 Snake gourd 1 Rubber 75 Milk 19 Paddy 94 Pepper 11 Small Chilli 13 Ridge gourd 1
Tea and Snacks 6 Vegetable Trading 3 Hotel 8 From Sub-Sector Juice shop 5 Analysis: Tourism Puja Material 2 Sweet Shop 6 Pottery 2 Furniture 2 Bricks Manufacturing 2 From Government Bricks Trading 1 Demand Cement and iron rods Trading 1 School / Hospital Uniform 3 Total 1,319 614 Total New Enterprises 1,933 Total Existing Enterprises 121 Total Number of SVEP Enterprises in the Block 2,054
4.6. From Potential to Actual Enterprises
As explained in the sections above, the market potential assessment carried out has provided numbers of enterprises that can be undertaken for development as part of SVEP. The challenge is to ensure that the estimated numbers are converted into real enterprises benefitting the NHG members and their families. It is therefore necessary to be realistic about the targets and the processes to be followed. There are also factors external to SVEP implementation itself that needs to be considered.
4.6.1. Conditions of Success
The conditions of success of SVEP are around the following key issues, not fully within the control of the SVEP implementation mechanism. Institutional ability of the NRLM community institution structure Success of SVEP will depend on the capabilities and interest of the NHG-Federation structure in the block. Interventions of the SRLM and related agencies in areas of social mobilisation, institution building, capacity building and financial inclusion are critical in this regard.
Bank coordination Coordination with banks / financial institutions also have implications on the success of SVEP. Here again the overall strategy of the SRLM, especially w.r.t to financial inclusion as a whole will be critical. There are issues related to creditworthiness and access to credit that poor entrepreneurs face. Many of this will be addressed by SVEP through its interventions. But the larger picture cannot be discounted.
4.6.2. Phasing Strategy
Phasing of the SVEP strategy in terms of realising the targeted numbers is also critical. The phasing referred to here is with respect to the enterprise sectors and types. It will be necessary for certain sectors of businesses to be established before others can be made feasible. The inter- relationship is critical and has to be studied. The market assessment exercise did not do this. The issue may not be so critical in case of enterprises catering to household demand. It will be significant for enterprises taking advantage of the resource context and those looking to gain from government schemes. Besides this, enterprises catering to provision / maintenance of irrigation and other facilities in the villages will be considered in due course of SVEP implementation. A clear phasing strategy will be developed within six-months of starting of implementation of SVEP. This time is necessary to ensure that all market and community level issues are clearly understood before the strategy is finalised. 5. Implementation of SVEP – Arrangements at Various Levels
Implementation of SVEP in the Block will be taken in stages as explained below.
Table 5.i – SVEP Implementation Stages
Stage Activities Time-period DPR Conduct of baseline & market potential Undergoing study and preparation of DPR Stage 1 Preparatory activities After EC approval – till the 6th month. Stage 2 Field-level preparatory activities After EC approval – till the 10th month. Stage 3 Field-level implementation After EC approval – 11th month onwards
Various activities to be taken up as part of SVEP implementation in the Block are explained in this chapter. The stage of implementation as per the above table will be referred to in the explanation. The project calendar in Chapter 8 will provide a summary view of the activity plan.A month-wise plan is elaborated in annexure 3. 5.1. Description of Project Components
SVEP aims at promotion self-employment opportunities among rural women to guard themselves against vagaries of agriculture. Towards this, a system of providing start-up and handholding support is being established under this programme in the form of Micro Enterprise Consultants (MEC). The SVEP Guidelines of the Ministry of Rural Development refers to them as CRP-EP. In case of SVEP in Kerala, the MEC will serve as CRP-RP. MEC are persons from the community with basic numeracy and logic skills, who will be trained and certified under SVEP to provide support to budding / existing entrepreneurs. 5.1.1. Placement of Micro Enterprise Consultants
In case of Vadavucode Block, the Micro Enterprise Consultants need to be identified, oriented and trained. The trained MECs will function as a group. Stage-wise activity plan for MEC
Activities Stage Responsible Agency Selection and Capacity Building of MEC Stage 1 Kudumbashree-NRO Group Formation of MEC Group to take up BRC Stage 1 Kudumbashree-NRO operations Certification of MECs Stage 2 Kudumbashree-NRO 5.1.2. Setting-up of Block Resource Centre for Enterprise Promotion (BRC)
The Block Resource Centre for Enterprise Promotion (BRC) will be set up as the base for implementation of SVEP in the Block. The BRC will be the nodal centre for technical support for SVEP at the Block level. Ownership of the BRC will be with the Block Level Federation (BLF) to be set up under the NRLM institutional structure. Until the BLF is formed, a nodal Community Development Society (CDS) assigned by Kudumbashree SPEM will be responsible to own the BRC. The MEC Group which will be trained in the Block will be assigned the responsibility of operating the BRC. The BRC will be a physical place to work and will consist of all MEC working in the Block. After the formal start of SVEP implementation, Kudumbashree-NRO, the Project Implementing Agency (PIA) will establish necessary hardware and facilities including physical infrastructure such as furniture, fixtures and IT Hardware for the BRC. The PIA with the support of SRLM will also establish the norms, terms and conditions for operations of the BRC. The PIA, with the support of SRLM will also orient the nodal CDS and other concerned Block level stakeholders and ensures their familiarisation with the MEC. Stage-wise activity plan for BRC
Activities Stage Responsible Agency Identification of nodal-CDS to own the BRC Stage 1 Kudumbashree SPEM Orientation of the nodal-CDS Stage 1 Kudumbashree SPEM Empanelment of MEC Group to operate the BRC Stage 2 Kudumbashree SPEM Setting up physical infrastructure for the BRC Stage 2 Kudumbashree-NRO Formal agreement between nodal-CDS and MEC Stage 2 Kudumbashree SPEM Group for operations of the BRC Regular functioning of the BRC Stage 3 Nodal-CDS, Kudumbashree-NRO &Kudumbashree SPEM as per agreed upon monitoring framework
5.1.3. Setting up CEF and Norms for Disbursement / Collection / Management
The Community Enterprise Fund (CEF) is a dedicated fund, on the lines of the Community Investment Fund provided under NRLM, for the pilot Block under SVEP to give out loans to the entrepreneurs. It will help to enhance credit-worthiness of the village entrepreneurs and also showcase the ability of the community institution led enterprise capital provisions to demonstrate disciplined credit behaviour. This will also help to enhance bank‟s confidence in the unorganised sector. Kudumbashree SPEM will issue detailed guidelines for use of CEF in Vadavucode Block. Kudumbashree-NRO will support in drafting of the guidelines. The following general conditions issued by NRLM will be included in the guidelines. The CEF will not be used for funding illegal activities and motorised vehicles (except if they are being used for revenue-generating purposes). Also, activities which require licensing / other govt. formalities will not be funded till necessary formalities are completed.
The CEF will be provided through the community institutions. The NHG member associated with the enterprise would be responsible for signing the CEF on behalf of the entrepreneur (either self, spouse, child or parent). The first step in the setting up of the CEF will be to transfer the CEF to the nodal CDS, which will be done by the SRLM. The nodal CDS will have to maintain separate books of accounts pertaining to CEF.
Conditions to avail CEF may include the following: Income and credit appraisal of the entrepreneur Feasibility study of the enterprise Appraisal of loans by BLF or nodal-CDS based on enterprise sector and regional benchmarks
Stage-wise activity plan for CEF
Activities Stage Responsible Agency Issue of guidelines for operations of the CEF Stage 1 Kudumbashree SPEM Opening of bank account of the nodal-CDS Stage 1 Kudumbashree SPEM Establishing accounting system for the operations of Stage 1 Kudumbashree SPEM the CEF Transfer of CEF funds to nodal-CDS into their Stage 2 Kudumbashree SPEM separate bank account for SVEP Formal setting up of the CEF for the Block Stage 2 Kudumbashree SPEM
5.1.4. Finalising design and rolling out of the VE-IT Application
The Village Enterprise – IT application (VE-IT App) will be used for assisting the various stakeholders such as MEC, BRC, Kudumbashree SPEM, Kudumbashree-NRO and the NRLM- NMMU in carrying out various activities. The VE-IT App was used in data collection for preparing DPR. It will be used further to monitor the performance of enterprises so formed under the project. VE-IT application will include the following components: New business feasibility and opportunity assessment through heat maps, that captures location, density and size of competition contrasted with market size Business performance appraisal and investment analysis (To be based on regional norms and benchmarks) Credit appraisal (based on financial strength of entrepreneur) Performance Tracking System (PTS) - paper or mobile book-keeping at the enterprise level and business performance information collated and analysed by the BRC to provide meaningful feedback to the entrepreneur Reporting to Financial Institution and other stakeholders like NRO, KS –District Mission, KS - State Mission, NMMU and the CDS-ADS-NHG Baseline and market assessment study to arrive at benchmarks for various enterprise types
Stage-wise activity plan for VE-IT App
Activities Stage Responsible Agency Finalisation of software and roll-out in the Block Stage 2 Kudumbashree-NRO Ensuring availability of necessary hardware with the Stage 2 Kudumbashree-NRO BRC to manage the VE-IT App Training of the MEC on the VE-IT App Stage 2 Kudumbashree-NRO Orientation of KS - District Mission, KS - Stage 2 Kudumbashree-NRO DistrictMissionand KS - StateMission of Kudumbashree SPEM on the VE-IT App Synchronisation of VE-IT PTS and Kudumbashree Stage 2 Kudumbashree SPEM MIS SPEM Orientation of entrepreneurs on use of data recording Stage 3 BRC (paper or mobile-based) for PTS On-going use of VE-IT App Stage 3 BRC
5.2. Positioning of Personnel and Roles and Responsibilities of SRLM and PIA
A Memorandum of Understanding (MOU) has been signed between Kudumbashree SPEM, the SRLM and Kudumbashree-NRO, the PIA for implementation of SVEP in the Block. The terms and conditions stipulated in the MOU shall be followed. In case of specific activities, the explanations given in this Detailed Project Report (DPR) document shall form the basis of the partnership between the SRLM and the PIA. This section details the roles and responsibilities of the various personnel who will be engaged in the implementation, coordination and facilitation of SVEP from the SRLM and the PIA.
5.2.1. KudumbashreeSPEM – State, District, and Block Mission Units
SRLM shall position the following personnel: Senior personnel (SPM) for coordination of the partnership at the State-level One professional at the Block level to be Block Project Manager for SVEP (BPM-SVEP) to work closely with the PIA. This professional should have the competencies and experience as defined by the NRLM-MoRD
Other responsibilities of the SRLM shall include: Prepare Annual Action Plans Conduct project initiation workshops Provide field level support and required information such as records, local institutional contact etc. required for planning and smooth implementation of the project activities. Setup the Block Resource Centre (BRC) Prioritize creation of BLF and assign one CDS/ADS in the Block with responsibility for the monitoring BRC till BLF comes into existence Engage its district and Block level teams for the implementation of activities under the partnership
5.2.2. Personnel on the Ground
Mentors Mentors are persons having experience in enterprise promotion in Kerala and shall be drawn from amongst the community organizations promoted by Kudumbashree. They shall be selected on the basis of their experience within Kerala and / or within partner states under MEC project, communication skills and willingness to work as Mentors. The role of Mentors shall be as follows: Assist PIA and SRLM during selection and training of MEC Guide MEC during the training programme Support MEC in on-field activities and enterprise promotion Be available to MEC for consultation on telephone during other times
Micro Enterprise Consultants (MEC) The MEC will form the BRC. They will provide the following type of services, for which payment will be made to them as per norms and conditions explained later. Selection of entrepreneurs and conduct of business feasibility analysis Business plan preparation Business plan appraisal and credit appraisal Need based linkages for start-up and enterprise launch Personalized advisory / performance and repayment tracking The detailed list of services provided by the MEC is given as Supplement to Section 6 of the DPR.
