Project Director DRDA-IKP, Nizamabad

Transcription

1 INDIRA KRANTHI PATHAM NIZAMABAD (A.P) Progress up to Project Director DRDA-IKP, Nizamabad

2 SL. No Indira Kranthi Patham Progress up to Index to Contents Component Pages 1 An Overview of Indira Kranthi Patham Institution Building Community Resource Persons (CRP) Strategy Community Investment Fund Bank Linkages Marketing Food Security Jobs Land Health and Nutrition Disability Procurement Finance Administration Dairy Aam Aadmi Bima Yojana Best Practices

3 1. An Overview of Indira Kranthi Patham The Society for Elimination of Rural Poverty (S.E.R.P.) is implementing Indira Kranthi Patham (IKP) project at State Level. At District level the District Rural Development Agency is implementing Indira Kranthi Patham Project aiming to cover all rural poor households in the district with a special focus on 71,010 poorer households. 1. Project Objectives The main objective of Indira Kranthi Patham is to enable all the 1.94 Lakh rural BPL families in Nizamabad Distrtict to improve their livelihoods and quality of life. 2. Project Scope The project focuses on rural poor families in 27 mandals of the district. And 9 Non Project Mandals. 3. Project Implementation The project implementation agency is the District Project Management Unit (DPMU), a unit established by SERP at District Level. This unit is headed by Project Director and Assisted by functional specialist such as Institutional Building, Micro Finance, Communication, Marketing, Monitoring & Learning, Finance and Administration. The Project Director of DRDA is also the Project Director for Indira Kranthi Patham at District Level. At the grassroot level, the Community based Organizations - Mandal Samakhyas and Village Organizations - implement the various project components. The village organization is registered as a Cooperative Society under the Mutually Aided Cooperative Societies Act and the Mandal Samakhya is registered as a federation of cooperatives. 4. Target Group for IKP Project All households below the poverty line, starting from the poorest of the poor, irrespective of caste, creed and religion are the target group. 5. Progress of IKP Institutional and Human Capacity Building The institution and Human Capacity Building facilitates the formation and strengthening of self managed institutions of the poor and helps in building social and human capital. Through concerted efforts on social mobilization, the project has promoted new SHGs as on March There are a total of 2

4 34815 SHGs (inclusive of 1112 disabled groups) with membership of women and 7208 disabled persons Village Organizations (V.O.s) and 36 Mandal Samakhyas are formed in the District. Zilla Samakhyas (ZS) has come into existence in Nizamabad district. Micro Finance and SHG Bank Linkages The SHG-Bank Linkage Programme has taken firm roots in the District.16 Commercial Banks, 1 Rural Bank, 1 District Central Cooperative Bank and more than 168 branches are participating in the programme. Bank lending has dramatically increased from Rs Crores in to Rs Crores in The year-wise progress upto Sep 2008 is given below: Table 1: SHG Bank Linkages Parameters Coverage of Groups Amount of Loan (Rs. Crores) Per Group Finance(Rs.) (up to ) ,562 28,055 36,323 46,951 47,106 96,821 1,37,875 1,60,289 The project has identified several critical factors in enabling groups to access bank credit and initiated a series of measures, which include policy level dialogue and consultation with bankers at a higher level. It also ensures proper Book keeping, regular repayment and monitoring recoveries of Groups by positioning trained Village and Master Bookkeepers in villages and mandals. Community Investment Fund (CIF) The CIF provides resources to the poor communities for use as means to improve their livelihoods. This component supports the communities in prioritizing livelihood needs by investments in sub-projects proposed and implemented by the Community Based Organizations (CBOs). There are three types of sub-projects namely (a) Income Generation Sub- Projects, (b) Productive and Physical Infrastructure Sub-projects, and (c) Social Development Sub-projects. The bulk of the C.I.F budget is for income generation. Out of the total IKP project budget, CIF is the most important component that determines the level of employment generation for the poor. The cumulative CIF expenditure upto March 2007 is Rs crores in the District and the total number of CIF beneficiaries are 44,602. No budget is earmarked for the years and

5 Land Purchase Under this component, productive and ready to use land with assured irrigation facility is being given to the poorest of the poor households in the rural areas. As on March 2008, an extent of acres of land was purchased and handed over to 125 poor families out of which 36 (28.8%) are from SC families and 73 (58.4%) are from ST families. The cost of this land is Rs Lakhs Collective Marketing The marketing interventions in IKP have registered a significant increase in this financial year with pick up in paddy procurement activity. In addition to the V.Os, MSs have successfully implemented village level collective marketing of Neem, Red gram, Soya bean, Castor, Groundnut, Turmeric, Cashew, etc. Further details are given in the following table: Table 2: An Overview of Collective Marketing up to March 2007 Item No. of MMS Involved No. of VOs involved No. of Families Covered No. of Commodities Handled Volume (in Quintals) Turnover (Rs. Crores) Maize procurement undertaken by CBOs at Minimum Support Price has enabled the farmers of the Nizamabad District to get a net benefit of Rs.50 to Rs.100 per quintal. Paddy procurement is taken up by our CBOs in many Mandals. During , our CBOs have procured a total of 1,37,910 quintals with a value of Rs Crores and got Rs lakhs commission. Food Security In the lean agricultural season, many of the rural poor have barely one square meal a day. Food Security intervention addresses this hunger gap in rural communities. Through this scheme, the VOs encourage SHG members to draw their full PDS quota and ensure that the members utilize this opportunity. For the balance, the VOs estimate the bulk requirement of SHG members for rice and other essential commodities, negotiate and buy better quality commodities from the open market and sell to their members at a price lower than the retail outlets. The amount is repaid in installments. 4

6 Table 3: Beneficiaries of Food Security Initiative as on March 2008 Sl No. Item Number 1 No. of Mandals Covered 36 3 No. of VOs Covered No. of SHGs Covered 13,312 5 Number Families Covered 1,38,326 Employment Generation (Rajiv Udyogasri) IKP has forged a partnership with a corporate foundation, Livelihood Advancement Business School (LABS) of Dr. Reddy s Foundation, Construction organisations for improving their employability skills and linking the youth to service sector jobs. Vulnerable youth like girl widows, single mothers, children of landless labourers are identified by Mandal Samakhyas. These boys and girls from poorest of the poor (PoP) families are trained and then provided jobs in private sector youth will be trained during in two batches and 1 st batch containing 5350 youth has been started from 1 st Sep Disability The objective of this component is to help disabled persons and their caregivers to improve their livelihoods opportunities and quality of life. The activities are carried out in 5 pilot mandals in the District. However, activities are also under taken in the other programme Mandals Progress as on March 2007: A total of 7090 Persons With Disabilities (PWDs) are mobilised into 1088 S.H.Gs, formed exclusively for PWDs. These SHGs are federated into Village Organizations. 5 Mandala Vikalangula Sangams are formed in the District PWDs have been sanctioned a CIF amount of Rs lakhs. IKP has organized 72 medical camps in convergence with Disability Welfare Department and a total of certificates were issued. All these certificates were issued to the PWDs with no cost to them. 385 PWDs were covered with surgical corrections and 1394 PWDs were provided with assistive devices, again, at no cost to them. Health and Nutrition This component focuses on improving the Health and Nutrition status of poor. It operates in a convergent mode with the line departments by looking at gaps in the existing public health & nutrition services that are provided by the line departments. It is being implemented in 2 mandals of the District viz., Sirikonda and Dharpally. In this component, the Community Based Organizations (CBOs) interact with the line departments to solve their problems. In addition, they will access C.I.F fund for the project under the social development component. The project goal is to improve health and nutrition status of poor though empowering the communities and creating an enabling environment in 2 HN project mandals of District. 5

7 Community Managed Insurance Schemes This is the largest intervention of its kind in the country and is implemented by the ZSs. We have covered families in 36 Mandals as on March We hope to cover more than 3 lakh families in 36 Mandals by March Financial Access and Pavala Vaddi Initiative The poor women have through their disciplined utilization of funds and prompt repayments have achieved a very high repayment record (more than 95 percent). It is a matter of great pride to the state that we account for 35 percent of the total funds given to Self Help Groups through banks. To encourage the women s groups further and also to motivate them to achieve 100% repayment and to reduce their interest burden, the state government have introduced the PAVALA VADDI scheme wherein the government ensures that the interest burden to the S.H.G on the loans taken from the banks does not exceed 3% per annum. This has been a tremendous success among the women. It has succeeded in reducing their dependence on private money lenders who charge very high rates of interest. Under this initiative a total of SHGs were given Pavala Vaddi incentive with total releases of Rs crores up to March Pensions Out of a target of 73,802 persons for existing pensions, all the members are covered as on March In addition to that the Government of Andhra Pradesh have sanctioned various type of pensions under INDIRAMMA scheme in three phases. Thus total pensions comes to The total Rs.200/- per pensions is Rs lakhs per month. 6. Project Expenditure Cumulatively, the total expenditure of IKP up to March 2007 is Rs crores. Details are given here under: Table 5: YEAR WISE / COMPONENT WISE EXPENDITURE (Up to March 08) (Rs. Lakhs) COMPONENT / SUB- Total COMPONENT Expenditure A. Institutions & Human Capital Building B. Community Investment Fund C. Supporting Pilot Program D. Support for Persons with Disabilities E. Project Management Grand Total

8 7. Overall Performance of IKP The overall performance of IKP is given in the following table: Table 4: Overall Performance of IKP as on September 2008 Sl. No. Indicator 1 Total No. of SHGs under the project 33,703 2 No. of SHGs of Persons with Disabilities (included in the 1,112 above total) 3 Total No. of members in all SHGs Total No. of Persons with Disabilities in SHGs(included 7208 in the above total) 5 No. of Village Organizations formed No. of Mandal Samakhyas formed 36 7 No. of Mandal Resource Persons, Community Resource Persons, Community Facilitators, Community Activists, 7306 Book Keepers working 8 Total No. of beneficiaries of Income Generating Activities No. of Households benefiting from Food Security No. of acres of land purchased No. of beneficiary families of land purchase No. of SHGs linked to Banks ( target) No. of SHGs linked to Banks ( upto Sep 07) Amount of Bank Linkage(Rs. Crores) ( upto September 2008) Institution and Human Capacity Building DRDA-IKP strongly belives that the poor have the potential to come out of poverty provided timely facilitation is ensured by the project. In oreder to harness the potential of the poor, the poor need to be organized into groups. Sustainable development process depends on the active participation of the marginalized and other sections of the society. Community participation and community ownership has resulted in emergence of strong, sustainable and member controlled institutions of the poor. In the process of promotion of member owned, member managed and member controlled institutions of POP/Poor, DRDA-IKP Nizamabad has adopted new strategies viz., transferring the power and funds to Mandal Samakyas by prepartion of Annual Works and Financial Plans (AWFP) in a participatory menner, preparation of Micro Credit Plans(MCPs) for utilization of their own and out side funds including CIF and Bank credit in genral and Total Financial Inclusion (TFI) in particular and ensuring effective communication by having direct interactions with communities through of capacity Building of SHGs /Vos / MSs /ZS directly. Also more emphasis was given to develop a cadre of social capital in the form and style of Community Activisits and Community Resource Persons who shall 7

9 act as sensitive support mechanism for people s institutions and strengthening of CBOs amd their members. The strategies followed to achieve the goals and the status is as follows: Strategies and status of Key Indicators 1. Promotion of CBOs viz., SHGs, VOs & MSs: DRDA-IKP, Nizamabad has given utmost importance for saturation of new group formation with left over poor and white Ration Card holders and facilitated Mandal Samakhyas and Village Organizations to focus on the coverage of POP/Poor into SHG fold through different strategies. To bring all the POP and poor families into SHG fold, the districts have collected data related to POP & Poor HHs and adopted different strategies like campaigns and special drives by way of utilizing the social capitl like Community Activits, Community Resource Persons (External/ Internal) and human capital of the CBOs. As a result of this targeted approach, out of total 1.85 Lakh identified POP and Poor HHs (95%) were organised into groups SHGs: Self Help Group is a most refinded form of a cooprative. Facilitation of active participation of communities accelerated the process of forming new groups and strengthening of both new as well as existing SHGs. Majority of the Mandals in the district have adopted CRP strategy for social mobilization, revival of the defunct groups and strengthening of the existing groups to adopt Pancha Suthralu (Five Principles) 1.Conduct of Weekly meetings, 2.Mobilization of weekly savings, 3.Internal lending of small loans & Regular Repayments, 4.Writing the books of accounts during the meeting itself, 5. Adopting Norms. The Village Organizations have taken the responsibility of promotion of new groups and revival of the defunct groups and strengthening of SHGs on Panchasuthralu. During the project period including new groups a total of SHGs (Women & DAP) are formed in the District. 1.2 Village Organizations: VILLAGE ORGANIZATIONS as registered under Andhra Pradesh Mutually Aided Cooperative Societies Act, 1995 have become autonomous, competitive, accountable and self-reliant business enterprises based on thrift, credit, self-help and mutual aid. All the V.Os in the district have been registered under MACS act. They are owned, managed and controlled by the members themselves. Control rests equally with all members ("one member- one vote") and surplus earnings are going to be shared by members in proportion to their purchase (of share.). Village Organization is structured in a democratic way that it allows all the members to have a say in their actions. The members elect the Executive Commitee and decide what should be done with any surplus that is generated in a given year. VO is a front line community based self-managed, development oriented financial institution. 8