5.3. Roles and Responsibilities of Community Institutions
The NHG-Federation network formed as part of NRLM will play a critical role in the implementation of SVEP. As explained earlier, till such time that a Block-level Federation is established, one CDS identified by the SRLM will function as the nodal-CDS for SVEP. Other Federations, Area Development Society and NHGs will play their respective roles.
5.3.1. Nodal-CDS
The Nodal CDS shall, preferably, be the CDS in the Block headquarters. It will act as the holding entity till the BLF comes into existence. The nodal-CDS should have the capability for handling the CEF. The nodal CDS will be trained by the SRLM, with the support of PIA, to manage funds related to CEF under SVEP. 5.3.2. NRLM NHGs and their Federations
The NHG-ADS-CDS network must be actively involved in the enterprise promotion efforts in their respective areas. Their engagement with the MEC and the BRC is key to the success of SVEP. Their role in the project will be: Help in the selection of potential entrepreneurs Monitor the use of the loan and the ensure repayment Create and use a community based Credit Guarantee Fund, with help from SRLMs Monitor the work of the MEC Provide social and emotional support to the entrepreneurs as and when required
5.4. Institutional / Contractual Arrangements to be made for Operations at the Block Level
5.4.1. BRC as outsourced entity of Nodal CDS
The ultimate responsibility for promoting self-employment among NHG members rests with the community institutions. However, given the present context, it is difficult for the community network to support the first-generation entrepreneurs based on their limited technical business logic and knowledge. To cover for this gap, the community network, through their CDS, shall engage with the MEC Group to operate the BRC. The MEC Group is an independent entity responsible for their own revenue and profits. The CDS shall enter into a contract with the MEC Group to provide enterprise-related support to the NHG women or their family members in exchange for a fee. The contract shall clearly list the terms of payment and roles and responsibilities of each stakeholder. The template for the contract shall be finalised by PIA, in consultation with SRLM.
BRC, while owned by the nodal-CDS and later the BLF, shall be the managed through outsourcing by nodal-CDS to the MEC Group. It will act as the agency running enterprise promotion and support at Block level. To ensure its ensure its smooth functioning there must be in place reporting structures, processes and rules so that effective monitoring of BRC can be done by other institutions.
5.4.2. Arrangements made by MEC Group to act as BRC
In order to ensure their sustainability and effectiveness the MEC Group must function as a single entity. To formalize this union the MECs shall make use of legal tools available. These will also act as a guideline in case of any internal conflict arises amongst the members. For the MEC Group to function as the managing agency of the BRC, it will have to comply with the following– Register it as a partnership firm by signing a partnership deed. Partnership firms are easier to form and are governed by less stringent regulations, pertaining to movement of capital, tax, etc Accredited by SRLM as their support agency Sign a bye-law to detail out the internal work management and regular operations of members of MEC Group These will ensure that the MECs engage themselves and are responsible to their clients as the group managing the BRC. It shall be MEC Group's collective responsibility to discharge on contractual agreements with the CDS to operate the BRC.
5.4.3. Monitoring of the Functioning of BRC
Functioning of the BRC will be monitored as follows:
By the Nodal CDS The nodal-CDS shall review the work of the BRC as per physical targets mentioned in the contract The payment shall be made by the nodal-CDS on achievement of the physical targets as mentioned in the contract and as per the listed payment norms BRC shall submit regular reports (weekly, bi-weekly, or monthly) to the nodal-CDS regarding work under contract
By the District Mission The KS –District Mission, through BPM-SVEP, shall closely monitor the working of BRC The BRC shall submit regular reports (weekly, bi-weekly, or monthly) to the BPM-SVEP / regular-BPM regarding work done under contractual agreement with the nodal-CDS. This report shall be attested by the nodal-CDS. The KS - District Mission shall facilitate a monthly review of the BRC in presence of Block Anchor Person, BPM-SVEP, Mentors, representatives of BRC, nodal CDS and other constituent CDS/ADS to take stock of the activities, and engage in planning as per SVEP targets.
By the PIA The PIA, through Mentors and Block Anchor Person, shall closely monitor the working of BRC. The PIA shall facilitate a quarterly review of the BRC in presence of Block Anchor Person, BPM-SVEP, Mentors, and representatives of BRC, nodal CDS and other constituent CDS/ADS to take stock of the activities, and engage in planning as per SVEP targets.
Data generated from the VE-IT App on performance of the enterprises supported by the BRC shall form the basis of the business results assessment of the BRC. 5.5. Capacity Building
Capacity building of the SVEP stakeholders will be a continuous process. This section outlines some of the key elements. Capacity building of MEC Training of the MEC is the responsibility of Kudumbashree-NRO. Prior to the start of full- fledged implementation of SVEP on field, the MEC working in the Block will be oriented and trained in business management and soft-skills development. The business management training would be conducted in two parts, and they would be put through the SVEP testing system to certify their suitability. Capacity Building of Nodal-CDS To ensure nodal-CDS carries out its responsibilities effectively, the PIA, with the support of SRLM, will train the members of nodal-CDS (particularly the executive body) in apprising business plans and in assessing credit history of the entrepreneur. They will also be trained in the process of disbursing and collection of CEF and the norms and regulations governing the same. The nodal-CDS will also be oriented on their engagement with BRC and their role in promoting enterprise development in the Block. Capacity Building of other CDSs, ADS and NHG The immediate responsibility of assuring the success of SVEP falls on the community network. The NHG-ADS-CDS is responsible for assisting in entrepreneur identification, ensuring repayment of CEF and in reporting issues faced in implementation of the project. The NHG women or their family members will be direct recipients of BRC services and the onus will be on them to utilise BRC services to the best possible extent. For the community network to recognise their role in implementation of the project, they have to be oriented on the broad purpose and objectives of SVEP, accessing services of BRC, their role in ensuring CEF repayments on time, and in monitoring the working of BRC. The training of the community network will be the responsibility of the PIA, which will be discharged with the support of SRLM and its functionaries.
5.6. Support Provisions at Block Level for Operations of SVEP
This section outlines the specific support that various constituents of the SVEP implementation system will provide to each other, to ensure smooth implementation of the programme in the Block.
5.6.1. Support by PIA Block Anchor Person and Mentors
To MEC and BRC Support the MEC Group to set up the BRC and coordinate with BPM-SVEP to procure assets for BRC Coordinate with BPM-SVEP and nodal-CDS for release of working capital for functioning of BRC Support BRC in proper utilization of working capital funds Ensure BRC functions regularly and discharges its responsibilities towards NHG-ADS- CDS Ensure BRC reports regularly to KS –District Mission, nodal-CDS, and other constituent / geographical CDS/ADS Ensure that MEC are competent in using the VE-IT application and are able to prepare business plans, and conduct income and credit appraisal for the entrepreneurs as accurately as possible and in time Support BRC in following-up with the nodal-CDS for loan disbursement for the entrepreneur Support the BRC to establish links with the banks and other available financial institutions for facilitating loans to the entrepreneurs Ensure MEC regularly update and maintain Performance Tracking System (PTS) records for all enterprises supported by them Find out areas of improvement for MEC and flagging requirements for capacity building to PIA and SRLM Ensure a smooth work relationship between BPM-SVEP and BRC
To Nodal CDS Ensure capacity building of nodal-CDS is completed in time and the members (particularly the executive body) are clear with the process of fund disbursal and collection Support the nodal-CDS in appraising loan applications and release of loan to the entrepreneurs Ensure nodal-CDS adheres to norms for disbursal of loans Supporting BPM-SVEP and nodal-CDS establish process for collection of loan amount from entrepreneurs Support BPM-SVEP and nodal-CDS in maintaining proper accounts pertaining to CEF and in monitoring the SVEP-related activities of constituent / geographical CDS/ADS
5.6.2. Support by BPM – SVEP of KS –District Mission
To Mentors and PIA Support Mentors and PIA in their work in the field and assist in quick trouble-shooting Provide field level support and required information such as records, local institutional contact etc. required for planning and smooth implementation of the project activities Connect the Mentors with the nodal-CDS and NHG-ADS-CDS Ensure a positive work-relationship of the Mentors with MEC Actively participate in the SVEP planning process with the PIA (Mentors, and Block Anchor Person) Create a repository of business logics and training material for the BRCs along with the PIA Facilitate periodic review with PIA at the Block, district, and state level Support PIA in developing processes to monitor the functioning of BRC through the community network
To MEC and BRC Help institutionalize the Block Resource Centre and make it part of all the SRLM processes in the Block Provide field level support and required information such as records, local institutional contact etc. required for planning and smooth implementation of the project activities Ensure BRC gets a physical (rented) place with electricity supply to operate with required assets (basic furniture and fittings, desktop computer, basic printer scanner and copier, broadband connection, etc.) Connect the BRC with the nodal-CDS and NHG-ADS-CDS Ensure a positive work-relationship of MEC with Mentors Ensure proper contracting arrangements between BRC and ADS-CDS Ensure smooth workflow (for disbursement of CEF) between BRC and nodal-CDS Support BRC in identification and training of entrepreneurs Ensure adherence to norms and completion of processes related to procurement of tablets and other equipment for the BRC
To Nodal-CDS Ensure nodal-CDS are aware of SVEP activities Ensure capacity building activities are carried out in time for all the members (particularly the executive body) of nodal-CDS Connect nodal-CDS with the members of the BRC and Mentors from PIA Ensure smooth workflow (for disbursement of CEF to the entrepreneurs) between nodal- CDS and BRC Ensure the nodal-CDS follows prescribed processes for disbursal of CEF Support the nodal-CDS in keeping track of repayments of CEF Support the nodal-CDS in maintaining proper records pertaining to CEF at the nodal- CDS level and at the constituent / geographical CDS/ADS level Ensure books of accounts pertaining to CEF at the nodal-CDS are audited and the report is sent to various stakeholders in time Ensure nodal-CDS releases money to the BRC for working capital in time
To NHG-ADS-CDS in the Block Ensure that community members across NHG-ADS-CDS are aware of SVEP activities Ensure capacity building activities are carried out in time for all the members (particularly the executive body) of the NHG-ADS-CDS network Connect the community members with BRC and Mentors Ensure NHG-ADS-CDS support to BRC for identification and training of potential entrepreneurs Ensure mechanisms are in place for NHG-ADS-CDS for collection of repayment CEF amount from the entrepreneurs Support the constituent / geographical CDS/ADS in maintaining books of accounts pertaining to CEF Ensure books of accounts pertaining to CEF at the constituent / geographical CDS/ ADS are audited and the report is sent to various stakeholders in time
5.7. Support from KS - State Mission and KS - District Mission for implementation of SVEP in the Block
The SRLM will own the project and will develop capability to roll-out the program in all Blocks of the states, using its own human resources after the establishing the success of the pilot. The SRLM is responsible for the overall implementation of the programme and monitoring the work. KS - State Mission will deploy BPM-SVEP in SVEP pilot Blocks and review their progress The SRLM Mission Director (whenever possible) and the SPM in-charge of SVEP will review the progress of the program and its physical and financial achievements every month KS - State Mission and KS - District Mission will ensure the CBOs are effectively trained on handling CEF KS - State Mission and KS - District Mission will ensure that the BRC is set up timely and is functional with all assets. All formalities for registration of BRC (if needed) should be complied by the SRLM functionaries in time KS - State Mission will ensure timely disbursement of CEF to nodal-CDS KS - State Mission will ensure adequate training arrangements are made in time for MEC KS - State Mission will ensure the accounts related to SVEP, of nodal-CDS and constituent / geographical CDS/ADS are audited regularly and audit report is submitted in time to NMMU KS - State Mission and KS - District Mission will support PIA in discharging its duties. The functionaries will regularly follow-up with the PIA on the work progress in the pilot Blocks
5.7.1. Block and State Level SVEP Committee
For monitoring and periodic review of project, a committee will be formed at the Block and State level. The State level committee will be headed by the Mission Director SRLM. The State Committee will have participation from the relevant State departments like Forest and Environment, Tribal Development, Women and Child Development, MSME, KVIC, Textiles, and domain experts. The committee will undertake quarterly reviews with the PIA. The State Governments may also constitute a State Level Technical Project Support Group to assist the PIA in the implementation of the project. The minutes of such monitoring committee meetings must be shared with the NRLM within 10 days of the meeting being held.
5.7.2. Enterprise Benchmark Setting Committee
The SRLM will also set up a benchmark setting committee which shall comprise members from SRLM including the SRLM (SPM / BPM-SVEP), other SPM (livelihoods), and expert practitioners of the trade and industry experts. This committee shall validate the business performance benchmarks for each group of enterprises for the Blocks, as generated from collating data, by the MIS software. This committee is also expected to send out seasonal advisories to various kinds of enterprises – to help them maximize incomes based on seasonal demand and minimize losses due to seasonal stocks left with them, due to the end of a seasonal demand. Apart from these activities, the committee is also expected to facilitate consolidation of demand and supply of all the enterprises in the Block / district / state and use the same for facilitating better trade terms for the enterprises capitalizing on collective bargaining power.
5.8. Responsibilities of PIA
This section details the roles and responsibilities of Kudumbashree-NRO as the PIA in State and District-level coordination, monitoring, and reporting of SVEP. The PIA will support the SRLM in implementation of its project in the pilot Blocks. The overall responsibility of implementation, however, lies with the SRLM. PIA will depute a Block Anchor Person to coordinate the SVEP activities in the pilot Blocks along with BPM-SVEP PIA will depute Mentor(s), experienced persons in enterprise support, in the pilot Blocks to provide field support to the BRC PIA, with the support of SRLM, will identify, train and nurture MEC to promote, train, handhold and support the enterprises and to provide customized services required by entrepreneurs PIA will ensure that the MEC are certified by NRLM PIA will ensure training is delivered to NHG-ADS-CDS network PIA will ensure regular monitoring of work. Regular reviews with BPM-SVEP and Block Anchor Person, Mentors, representatives of BRC, nodal-CDS, and constituent CDS/ADS will be conducted to keep track of project progress and report will be sent to NMMU and SRLM PIA will ensure that the project is delivering as per targets set and course-correction is adopted where necessary PIA will support SRLMs for evaluation and conduct of scale-up planning workshop PIA will support SRLM with inputs needed for policy formulation
5.9. Relationship with Banks (branch-level, BLBC and DLRC), RSETI, DIC & NABARD
Banks play a key role in successful implementation of SVEP for critical funding of business enterprises but most banks find the transaction cost of doing business with micro-enterprises unviable. On the other hand, a considerable proportion of the borrowing goes into non- productive activities as bank managers find it unviable to perform „due-diligence‟ for scattered village enterprises due to households tangled cash flows and deficient books of accounts. This banking sector interface will be strengthened with the help of business plan, credit appraisal and low cost real time tracking mechanism under the VE-IT backend, thereby making it easier for the village entrepreneurs to access bank finance for their business. The PIA will support the BRC in setting up a Bank Coordination Support Team (in Blocks where banks are interested and RUDSETI /well performing RSETI is available) to improve the coordination with key banking entities such as RSETI, DIC, NABARD etc. The income and credit appraisal module from the VE-IT App will be used to forward “credit appraisal report” of enterprises to PIA-Bank pair for forwarding to respective branch manager in real-time. 6. SVEP Enterprise Formation and Support Processes
6.1. Business Planning and Benchmarking
6.1.1. Shelf of Projects with Model Business Plan
For MEC group to act as the BRC, to be ready to implement potential enterprises under SVEP, a structure of business plans for selected types under SVEP need to be in place. The MEC will prepare these plans based on the training received. The plans will focus on core areas including: Customers and competitors Capabilities Cost and profits Capital Existing environment
Feasibility analysis for each business type will be a pre-condition to preparation of customised business plans for each entrepreneur. The PIA, with the support of BPM-SVEP, will be responsible for preparation of the business plan template for each feasible business
6.1.2. Advisory Committee for Support
An advisory committee will be established at Block level and state level to continuously monitor the project and flag and resolve issues as and when they arise. The details about the same have been provided in section 5
6.1.3. Sharper Benchmarks on Key Business Metrics
Benchmarks, specific to SVEP type enterprises, will be developed and sharpened over a period of one year. Benchmarks will cover metrics such as, profit, profitability, return on investment, working capital, etc. The Enterprise Benchmark Committee at the State level will help in refining the process and will be responsible for benchmark revision after a specified period of time.
6.1.4. Roll-out of VE-IT Application
The MEC have already been introduced to VE-IT application for conduct of enterprise census and enterprise sampling. The BRC will use VE-IT application extensively to assist in their work. Through the VE-IT application, the BRC will conduct income and credit appraisal for the entrepreneur to avail loans from the CEF. Further, the entrepreneurs and the BRC will use the app for updating records for business transactions on a daily basis. The BRC will also use the application to generate financial statements and give advice to the MECs.
6.2. Mobilization and Training of CBOs and Potential Entrepreneurs
6.2.1. Mobilisation and Identification of New Entrepreneurs
The BPM-SVEP will play a key role for mobilisation and identification of entrepreneurs. The BPM-SVEP will be responsible for engaging with the community network for the same. Triggering and orientation of NHG women will form a part of the contract between CDS and BRC. The BRC, through orientation meetings and events, will trigger the entrepreneurial interest among NHG women. The ADS, through NHGs will follow-up and hand over the list of women interested in starting a new enterprise or want support for their existing enterprises. The CDS will then consolidate the list at the cluster level and with the help of nodal-CDS consolidate list for the entire Block. The BRC will provide business orientation to these women and try to gauge their areas of interest for starting enterprise or identify areas that need support in case of existing enterprises. The nodal-CDS, in consultation with BPM-SVEP, will hand over the final list of interested new and existing entrepreneurs to the BRC.
6.2.2. Training of New Entrepreneurs
The entrepreneurs identified by CDS/ADS will be divided into batches and be given general orientation training, training in soft-skills, basic business skills (including record-keeping), etc. The BRC will also ensure that the entrepreneurs get trained in required domain skill training through linkage with skill training institutes (such as RSETI) and the entrepreneurs are given need-based performance improvement training as and when required
6.3. Process of Enterprise Support
6.3.1. Finalisation of Feasible Business Idea for New Businesses and Identification of Existing Businesses
The finalization of feasible business idea happens with the BRC conducting viability / diagnosis analysis for each enterprise suggested by the potential / existing entrepreneur and sharing the result with both the entrepreneur and CDS/ADS. The BRC will distribute business viability / diagnosis forms among potential / existing entrepreneurs with the help of the CDS/ADS, who will spread the word about the same through the network. The BRC will then involve the potential/existing entrepreneur in the viability/diagnosis check and explain the result of the viability/diagnosis check to them, after which the BRC will get the signature of the entrepreneur on the report. The CDS/ADS will ensure that the entrepreneur has signed the report before approving the BRC claim for payment.
6.3.2. Income and Credit Appraisal of Entrepreneur
The BRC conducts income and credit appraisal of the entrepreneur by assessing the credit- worthiness of the entrepreneur and sharing the report with the entrepreneur and CDS/ADS. The BRC will collect information related to the income and credit position of the business from the entrepreneur and CBO network with the help of the VE-IT application. The credit appraisal report, prepared based on the information collected about the entrepreneur, will be shared with the entrepreneur and CDS/ADS, after which the BRC will get the signature of the entrepreneur on the report. The CDS/ADS will ensure that the entrepreneur has signed the report before approving the BRC claim for payment.
6.3.3. Business Plan Preparation
BRC prepares business plan in consultation with the entrepreneur (new / existing) and shares it with entrepreneur and CDS. The BRC will prepare a business plan for the enterprise based on results from the viability / diagnostic study. The BRC will then involve the potential / existing entrepreneur in the business plan preparation and explain the result of the business plan to them, after which the BRC will get the signature of the entrepreneur on the business plan after their consent. The CDS / ADS will ensure that the business plan is in the prescribed format.
6.3.4. Credit Linkage
BRC facilitates credit linkage with financial institutions for entrepreneur to avail loan. The BRC will help entrepreneur with application, approval and disbursement of loan in various financial institutions – Banks, CDS/ADS with the support of the business plan. The nodal-CDS will approve release of CEF on satisfactory vetting of the business plan. In case of other financial institutions, the BRC will assist CDS/ADS write a recommendation letter to the bank and other financial institutions for release of loan to the entrepreneur on the basis of the business plan. The CDS/ADS will also monitor repayment of bank loan or CEF disbursed to the entrepreneur through the NHG network and BRC.
6.3.5. Start-up Support (Linkages)
BRC will support entrepreneur in key decision making at the time of start of business. The following support will be provided to the entrepreneur during start-up: Identification of business location Identifying sources of raw-material, markets Purchase of fixed assets Working capital management Human resource management Technology based support Filling and submission of forms for requisite legal authorisations / complying with legal formalities, registrations, licensing etc. Follow up with the authorities on obtaining legal permissions The BRC will get a letter signed from the entrepreneur upon successful completion of the work and submit it to the CDS/ADS for release of payment for the services.
6.3.6. Growth Planning and Diagnostics
The BRC will conduct business diagnosis and growth planning for the enterprise on an on-going basis. The BRC will help diagnose strengths and weaknesses of the enterprise with the help of financial statements generated from continuous performance tracking of the enterprise. This information will then be used for planning the growth of the enterprise in consultation with the entrepreneur.