10 Village Organization a diversified Co-operative Society. Village Organization is a " credit co-operative that provides financial services to the members. It is "consumer" co-operative which is either retail or a wholesale co-operative as it is dealing with good security programs. It is a "marketing" co-operative that procures and sells agricularal produces like paddy, maze,ntfp dairy etc,. It is a "supply" co-operative which makes various kinds of merchandise available to the members. It is a "service" cooperative, which provides services to the members, such as healthcare, housing, education, vocational or childcare. Hence VO is a Credit-Consumer- Marketing-Service-Supply Co-operative Society. It performs multifarious functions for the holistic development of its members and their families with the support of various functional committees at village level. DRDA-IKP, Nizamabad has given utmost imporatnve for not only formation of Vos but for registration of vos simultaneously. Hence, 1020 Village Organizations have been formed in almost all the villages in the district and 969 have been incorporated under APMACS ACT of The Vos have been provided with ample capacity building for self-management and adherence of law compliances, statutory obligations like conduct of audit by Chartered Accountants, Conduct of elections as per bye-laws, conduct of Annual General Body Meetings(AGMs) and filing annual retuns to the District Coopertive Officer (DCO) in accordance with the provisions of the ACT of Mandal Samakyas: Mandal Samakhya is a federation of the registered Vos. The membership in MS is institutional and represented by the delegates of Village Organizations. Mandal Samakyas are formed in all the mandals in the District including in 9 non-project mandals. Thus 36 Mandal Samakyas have been promoted and registered as federation of MACs under AP MACS Act of All VOs in the Mandal have enrolled in the MS. The members of MS are trained on Meeting Management, Financial Management, Human Resource Management, Program Management self-governance law compliances. Hence, MS meetings are streamlined and being conducted systematically. The Mandal Samakhyas are conducting fortnightly meetings one Representative General Body (RGB) and another Executive Committee (EC) and are reviewing the performance of member- VOs and staff regularly on the bais of Action Plans and monthly reports(masanivadikalu). Functional Committees are formed and playing a major role in improving the efficiency of the MS. 1.4 Zilla Samakya: In order consolidate the efforts of SHGs, VOs, MSs and to address higher level Socio, Economic and political issues, the CBOs have felt the need for a aformidable apex body in the District. Hence, Zilla Samakya has been formed with all the 36 Mandals Samakhyas and has been registered in the year 2005 under Andhra Pradesh Societies Registration Act 2001, as nonprofit service oriented organization. It is named as Swayam Sahayaka Sanghala Sankshema Sewa Samstha The key functions of ZS are 9

11 social intermediation for its consitutens and serving as a nodel agency. The Zilla Samakya works as a forum of POP/Poor to influence the decision making process and advocates pro-poor policies on behalf of the poor. ZS plays a major role in developing poor oriented policies and implementation strategies in convergence with Govt line departments. The Zilla Samakya works as pressure group and bring accountability among Government authorities in the implementation of the anti- poverty programs. The Zilla Samakya acts as a mentor to strengthen its member MSs. The curx of ZS is formation and operationalization of functional subcommittes on various subjects such as social audit, Social Action. (Social Evils) Bank linkage, Employment Generation (Jobs), Employment Gurantee Schemes, Marketing, Dairy, Financial Supervison, Human Resource Mangement etc. 10

12 SWAYAM SAHAYAKA SANGALA SAMKSHEMA SEVA SAMSTHA, (ZILLA SAMAKYA), NIZAMABAD Function Social Intermediation Training for CBO s and staff Bank Linkage Public & Private Partnership Insurance Marketing Dairy Jobs MS MS ZS MS MS Registered under AP Societies RegACT 2001 Confedaration of all 36 MS from across the District. Nodel Agency for facilitation and implementation. ZS Representative General Body meets once in a month for 2 days for planning and review the activities ZS EC meets once in a month at office. M.S Functions Financial intermediation Staff APM, CC, MBK, MTC CIF Loan disbursement (100) 36 MS Status Registered as secondary society (Federation of all registered V.O s). All V.O s registered under MACS Act shall take membership. MS RGB meets once in a mongh MS EC meets once in the month at office. VO VO VO VO V.O Functions Financial intermediation. Strengthening of SHG s. Bank Linkage. Social Activities. Pensions, Insurance 969 V.O s Registered as primary society under MACS Act SHGs Each member shall pay Rs. 25/- membership fee. Rs. 100/- shares. V.O EC & RGB meets once in a mongh SHG SHG SHG SHG SHG SHG Members in each SHG: Total SHG s 25,172 11

13 2. Strengthening of CBOs viz., SHGs, VOs, MSs and ZS 2.1 SHGs: DRDA-IKP, Nizamabad has made concerted efforts in the District for strengthening SHGs by adopting different strategies viz., conducting member level group trainings in a systematic manner, providing continuous facilitation support to the selected groups by CCs and all groups by CAs, adoption of CRP strategy The Community Resource Persons strategy has improved the efficiency of CBO leaders and members. The CRPs personal case studies motivated the non-shg members to join the groups. It also motivated existing groups to adopt SHG Pancha Sutralu i.e. best practices of SHGs. Wall messages in prominent places in all most all the villages on Panchasuthralu has made a tremedrus effect in the district. Distribution of leaf lets on Prathignya (Oath on 10 Self imposed norms) 2.2 Village Organizations: Village Organization has become the crucial linkage between the SHGs and Mandal Samakhyas. In order to increase the ownership and control on institutional and human resource management issues, continuous facilitation is being organized at VO level. Regular capacity building activities to VO-EC, OB and fortnight meetings accelerated the formation of new groups, revival of defunct groups and strengthening of existing groups. Promotion and formation of functional committees has improved the overall performance of VOs, i.e. bank linkages, repayment rate, attendance, book keeping etc. To increase the accountability and to practice financial discipline, charted accountants provided inputs on the gaps observed in the book keeping during the concurrent audit. Village Organizations have become an implementing agency for social and financial activities. Gradually VOs are developing into an inclusive organization to cater the needs of all sections in the village. Increased role of VOs in various project activities viz., Food security, Marketing, Non-Pesticide management, gender, health & nutrition and Government development programmes viz., Gruhini, Pensions, APREGS, CLDP, Watersheds and Public distribution system has enabled them to become strong, vibrant and viable. Marketing, Food security and running Nutrition centers won the appreciation from all the quarters of the village. The unique feature in Nizamabad district is that all the Village Organizations have their office buildings to carry day-to-day activities. 2.3 Mandal Smakyas: With the decentralization of decision making power and transfer of funds through AWFPs, Mandal Samakyas have become more strong and vibrant. Regular meetings, trainings and continuous facilitation support by the project staff enhanced the confidence levels of MS-OB&EC in dealing with staff, banks 12

14 and the representatives of line departments. Preparation of Annual Works and Financial Plans process has increased the understanding levels of the MS- OB&EC. New CIF guidelines and MCP process enhanced the identity and importance MS and scope for achieving financial sustainability. Also it has given an opportunity for learning better financial management skills and ability to cater the requirements of member institutions on a timely basis. Many mandal samakhyas started functioning in a systematic manner by having fortnightly meetings, setting up of clear agenda, reviewing the performance of member VOs and staff, review the progress made as per AWFP etc. 2.4 Zilla Samakya: DRDA-IKP has facilitated formation of Zilla Samakyas in district. Zilla Samakyas meets twice in a month to review the project implementation, MSs and staff performance. ZS RGB meeting is organized for two days, first day meeting is held by the ZS members themselves to review the MS and Subcommittiees activities. Basing the review and district priorities they taken the decisions like vedana sabha( Legislations) and the second day all the project management staff shall attend for formulation of action plan on the decision taken (Execution). Besides this, ZS reviews the staff i.e. APMs, LA s, DRPs, Area Coordinators etc. The heads of the line departments are attending ZS meetings regularly and giving up to date information on various Govt.programmes. SPMU team headed by Dr.Sudhakara Rao, SPM(PRI) attend ZS meetings regularly and provide inputs for strengthening ZS. The districts collector is attending the ZS meetings and encourage the ZS members to make use of the government programmes which give a lot of confidence for the ZS members. 3. Capacity building strategy: DRDA IKP, Nizambad of the view Institution Building without Capacity Building is an Edifice of playing cards Hence, Capacity building of SHGs, VOs and MS and ZS has become the prime agenda of the District. As part of transferring power and funds to MSs, the project has decided and facilitated MSs to assess the performance of SHGs, VOs and MSs and prepare detailed action plans and training calendars. This has provided clarity and direction to all CBOs about future their activities. With enhanced awareness on the role of staff and different stakeholders, they are able assign jobs and review their performance. Preparation of training calendars and transferring of funds provided scope for providing on-time needy CB inputs to various stakeholders. 3.1 SHGs: In almost all the villages, one third of SHGs were trained on SHG concept & management, meeting process, conflict resolution and importance etc. Majority of the SHGs were trained on fund management and MCP 13

15 preparation. In some mandals, mandal samakhyas adopted entitlement approach and transferred the group level training fund to VOs, formed a committee at MS level for quality check and asked VOs to take the responsibility of SHG capacity building with the support of staff. Due to the intensive efforts of the staff and VO-OB members, many defunct groups are revived, new groups are formed and many SHGs were given refresher trainings. Concerted efforts are being made to train the SHG leaders on their roles and responsibilities. 3.2 VOs: As part of preparation of AWFPs, CBO members and Staff jointly prepared VO wise training calendars and action plans after assessing the performance of every VO. The staff has developed a day today plan to attend VO meetings and organize trainings to the VO-EC and OB members. As a follow up of Video Conferences and follow up workshops, the CBO members assessed institutional maturity and plans were drawn to fill up the gaps with the help of MS staff. This effort has given very good result in training and facilitation of VOs. Special drives have been organized to train the VO leaders and SHG leaders on MCP preparation process. Special inputs are given to the VO-EC on MCP consolidation, Registration and auditing. MS staff along with APM and Area Coordinator facilitated functional Committees and organized trainings for committees. Marketing committees have performed excellently and rose to the level of star marketers. Due to the efforts of asset management committee, the overall repayment rate has gone up in majority of VOs. 3.3 Mandal Samakyas: Intensive trainings were given to all mandal samakhyas especially on preparation of MCPs, financial management etc. Some districts conducted intensive trainings to MS-OB on their roles and responsibilities, financial management, meeting process, MCP preparation, staff review and MS office management etc. Adoption of team training approach where all MS office bearers, at least 5 MS EC members, CCs, MBKs, MTC and concerned APM undergo training together and in turn deliver messages to MS EC has resulted in effective delivery of uniform messages across the mandal, ownership on action-plan, better appreciation for each others role and work and team spirit. The district has organized exposure visits for modal mandals MS-OB and functional Committees to Ananthapur the SAPAP district. 3.4 Mandal Training Centers: Mandal Training Center has become the center of activities. 100% Mandal Training Centers are housed in MS offices. As per the AWFPs, continuous trainings are being organized at MVTCs for various stakeholders. The MS members review the activities of Mandal Training Center. Training materials 14

16 are fully utilized during the training programs. Mandal Training Coordinators are anchoring training programs. Mandal Training Centers are functioning like a learning center. Trainings for book keepers, Community Activists, Community Resource Persons for NREGS and AIDS control are organized regularly. Training equipments like pictorial charts, TV, VCDs are used extensively. 4. Development and Promotion of Social Capital: As has been already mentioned, in order to harness the potential of the poor by organizing them into SHGs and to provide timely facilitation, a strong social capital in the form and style of Commuity Activists and Communiuty Resource Persons is imperative. Social capital is one of the indicators to determine the sustainability of the project. The project management envisages that the social capital would play a major role after the phasing out of the project. Till date the District has developed 969 CAs and 800 CRPs. CAs honorarium is paid by the VO and CRPs honorarium is paid by the MSs. 4.1 Community Resource Persons (CRP) strategy: In order to sustain the development process, to empower the people s institutions and make them self-managed and sustainable institutions, formation and promotion of social capital is crucial. As CRP strategy provides more scope for providing peer and experiential learning to members, it is worth implementing in all the mandals for formation of new groups in difficult areas, revival the defunct groups and strengthening of the existing SHGs. The stay of external CRPs in the villages enhanced the community s confidence in Institution building process. 5. AWFPs: The SPMU team headed by Dr.Sudhakara Rao, SPM (PRI) has provided intensive support to the district in facilitating MS AWFP preparation process. A four day workshops have been conducted in batch wise at district level and invited MS OB, few MS EC members, CCs, MBKs, MTCs and Concerned APM for assessing the situation of SHGs, VOs and MSs, identification of training requirements and preparation of Action plans and training calendars. During these workshops, the members were oriented on the CBO s best practices, MCP process, implementation of new CIF guidelines and some financial management aspects. Each MSs is asked to prepare their action plan, training calendars, budgets, CCs, MBKs, MTCs facilitation plans and make a presentation on the last day. This planning exercise has given very good results and some are given below: Comprehensive understanding on the performance of CBOs and their requirements both Capacity building and credit Emergence of village wise, staff wise action plans and training calendars Clarity on their future plans and vision 15

17 Enhancement of planning, implementation, monitoring and financial management skills in CBOs 6. Convergence with APREGS: Government of Andhra Pradesh has realized the importance of participation of CBOs in APRGES and has given a clear role to them. Through CRPs strategy, SERP has developed various training materials viz., SHG, VO, and MS primers, manuals on role of SHGs, VOs, MSs and ZSs, training films and conducted trainings to all VO ECs. During training major focus was given to orient members on rights and entitlements of wage seekers and how improve their own lands. Due to the intensive trainings, majority of VOs and MSs participated actively in APREGS in terms of creating awareness and motivation in the communities, opening of post office/bank accounts to wage seekers, provision of worksite facilities and accessing the scheme. 7. Action plan for Intensifying the CRP strategy in the model mandals Strengthening of SHGs, VOs and MSs and promotion of best practices widely Strengthening of Social capital viz., SHG bookkeepers, VO bookkeepers, MS accountants, community activists, internal CRPs etc and facilitating CBOs in meeting their expenditure Thrust on achieving CBO s sustainability and control on the staff Strengthening of ZS Concurrent and statutory audit for all VOs, MSs and ZS and training to CBO s on analysis of audit reports. Strengthening of TTDCs and MVTCs Model mandal concept and CRP strategy: CRP strategy has been initiated in all 12 mandals Ist Phanse 6 ( Biknur, Lingumpet, Jakranpalli, Nandipet, Bodan, Banswada) mandals and Iind phase 6 mandals ( A comprehensive plan has been developed for initiation of model mandal concepts in a systematic manner and taken all Area Coordinators, APMs, concerned CCs, MBKs, MTCs and MSs Office bearers for immersion progremme to Ananthapur District. The district has taken the External CRP support from Kurnool and Warngal Districts. This approach has created ownership feeling among the staff members as well as MSs. There is much improvement in the performance of SHGs, VOs and MSs particularly on Panchasuthralu in these model mandals. Strengthening of CBOs: SPMU has organized a TOT on MCP preparation and roles and responsibilities of MSs, MS meeting process organized for Area Coordinators and APMs and they interned trained all CCs, MBKs, MTCs and MS office bearers and select MS EC members. This has helped in improving the performance of MSs and 16

18 VOs. Training on MCP facilitated all MSs to adopt new CIF guidelines, advancing loans based on MCPs and recycling of CIF. Strengthening CBO staff: All MBKs were trained on maintenance of SHG books of accounts and Masanivedikalu. They in turn trained VO bookkeepers and SHGs bookkeepers. Similarly all MTC were trained Participatory training methodologies and SHG concepts. Mandal Accountants with commerce back ground were identified, trained and positioned in all mandals. Strengthening of ZS: SPMU has been providing continuous facilitation support to ZS by attending scheduled ZSs meetings. Also organized exposure visits and trainings to ZS EC, Office bearers and Functional committees. 3. Community Resource Persons (CRP) Strategy CRP Strategy and Outcomes Assumptions for One Model Mandal 1. One AC cluster consists of 5 Mandals with each Mandal having 450 SHGs, 30 VOs and 1 MS. 2. In the first year, in each AC cluster, 2 Mandals are selected as Model Mandals for introducing external CRP Strategy. At the beginning of the year, external CRP strategy is introduced in the first model Mandal and after 6 Months in the 2 nd Model Mandal. 3. In the 1 st year in each AC cluster, remaining 3 Mandals are taken as non-model Mandals without CRP strategy 4. One External CRP Team comprises 2 Women Members, 1 Sr. Bookkeeper, and one Animator. One Internal CRP Team comprises 3 Women Members and 1 Sr. Bookkeeper and 1 Community Activist. 5. Each model Mandal is divided into three CC Clusters with 1 CC and 1 MBK in each Cluster. 6. One External CRP Team will work in one Model Mandal for 1 Year and will cover 9 VOs in 9 3 VOs per CC Cluster. The Team will 15 Days per month and will totally provide 135 days of service in 1 Year. 7. While the CRP Team is working in the village for covering 9 VOs in 9 rounds, the CCs and the MBKs of the CC Clusters will stay with the team and get thorough immersion and exposure to all the IB, mf and CIF management processes of the project. Each CC and MBK Team of the CC cluster will complete 30 days of immersion and exposure in 2 rounds in each CC cluster. After completing 2 rounds i.e., 2 VOs in each CC cluster, the CC and MBK will acquire adequate skills and take up trainings and facilitation in other VOs independently 17

19 Therefore it is estimated that in the first year, the external CRP team will covers 9 VOs and the three CC and MBK Teams will cover 5 VOs i.e., 14 VOs totally. 8. During the first year while the external CRP team is working in the 9 VOs, active and committed community leaders and community staff would emerge as internal CRP Teams. These Community Leaders and Community Staff are constituted into three internal CRP teams with 3 Women members and 1 Community Activist / Sr.Bookkeeper in each team and given orientation training to take up similar IB work for the remaining VOs in the three CC clusters. 9. In the Model Mandal, in the first year other IB activities like refresher trainings for those already trained and focused trainings on best practices at Village and Mandal level are also planned. Besides the CRP strategy and the above trainings, the plan provides for costs towards staff, meetings and maintenance at VOs and MS level. 10 During the 2 nd year, the external CRP team is not necessary for the Model Mandal. 3 internal CRP teams will cover 9 VOs in 9 rounds and the three CC and MBK teams will cover 7 VOs i.e., totally 16 VOs in the 2 nd year. Thus in One model Mandal One external CRP team and three CC, MBK Teams will cover 14 VOs in the first year and three internal CRP teams and three CC, MBK teams will cover 16 VOs in the 2 nd year to achieve 100% coverage of all the VOs 11 In the second year, other IB activities to fill the gaps arising out of staff attrition and Community Leaders rotation are planned in addition to costs towards staff meetings and maintenance at VOs and MS level. 12 In the 2 nd year training of paraprofessionals in livestock, community health and child labour removal is also given special focus to enable the VOs to achieve leverage of anti-poverty programmes and services of the government and other public agencies. 13 By the end of the 2 nd year participatory monitoring mechanisms through MAASA NIVEDIKALU is put in place with 100% coverage at SHG, VO and MS level to strengthen the management of the institutions by the community. 14 In the 2 nd year the concept of internal CRP teams is nurtured and expanded systematically to achieve horizontal saturation of IB processes without depending on external CRP strategy. 15 CCs MBKs after immersion and exposure in the villages and working with external CRP teams will substantially improve their IB skills and take up all the IB processes independently. 16 During the 2 years of intensive IB strategy SHGs, VOs and MS will be facilitated to become self-managed, self-reliant and sustainable by introducing norms for social capital building and meeting their 18

20 management costs out of their own earnings from loan operations, food security and collective procurement and marketing interventions. Who are Community Resource Persons? (Characteristics) 1. Community Resource Persons(CRPs) are active community leaders selected from the members of mature SHGs, VOs and MS. 2. CRPs are such women members who have come out of poverty with the active support, guidance and assistance provided by the SHGs, VOs and MS. 3. They have at-least 4 years of experience as members in their groups and have accessed multiple doses of loans and improved their livelihood base and standard of living. 4. They are recognized as role models in their SHGs, VOs and MS. 5. Their SHGs, VOs, MS have become strong and mature organizations adopting good management practices and addressing social issues successfully. 6. They have good articulation and communications skills. 7. They had bitter experience of poverty in the past and as members of the groups gained good knowledge and experience on SHG concept, group management norms, SHG meeting process, clarity on the need of Bookkeeping and role of Bookkeeper, MCP 7 Step process VO meeting process, Agenda fixation, various functions of VO and VO committees, clarity on the role and function of Community Activist with SHGs and VOs. 8. They have the ability and skills to conduct trainings to the community by drawing lessons from their personal experiences and the best practices of their SHGs, VOs and MS. 9. They have the ability to use their folklore in the trainings and facilitation for motivating the poor women. 10. They document their SHGs and VOs profiles institutional maturity progress best practices nurtured and adopted and members case studies and achievements and use them as training material in the trainings and facilitation. CRP Team composition: a. External CRP team comprises 2 women members and 1 Sr.Bookkeeper and 1 Activist or Animator from Village Organization b. Internal CRP team comprises 3 women members and 1 Experienced Bookkeeper and 1 Community Activist. 19

21 CRP Movement Plan for 2 years CC1, MBK1 V V V V V V V V V V CC3, MBK3 V V V V V V V V V V V V V V V CC2, V V V V V Abstract Sl No of No of No of Strategy Year NO Teams VOs Days 1 External CRPs 1 Team 1 st Year 9 VOs 135 Days 2 MS Staff(CC, MBK) 3 Teams 1 st Year 5 VOs 67 Days 3 Internal CRPs 3 Teams 2 nd Year 9 VOs 270 Days 4 MS Staff(CC, MBK) 3 Teams 2 nd Year 7 VOs 113 Days Total Coverage 2 Years 30VOs CRP Team Village Action Plan for 15 days 1. The team will meet the Sarpanch and village elders and brief the purpose of visit 2. Conduct a meeting of all SHGs and leftover POP and Poor to have a diagnostic study of the status of SHGs and the poverty issues in the village 3. Prepare a status report to have a base line 4. Form new groups with leftover poor and Poorest of the Poor 5. Conduct group level members training to each SHG for 3 days 6. Facilitate group meetings in the night and develop group management norms and financial management norms in the SHGs. 7. Facilitate SHG members to identify Bookkeepers 8. Give Intensive training to Bookkeepers on their roles and Bookkeeping skills for 5 days 9. Get all the groups records updated and bring the actual financial status to their notice 10. Facilitate leadership rotation in the groups where same leaders continued for long years 20

22 11. Facilitate VO members to identify two good groups from POP and Poor and give intensive training on 7 steps MCP process and get the plans prepared. 12. Give training to all SHG members on how to constitute VO around members common social economic interests. 13. Facilitate VO GB and EC meetings to develop clarity on VO seating arrangement, meeting process, agenda preparation, discussion and decision making, review of community activist and SHG performance in the meeting through MAASA NIVEDIKAs and appraisal of MCPs from SHGs in the VO meeting and develop terms of partnerships for the MCPs 14. Facilitate VO members to identify social audit committee and give training to the members 15. Give training to the community activist on VO Bookkeeping and preparation of VO MAASA NIVEDIKA 16. Identify 2 or 3 strong community leaders and hand hold them for 15 days in training and facilitation. 17. CRP Team and CC/MBK will prepare day wise work done report 18. On the last day prepare CC/MBK follow up Action Plan for the village 19. Handover the reports to the PD, Area Coordinator and MS OB in the feed back meeting held by the PD after completion of village visit. 20. During village stay, the CRP team will also attend MS-RGB scheduled meeting if it synchronizes with the village visit IB Strategy Coverage in 1 AC Cluster for 2 Years in 5 Mandals 1 st Model Mandal 1 st Year 1 Ext.CRP team : 9VOs 3 CCs & 3 MBKs: 5VOs 2 nd Model Mandal 1 st Year 1 Ext.CRP team : 4VOs 3 CCs & 3 MBKs: 3VOs 3 rd Non-model Mandal 1 st Year 4 th Non-model Mandal 1 st Year 5 th Non-model Mandal 1 st Year 21