6.4. MEC Support to Enterprises
6.4.1. PTS (Start-up and Ongoing)
BRC will register the enterprise started / supported on the field (one-time) and will continuously track its performance. The BRC will register the enterprise involving the entrepreneur at the time of inception of business in the one-time registration format on paper or on the VE-IT mobile app. The BRC will ensure that the entrepreneur maintains day-books on a daily basis to capture information regarding the day-to-day activities of the business. The BRC will then aggregate the day-book results and generate financial statements for the enterprise periodically. These statements will become the key data source for monitoring and performance tracking of the enterprises under SVEP for the various SVEP stakeholders including the entrepreneur, MEC, Mentor MEC, nodal- CDS, PIA, and SRLM.
6.4.2. Handholding by MEC
BRC will provide on-going handholding support to entrepreneur during enterprise operations post start-up. The BRC will support the entrepreneur in the following activities during regular enterprise operations: Information and linkages with suppliers and markets Procurement / maintenance of fixed assets Human resources management Working capital management Technology based support Filling and submission of forms for requisite legal authorisations / complying with legal formalities, registrations, licensing etc. Follow up with the authorities on obtaining legal permissions
The CDS/ADS or the entrepreneur will pay the BRC based on the terms agreed on before provision of service. List of MEC services are appended as supplement to section 6.
7. Project Management for SVEP
7.1. Framework
The following Project Management framework for SVEP lists out the key entities and indicators (with frequency of updating) used for monitoring the key entities in the SVEP. The following indicators have been used further in Table 8.3.iv to decide on the Annual Achievement Targets for the 4 years.
NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management
Mobilisation, Training and Services Indicators
Number (and %) of NHG members / family M1 Monthly Monthly members identified as entrepreneurs Number of entrepreneurs identified from SECC M2 Monthly Monthly deprived households Number of NHG members / family members trained M3 Monthly Monthly in entrepreneurship Number (and %) of NHGs trained in M4 Monthly Monthly entrepreneurship development Number (and %) of ADSs trained in M5 Monthly Monthly entrepreneurship development Number (and %) of CDSs trained in M6 Monthly Monthly entrepreneurship development Number of members of nodal CDS trained in M7 Monthly Monthly entrepreneurship development NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management
M8 Number of CRP-EPs / MEC trained Annual
M9 Number of CRP-EPs passed certification 1 (basic) Annual
Number of CRP-EPs passed certification 2 M10 Annual (advanced) Number of CRP-EPs passed certification 3 (trainer M11 Annual level – optional certification) Number and % of CRP-EPs / MECs trained from M12 Annual Annual NHG families
Household Level Outcome Indicators
Number of NHG members / family members H1 Monthly Monthly Quarterly engaged / employed in SVEP businesses Household income for families engaged in SVEP H2 Annual Annual enterprise Household assets for families engaged in SVEP H3 Annual Annual enterprise
H4 Number of income / credit appraisal completed Weekly Monthly Quarterly
Credit Flow and Management Indicators NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management
C1 Number of enterprises availed CEF Weekly Weekly Monthly
C2 Amount (and %) of CEF disbursed to entrepreneurs Weekly Monthly
C3 Amount (and %) of CEF repaid Weekly Weekly Monthly
Number of enterprises making CEF payment on C4 Weekly Monthly Monthly time
C5 Number of enterprises defaulting on CEF repayment Weekly Monthly Monthly
C6 Number of enterprises availed bank loan Weekly Half-yearly
C7 Amount of bank credit (in total) availed by NHGs Monthly Annual
C8 Number of loans availed under PM Mudra scheme Half-yearly
C9 Amount of loans availed under PM Mudra scheme Weekly Half-yearly
Interest income earned by nodal CDS by lending C10 Monthly Quarterly CEF Amount and % of existing CIF allocated towards C11 Monthly Quarterly enterprise development NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management Bulk loans taken from banks / FI to supplement CEF C12 Monthly Quarterly by CDSs
C13 CEF repayment ratio for nodal CDS Monthly Quarterly
Enterprise profitability to capital employed ratio for C14 Monthly Quarterly nodal CDS Enterprise turnover to capital employed ratio for C15 Monthly Quarterly nodal CDS Take home income (wages + profit) to capital C16 Monthly Quarterly employed ratio for nodal CDS Cost of credit to the entrepreneur from various C17 sources (money lender / supplier-customer / NHG / Annual Annual Annual
CEF / Bank)
Enterprise Performance Indicators
Number of enterprises for which PTS is regularly E1 Weekly Weekly Quarterly maintained Number of business plans prepared and submitted to E2 Weekly Weekly Quarterly CDS / bank / FIs
E3 Revenue of the enterprise Monthly Monthly Quarterly
E4 Cash balance of the enterprise Monthly Monthly Quarterly
NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management
E5 Profit of the enterprise Monthly Monthly Quarterly
E6 Profitability of the enterprise Monthly Monthly Quarterly
E7 Take-home income of the entrepreneurs Monthly Monthly Quarterly
E8 Number of enterprises meeting aspiration income Annual Annual Annual
E9 Revenue growth according to business categories Annual
Number of people employed by the enterprise (for E10 Monthly Monthly Annual how many days / months)
E11 Performance of new businesses Annual
E12 Growth of existing businesses Annual
Project Input-Results Indicators
P1 Number of new enterprises started under SVEP Monthly Monthly
Number of new enterprises started under SVEP by P2 Monthly Quarterly women NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management Number of new enterprises started under SVEP by P3 Monthly Quarterly minority community Number of new enterprises started under SVEP by P4 Monthly Quarterly women from minority community Number of new enterprises started under SVEP by P5 Monthly Quarterly NREGS workers Number of new enterprises started under SVEP by P6 Monthly Quarterly NREGS women workers Number of new enterprises started under SVEP from P7 Monthly Quarterly SECC deprived households P8- Number of new enterprises started under SVEP by Monthly Quarterly P13 OBC, OBC women, SC, SC women, ST, ST women Number of existing enterprises supported under P14 Monthly Monthly SVEP Number (and %) of existing enterprises supported P15 Monthly Quarterly under SVEP for women Number (and %) of existing enterprises supported P16 Monthly Quarterly under SVEP for women from minority community Number (and %) of existing enterprises supported P17 Monthly Quarterly under SVEP for minority community Number (and %) of existing enterprises supported P18 Monthly Quarterly under SVEP for NREGS workers NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management Number (and %) of existing enterprises supported P19 Monthly Quarterly under SVEP for NREGS women workers Number (and %) of existing enterprises supported P20 Monthly Quarterly under SVEP from SECC deprived households Number (and %) of existing enterprises supported P21- under SVEP for OBC, OBC women, SC, SC Monthly Quarterly P26 women, ST, ST women
P27 Number (and %) of women entrepreneurs identified Monthly Quarterly
Number (and %) of entrepreneurs identified from P28 Monthly Quarterly minority community Number (and %) of women entrepreneurs identified P29 Monthly Quarterly from minority community Number (and %) of entrepreneurs identified who are P30 Monthly Quarterly NREGA workers Number (and %) of entrepreneurs identified who are P31 Monthly Quarterly NREGA women workers Number (and %) of entrepreneurs and women P32- entrepreneurs identified from OBC, SC, ST Monthly Quarterly P37 community Amount (and %) of CEF disbursed to women P38 Monthly Quarterly entrepreneurs Amount (and %) of CEF disbursed to entrepreneurs P39 Monthly Annual from minority committee NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management Amount (and %) of CEF disbursed to women P40 Monthly Quarterly entrepreneurs from minority committee Amount (and %) of CEF disbursed to NREGS P41 Monthly Annual workers Amount (and %) of CEF disbursed to NREGS P42 Monthly Annual women workers Amount (and %) of CEF disbursed to entrepreneurs P43 Monthly Annual from SECC deprived households Amount of CEF entrepreneurs and women P44- entrepreneurs identified from minority, OBC, SC, Periodic Annual P49 ST community
P50 Number of mentors passed certification Annual
Number of orientation trainings provided to BPM- P51 Annual SVEP
P52 Number of reviews conducted as per calendar Monthly
Number of reports submitted to KS - District P53 Monthly Mission by KS - District Mission Number of consolidated reports submitted to KS - P54 Monthly State Mission by KS - District Mission Number of consolidated Block reports sent to SRLM P55 Quarterly and NMMU by PIA NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management Number consolidated reports submitted by SRLM to P56 NMMU Percent of financial targets met during the review P57 Quarterly period Percent of physical targets met during the review P58 Quarterly period
P59 Number and figures of Block benchmarks set Annual
Number of Blocks replicating SVEP components P60 Annual (CEF, BRC, CRP-EP)
P61 Number of tablets given to CRP-EPs Annual
P62 Amount of working capital given to BRC Quarterly
Number of bankable project documents prepared at P63 Half-yearly Half-yearly the Block level by BRC
P64 Amount paid to BRC for rendering services Monthly Quarterly
Amount earned by a CRP-EP per month (on P65 Quarterly Annual average)
P66 Number of collective enterprises started Annual
NHG Family Enterprise Project # Indicators CBO Level BRC Level Level Level Management
P67 Number of collective enterprises functioning Annual
Number of enterprises engaged in value addition of P68 Annual local produce Number of enterprises selling to markets outside the P69 Monthly Monthly Quarterly Block Margin earned in bulk deals for sourcing / supply at P70 Quarterly Block / district / State level including market tie-ups Value of bulk deals for sourcing / supply at Block / P71 Quarterly district / State level including market tie-ups 7.2. Block-Level Arrangements
The Block-level project management arrangements for SVEP will consist of periodic meetings between key stakeholders in the SVEP
7.2.1. Meeting at Block Level
Weekly meetings will be held at the Block level to discuss the enterprise development work on the field and other field level issues. The BAP, representatives of the BRC and Mentors will attend these meetings.
The strategy for identification and mobilization of entrepreneurs across CDSs in the Block for the upcoming week would be discussed in this meeting. It will also be ensured during the meeting that PTS of all SVEP enterprises in the Block are being updated regularly
7.2.2. Review and Planning at Block Level
Fortnightly meetings will be held at the Block level to review the activities on the field such as loan disbursal related issues as well as to get inputs for planning ahead. The BAP, BRC, mentors, BPM-SVEP, and nodal CDS representatives will attend this meeting. The CDS representatives will be apprised of all major on-going activities happening on the field and their inputs will be taken for further planning.
7.2.3. Review by KS - DISTRICT MISSION
Monthly meetings will be held by the Block level SVEP Committee to discuss the Monthly Progress Report, which is to be prepared every month before the meeting by the BPM-SVEP. The BAP, BRC representatives, Mentors and BPM-SVEP will attend this meeting.
Monthly meetings will be held at the district level to discuss the monthly progress of SVEP activities in all the SVEP Blocks in the district. The DMC, BAPs, BRC representatives, Mentors and Block level SVEP Coordinator will attend this meeting.
7.3. State-Level Review, Monitoring, and Reporting
Monthly meetings will be held by the State level SVEP committee to discuss the overall progress of SVEP in all the SVEP Blocks in the states against targets set. Each Block will submit their MPRs already discussed at the KS –District Mission level at least 5 days in advance. Any additional support needed for the project will also be discussed in these meetings.
The Mission Director, SRLM will head the State level committee. The State Committee will also have participation from the relevant State departments. The committee will also undertake quarterly reviews with the PIA. The minutes of such monitoring committee meetings must be shared with the NRLM within 10 days of the meeting being held.
Apart from this, the state level Enterprise Benchmark Setting Committee comprising of members from SRLM and expert practitioners from the field shall hold quarterly meetings to validate performance benchmarks for each group of businesses and send out seasonal advisories
7.4. Reporting to NMMU
There will be quarterly meetings held with representatives from NMMU to discuss the progress of the project in the state against targets set. These targets might be revised based on genuine issues faced in the course of the project. The SPM, DMCs, BAPs, NMMU representatives will attend this meeting.
8. Detailed Implementation Schedule and Budget
8.1. Phasing of SVEP Implementation
Table 8.1.i Implementation Plan for 4-years
Year 1 Year 2 Year 3 Year 4 Total
Number of CDS to be 6 6 6 6 6 taken up in each Year Number of villages to be 9 9 taken up Number of enterprises to 200 600 600 654 2054 be covered each year Name of CDS Aikaranad 33 100 100 109 342 Poothrikka 33 100 100 109 342 Vadavucode Puthencruz 33 100 100 109 342 Kunnathunad 33 100 100 109 342 Mazhuvannoor 33 100 100 109 342 Thiruvaniyoor 35 100 100 109 344
Table 8.1.ii Implementation Plan for the first year
Name of CDS All the CDS Number of enterprises to be covered 200 Number of villages 9
Names of villages to be covered:Aikaranad North, Aikaranad South, Vadavukode, Puthencruz, Pattimattom, Kunnathunad, Mazhuvannoor, Irapuram, Thiruvaniyoor
Table 8.1.iii Implementation Plan for the first year
Jul – Sep Oct – Dec Jan – Mar Apr – Jun Quarterly Plan Total 2016 2016 2017 2017 Villages reached Preparatory Activities 9 9 Enterprises started Preparatory Activities 200 200
8.2. 4-year Budget for SVEP in the Block
Table 8.2.i Budget for VadavucodeBlock (in Rs.)
Budget Head Fixed Variable Costs Total for 4 Years Skill building 1,43,78,000 1,43,78,000 Handholding support 69,73,330 69,73,330 Training of CBO 10,00,000 10,00,000 Training of MEC 7,00,000 7,00,000 Setting up BRC 5,00,000 5,00,000 WC for BRC 1,80,000 1,80,000 Baseline 10,00,000 10,00,000 Evaluation 5,00,000 5,00,000 Mentor &Block support 29,76,000 29,76,000 CEF 2,55,17,600 2,55,17,600 Admin costs of SRLM 24,55,200 24,55,200 Total 3,48,28,800 2,13,51,330 5,61,80,130
Table 8.2.ii Budget Share of central and state governments (in Rs.)
Break-up of Budget Total GOI Share GOK Share Instalment 1 1,40,45,033 84,27,020 56,18,013 Instalment 2 2,80,90,065 1,68,54,039 1,12,36,026 Instalment 3 1,40,45,033 84,27,020 56,18,013 Total 5,61,80,130 3,37,08,078 2,24,72,052
8.3. Financial and Physical Targets
The following tables summarize the annual and half-yearly budget for the 4 years as well as the quarterly budget for the first year of the project. The Achievements target framework showing the Achievement targets for the 4 years is provided in Table 8.3.iv.
Table 8.3.i Coverage Plan and Budget for 4 years (in Rs.)
Coverage Plan Total Year 1 Year 2 Year 3 Year 4 CDS 6 6 6 6 6 Villages 9 9 Enterprises 2,054 200 600 600 654
Budget Total Year 1 Year 2 Year 3 Year 4 Skill building 1,43,78,000 14,00,000 42,00,000 42,00,000 45,78,000 Handholding support 69,73,330 6,79,000 20,37,000 20,37,000 22,20,330 Training of CBO 10,00,000 10,00,000 Training of MEC 7,00,000 7,00,000 Setting up BRC 5,00,000 5,00,000 WC for BRC 1,80,000 1,80,000 Baseline 10,00,000 10,00,000 Evaluation 5,00,000 5,00,000 Coverage Plan Total Year 1 Year 2 Year 3 Year 4 Mentor and Block support 29,76,000 7,44,000 7,44,000 7,44,000 7,44,000 CEF 2,55,17,600 2,55,17,600 Admin costs of SRLM 24,55,200 6,13,800 6,13,800 6,13,800 6,13,800 Total 5,61,80,130 3,23,34,400 75,94,800 80,94,800 81,56,130
Table 8.3.ii Coverage Plan and Budget for first year (in Rs.)
Total for Jul – Sept Oct – Dec Jan – Mar Apr – Jun Coverage Plan Y1 2016 2016 2017 2017 CDS 6 Preparatory Activities 6 Villages 9 Preparatory Activities 9 Enterprises 200 Preparatory Activities 200
Total for Jul – Sept Oct – Dec Jan – Mar Apr – Jun Y1 2016 2016 2017 2017 Skill building 14,00,000 14,00,000 Handholding 6,79,000 6,79,000 support Training of CBO 10,00,000 2,50,000 2,50,000 2,50,000 2,50,000 Training of MEC 7,00,000 1,75,000 1,75,000 1,75,000 1,75,000 Setting up BRC 5,00,000 2,50,000 2,50,000 WC for BRC 1,80,000 1,80,000 Baseline 10,00,000 10,00,000 Evaluation Mentor and 7,44,000 1,86,000 1,86,000 1,86,000 1,86,000 Block support CEF 2,55,17,600 1,02,05,636 1,53,11,964 Admin costs of 6,13,800 1,53,450 1,53,450 1,53,450 1,53,450 SRLM Total 3,23,34,400 1,24,00,086 1,63,26,414 7,64,450 28,43,450 Table 8.3.iii Half Yearly Physical and Financial Targets Total for Unit of Half Year 1 Half Year 2 Activity Year measure Physical Financial Physical Financial Year 1 1 Conduct of baseline and completion of DPR Numbers 1 10,00,000 10,00,000 Notification of Nodal-CDS in each Block by 2 Numbers 1 KS –State Mission Appointment of Block SVEP Coordinator in 3 the KS –District Mission by KS - State Numbers 1 Mission Placement of Block Anchor Person and 4 Numbers 1 Mentor by KS-NRO Completion of baseline and target setting as 5 Numbers 1 per Achievement target framework3 Orientation to nodal CDS/ADS and other 6 concerned Block level stakeholders by KS – Numbers 1 5,00,000 5,00,000 District Mission and KS-NRO Numbers of 7 Selection and training of new MEC 30 1,75,000 30 1,75,000 3,50,000 MEC 8 Roll-out of VE-IT App and training of MEC Numbers 1 1,75,000 1 1,75,000 3,50,000 Setting up of a state level/Block level 9 advisory committee of business experts by Numbers 1 KS - State Mission Establishing necessary hardware and facilities 10 Numbers 1 6,80,000 6,80,000 for BRC by KS-NRO Transfer of CEF funds Nodal-CDS into their 11 2,55,17,600 2,55,17,600 separate bank account for SVEP 12 NHG level campaign – ADS-wise Number of 9 5,00,000 5,00,000
3The Achievement target framework is provided in Table 8.3.iv Total for Unit of Half Year 1 Half Year 2 Activity Year measure Physical Financial Physical Financial ADS Number of 13 Identification and training of entrepreneurs 200 14,00,000 14,00,000 entrepreneurs Handholding support by MEC to Number of 14 200 6,79,000 6,79,000 Entrepreneurs entrepreneurs 15 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000 Administrative support by Kudumbashree 16 Months 6 3,06,900 6 3,06,900 6,13,800 SPEM Total – Year 1 2,87,26,500 36,07,900 3,23,34,400 Year 2 Number of 1 NHG level campaign – ADS-wise ADS Number of 2 Identification and training of entrepreneurs 300 21,00,000 300 21,00,000 42,00,000 entrepreneurs Handholding support by MEC to Number of 3 300 10,18,500 300 10,18,500 20,37,000 Entrepreneurs entrepreneurs 4 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000 Administrative support by Kudumbashree 5 Months 6 3,06,900 6 3,06,900 6,13,800 SPEM Total – Year 2 37,97,400 37,97,400 75,94,800 Year 3 Number of 1 NHG level campaign – ADS-wise 42 ADS Number of 2 Identification and training of entrepreneurs 300 21,00,000 300 21,00,000 42,00,000 entrepreneurs Handholding support by MEC to Number of 3 300 10,18,500 300 10,18,500 20,37,000 Entrepreneurs entrepreneurs 4 Mid-term evaluation of the project Numbers 1 5,00,000 5,00,000 Total for Unit of Half Year 1 Half Year 2 Activity Year measure Physical Financial Physical Financial 5 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000 Administrative support by Kudumbashree 6 Months 6 3,06,900 6 3,06,900 6,13,800 SPEM Total – Year 3 37,97,400 42,97,400 80,94,800 Year 4 Number of 1 NHG level campaign – ADS-wise ADS Number of 2 Identification and training of entrepreneurs 327 22,89,000 327 22,89,000 45,78,000 entrepreneurs Handholding support by MEC to Number of 3 327 11,10,165 327 11,10,165 22,20,330 Entrepreneurs entrepreneurs 4 Support of NRO Months 6 3,72,000 6 3,72,000 7,44,000 Administrative support by Kudumbashree 5 Months 6 3,06,900 6 3,06,900 6,13,800 SPEM Total – Year 4 40,78,065 40,78,065 81,56,130