23 CRP Strategy Cost Sheet for Model Mandal Sl Internal CRP Item Unit External CRP Team No. Team 2 Women Members 3 Women Members 1 CRP Team Composition No. 1 Sr. 1 Sr. Bookkeeper Bookkeeper/CA 1 VO Animator 2 Resource Fee per Person per Day Cost Rs.150/- Rs.70/- 3 Food Charges per Person per Day Cost Rs.50/- Rs.50/- 4 Institutional Charges per Person per Day Cost Rs.50/- Rs.30/- 5 Travel Charges per Person per round (To & Fro) Cost Rs.1,000/- Rs.250/- 6 Misc. Cost per Team per round Cost Rs.1,000/- Rs.1,000/- 7 No.of Days per round No One Team cost per round Cost Rs.20,000/- Rs.20,000 9 Coverage of VOs per round No No.of Teams per Mandal No. 1 3 Sl No NIZAMABAD DISTRICT CRP/IB STRATEGY AS ON Category of CRPs No. of Villages Covered Total No. of SHGs No. of SHGs covered by CRPs BKs trained 1 Warangal CRPs Kurnool CRPs Zilla Samakhya CRPs Total Total SHGs in the District - 34,815 No. of SHGs following Pancha Sutras - 19,496 (56%) Plan for 2009 to 2014 Coverage of 1050 V.Os by External CRPs Coverage of total SHGs in the district by External CRPs. Training to all the Book Keepers at SHG/VO level. Strengthening of all SHGs in following Pancha Sutras. 22

24 4. Community Investment Fund (CIF) The Community Investment Fund (CIF) has provided resources mostly for implementing Micro Credit Plans (MCPs) of SHGs and marketing and food security initiatives of VOs. It has also funded for social development and creation of productive physical infrastructure. However, there is a dedicated CIF for land purchase and development, and disability initiatives. In the interest of creating self managed institutions, MSs were allowed to manage their entitled funds. Therefore, a few policies related to the delivery of CIF had been recast to implement MCPs and achieve self management goal of MSs. They were as follows: 1. MS as Sub Project Implementing Agency (VO was SPIA earlier) 2. CIF was provided to VOs as a loan for implementing MCPs of SHGs and VO plans. Members who have received CIF to repay to their SHG in months; SHGs to their VO in about 50 months and VOs to their MS in about 100 months. (All the VOs, which had received CIF before the new guidelines issued, have been voluntarily repaying it to MS.) 3. MS did the appraisal of MCPs and DPMU sanctioned 4. Recovered CIF to be sanctioned by MS itself 5. Beneficiary contribution was removed members savings in SHG was reckoned as their contribution 6. Bank-linkages for all the SHGs in the VOs, where CIF was provided, were treated as funds from the banking for implementing MCPs The revised system is foolproof with several checks and it is more than adequate in fulfilling the fiduciary requirements in respect of the end use of funds. More rigorous approach Certain measures are being initiated to bring high levels of transparency and accountability at MS level, where the CIF is capitalized and the IB related budget is spent. Following initiatives are already in the pipeline: Project fund tracking: The project funds released till 31/03/2006 to MSs and VOs and from MSs to VOs have been tracked. Utilization of CIF: The UC formats are suitably designed to serve the purpose of getting not only the amount utilized certificate but also the information on funds accessed social category wise, poverty status wise and purpose wise. 23

25 Yearwise CIF expenditure details (Rs. In Lakhs) Sl Total Component No Expenditure 1 IGA , , SW SSI LAND DISABILITY TECHNICAL OVERHEADS TOTAL , Total Families Benefitted 45,704 Out of Total SC Families 14, % ST Families 5, % BC Families 22, % Minorities 1, % Others 2, % 5. BANK LINKAGES This district has scaled a new height in Micro Finance by providing Rs crores during to rural women with the concerted efforts of the district administration and banking sector. The achievement under SHG Bank Linkage for the last decade is shown below. Year No. of Groups Amount (Rs. In crores) Per Group Finance in Rs. Up to , , , , , , , ,106 24

26 Year No. of Groups Amount (Rs. In crores) Per Group Finance in Rs , ,37, (Upto Sep 08) ,60,289 Linkage Amount (in crores) Sector-wise usage of Loans by SHG members 9% 17% Own Consumption Artisan Activities 38% Agriculture & Allied activities Petty Business 17% Dairy 19% 25

27 Target for the year (Rs. In Crores) Category No of finance Total Linkage TFI ,00, Normal linkage ,00, Bridge Loans , Total Year Plan for the years from 2009 to 2014 No of finance (Avg) (Rs. In Crores) Total Linkage ,00, ,50, ,00, ,00, ,00, Marketing MARKETING INTERVENTIONS by VOs of IKP Vision: facilitate for economic empowerment of women by strengthening self managed institutions by providing marketing linkages with in the area of 5km range of production activity. Objectives: The poor farmers should get competitive prices. Create rural wage employment opportunities to the poor. Create Field level playing in the market to enable the poor people to earn reasonable prices. Strategy: Provide linkages between producer and end-user. Avoid the middlemen and their exploitation in the form of weight loss, price variation and Quality. Build the capabilities of community through awareness creation, capacity building. Create rural wage employment through activity creation. Community Resource Persons (CRPs): During the years and Marketing CRPs were trained in 2 batches in different Mandals. As against the above 7 persons were identified as State Level Community 26

28 Resource Persons (Mktg) who will plan, execute the various programs relating to direct marketing, MSP operations, agri inputs, Food Security etc in their respective districts. They will also conduct the trainings to the Mandal level, District level CRPs. Their performance was extremely good. PLAN FOR : During the year it is contemplated to strengthen 37 Star Procurement Centres by taking up all the 4 activities i.e 1) Direct Marketing 2) MSP Operations 3) Agri inputs 4) Food Security. All the 4 Procurement Centres will also take up NPM activity while giving a thorough orientation to the farmers in the village. Every Star Centre will be provided all required Physical Infrastructure for smooth procurement operations. Proposed to construct Ware houses, Drying platforms wherever necessary. In a couple of years every Star Centre should work as a Mini Market yard so that all the farm & Non-farm products including NTFPs will be brought to the Star Centre in raw as well as value added shape so that farmers can sell their produce within the village or with in the radius of 5Kms where the Star Centre is located. This will definitely remove lot of hurdles and hassles, which the farmers are facing with the traders as well as in the Market yards. Major Commodities handled by VOs is appended. During the year in the month April, a quantity of 1.37 lakh qtls of Paddy vuled Rs lakhs has been procured under MSP operations with tie up of AP State Civil Supplies Corporation. During the year procurement of Turmeric has been tied up with ITC, Guntur and a quantity of quintls culed Rs lakhs has been procured and supplied. Outcomes of commodity marketing: The village organizations will manage the procurement centers. They would prepare and implement the marketing plans for their procurement centers. Marketing committee members from each procurement center will be given intensive training to marketing. Mandal samakya functional committee for commodity marketing would be reviewing the procurement center activities on regular basis. Regular economic activities will strengthen the village organization and would enhance members. Left over poor producers/collectors will be brought to the groups to marketing interventions. Community will be able to deal with external markets and trades independently. 27

29 Regeneration of forest produces will enhance the sustainability of livelihoods of the NTFP collectors. Increase in bargaining capacity. Availability of Physical Infrastructure at gross root level. Knowledge in Book- Keeping. Increased levels of confidence among the VO Member. 28

30

31 MARKETING INTERVENTIONS BY VOs DURING TO Sl No Paddy Projections Qnty Value Qnty Value Qnty Value Qnty Value Qnty Value 1 Maize Paddy Red Gram Soya Rajma Turmeric Sub Total 1 Lac Neem Fruit Mohwa Flower Mohwa Seed 5 Tamarind Agri Inputs Sub- Total Grand Total

32 PLAN FOR THE YEARS FROM : Increase of Star Centres from 37 to 150 in the district. Extending Commodities for marketing. Formation of Commodity Cooperative Societies, strengthening for sustainability. Conversion of star centres to Mini markets at village level with all the facilities. Awareness pograms to the NTFP collectors. Strengthening of Village Organisations by providing commodities to take up Food Security Activity. 7. FOOD SECURITY The commitment of the Government to protect the poor from starvation, Comprehensive Food Security Activity has been introduced in 892 villages, with a social CIF of Rs lakhs. The bankers are also voluntarily supporting this novel cause to finance SHG federations for taking up perennial Rice Credit Line Activity. Cumulative progress under Food Security upto March, 2008: YEAR Mandals VOs SHGs Members Achiev Achiev Achieve Achievem Total Total Total Total ement ement ment ent ,687 13,312 3,94,086 1,38,326 Proposed target under food security for the year Year Mandals VOs SHGs Members Total Target Total Target Total Target Total Target ,687 25,450 3,94,086 2,59, to ,15,000 4,15,000 Plan : It is proposed to cover all white card holders/ Indiramma housing beneficiaries into SHGs. The government have fixed targets to cover all the families in phased manner. It is proposed to cover all 1024 VOs under Food Security by March

33 8. JOBs OBJECTIVE To give employment to rural youth from socially and economically underprivileged families To work with youth in remote and interior area villages vulnerable to social problems To reduce exploitation of labour of the rural poor IMPORTANCE OF JOBS COMPONENT Previous government trainings not linked to placements have lead to frustration among youth in villages. This leads to social problems. Employment channelises these energies creatively. This is the only intervention, which offers non-traditional livelihoods Incomes from jobs are not seasonal like agriculture It offers a window of opportunity to youth who move on to better opportunities The family s quality of life is improved and it removes the stigma of poverty JOBS STRATEGY The Jobs strategy has evolved over a period of four years. Being a CDD (community driven) project, the work is on different levels to reflect the aspirations of rural youth. Some youth are willing to move to better opportunities in urban and semi-urban areas. Others are content to work, even at lower salaries, in their own villages. The Jobs models attempt to reflect these varying aspirations. Sustainability also comes from training the community itself to take the Jobs agenda forward. Though challenging, a pilot was carried out, after much brainstorming, in giving community market -scanning skills. 32

34 Employment Generation & Marketing Mission (EGMM) Rajiv Udyog Sri VISION: MISSION: Sustained elimination of poverty of underprivileged Rural Youth, with a focus on remote areas Employment/employability enhancement of BPL Rural Youth through market-driven training OBJECTIVE: Articulated by the community One Job for every poor family. Background: The Jobs Mission EGMM (Employment Generation and Marketing Mission), Department of Rural Development, Govt. of AP works in a focused manner to provide employment/employability for the rural youth. These youth are the economically and socially underprivileged rural poor from remote areas. EGMM is driven by a private sector cell which forges various partnerships to create employment at the village, semi-urban and urban areas and mainstream this work into the government agenda. It works in scale in public-private partnership mode with the main stakeholders being the government, private sector, and the women self help groups. The entire approach is a bottom-up approach, tailored to the rural poor with an eye on the outside market. The objective of the Jobs Mission is to create employment/employability opportunities for BOP(Bottom of pyramid) youth and to bring the poor closer to the markets. It facilitates entry of the hitherto rural unemployed or those working in the unorganized market to transit to the organized labour market. ACHIEVING SCALE: Plans are to train and link 76,000 youth to jobs in different sectors with growth opportunity during the years from 2008 to These include services including retail, hospitality; security; textiles and construction. STRATEGY: i. Identification of unemployed rural youth, boys and girls,10 th class fail upwards with community as stakeholders ii. Creating a data bank on the format developed by the EGMM and linking it to the EGMM-developed software iii. Working with the SHG network to make this their mandate iv. Enrolling youth into training courses tailored to their qualifications/aspirations v. Setting up different Academies linked to the emerging growth sectors of the economy 33

35 vi. Creating employability with English and soft skills vii. Bringing the youth closer to the organized labour market through Monster, the worlds largest Job portal alliance viii. Exposure trips for senior government officers to best practices of companies ix. Initiating and grounding pilots to address different kinds of vulnerabilities. x. Creating a sensitive support mechanism through setting up of Half- Way homes and counseling centres in metros where youth relocate for jobs IDENTIFICATION OF SUITABLE CANDIDATES The main stakeholder in the process is the large network of rural women federated into self help groups (SHGs). The SHGs/Village Organisations and the Mandal Samakhyas help in identification of the vulnerable unemployed from remote areas. Helping them in the process are Job Resource Persons, who are members of the rural community trained to go to the villages, help identify needy youth and counsel the village youth on opportunities. Youth are counseled to move with opportunities, be they local or in cities like Hyderabad, Chennai and Bangalore. The data of 76,000 unemployed youth is collected and is being fed into a Jobs Format developed by the EGMM. SETTING UP TRAINING INSTITUTES: 15 Training centeres have been commenced at various places in the district. ORGANISATIONAL STRUCTURE: The organizational structure is strengthened with Job District Manager, Job training coordinators, two Livelihood Associates and additional Job resource persons. Budgets and targets During the year , an amount of Rs lakhs has been allocated from SGSY funds to this sector. 34