Table 8.3.iv Achievement Targets The following table has been created using indicators from Project Management Framework in Section 7.1. Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 Number (and %) of NHG members / family members identified 1 as entrepreneurs Number of entrepreneurs identified from SECC deprived 2 households Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 Number of NHG members / family members trained in 3 entrepreneurship Number (and %) of NHGs trained in entrepreneurship 4 development Number (and %) of ADSs trained in entrepreneurship 5 development Number (and %) of CDSs trained in entrepreneurship 6 development Number of members of nodal CDS trained in entrepreneurship 7 development 8 Number of CRP-EPs / MEC trained 9 Number of CRP-EPs passed certification 1 (basic) 10 Number of CRP-EPs passed certification 2 (advanced) Number of CRP-EPs passed certification 3 (trainer level – 11 optional certification) 12 Number and % of CRP-EPs / MECs trained from NHG families 13 Number of enterprises availed CEF 14 Amount (and %) of CEF disbursed to entrepreneurs 15 Amount (and %) of CEF repaid 16 Number of enterprises making CEF payment on time 17 Number of enterprises defaulting on CEF repayment 18 Number of enterprises availed bank loan 19 Amount of bank credit (in total) availed by NHGs 20 Number of loans availed under PM Mudra scheme 21 Amount of loans availed under PM Mudra scheme 22 Interest income earned by nodal CDS by lending CEF Amount and % of existing CIF allocated towards enterprise 23 development Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 24 Bulk loans taken from banks / FI to supplement CEF by CDSs 25 CEF repayment ratio for nodal CDS Take home income (wages + profit) to capital employed ratio 26 for nodal CDS Cost of credit to the entrepreneur from various sources (money 27 lender / supplier-customer / NHG / CEF / Bank) 28 Number of enterprises for which PTS is regularly maintained Number of business plans prepared and submitted to CDS / 29 bank / FIs 30 Number of new enterprises started under SVEP 31 Number of new enterprises started under SVEP by women Number of new enterprises started under SVEP by minority 32 community Number of new enterprises started under SVEP by women from 33 minority community Number of new enterprises started under SVEP by NREGS 34 workers Number of new enterprises started under SVEP by NREGS 35 women workers Number of new enterprises started under SVEP from SECC 36 deprived households Number of new enterprises started under SVEP by OBC, OBC 37 women, SC, SC women, ST, ST women 38 Number of existing enterprises supported under SVEP Number (and %) of existing enterprises supported under SVEP 39 for women Number (and %) of existing enterprises supported under SVEP 40 for women from minority community Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 Number (and %) of existing enterprises supported under SVEP 41 for minority community Number (and %) of existing enterprises supported under SVEP 42 for NREGS workers Number (and %) of existing enterprises supported under SVEP 43 for NREGS women workers Number (and %) of existing enterprises supported under SVEP 44 from SECC deprived households Number (and %) of existing enterprises supported under SVEP 45 for OBC, OBC women, SC, SC women, ST, ST women 46 Number (and %) of women entrepreneurs identified Number (and %) of entrepreneurs identified from minority 47 community Number (and %) of women entrepreneurs identified from 48 minority community Number (and %) of entrepreneurs identified who are NREGA 49 workers Number (and %) of entrepreneurs identified who are NREGA 50 women workers Number (and %) of entrepreneurs and women entrepreneurs 51 identified from OBC, SC, ST community 52 Amount (and %) of CEF disbursed to women entrepreneurs Amount (and %) of CEF disbursed to entrepreneurs from 53 minority committee Amount (and %) of CEF disbursed to women entrepreneurs 54 from minority committee 55 Amount (and %) of CEF disbursed to NREGA workers 56 Amount (and %) of CEF disbursed to NREGA women workers Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 Amount (and %) of CEF disbursed to entrepreneurs from SECC 57 deprived households Amount of CEF entrepreneurs and women entrepreneurs 58 identified from minority, OBC, SC, ST community 59 Number of mentors passed certification 60 Number of orientation trainings provided to BPM-SVEP 61 Number of reviews conducted as per calendar Number of reports submitted to KS –District Mission by KS – 62 District Mission Number of consolidated reports submitted to KS - StateMission 63 by KS - District Mission Number of consolidated Block reports sent to SRLM and 64 NMMU by PIA 65 Number consolidated reports submitted by SRLM to NMMU 66 Percent of financial targets met during the review period 67 Percent of physical targets met during the review period 68 Number and figures of Block benchmarks set Number of Blocks replicating SVEP components (CEF, BRC, 69 CRP-EP) 70 Number of tablets given to CRP-EPs 71 Amount of working capital given to BRC Number of bankable project documents prepared at the Block 72 level by BRC 73 Amount paid to BRC for rendering services 74 Amount earned by a CRP-EP per month (on average) 75 Number of collective enterprises started 76 Number of collective enterprises functioning Number of enterprises engaged in value addition of local 77 produce Baseline (if Target Target Target Target # Indicators applicable) Year 1 Year 2 Year 3 Year 4 78 Number of enterprises selling to markets outside the Block Margin earned in bulk deals for sourcing / supply at Block / 79 district / State level including market tie-ups Value of bulk deals for sourcing / supply at Block / district / 80 State level including market tie-ups
9. Annexures
9.1. Annexure 1 - Detailed Information on Business Types from the Enterprise Census
Source – Enterprise census in the field
Number of Enterprise Types % Enterprises Autorickshaw/ passenger van 432 10.9% Stationary shop 335 8.4% Bakery 253 6.4% Others 253 6.4% Tailoring 198 5.0% Readymade/ cloth shop 182 4.6% Kirana 170 4.3% Hotel (restaurant) 131 3.3% Vegetable trading 104 2.6% Tea and Snacks 82 2.1% Hardware store 79 2.0% Beauty parlor 72 1.8% Four/ three wheeler repair 70 1.8% Chicken shop 65 1.6% Electricals shop – Wire, bulbs etc 64 1.6% Mobile shop 57 1.4% Salon 51 1.3% Medical shop 50 1.3% Poultry farm 49 1.2% Furniture shop 43 1.1% Fish trading 42 1.1% Ladies store 40 1.0% Studio 40 1.0% Electronics Repair 38 1.0% Cigarette & Pan shop 37 0.9% Goods van 37 0.9% Aluminium works 36 0.9% Internet, Xerox/ Printer 35 0.9% Bike repair 33 0.8% Centering/ construction 25 0.6% Flour mill 24 0.6% Cold drinks shop 23 0.6% Computer services – repair 23 0.6% Ayurvedic medicines 22 0.6% Carpenter 21 0.5% Number of Enterprise Types % Enterprises Electronics shop – Fridge, Tv etc 17 0.4% Shoe shop (production or trading) 17 0.4% Tea selling 17 0.4% Goat & Sheep Rearing 15 0.4% Cycle repair shop 14 0.4% Gift shop 14 0.4% Opticals 14 0.4% Taxi service 14 0.4% Laundry service 13 0.3% Lottery 13 0.3% Fruits 12 0.3% Printing press 12 0.3% Cement trading 11 0.3% Rubber Trading 11 0.3% Soap and detergent 11 0.3% Catering 10 0.3% Oil trading 10 0.3% Footwear repair – Cobbler 9 0.2% Mobile repair 9 0.2% Agricultural rentals 8 0.2% Cable / Dish TV 8 0.2% Cement product trading 8 0.2% Fertilizer shop 8 0.2% Flowers trading 8 0.2% Utensils/ Vessels trading 8 0.2% Welding 8 0.2% Blacksmith 7 0.2% Book stall 7 0.2% Dairy 7 0.2% Fast food 7 0.2% Pathology lab 7 0.2% Stationary shop,Others 7 0.2% Vegetable cultivation and selling 7 0.2% Bag making 6 0.2% Bricks/ Tiles trading 6 0.2% Egg Trading 6 0.2% Masala trading,Masala processing 6 0.2% Rice mill 6 0.2% Wine shop 6 0.2% Bakery,Stationary shop 5 0.1% Number of Enterprise Types % Enterprises Bricks and Tiles making and selling 5 0.1% Fruits,Vegetable trading 5 0.1% Mobile shop,Mobile repair 5 0.1% Oil production and selling 5 0.1% Cement Product making and selling 4 0.1% Decorations 4 0.1% Driving school 4 0.1% Hardware store,Others 4 0.1% Internet, Xerox/ Printer,Others 4 0.1% Lingerie Unit 4 0.1% Lottery 4 0.1% Painter 4 0.1% Pickles 4 0.1% Pooja items shop 4 0.1% Pottery 4 0.1% Sound and light rental 4 0.1% Stationary shop,Vegetable trading 4 0.1% Beef trading 3 0.1% Candle making and selling 3 0.1% Fish processing 3 0.1% Handicraft 3 0.1% Ice cream vending 3 0.1% Laundry service,Others 3 0.1% Others,Readymade/ cloth shop 3 0.1% Plastic products making and selling 3 0.1% Private Tution 3 0.1% Scrap dealer 3 0.1% Tailoring,Others 3 0.1% Toy, Sports shop 3 0.1% Watch repair 3 0.1% Wine shop,Others 3 0.1% Autorickshaw/ passenger van,Others 2 0.1% Bakery,Cold drinks shop 2 0.1% Bakery,Tea and Snacks 2 0.1% Beauty parlor,Tailoring 2 0.1% Bed trading – Mattress, Razai,Readymade/ cloth shop 2 0.1% Beedi making and selling 2 0.1% Cement trading,Others 2 0.1% Coir, rope making,Others 2 0.1% Cold drinks shop,Others 2 0.1% Number of Enterprise Types % Enterprises Electronics Repair,Electricals shop – Wire, bulbs etc 2 0.1% Flour mill,Oil production and selling 2 0.1% Furniture shop,Others 2 0.1% Gift shop,Ladies store,Stationary shop 2 0.1% Handloom 2 0.1% Juice & other drinks 2 0.1% Kirana,Stationary shop 2 0.1% Kirana,Vegetable trading 2 0.1% Others,Agarbatti trading 2 0.1% Others,Agricultural rentals 2 0.1% Others,Aluminium works 2 0.1% Others,Electricals shop – Wire, bulbs etc 2 0.1% Others,Footwear repair – Cobbler 2 0.1% Papad making 2 0.1% Petrol pump 2 0.1% Plastic products trading 2 0.1% Saree shop 2 0.1% Saree shop,Stationary shop 2 0.1% Seeds shop 2 0.1% Stationary shop,Tea and Snacks 2 0.1% Tailoring,Readymade/ cloth shop 2 0.1% Tea and Snacks,Tea selling 2 0.1% Watch trading 2 0.1% Agarbatti making and selling,Mat making 1 0.0% Agarbatti making and selling,Others 1 0.0% Agarbatti making and selling,Tailoring 1 0.0% Agricultural rentals,Readymade/ cloth shop 1 0.0% Aluminium works,Hadiya / mahua selling 1 0.0% Aluminium works,Studio 1 0.0% Autorickshaw/ passenger van,Agricultural rentals 1 0.0% Autorickshaw/ passenger van,Aluminium works 1 0.0% Autorickshaw/ passenger van,Ayurvedic medicines 1 0.0% Autorickshaw/ passenger van,Ayurvedic medicines,Others 1 0.0% Autorickshaw/ passenger van,Bakery 1 0.0% Autorickshaw/ passenger van,Blacksmith,Readymade/ cloth shop 1 0.0% Autorickshaw/ passenger van,Furniture shop,Goat & Sheep 1 0.0% Rearing,Cigarette & Pan shop Autorickshaw/ passenger van,Kirana,Others 1 0.0% Autorickshaw/ passenger van,Oil production and selling 1 0.0% Autorickshaw/ passenger van,Readymade/ cloth shop 1 0.0% Autorickshaw/ passenger van,Tea and Snacks 1 0.0% Number of Enterprise Types % Enterprises Ayurvedic medicines,Bakery,Ladies store 1 0.0% Ayurvedic medicines,Coir, rope making,Gas Refilling & 1 0.0% parts,Others,Agricultural rentals,Aluminium works,Lah production and selling Ayurvedic medicines,Gift shop,Others,Agricultural rentals,Bike repair 1 0.0% Ayurvedic medicines,Hardware store 1 0.0% Ayurvedic medicines,Kirana,Others,Watch repair 1 0.0% Ayurvedic medicines,Others 1 0.0% Bag making,Bakery 1 0.0% Bag making,Stationary shop 1 0.0% Bakery,Beauty parlor 1 0.0% Bakery,Blacksmith 1 0.0% Bakery,Catering,Stationary shop,Chips making and selling (Namkeen) 1 0.0% Bakery,Chicken shop,Agarbatti trading 1 0.0% Bakery,Coir, rope making 1 0.0% Bakery,Cold drinks shop,Dairy 1 0.0% Bakery,Fish trading 1 0.0% Bakery,Gift shop,Stationary shop 1 0.0% Bakery,Kirana,Others 1 0.0% Bakery,Mobile shop 1 0.0% Bakery,Others 1 0.0% Bakery,Stationary shop,Others 1 0.0% Bakery,Stationary shop,Vegetable trading 1 0.0% Bakery,Tailoring 1 0.0% Bakery,Utensils/ Vessels trading 1 0.0% Bamboo products making 1 0.0% Bamboo products making,Carpenter 1 0.0% Bamboo products making,Medical center (clinic),Others 1 0.0% Bangle making and selling,Dental brush stick - Neem/Sal (datoon),Fish 1 0.0% trading,Mobile repair Beauty parlor,Aluminium works 1 0.0% Beauty parlor,Gift shop 1 0.0% Beauty parlor,Muri trading 1 0.0% Beauty parlor,Others 1 0.0% Beauty parlor,Plates (paper, leaf),Readymade/ cloth shop 1 0.0% Beauty parlor,Salon 1 0.0% Beauty parlor,Tailoring,Readymade/ cloth shop 1 0.0% Bed trading – Mattress, Razai 1 0.0% Beedi making and selling,Others 1 0.0% Beef trading,Forest produce – others 1 0.0% Book stall,Chicken shop,Cable / Dish TV,Fish trading 1 0.0% Number of Enterprise Types % Enterprises Book stall,Egg Trading,Readymade/ cloth shop 1 0.0% Book stall,Handicraft,Ice cream vending,Others,Cable / Dish TV,Cycle 1 0.0% repair shop Bricks and Tiles making and selling,Medical center (clinic),Plant nursery 1 0.0% Candle making and selling,Flour mill,Hotel (restaurant) 1 0.0% Cart making - Bullock cart etc 1 0.0% Cart making - Bullock cart etc,Tea and Snacks 1 0.0% Catering 1 0.0% Catering,Electronics Repair,Gas Refilling & 1 0.0% parts,Welding,Others,Aluminium works,Chips trading (Namkeen),Electricals shop – Wire, bulbs etc Catering,Stationary shop 1 0.0% Centering/ construction,Cold drinks shop 1 0.0% Centering/ construction,Computer services – repair 1 0.0% Centering/ construction,Others 1 0.0% Chicken shop,Agarbatti trading 1 0.0% Chicken shop,Fish trading 1 0.0% Chicken shop,Others 1 0.0% Cigarette & Pan shop,Others 1 0.0% Coir, rope making 1 0.0% Cold drinks shop,Cigarette & Pan shop 1 0.0% Cold drinks shop,Cycle repair shop 1 0.0% Cold drinks shop,Juice & other drinks 1 0.0% Computer services – repair,Inverter sale shop 1 0.0% Computer services – repair,Mobile repair 1 0.0% Computer services – repair,Others 1 0.0% Cow rearing and selling (Different from Beef) 1 0.0% Cycle repair shop,Oil production and selling 1 0.0% Dairy,Hotel (restaurant) 1 0.0% Dairy,Others 1 0.0% Dairy,Piggery 1 0.0% Dal trading,Electronics shop – Fridge, Tv etc 1 0.0% Egg Trading,Fuel,Stationary shop,Chips trading (Namkeen),Lah production 1 0.0% and selling Egg Trading,Hotel (restaurant) 1 0.0% Electricals shop – Wire, bulbs etc,Electronics shop – Fridge, Tv etc 1 0.0% Electricals shop – Wire, bulbs etc,Petrol pump 1 0.0% Electronics Repair,Hardware store,Electricals shop – Wire, bulbs etc 1 0.0% Electronics shop – Fridge, Tv etc,Four/ three wheeler repair 1 0.0% Electronics shop – Fridge, Tv etc,Readymade/ cloth shop 1 0.0% Fast food,Ladies store 1 0.0% Number of Enterprise Types % Enterprises Fast food,Others 1 0.0% Fertilizer shop,Ladies store 1 0.0% Fish Rearing and selling 1 0.0% Fish Rearing and selling,Fish trading 1 0.0% Flour mill,Kirana 1 0.0% Flour mill,Readymade/ cloth shop 1 0.0% Flour mill,Stationary shop 1 0.0% Flowers trading,Furniture shop 1 0.0% Flowers trading,Ladies store,Medical center (clinic) 1 0.0% Flowers trading,Tailoring 1 0.0% Forest produce – others,Others,Readymade/ cloth shop 1 0.0% Forest produce – others,Shoe shop (production or trading) 1 0.0% Fruits,Others,Four/ three wheeler repair 1 0.0% Fuel,Water Purifier Plant 1 0.0% Furniture shop,Fish trading 1 0.0% Gas Refilling & parts 1 0.0% Gift shop,Ladies store 1 0.0% Gift shop,Stationary shop 1 0.0% Goat & Sheep Rearing,Others 1 0.0% Groundnut / chana trading 1 0.0% Hadiya / mahua selling,Vegetable trading 1 0.0% Handloom,Others 1 0.0% Hardware store,Cement trading 1 0.0% Hardware store,Electricals shop – Wire, bulbs etc 1 0.0% Hotel (restaurant),Matches making and selling 1 0.0% Hotel (restaurant),Others 1 0.0% Hotel (restaurant),Vegetable trading 1 0.0% Ice cream vending,Others 1 0.0% Inverter sale shop 1 0.0% Jewellers 1 0.0% Juice & other drinks,Others 1 0.0% Kirana,Laundry service,Plant nursery,Vegetable trading 1 0.0% Kirana,Others 1 0.0% Kirana,Readymade/ cloth shop 1 0.0% Kirana,Tailoring 1 0.0% Ladies store,Masala processing 1 0.0% Ladies store,Stationary shop 1 0.0% Laundry service,Readymade/ cloth shop 1 0.0% Laundry service,Vegetable trading 1 0.0% Masala trading 1 0.0% Number of Enterprise Types % Enterprises Masala trading,Masala processing,Readymade/ cloth shop 1 0.0% Mat making 1 0.0% Medical center (clinic) 1 0.0% Medical center (clinic),Medical shop 1 0.0% Medical center (clinic),Others 1 0.0% Medical shop,Chips trading (Namkeen) 1 0.0% Medical shop,Electronics shop – Fridge, Tv etc 1 0.0% Medical shop,Others,Opticals 1 0.0% Mobile shop,Others 1 0.0% Mobile shop,Readymade/ cloth shop 1 0.0% Mobile shop,Tailoring 1 0.0% Mushroom production and selling,Stationary shop 1 0.0% Mushroom production and selling,Vegetable trading 1 0.0% Notebook making and selling 1 0.0% Notebook making and selling,Others 1 0.0% Others,Aluminium works,Chips making and selling (Namkeen) 1 0.0% Others,Bed trading – Mattress, Razai,Oil production and selling 1 0.0% Others,Bike repair 1 0.0% Others,Dal trading,Groundnut / chana trading 1 0.0% Others,Four/ three wheeler repair 1 0.0% Others,Generator rentals 1 0.0% Others,Inverter sale shop 1 0.0% Others,Lah trading 1 0.0% Others,Masala processing 1 0.0% Others,Muri trading 1 0.0% Others,Oil production and selling 1 0.0% Others,Opticals 1 0.0% Others,Salon 1 0.0% Others,Vegetable cultivation and selling 1 0.0% Others,Vegetable trading 1 0.0% Paper products – bags, covers 1 0.0% Paper products – bags, covers,Vegetable trading 1 0.0% Plant nursery,Others 1 0.0% Plant nursery,Readymade/ cloth shop 1 0.0% Pooja items shop,Tailoring 1 0.0% Pottery,Stationary shop,Others 1 0.0% Poultry farm,Others 1 0.0% Readymade/ cloth shop,Salon 1 0.0% Rice trading,Readymade/ cloth shop,Watch trading 1 0.0% Saree shop,Readymade/ cloth shop 1 0.0% Number of Enterprise Types % Enterprises Scrap dealer,Stationary shop 1 0.0% Seeds shop,Readymade/ cloth shop 1 0.0% Shoe shop (production or trading),Four/ three wheeler repair 1 0.0% Soap and detergent,Readymade/ cloth shop 1 0.0% Soap and detergent,Tailoring 1 0.0% Stationary shop,Electricals shop – Wire, bulbs etc 1 0.0% Stationary shop,Footwear repair – Cobbler 1 0.0% Stationary shop,Masala trading 1 0.0% Stationary shop,Paddy trading 1 0.0% Stationary shop,Tea selling 1 0.0% Sweets making 1 0.0% Tailoring,Aluminium works 1 0.0% Tailoring,Mobile repair 1 0.0% Tailoring,Readymade/ cloth shop,Taxi service 1 0.0% Tailoring,Tea and Snacks 1 0.0% Tea and Snacks,Aluminium works,Tea selling 1 0.0% Tea and Snacks,Bike repair 1 0.0% Tea and Snacks,Oil trading 1 0.0% Tea and Snacks,Wine shop 1 0.0% Tent house 1 0.0% Tent house,Readymade/ cloth shop 1 0.0% Watch repair,Watch trading 1 0.0% Welding,Others 1 0.0% Welding,Plastic products making and selling 1 0.0% Wine shop,Vegetable trading 1 0.0%
9.2. Annexure 2 -Details of Steps Followed for DPR Preparation
Conduct of Enterprise Census
Enterprise census is used to ascertain the number and types of enterprises existing in a Block Basic details of all enterprises in all villages in the Block need to be fed in the mobile app devised for this purpose
Drawing Sample for Enterprises to Survey from Enterprise Census
For taking out a sample for enterprise survey, number of enterprises per category (as available from the census database) were calculated in the Block They were mapped on the 12-point location-market matrix. A minimum of 5 enterprises from each point on location-market matrix (wherever applicable) were selected at random per Block subjected to a maximum of 10%
Main Market Small Market Only Shop Highways Major Road Village Road Lane
Incase 5 enterprises per Block were not available, it was ensured that 5 enterprises from the district / state are selected A wait-list was also selected (on random basis) to ensure that the target is met with Overall, it was ensured that 10% of the total enterprise numbers collected, are sampled
Drawing Sample for Households to Survey
For taking out a sample for Household survey, the total list of inhabited villages in the Block was taken along with their respective details on total population, SC population, ST population, no of households and distance from MDR (Major District Road) All the villages in the Block were then mapped on a 12-point MDR (location) – Population interval matrix.