36 WORK in During , 4316 youth have been tranined in various trades and placement provided to 3694 persons (86%). The details are shown below. NUMBER OF PERSONS TRAINED & GIVEN PLACEMENTS DURING Sl No Training Programme 1 IKP LABS 2 3 DISTRICT MODEL CONSTRUC- TIONS 4 TEXTILES Trade ITES, CRS, BSPA, MSW Call Center, Data Entry Operator, A/c. Refrg, Electrician, Cell Phone Repairing, AutoCad. Masonary, Plumbing & Sanitation, Barbending, Electrician. Zari Zardosi, Tailoring Trained Placement given Boys Girls Total Boys Girls Total TOTAL Work done and Plan for House-to-house survey conducted from 1 st July to 15 th Aug Data feeding is being done in EGMM software. Boradly 17 trades identified 13 training centres established in various corners of the district. Training & Placement partners identified. Proposed to train 10,700 youth during this year. Training commenced to 5350 youth from 23 rd Sep 2008 An other 5350 youth will be trained from Jan 2009 to Mar Education to Poor Children The students from BPL families having good skills at SSC level are not able to get the quality education at intermediate level. Though the students aimed at good career, they are not getting more effective skills due to financial problems. To help these families, 400 students from the BPL families passed with good marks in SSC have been selected and positioned in colleges having good track record for quality education in Intermediate. Plan for the years from 2009 to 2011 Training to 5000 youth each quarter Total 50,000 youth will be trained. Provision of post placement services to youth. 35

37 RAJIV UDYOGASRI CENTER WISE YOUTH TRAINING PLAN FORTHE YEAR Sl. No Trg. Center Partner Course No. of candidates to be trained Batch I Batch II Total C2C Call Center NIIT Data Entry SATYA TECHNICAL Eletrition Auto Cad Shiva Technical A/c & Ref Vijeta Institute Medical Trancription Satyam Computers Tally Pinacle Hotel management Nizamabad NSIC Apitco 2D,3D,Multimedia, Electronic Testing & Assembling Front office Executiva, Computer Hard ware & Networking Soft Tech Info Services P.P.T.T.C APPC Beautician Geeta Beauty Parlour Texttiles Reddy/Meher Driving Care Institute DCA, C, C+, PGDCA ATS Computers Hardware, Networking CENTER SUB-TOTAL Dr. Reddys Foundation Marketing & B.S.P.A Local Driving Armoor SATYA TECHNICAL Auto Cad, A.C / Refrigration Femina Jari Jardosi Perkit 4 Bheemgal CENTER SUB-TOTAL Durgabai Mahila Shishuvikasa Kendramu Community Health Worker, Beautician, Call Center, Driving, Computers, Fashion Designing Dr. Reddys Foundation Marketing & B.S.P.A SATYA TECHNICAL Auto Cad, A.C/Refrigration SSEE Jari Jardosi Mosra NAC CENTER SUB-TOTAL Bar Bending, Plumbing, Masonry APPC Computer Naveepet C2C Call Center Pochampad CIDC 8 Kamareddy CENTER SUB-TOTAL Bar Bending, Electrician, Shuttering Carpenter C2C Call Center NIIT Data Entry

38 Sl. No Trg. Center Partner Course 9 Yellareddy 10 Banswada Shiva Technical AC/Refigiration, Cellphone Reparing, Electrician No. of candidates to be trained Batch I Batch II Total SSEE Jari Jardosi APPC Beautician Pinacle Hotel management NSIC Auto Cad NAC Bar Bending, Plumbing, Masonry, Tailoring AICT, Kamareddy Jari Jardosi CENTER SUB-TOTAL Dr. Reddys Foundation Marketing & B.S.P.A Shiva Technical MSW Femina Jari Jardosi NAC Bar Bending, Plumbing, Masonry, Tailoring CENTER SUB-TOTAL Dr. Reddys Foundation Marketing & B.S.P.A, ITES, Hotel Management Shiva Technical MSW Femina Jari Jardosi CENTER SUB-TOTAL Mdnoor NAC Bar Bending, Plumbing, Masonry, Tailoring Dr. Reddys Foundation Marketing & B.S.P.A, ITES, MSW Bar Bending, Plumbing, NAC Masonry 12 Bodhan C2C Call Center T.T.D.C 14 Hyderabad Femina Jari Jardosi CENTER SUB-TOTAL C2C Call Center SATYA TECHNICAL Eletrician CENTER SUB-TOTAL Skylark Auto Cad, Call Center Jems & Jewellary Jems & Jewellary CENTER SUB-TOTAL GRAND TOTAL LAND PURCHASE Land is the most important asset for the rural house hold. A small amount of land will play a crucial role in helping the poorest of the poor house hold to achieve food security. Land becomes a productivity asset to the poor enhancing their income and quality of life. The objective of the scheme is to purchase good quality productive lands for the poor. 37

39 Land Purchase The objective of IKP land purchase is to provide as many poor as possible, legal access to land, so that land becomes a productive asset to the poor enhancing their income. There are many benefits. The land provides a psychological and social status to the poor in rural areas. Silent Features 1. The land purchase process is totally community driven. 2. VOs play a leading role in identifying the lands. Negotiating rates and selecting the most eligible members from the SHGs as beneficiaries. 3. Lands are registered in the names of women only. 4. Stamp and registration fee, and transfer duty have been exempted by the Govt. for the lands purchased. Type of land purchased As per the guidelines, the following types of lands are purchased in Nizamabad District. 1. Lands falling in the command area of Major and Minor Irrigation Projects. 2. Land under assured water supply. Total outlay and Average annual income It has been ensured that a beneficiaries of Land Purchase, derives a minimum net income of Rs. 8,000/- to 10,000/- per annum after meeting all expenses and the amount of loan installment. Land purchased so far in the district Year No.of Acres No.of Beneficiaries Expenditure Purchased SC ST BC Other Total ½ Total ½ * No budget allotment under land purchase for the year has been received so far. NON LAND PURCAHSE The IKP has taken up the Non Land Purchase Scheme, where all land issue pertaining to poor are being identified in order to resolve those problems and thus to help the poor to overcome their grievances. The land purchase scheme is being handled by DPM Land (A Retired Special Grade Deputy Collector) and Law Graduate designated as Legal Coordinator. Beside the above two officers, (22) Community Surveyors and (12) Paralegals are working in the land unit of DRDA IKP, Nizamabad. The 38

40 community surveyors have so far surveyed the following lands covering (12822) poor as detailed below. Community Surveyors Sl. Category of Surveyed No.of Beneficiaries No. Land Ac Gts SC ST Others Total 1 Patta Lands Assigned Lands Forest Land Other Govt. Land Assigned CLDP Lands Land Acquisition House Site Total Paralegals As per the instructions received from the CEO SERP Office Hyderabad Paralegals were appoint in 50% of the Mandals i.e., 18 out of 36 mandals. But (6) Paralegal have left the organization. Thus only 12 Paralegals are working on identification of various land issues of the poor. The land issues so far identified by these paralegals and resolved in the District are as follows. No.of Cases No.of Cases Sl. Identified Resolved Land Issues No. No.of No.of Extent Extent Poor poor 1 Issuance of PPBs/TDs to assignees Issuance of PPBs/TDs to lands purchased by Govt Issuance of PPBs/TDs to Successors Pattas to those poor who are in enjoyment of Govt. Lands Showing possession of assigned lands Rectification of errors in Revenue Records Civil Court Cases Total The District Collector Nizamabad vide Pro.No. NLP/274/08, Dated: has ordered to conduct a Special Drive for a period of (12) days w.e. from to in all the 12 working Mandals of the Paralegals fro resolving the cases identified. 39

41 10. HEALTH AND NUTRITION In the year , Rs 88,00,000 is the total outlay sanctioned towards building the capacity of the communities and their facilitators for effective implementation of health and nutrition interventions in 2 HN pilot mandals namely Dharpally & Sirikonda in Nizamabad District. In addition, 60 Lakhs (i.e.,@ 30lakhs per lakh per VO) is released towards operationalization of Health Risk Fund (HRF). The activities in the above 2 mandals are actively implemented by the respective MMS and ZS. Keeping the previous expenditure patterns in the mandals, 75% of the budget sanctioned for the year was released to ZS and in turn to MMS. The overarching activities taken up in the two mandals are: 1. Human resources Health activists are positioned in every VO and trained at Mandal Training centers by the Master Trainers to provide preventive health care and education to all the members of SHGs on preventive and promotive health care measures to be taken at household level. Health sub committees are constituted at VO and MMS level and sent for exposure visit to CRHP, Jamkhed. Master trainers with the qualification of 2 per mandal were selected and undergone 15 days traning at CRHP, Jamkhed by Dr. R. Arole. Health and Nutrition communicators (HN 1 per mandal are positioned to facilitate the process for implementation of activities in pilot mandals. HN CCs had 15 days initial training and 15 days refresher training at Jamkhed on community health management. 2 HN CCs are in positioned and are undergoing periodical exposure and training at Vishakapatnam in the CRP strategy. Exclusive District Anchor Person has been positioned to monitor and report HN activities. 2. Capacity building o Regular capacity building of Health Activists (2days/fortnight) by the Master Trainers (identified with ANM Qualification & trained at Jamkhed) is institutionalized with a fixed training calendar on fixed days.(ie., 7 th,8 th & 29 th &30 th days in a month). o Regular capacity building of 5 member Health sub committee members at MMS and ZS (once in a quarter) by the SPMU team. o Training of 5 member health sub committees at VO level by the Health sub committee members at MMS (once in a quarter) are regularly done. 40

42 o Regular capacity building of the members of SHGs with a fixed training calendar focusing on Sukhajeevana Suthralu (Neonatal care, maternal care & general health care practices to maintain good health.) o Organized training cum exposure visit to Jamkhed for 4 Master trainers (15 days of training) 3. Convergence o Against 44 VOs in the 2 mandals, the Fixed Nutrition and Health Days (NHDs) once in 15 days are institutionalized in 30 VOs in the two pilot Mandals. Health savings o Health Savings have been initiated in all the Village Organizations with the concept of regular and exclusive health savings by the members. o The total amount of Savings is Rs.5,99,000 o Against the amount sanctioned for Rs 60 Lakhs (Rs 1 lakh/vo) for 44 VOs, released with Rs 44 Lakhs. o Of this amount Rs.15 Lakhs has been given to 350 SHG members as loan for health purposes. (i.e., for 42.2% of POP; 46.7% of poor and 10.7% to APL members of the groups). o Nutrition center cum day care centers o The initiative has been evolved in 3 versions. Version1: With the support of project funds and with minimum contribution from the beneficiaries(rs2 per day). This initiative was done in 3 VO s in the two Mandals and after being sensitized the members are opting for other options. Version2: Contribution from the VO and the members (Dry ration + Rs 4 per day) where comprehensive food security line is under implementation. Version3: Major contribution from the members loan (75%) taken from the VO and the rest from the VO and dovetailing the funds from ICDS and JSY. This intervention was planned in the lines of version 3. however the project was shelved as the CRP strategy is yet to be taken up in Nizamabad to sustain these programs. 5 Health CRP strategy Yet to be initiated in Nizamabad only two batches of external CRP s visited in May 08 however prior to these interventions the output in majority of villages is as follows: 41

43 o Developed fixed training calendar to train all the members of SHGs in batches. o 100% members in all the SHGs started regular health savings. o 70% of the members in all SHGs started CFSL. o 69 Adolescent groups have been formulated with 209 members. trained by the ICDS supervisors on menstrual hygiene in the round.1. Nutrition and Behaviours, Awareness on HIV Aids were imparted to them o Sanitation and water safety measures have been initiated with the involvement of PRI who are sensitized by the SPM health in Kondur village of Sirikonda Mandal o Formation of committees for regular cleaning of water tanks, Drains, waste disposal. o All the SHG members were initially given focused messages on: o Sukhajeevana Suthralu (Neonatal care, maternal care & practices to maintain good health.) o Sanitary Napkins provided by the MS to Adolescent Girls who repaid the 100% cost and most of them are showing inclination to use them regularly. 6 Communication for behaviour change o Formation of 2 Mandal cultural teams and trained by state cultural teams. o Organised Kalajathas in all the VOs as per the fixed schedule prepared by the trained mandal cultural teams on neonatal care, maternal care, awareness and accessing the public health services available in the community. 7 Other initiatives Screening camps were organized in 6 Mandals of the District to shortlist Women who needed Hyserectomy and treatment for other Gynec problems. A total of 1654 women were screened out of whom 263 needed Hysterectomy and 707 women needed other scanning tests for reconfirmation. 26 Hysterectomy surgeries were done and rest were informed to be covered under Rajiv Aarogya Sri health insurance scheme. The case manager concept, wherein a person who is well acquainted with the hospital its physical layout, procedures etc. is placed at the disposal of patients who are members of the health plan (i.e. is their on-site representative) is a complementary resource. One case Manager is placed at Head Quarters Hospital Nizamabad and the other at Area Hospital Kamareddy. They are doing their job effectively helping the needy timely. 42