MDR/Population interval Less than 200 Between 200 - 999 More than 1000 Available within the village Available at less than 5 km Available between 5-10 km Available at more than 10 km
The villages were then selected randomly from each point in the 12-point MDR- population interval matrix in the ratio of the total number of villages in each of the points in the 12-point matrix. It was ensured that at least one village was selected from each point wherever possible. 10% of the villages in the Block were selected in total for sampling. The total number of households to be surveyed in the Block was taken as 500 or 10% of the total number of HHs whichever is lesser. These households were then divided among the selected villages (from the 12-point matrix) in the ratio of the total number of households in these villages. The number of SC, ST and General HHs (Non-SC, Non-ST HHs) to be surveyed in each village was divided in the ratio of the number of SC, ST, and General Households in the Block. In case, the sample of SC, ST or General Households to be covered in any village was greater than the actual number of SC, ST or General Households in that village, a replacement was found for this village from the sample point in the 12-point MDR- population interval matrix.
Conduct of FGDs
FGDs were conducted to get the general perception of the village entrepreneurs and potential women entrepreneurs (NHG women) about plausible enterprises in their vicinity, available information, support required, opportunity costs and aspiration levels 1 FGD was conducted per cluster with NHG women who are not entrepreneurs and 2 FGDs were conducted per cluster with entrepreneurs who belonged to NHG-member families
Poverty Context in the Block (References from Census 2011 and SECC data)
The caste-wise and age-wise split up of population along with total population and total number of households as well as work participation related data was taken from the following source: o 2011 Census Population Enumeration Data Primary Census Abstract Data Block-wise The household related data with respect to areas like housing, drinking water, sanitation, lighting, asset ownership etc. was taken from the following source: (The data is expressed as percentage of total households in the Block) o House listing and Housing data o HH Data Block-wise o Percentage of Households to Total Households by Amenities and Assets Finally, all other data pertaining to the Block such as literacy, land use patter, banking and market services, social infrastructure and amenities etc. were taken from the following sources in the respective District Census Handbook. o Appendix VD o T02 o T21 o T27 o T31 o T34
Estimating Potential from HH Consumption
Part 1 Data was collected by the MECs on the paper-based household (HH) survey questionnaire for the household samples prepared for the 2 SVEP Blocks in Kerala. It was ensured that the target number of HH‟s belonging to different categories in the villages mentioned in the sample was covered during the survey. In case it wasn‟t possible to find the target number of SC, ST or General Households mentioned in the sample list for a particular village, a replacement Household was found for the same caste category in another village from the same Block. The Mentors collected data for validation purpose from 10% of the HH‟s already surveyed by the MECs. It was ensured that at least 2-3 HH‟s surveyed by each of the MECs were covered during validation. Once the survey was completed, the Mentors, MECs and a few hired data-entry operators tabulated the data collected on the field on excel. The data was then verified and cleaned once tabulation was completed for all Blocks. The different frequencies of purchase month as recorded in the questionnaires were brought to a common frequency – monthly in this case The consumption values were divided by the number of family members in the household to get the final figures The final values were then taken aside and outliers were eliminated based on judgement applied looking at maximum, minimum, mean and median values. Mean values were taken for each category, which represented the amount spent on purchase by each HH on each category The mean was then multiplied by the population in the Block to arrive at total purchases in the Block for each consumption category Further, based on the data collected, percentage of purchases from within the Block was calculated The total purchase was then multiplied by the percentage of purchases from within the Block to arrive at total local purchases
Part 2 Data was collected by the MECs on app-based questionnaire for the enterprises sample prepared from the enterprise census conducted earlier for the SVEP 2Blocks in Kerala The Mentors collected data for validation purpose from 10% of the enterprises already surveyed. It was ensured that at least 2-3 enterprises surveyed by the MECs were covered during validation. Once the data was retrieved from the app on completion of the survey, the Mentors and MEC verified that all entries made by them on the app was present on the final database and missing entries were re-entered for those entries for which back-ups were available. They also made changes to wrong entries made by them on the app as they were not able to edit responses submitted by them while on the field. Once the Mentors and MECs had made final changes to the database for the 2Blocks, entries with key information missing such as enterprise ids, enterprise type, sales information etc. were removed along with validation entries without corresponding entries made by MECs. Based on the validation results and maximum, minimum, mean and median values of the data, the outliers were eliminated based on judgement. Next, sales value of all the enterprises belonging to each category was totalled and the average sales value was taken for each category by dividing the total sales value of all the enterprises belonging to the particular category by the total number of enterprises in surveyed in the Block belonging to that category. The revenue was calculated monthly to enable comparison with the HH numbers These category-wise sales figures were then aggregated to broader categories got from the HH survey to reach the final values to be multiplied with the number of enterprises belonging to each of these categories according to enterprise census data to find out the total supply
Part 3 The total supply (from enterprise side) was subtracted from local purchase (from HH side) to arrive at the existing demand-supply gap for the listed categories in the HH survey The gap was multiplied by the benchmarks, an estimate of take home income of the entrepreneur (including wages and profit) in the absence of benchmarks, to arrive at rupee value of potential under SVEP The rupee value was then divided by monthly aspiration of the population (as derived from FGD) for each Block to get the number of enterprises for each category Estimating Potential from Resources Available in the Block
A list of natural resources that have potential for enterprises in the Block are identified The MECs collected data in panchayats / villages that produced high quantities of the concerned commodity The values were aggregated at the Block level in the format appended as under:
Qt. Qt. No of Name of Production Supplied Seasonal / used in Qt. of Place of Processing Availability # Natural Quantity Outside Non Remarks the Waste Selling Units in Month Resource (Approx.) the seasonal Block Local area Block % Qt. % Qt. % Qt.
The opportunities were further elaborated in in two tables as under to find out the rupee value. The opportunities perceived were mapped in 4 phases along the value chain – input, post-harvest (sorting, grading), processing, and logistics (transportation and storage)
Stage 1 Stage 2 Stage 3 Stage 4
Opportunity in Post- Opportunity in Logistics Name of Opportunity in Input Harvest (Grading / Sorting Opportunity in Processing (Transportation, Storage) # Natural ) Resource Potential Potential Potential Potential Reason Reason Reason Reason ME ME ME ME
Name of the Block: ______
Name of the Product 1: ______
STAGE-1: INPUT STAGE -2: POST HARVEST STAGE-3: PROCESSING STAGE-4: LOGISTICS Fertilizer, seeds, and Transportation Storage manure Sorting / Grading / Packing Name Co Pri Ra of Quantit Name st ce te Q Cost / Price / From From Proce y of Name of Place to Mo Rate / of Durat Pla Total / / / t Unit Unit Wastage Supply ssed Process Product Transport de Unit Produ ion ce U Un U Produ ing ct nit it nit ct Q Q Q Q Qt % t % t. % t. % Qt. % t %
Name of the Product 2: ______
STAGE-1: INPUT STAGE -2: POST HARVEST STAGE-3: PROCESSING STAGE-4: LOGISTICS Fertilizer, seeds, and Transportation Storage manure Sorting / Grading / Packing Name Co Pri Ra of Quantit Name st ce te Q Cost / Price / From From Proce y of Name of Place to Mo Rate / of Durat Pla Total / / / t Unit Unit Wastage Supply ssed Process Product Transport de Unit Produ ion ce U Un U Produ ing ct nit it nit ct Q Q Q Qt. % Qt. % t. % t. % Qt. % t %
The potential value was then collated together to arrive at the final rupee value of each phase along the value chain Each Block was scored on the four parameters to determine the potential that can be realized. The parameters are listed as under:
Name of the Block Input Post-Harvest Processing Logistic # Each cell to be marked out of 100 1 Demand that can be realized for the business 2 Existing competition for the business 3 Intensity of capital for the business 4 Existing skills/ Infrastructure in the Block
The resultant figure was divided by higher of aspiration (outside the village) or opportunity cost figures for the Block for a year to arrive at the number of enterprises
Input Post-Harvest Potential Potential SVEP SVEP # Commodity Rupee Constant Rupee Constant Potential Potential Value Value A B C D E (C*D) F G H (F*G)
Processing Logistics Potential SVEP Potential SVEP Total SVEP Rupee Constant Constant Potential Rupee Value Potential Value Value I J K (I*J) L M N (L*M) O (E+H+K+N)
Take-Home Income % Applied Higher of Aspiration (outside No. of SVEP Enterprises (from total revenue) village) / opportunity cost)
P [O+(O*Income%)] Q R (P/Q)
Estimating Potential from Government Spent in the Block
The data was collected in the form of a questionnaire Possible enterprise sectors were identified: o Bricks Manufacturing o Bricks Trading o Cement and iron rods Trading o Asbestos and metal sheet Trading o Door and Window Frames Manufacturing o Uniform . Hospital Uniform for Grade 3 Staff . Hospital Uniform for Grade 4 Staff . School Uniform o Supplementary Nutrition . Supplementary Nutrition for Lactating Mothers . Supplementary Nutrition for Children Between 6 months - 3 years o Institutional Catering The rupee value of potential (gross) was found out for possible enterprise sectors Each Block was scored on the four parameters to determine the potential that can be realized The resultant figure was divided by higher of aspiration (outside the village) or opportunity cost figures for the Block for a year to arrive at the number of enterprises
9.3. Annexure 3 –Detailed Implementation Schedule
Stage Month Activities Responsible Agency Month 1- 6 Selection and Capacity Building of MEC Group Kudumbashree-NRO Month 1 Identification of nodal-CDS to own the BRC Kudumbashree SPEM Month 2 Orientation of the nodal-CDS Kudumbashree SPEM 1 Month 3 Issue of guidelines for operations of the CEF Kudumbashree SPEM Month 4 Opening of bank account of the nodal-CDS Kudumbashree SPEM Establishing accounting system for the operations Kudumbashree SPEM Month 5 of the CEF Month 7 Finalisation of software and roll-out in the Block Kudumbashree-NRO Month 7 Ensuring availability of necessary hardware with Kudumbashree-NRO the BRC to manage the VE-IT App Month 7 Training of the MEC on the VE-IT App Kudumbashree-NRO Month 7 Orientation of KS - DISTRICT MISSION, KS - DISTRICT MISSION and KS - STATE Kudumbashree-NRO MISSION of Kudumbashree SPEM SPEM on the VE-IT App Formation of MEC Group to take up BRC Month 7 Kudumbashree-NRO operations Month 7 Setting up physical infrastructure for the BRC Kudumbashree-NRO 2 Month 7 Empanelment of MEC Group to operate the BRC Kudumbashree SPEM Transfer of CEF funds to nodal-CDS into their Kudumbashree SPEM Month 7 separate bank account for SVEP Month 7 Formal setting up of the CEF for the Block Kudumbashree SPEM Formal agreement between nodal-CDS and MEC Kudumbashree SPEM Month 7 Group for operations of the BRC Orientation of entrepreneurs on use of data Month 9 BRC recording (paper or mobile-based) for PTS Certification of MECs Month 10 Kudumbashree-NRO
Synchronisation of VE-IT PTS and Kudumbashree Month 10 Kudumbashree SPEM SPEM MIS Nodal-CDS, Month 11 Regular functioning of the BRC Kudumbashree-NRO & 3 onwards Kudumbashree SPEM On-going use of VE-IT App BRC