44 Sukhajeevanam: Intensive capacity building of Arogya Deepkas on preventive and promotive health care measures and ensure prompt referrals to the base hospitals. 8 Communication for behaviour change Kalajathas were organised once in a quarter in all the Villages of the two pilot mandals by the trained cultural teams. 9 Material Provided Operational manual for HN activities in pilot mandals. Training modules and Flip books to train the Health activists regularly. Cassettes on mother and child care. Film on Nutrition centers. Formats for village health action plans Formats for base registers to be maintained by Health Activists and monthly MIS and monitoring formats by health activists and HN CCs. Operational guidelines for social CIFs : Health Risk Fund, Case manager, Nutrition cum day care centers, Community kitchen gardens. Designed the incentive package for health activists based on the performance. 10 Monitoring o Regular monitoring at VOs by the health sub committees at MMS and ZS.(@ 5 VOs per month) o Regular monitoring by District Anchor Person and Area Coordinator, APM. o Conducted review meetings once in 3 months to review the progress as per AWFP and initiated mid course action. 11 MIS o Captured the member wise health status of SHG members in the base registers maintained at VO level.(i.e, Pregnant women & lactating mothers and their children up to 5 years of age) o Preparation of bimonthly progress report by the Health Activist that captures certain critical indicators to be monitored on regular basis for maternal and infant deaths. o Use of Masa Nivedika to review the health and nutrition activities by the health sub committees in the regular VO meeting. o Training: SHG training calendar and the member wise attendance for the trainings organized. o Health savings- Health Risk Fund: Captures member wise details of health expenditure, own health savings and loans taken (purpose & amount) and repayments made. o CFSL: Member wise details of indent, installment amount, repayment. 12 Plan of action for the year o Continuation of the over arching activities planned such as capacity building. 43

45 o Focus on the health CRP strategy roll out through the Health CRPs and with the involvement of youth and with the support of local Panchayats o Establishment of community managed Nutrition cum day care centers ( Pregnant, Lactating, Children upto 2 yrs ) by dovetailing funds from ICDS and Janani Suraksha Yojana Funds. o Establishment of Drug depots managed at MMS and Village diagnostic centers managed at VO level. o Establishment of need based CIFs such as sanitary napkin units to encourage adolescent girls and women to maintain menstrual hygiene and protect themselves form RTIs and communicable diseases such as HIV/AIDS. o Adoption of tools for community based monitoring and evaluation and make midcourse actions at all levels. o Total budget proposed for the year : o Capacity building : Rs.18 lakhs o CIFs : Rs.70 lakhs o Total : Rs.88 lakhs A. Operational guidelines for Health CRP strategy 1. Criteria for selection of health CRPs: Health CRPs will be selected from the HN mandals with best practices demonstrated and the individuals identified with the following criteria: a. best practitioners in the following areas: i. Introduction of health as an agenda ii. Promotion of health savings iii. Promotion of CFSL iv. Promotion of regular trainings for SHGs v. Promotion of convergence activities such as Fixed NHDs vi. Promotion of village sanitation and water safety measures b. Exposure visit to Jamkhed to be taken up. c. The health CRPs may be a health activist or a health sub committee members at VO/MMS/ZS. d. Experience to consider as internal & external CRPs from the villages developed by external health CRPs Expected Outcomes: 1. Health Agenda: SHGs,VO will have health as an agenda in their regular meetings and prepare Masa Nivedika to share it in the regular MMS/ZS meetings. 44

46 2. Health savings and HRF: All the SHG members will have regular health savings and have access to HRF in case of emergencies. 3. CFSL: All the POP and Poor families enroll under CFSL and continue the cycle in the VO. 4. Nutrition cum day care Center: All pregnant & lactating mothers from POP &Poor enrolled and have complete ANC and PNC check ups and enjoy the following outcomes: i. All the women will have safe deliveries ii. All the target HHs follow neonatal care practices. iii. All the infants born with >2.7Kgs birth weight. iv. All the children have complete immunization. v. All the women have Hb levels with normal range. vi. All the children with normal growth curve 5. Institutionalization of Fixed NHD: All the eligible women and children from POP and Poor will have complete immunization. 6. Screening camps: All the women in the reproductive age will improve health seeking behaviour and seek early diagnostic and treatment for RTI &STIs. 7. Sanitation and Water safety measures: All the HHs will have bath rooms with soak pits and ISLs which are in use. Safe and clean environment and safe drinking water availability with the efforts of PRI and Youth. 8. IGAs that are helpful to improve nutrition and health status through community kitchen gardens. 9. SHG members will have knowledge and do practice Sukhajeevan Suthralu ( common for all, specific for neonatal care & pregnant and lactating mothers health care practices) 10. Internal Health CRP development after 6 months of implementation CRP Strategy will be taken up in the second phase in Dharpally & Sirikonda of Nizamabad probably from December

47 11. DISABILITY Project objectives Enhancing livelihood opportunities and Quality of Life for Persons with Disabilities (PWDs) and their families Ensure optimum utilization of residual abilities by PWDs Improve capacities of PWDs to access and avail various entitlements and services offered by the government Mainstreaming disability concerns in policy making and line activities Project area 5 pilot mandals Intensive Interventions are being piloted in Dichpally, Jakranpally, Dharpally, Sirikonda and Bheemgal mandals of Nizamabad district. Objectives of pilot experiment are to evolve a model of institutional relationship between CBOs of PWDs and various government and non-government stakeholders and make them as resource mandals to replicate the same throughout the state. Key Interventions Social mobilization and Institution Building of PWDs and their caregivers. Provision of Livelihood support Community based Assessment, Treatment and Rehabilitation services Promoting convergence with line departments particularly Health and Education for inclusive frameworks Mobilization of Resources Govt. NGO etc Institution Building (IB) Formation of exclusive Self Help Groups (SHGs) and Federations at mandal level through the following activities Federating all SHGs of PWDs as Mandala Vikalangula Samakhya (MVS) at Mandal level Effective Book keeping - social capital and sustainable process. Play Active role in Zilla Samakhya in issues of the PWD s. Capacity Building through Facilitation support and trainings to SHGs and MVSs on Disability Awareness, Institutional and financial management, Book keeping, Persons with Disabilities (PWD) Act, etc. Enrolment of SHGs of PWDs in to VO Maintaining separate bank accounts of MVS for Institution and Human Capacity Building (IHCB) and Community Investment Fund (CIF) of PWDs by MMS Periodic interaction and coordination between MMS and MVS Kalajatha, Cultural activities, Wall messages, Posters etc 46

48 Achievements Total no of groups formed in pilot mandals Total No of persons mobilized in to groups Members - Disability wise Category OH VI S&HI MR MI LC Total Identified Mobilised into SHGs No of MVSs: 5 No of SHGs with membership in VOs: 104 No of SHGs with internal bookkeepers: 95 AT&R Services Ensuring access to all basic entitlements to PWDs as per the PWD Act by conducting certification and multipurpose camps at mandal level Improving or retaining the existing residual ability through Assessment and surgical correction camps at mandal and district levels Prescription of and facilitating access to suitable aids and appliances Provision of nutritious food for malnourished or undernourished PWDs Improving access to service providers by Capacity building of CBOs of PWDs to organise required arrangements and access them on their own Collaborating with technical institutions like the National Institute for the Mentally Handicapped (NIMH), NIMS, LVPEI Hyderabad, BIRRD Tirupathi, Network Hospitals in Rajiv Aarogyasri, local hospitals and concerned NGOs Improving ADL skills of Persons with Severe Disabilities through Therapy trainings to persons with mental retardation, speech, hearing and orthopedic disabilities and their caregivers Community Mental Health camps for Persons with mental illness Established 5 Early Intervention Centers (SHUBODAYAM) in which 121 children are enrolled and the basic therapy, nutrition, training are taken care of by the trained Teachers. Centers are showing marked development and the significant attitudinal change in the mindset of the parents shows the impact of these Early Intervention Centers. 47

49 Assessment, Treatment and Rehabilitation Services Pilot Mandals S.No Item Pilot mandals 1 Total no of persons identified Total No of Persons provided with Certificates % of people provided with certificates 91% 4 No of persons provided with Assistive devices No of persons availed surgical corrections 96 Assessment, Treatment and Rehabilitation Services Other IKP Mandals S.No Item Pilot mandals 1 No of Persons provided with Certificates No of persons provided with Assistive devices No of persons availed surgical corrections 395 Livelihoods Reduction of poverty impact of disability on PWDs and their families through Financial support from the Community Investment Fund (CIF) for various livelihood activities performed by PWDs or their family members in the case of Persons with Severe Disabilities or children with disabilities Revolving Fund, Matching Grants etc. Participatory and collective identification of needs and priorities via Micro Credit Planning (MCP) process Promoting Financial inclusion of SHGs of PWDs for improved access to credit by Improving creditworthiness of CBOs of PWDs Advocacy with banks for providing loans to SHGs of PWDs Livelihood support details S.No Source Pilot mandals Other IKP Mandals Total 1 Revolving Fund (in Rs. Lakhs) Bank Linkage (in Rs. Lakhs) Community Investment Fund Sub Project (in Rs. Lakhs) 4 Community Investment Fund MCP (in Rs. Lakhs) Total (in Rs. Lakhs)

50 Qualitative impact and changes perceived by the community Through sample Focus Group Discussions (FGDs) and open discussions with the community and project functionaries the following trends are revealed in pilot mandals. Improved access to government institutions and services offered by the government like certificates and other entitlements Unlike earlier, due to easy access to credit via SHGs, many PWDs are pursuing higher education of different levels Support for suitable livelihoods made them self reliant and their families are also benefiting from their contribution Improved Self respect and confidence among PWDs Reduced social discrimination Increased awareness among the neighborhood on disability and PWDs Differentiation of the problems faced by mild, moderate and severely disabled persons by the PWDs and wider community Identification of educational problems of Persons with Severe Disabilities and expression of demand to address them Women with disabilities are recognized as the most vulnerable among all by PWDs and other community members MVSs are able to articulate issues concerning PWDs collectively Marriages are taking place, proposals are increasing Awareness on rights of women, forum to discuss issues relating to women. Persuing technical education, demand for skills development.. Disability Pilot mandals Targets up to September '08 Institution Building Deliverables Increased role of MVSs in decision making processes of line departments 25 Community Resource persons (CRPs) in 5 5 per Mandal Activities Intensive trainings to members of SHGs and MVSs on strengthening IB and financial management Identification, Selection and Trainings to CRPs AT&R services Deliverables Surgical corrections for all eligible PWDs Therapy support and trainings to all eligible PWDs and their parents / caretakers Extension of Community mental health programme in 78 pilot mandals Community Neighbourhood Centres in 5 pilot one per Mandal. Provision of Bicycles to the needy disabled persons. 49

51 Constructing atleast 100 special toilets for the most vulnerable. Activities Detailed assessment camps Establishment of Community Neighbourhood Centres Trainings on HIV/AIDS Livelihoods Deliverables All eligible PWDs would be provided with the livelihood support through Community Investment Fund (CIF) / Revolving Fund (RF) / SGSY / Bank linkages Bank linkages to the tune of Rs. 50 lakhs for 100 SHGs of PWDs (Rs per an 20 SHGs per mandal in 5 pilot Mandals Activities MCP trainings Advocacy for Bank linkages Convergence activities in Primary and Secondary education Deliverables All eligible children with disabilities in rural areas would be enrolled in general or special schools Improved awareness levels among all CBOs on special education for persons with speech, hearing, visual and mental disabilities Articulation of demands by CBOs for Special at least one in our district. Activities Facilitating involvement of CBOs of PWDs in Sarva Shiksha Abhiyan Future Action Plan (SEP-2008 TO SEP 2009):- Formation of Self Help Groups of physically challenged persons in the rest of the Mandals of the District. Opening of Bank Accounts 250 Surgical corrections at BIRRDS, Thirupathi and network hospitals under Aarogyasri. Declaring the District as a Cleft lip and palet free District. Focusing on Early intervention and prevention of disabilities. Toll free Phone facility for the empowerment of physically challenged persons. Suitable Aids & appliances to all the needy. Installation of Physiotherapy equipment in Shubodayam centers. 50

52 Establish Neighbor hood centers in convergence with DPEP, Rajiv Vidhya Mission. (SEP-2009 TO SEP 2014):- 100% coverage of PWD s into Self Help Groups. Opening of Bank Accounts for the above SHG s. Neighborhood centers in all the Mandals with high incidence. Organizing Kalyana Masthu programs in collaboration with TTD and other NGO s. Access to Credit to fulfill requirement for betterment of livelihoods through Bank Linkage. Barrier Free Schools, Public Places Accessible Toilets to the multiple disabled. Awareness on Rights and Entitlements, reduce accidents, Consanguineous marriages, voilence. Regular Trainings to all the District Officers to Grass root level worker on empowerment of physically challenged Persons entire district Convergence of Resources for rendering quality Health Care services. Access to credit for Higher education Political awareness / Representation- Stake in decision making. 100 % provision of required Aids & Appliances. Federation of all MVS into Zilla Vikalangula Samakhya. 12. PROCUREMENT PROCUREMENT OF GOODS/EQUIPMENT FOR USE BY DPMU OFFICE From May 2007 to Sep 2008 Based on the requirement and as part of equipping DPMU office with necessary furniture and items for use of Functional Heads, certain goods and equipment were acquired. The details of various goods/equipment acquired are enclosed as: Sl. No Item Amount 1 Computer-Hardware/Software HP laser Printer 9, FURNITURE & FIXTURES Steal Almirah 1 Iron Seats/chairs for visitors Pedestal Fans 2 Digital Camaras - 16 Total 4,400 7,800 3,500 1,26,500 1,42, Printing and Stationery 44,612 51

53 Sl. No Item Amount 4. Telephone & Internet 2,23, Computer Consumables 1,15, Office Contingencies 1,88, Electrical Equipments 19,000 Grand Total 7,42, FINANCE STATEMENT SHOWING COMPONENT WISE FUNDS RELEASED AND EXPENDITURE FOR THE YEAR Component Releases During Expenditure for IHCB CIF PM SPD Total STATEMENT SHOWING COMPONENT WISE BUDGET EXPENDITURE SINCE INCEPCTION TO F.Y (upto ) Component Amount (Rs. In Lakhs) IHCB CIF PM SPD SPP 0.03 Total YEAR WISE COMPONENT WISE CIF EXPENDITURE (Rs. In lakhs) Sl Total Component No Expenditure 1 IGA , , SW SSI LAND DISABILITY TECHNICAL OVERHEADS TOTAL ,

54 Sl No YEAR WISE COMPONENT WISE EXPENDITURE Comp onent (Rs. In Lakhs) (upto Sep 08) Total 1 IHCB CIF , SPP SPD PM Total , , ADMINISTARTION Status of Sanctioned Vs Existing staff strength in DPMU as on Sl. No Position Sanct Existi ioned ng Name/s of the persons Balan ce Govt/ Contract 1 Project Director 1 1 Mr.K.Madhukar Babu 0 Govt Area Coordinators 6 0 Vacant 6 Contract District Project Managers 1 Health Nutrition & Disability 1 0 Vacant 1 Contract 2 Dairy 1 1 Dr. M. Bharath 1 Govt. 3 Marketing 1 1 Mr. K. Venkata Sai Prasad 0 Contract 4 Finance 1 1 B.Chander Naik 0 Govt 5 M&L 1 0 Vacant 1 6 DPM Accounts 1 1 P.Sandeep Kumar 0 Govt 7 DPM Lands 1 1 Mr. Kashinath Powar 0 Contract DPMU Staff position as on S. No. Cadre Existing Sanctioned Govt. Contract Balance 1 Project Director Addl. Project Director Area Coordinators District Project Manager

55 S. No. Cadre Existing Sanctioned Govt. Contract Balance 5 Sr. Accountants / Assistants Jr. Accountant Drivers Attender DRPs CC to PD CFMS Asst Accounts Asst Computer Asst Office Asst Sweeper/Night Watchman Total DPMU ORGANOGRAM Project DPM s (Program functions): Director - 1 Institutional Building & Micro finance - 1 Trainings - 1 Livelihoods - 1 Additional. Subprojects - 1 Project Gender - 1 Director - 1 Communication - 1 Health, Nutrition & Disability - 1 Assistant Non Timber Forest Project Products (NTFP) - 1 Manager (1 Livelihood per 2 Specialists - 4 mandals) Land (Asst.PD) - 1 DPMs (Core functions) Positions Finance/Accounts- indicated 2 are sanctioned positions Asst Administration PD Assistant - 1 Project Director DPM Monitoring District and Project Manager Evaluation 1 Support Staff Community Coordinator (3 per mandal) 54

56 15. DAIRY DEVELOPMENT Technology intervention (by IKP through Mandal Samakya and Village Organisations) for enhancement of Rural Livelihood (BMCU Concept) DISTRICT DAIRY PROFILE Nizamabad District is a compact district with human population of Lakhs with approximately 5.0 Lakhs of families. And the cattle population is 4.55 Lakhs. Broadly one family is possessing only one cattle. This ratio is very low when compared to other districts of this state. The Daily Milk Production is 4.08 Lac Litres and thus Per Capita Consumption is only 150 Grams per day as against ICMR standard of 250 Gms per day. Total Cattle in Milk are 1.65 Lakhs. 92% are Non Descript & 8% are Graded Murah & Crossbred cows. Handling capacity of APDDC, Nizambad is 30,000 Litres Per day & they are able to collect only 14,000 Litres per day. Only 10% of Milk produced is marketed by organized sector (APDDC) and 90% of Milk market is dominated by unorganized sector (Private vendors, Hotels, House to House sales). Rural women are getting exploited by unorganized sector and are getting very low remunerative price for milk i.e from Rs.6/- to Rs.10/-. Over all fodder availability is sufficient. There are 1.94 Lac BPL families in this district and most of them are in need to take up a sustainable Livelihood activity. Educated urban women today are self sufficient but uneducated rural women are still in search of a sustainable livelihood. Dairy activity is well suited for them to take up for their socio economic upliftment. Lack of awareness and assured milk marketing facilities with advanced technology has forced rural poor women to feel that diary activity is totally a non profitable business. Hence dairy development in this district could not take place up to the expectations. Taking into account all above facts, IKP, Nizamabad has decided to make technology intervention for enhancement of rural livelihood in Yellareddy area by involving Mandal Samakhya & 15 Village organizations. Reasons for taking up the Dairy Activity with Technology Intervention 1. Due to lack of assured market facilities, milk producers used to sell their milk at very low prices to 55

57 a. Local Vendors - Low price i.e. Rs. 6/- to 10/- per liter No regular purchase in all months b. Hotels of near by town - Low price i.e. Rs. 6/- to 10/- per liter Take deposits from milk producers. Time consuming so loss of labour c. House to house in near by towns. d. Milk Collections Centres wage. - Low price i.e. Rs. 6/- to 10/- per liter. Time consuming so loss of labour wage. - Garbar Method for fat testing. Tedious and lenthy process, low accuracy so. Low price i.e. Rs. 6/- to 10/- per litre. 2. No transparency and accuracy in milk testing. 3. Individual milk sample was not tested for fat %. 4. Lower prices leading to a. Minimal supply of milk to BMCU (280 liters per day). b. Supply of poor quality milk (mixing of water). So no clean milk concept. Average bulk fat % at BMCU %. c. Sent animals for grazing on community basis without caring for grazing facilities. d. Never thought of feeding concentrated feed and green fodder to increase the milk yield and fat %. e. Less attention towards animal health care leading to gradual reduction in population of milch animals. 5. Due to lack of assured milk market with advanced technology, total dairy activity was felt to be a non-profitable business. 6. Bankers discouraged dairy loans for want of assured milk market facilities. 7. SHG women were being exploited by local vendors, Money lenders and Middlemen. Technology intervention (by IKP through Mandal Samakya and Village Organisations) for enhancement of Rural Livelihood 1. Exposure visit to Addakula, Dist. Mahaboobnagar. 2. Survey in all villages of Yellareddy & Nagireddypet Mandals. 3. Selection of 15 villages to establish Milk Collection Centres. 4. Formation of Village Dairy Development Committees (VDDCs) constituting 11 SHG Women, who are Milk Producers. 5. Formation of Mandal Level Dairy Committee constituting 1 member from each VDDC. 56

58 6. Trainings to Mandal Level Dairy Committee member, VDDC member and Milk Producers from selected 15 villages. 7. Selection & Trainings to paid secretaries, Asst. Paid secretaries, Dairy Manager at Bulk Milk Cooling Unit (who are SHG women) on operating automatic milk collection unit. (AMCU) and book keeping. 8. Installation of AMCUs which include electronic fato meter, electronic weighing machine, SMART Card, Display boards etc. at 15 VDDCs. 9. Modernization with installation of AMCU and computerization of BMCU Yellareddy. 10. Reached agreement between APDDC Nizamabad and Mandal LevelDairy Committee Yellareddy with terms and conditions for taking over of BMCU Yellareddy, procurement and supply of milk by Village Organisation and Mandal Samakyas. 11. Started procuring milk in 15 VDDCs from and supplying to BMCU Yellareddy. 12. Collecting Milk from 15 VDDCs, measuring bulk fat %, SNF, Quantity of milk. Cooling of milk in cooling unit and supplying it to APDDC, Nizamabad at BMCU level. 13. Supply of concentrated feed (Vijaya Concentrated feed) through BMCU & VDDCs to milk producers. 14. Exposure visit & trainings to milk producers (SHG women) on Animal Management, Maintenance of VDDC & BMCU to Anand in Gujarath State. 15. Conducted trainings on Animal Management, clean Milk Production Purchase, Insurance, Animal Health Care, A.I. etc to 10,000 SHG women who have opted for Dairy loans through MCP throughout the district to make a profitable rent. Outcome of Technology intervention by IKP through V.Os & MS 1. Technology intervention has provided accurate, transparent, assured milk market in 15 villages of Yellareddy & Nagireddypet Mandals. 2. Now the milk producers are getting attractive price for their milk. 3. There is incremental benefit of Rs. 3/- to Rs. 10/- per litre on an average for milk producers. 4. BMCU capacity utilization has gone up. Within 90 days of takeover by Mandal Samakya Procurement has gone upto 1300 litre from 280 litres The peak collection was 1500 litres per day. 5. clean milk concept is achieved, average bulk fat % at BMCU has gone upto 7.2% from 5.6%. 6. More & more SHG members are taking up dairy activity no.of milk producers who supply milk to VDDCs has gone upto 604 from Milk animal population is gradually increasing in these villages on an average new animals are being added to every village either through SHG Bank Linkage or from their own funds. 57

59 8. SHG women understood feeding of concentrated feed & green fodder will increase milk production as well as fat %. They are demanding for supply of concentrated feed. 9. Since SHG women are getting rates for their milk, now they are consuming sufficient milk in their families. This woman & children are getting nutritious food. 10. Bankers are readily coming forward for sanctioning dairy loans in these villages. 11. SHG women, 15 Village Organizations, Mandal Samakya are getting additional income, as they have taken up this dairy activity with advanced technology. 12. There is improvement in Socio economic status & health status of SHG Women. 13. SHG Women became free from exploitation by Local vendors, Money Lenders and Middlemen. Activities taken up by DRDA-IKP, Nizamabad during for Dairy Development 1. Conducted workshop involving Animal Husbandry Department, APDDC and evolved action plan for Dairy Development during Conducted training (one day) to 10,000 SHG women who opted for Milch Animals Loans at Mandal level on Animal Management, Animal Health Care, Purchase of Milch Animals, Insurance, Fodder Development, Breed Improvement through Artificial Insemination etc. Trainings were given by Asst. Directors & Veterinary Asst. Surgeons of Animal Husbandry Department. 3. Conducted Paadi Panta Avagahana Sadassu s at Divisional Level at Rudrur, Nizamabad, Kamareddy with a view to motivate progressive farmers of this district to take up Dairy Acitivity Milch Animals were supplied through SHG Bank Linkage on Pavala Vaddi incentive to SHG women throughout the district as against the target of 5000 Milch Animals for the year BMCU Bichkunda & Banswada have been modernized, computerized and handed over to concerned Mandal samakhyas. 6. Village Milk collection centers have been established through V.Os in 67 New villages of 11 Mandals under Yellareddy, Bichkunda and Banswada BMCU s. 7. Dairy committees of Bichkunda & Banswada Mandal Samakhyas are trained and taken for exposure visit. 8. Village Dairy Development committees of 67 villages were sent for exposure visit and trained at Yellareddy. 9. Paid secretaries and Asst. Paid secretaries were sent for exposure visit and trained at Yellareddy. 58

60 10. BMCU Bichkunda has commenced its activities from and the Milk collection gone upto 700 liters per day within 60 days of take over as against 30 litres per day at the time of take over. Milk Collection has gone up to 2800 Ltrs per day during October 2007 with 23 VDDCs. 11. BMCU Banswada has started functioning from and Milk collection has gone up to 1940 Ltrs per day with 22 VDDCs. 12. One LA(Dairy), 3 Dairy Resource Persons have been appointed by Zilla Samakya, Nizamabad to carry out these activities successfully. 13. Fodder Seed, Fodder Slips, Cattle Feed, F&M Vaccine etc are being supplied to VDDC s as per the need and demand. 14. Fertility Camps are being organized in VDDC s by involving Animal Husbandry Department, APLDA in phased manner. Activities taken up by DRDA-IKP, Nizamabad during Establishment of BMCU s at 7 Mandals sanctioned under PM s package, CM s package and IDDP. 2. Modernization, Computerisation and hand over of 7 BMCU s to concerned Mandal Samakhyas. 3. Establishment of 140 village Milk collection centers by supplying AMCU s through concerned village organizations. 4. Bringing 7,000 SHG women under organized sector for Milk marketing as to enable them to get assured, transparent, accurate marketing facility thereby getting incremental rates. 5. Trainings & Exposure visits to all mandal level Dairy committees and V.O level Dairy committees. 6. Supply of 2,000 Milch Animals through PM s package, CM s package, Pavala Vaddi (Bank Linkage), Rajiv Yuva Shakti, SC Corporation, Watershed funds B.C action plan, PMRY & CIF Loans etc., 10. Appointment of (5) Dairy L.As and (19) Dairy resource Persons by Zilla Samakya. 11. Supply of cattle Feed, Mineral Mixture, veterinary medicines, vaccines, fodder seeds, fodder slips through BMCU s and VDDC s to all Milk producers (SHG women) Action Plan Establishment of 12 balance BMCU s of state Action Plan and hand over to the concerned Mandal Samakhya s. 2. Establishment of 260 Villages milk collection centers by supplying AMCU s through village organizations. 3. Fodder Development 10 Acres per every VDDC Village. 4. Supply of milch 50 animals per each VDDC village. 59

61 Action Plan for 2009 to Establishment of BMCUs in all the mandals managed by the concerned Mandal Samakhya s. 2. Establishment of Villages milk collection centers in balance (524) villages by supplying AMCU s through village organizations. 3. Fodder Development 10 Acres per every VDDC Village. 4. Supply of milch 50 animals per each VDDC village. 5. Increase of daily milk production from 2.50 liters to 6.00 lakh liters. 6. Increase of milk chilling capacity from 20,000 liters per day to 2.00 lakh liters per day. 7. Increase of milk selling in organized sector from 20,000 liters to 2.00 lakh liters. 60

62 SL. No Name of the BMCU BMCU s taken over by Mandal Samakyas before State Action Plan (Mukyamanthri Ksheera Kranthi Pathakam) Name of the Mandal Date of commenc ement Tank Capacity (Ltrs) No.of VDDC s Present Milk Collection (LPD) 1 Yellareddy Yellareddy Bichkunda Bichkunda Banswada Banswada Total BMCU s commenced under State Action Plan Kisannagar Balkonda Kotagiri Kotagiri Basheeraba Kammarpally d 8 4 Dharpally Dharpally Bodhan Bodhan Velpugonda Machareddy Sirikonda Sirikonda Total Grand Total BMCU s to be commenced by end of November Morthad lit 2. Velpur lit BMCU s to be commenced by end of January Gandhari lit 2. Nandipet lit 3. Lingampet lit BMCU s to be commenced after January Birkur 2. Navipet 3. Pitlam 4. Renjal 5. Madnoor 6. Armoor 7. Varni 61

63 Abstract : No.of BMCU s through District Funds - 03 No.of BMCU s sanctioned under State Action Plan No.of BMCU s proposed under for State Action Plan Total - 26 No.of BMCU s already commissioned - 10 No. of BMCUs to be commissioned under State Action Plan No. of BMCUs to be commissioned under State Action Plan Total - 26 About Scheme 16. INDIRA JIVITHA BEEMA PATHAKAMU (AAM AADMI BEEMA YOJANA) Indira Jeevitha Bima Pathakam - AABY..a Group Insurance Scheme for the benefit of Rural Landless Agricultural Laborers through Life Insurance Corporation of India. In a rural landless household, when every day living is a struggle, it is difficult to face life with a smile. And it becomes even more difficult when the future of the landless labour family is uncertain. It is a overwhelming Social Security Measure for 1.50 lakh landless agricultural laborers in the Nizamabd district w.e.f Nodal Agencies : There shall be two levels of Nodal Agencies to administer the scheme. At State level, the Society for Elimination of Rural Poverty, SERP, an autonomous body chaired by the Chief Minister of Andhra Pradesh, under the Department of Rural Development for overall facilitation, monitoring and evaluation of the Scheme. And at district level Zilla Samakhya at each district shall function as implementation agency for overall management of the Scheme Features : Eligibility Age Group Premium Nodal Agency Rural Landless Households years Rs.200/- per member. 50% by Central Government and remaining 50% by State Government State Government Benifits : Natural Death Accidental Death Total permanent disability Rs.30,000/- Rs.75,000/- Rs.75,000/- (loss of two eyes or two limbs or loss 62

64 Partial permanent disability Scholarships of one eye and one limb in accident) Rs.37,500/- (loss of one eye or one limb in an accident) Two children of the beneficiaries studying in 9th to 12th Standard will get Rs.300/- per quarter per child This Scheme would extend the benefit of life insurance coverage as well as coverage of partial and permanent disability to the head of the family or an earning member of the family of rural landless households in the States and also educational assistance to their children studying from 9th to 12th standard as an extended benefit Policy Bond: Zilla Samakhya will hand over the individual Policy bonds to the all enrolled members during the Prajapatham Programme from 9th April, 2008 onwards. The Bond carries the members particulars as well as scheme particulars and Call Centre Phone Number Statistics of Aam Aadmi Bheema Yojana in Nizamabad District Total Enrollment of Dist 87,677 Total Deaths Reported as on Date 486 (436 Normal 50 Accidental) Part Payment of Rs.5000/- Paid 484 No. of claims received 431 No. of claims uploaded to LIC of India 416 No. of claims settled 199 Claims process and settlement mechanism at a glance Claim village Payment of Solatium in the Claim village to the nominee Phone Rs.5000/- Call Centre located in ZS Phone Visit ATM Bima Mithra & One Committee Member Area Committee member completes claim documentation and sends to Call Center wherein the documents are processed and send then electronically to LIC 63

65 Call Centre A fully equipped Call Centre has been established in the premises of DRDA which will give 24 hours service to the insured members. The call centre has been facilitated with the following equipment and staff. - Computer, Scanner-8270, Laserjet Printer, Broad Bank Internet Connection - 1-Technical Incharge, 1-Operator, 1-Accountant Who is Bima Mithra? Bima Mithra is a Community Resource Persons (CRP) who is trained to provide timely and quality services to the insured families. She is provided with a cell phone, a Bank Account with ATM Card facility. An advance of Rs.10,000/- is ensured by the Zilla Samakhya (Call Centre) round the clock to pay to the bereaved nominees as soon as she gets a call from the call center. When she gets a call, she will inform the respective Mandal Samakhya Sub-committee member to accompany her to the village so as to facilitate the VO representative to obtain the required. She is paid an amount of Rs.100/- for each claim settlement and actual TA along with Sub-Committee members. As soon as an insured members expires, their family members or the representatives of Village Organization informs at the Call Center. The Operator at the Call Center verifies in the records, confirms the death by calling back to the Village. Then the Operator directs the respective Bima Mithra to visit the family the deceased. Bima Mithra goes to the bereaved family with in 2 to 3hours and upon confirmation of death, as per eligibility criteria she will pay the bereaved nominee an amount of Rs.5000/- as solatium to meet the exigencies. The entire process of visiting the bereaved family with immediate partial financial assistance shall be completed within 24 hours of the demise of an insured member. Bima Mithra shall fills up the claim cum discharge form and gets the required signatures. Then she will informs the family members to obtain death certificates and age proof certificates. o Bima Mithra shall call back to Call Center about the compliance. o As soon as the documents are received, Bima Mithra sends the documents by post/courier to Call Center. At the call center the documents are verified, scanned and uploaded in the Web site /portal dedicated for this purpose through electronic mailing system. 64

66 LIC shall down load the documents at its satellite office set up for the first time in the entire country. LIC verifies and remits the sum amount to the ZS Bank Account through online system. Then ZS shall go to the bereaved nominees and makes the final claim settlement. Similarly, Scholarships are processed and paid to the insured families once in six months. Janasree Bima Yojana (JBY) Salient Features Eligibility: Exclusively for the Husbands of SHG women / Single women who are not covered under AABY and who are under the age group of 18 to 59 years. Premium: The total premium is Rs.150/- of which 50% is Govt. subsidy i.e Govt pays Rs.75/- and the enrolled / insured member pays Rs.75/- Service Charges: Rs.10/- shall be collected by ZS towards service charges from each insured member. Note: Premium ( 75/-) + Service Charges (10/-) Rs.85/- shall be the total cost for JBY for each members Benefits For Natural Death: : Rs. 30,000/- For Accidental Death : Rs. 75,000/- For Total Permanent Disability : Rs.75,000/- For Total Partial Disability : Rs. 37,500/- And Scholarships for two children who are studying between 9th to 12 standard including Rs.100/- per month per each child which shall be paid once in six month. Other Group Insurance (OGI) Salient Features Eligibility: Exclusively for SHG women who are not covered under AABY or JBY and who are under the age group of 18 to 59 year. Premium: The total Premium for each SHG members amounts to Rs.135/- which includes Rs.125/- for OGI of LIC and Rs.10/- for GI of United India Insurance Company Ltd. (There is no subsidy from Govt as Govt gives subsidy for only one scheme for One Family. ) Service Charges: Rs.10/- shall be collected by ZS towards service charges from each insured member. Benefits: For Natural Death : Rs. 25,000/- For Accidental Death : Rs. 75,000/- 65

67 For Total Permanent Disability : Rs.75,000/- For Total Partial Disability : Rs.37,500/- (There is no scholarship benefit for the children under this Scheme) The details of coverage of SHG members under various insurance schemes are shown below. SNo Description AABY JBY OGI 1 Premium - 75/- 158/- 2 Members covered 87,677 1,94,812 1,73,081 Risk Benefits 3 Normal Death 30,000/- 30,000/- 30,000/- 4 Accidental Death 75,000/- 75,000/- 80,000/- 5 Total Disablement 75,000/- 75,000/- 50,000/- 6 Partial Disablement 37,500/- 37,000/- 25,000/- CLAIMS 7 No. of Claims Received Rs.5000/- paid clams No. of Claims Settled Total Members Covered under various Insurance Schemes 4,55,570 66

68 BEST PRACTICE HEALTH, NUTRITION & DISABILITY 1. Title: Cleft Lip, Polio Surgeries, Condom Boxes Placement in all GP s. 2. Introduction: In the District persons suffering from Cleft lip and Palate Deformities and affected by Polio were facing a lot of discrimination, psychological set backs as well as deprived of social gatherings. The spread of HIV-AIDS epidemic is also rampant in the District which needed efforts from all sectors to contain, curtail the spread 3. How it was conceived and evolved to the present stage? With the experience of doing these activities working in the NGO I previously worked, I approached the same Institutions at Hyderabad which rendered free services for surgically correcting the Cleft Lip and Palate deformities and with the guidance of the SERP Team Disability Unit the free Polio surgeries were planned. With the coordinated efforts of all the line departments like Medical and Health, DLO, ICDS, DRDA-IKP it was planned to place Condom Boxes in all the Gram Panchayaths of the District. 4. Narration of the activity process being followed Initially screening camps were organized at the Divisional level in which the eligible persons with Deformities were short listed and counseled. Pamphlets and Information through the Set conference was the mode of disseminating information on the Camps. With the coordinated efforts of the Medical and health personnel the incidence and severity of HIV Positive, vulnerable areas were identified and the need for providing the Condom Boxes was sensitized to the community. 5. Progress / statistics 65 Persons with Cleft Lip and Palate deformities were surgically corrected and 124 persons were operated in the camp conducted at Nizamabad. Placed 2268 Condom Boxes in all the villages of the District. 6. Impact on poverty reduction / improvement in the quality of life direct and indirect benefits to the community The quality of life and the confidence levels of the persons who are surgically corrected have increased enormously. The socializing element has taken a boost with the interventions in their lives. The 67

69 family members, neighbors, friends are over joyed at the change in their kith and kins lives which they thought was beyond their reach personally and financially. 7. The report should contain answers to the following questions How the practice is self replicating? Having come to know the accessible institutions and the methodology followed in availing services, this approach can foster many to come forward to utilize the services. How it is self-sustaining? This is a one time intervention which entirely changes an individuals appearance, functioning, boosts up the morale, confidence of socializing and mingling with peers and everyone in the society. How it is developing the Institutional Building Process? Community and VO as a whole has been motivated to visit the persons who underwent surgeries as well as support the patients from POP, POOR families towards travel, medicines etc. The community also joined hands in combating the HIV-AIDS epidemic through How it helps in the Knowledge development of the community? Accessing such services will automatically builds up the knowledge of the community as a whole. The family benefiting from such interventions can be a model for the others who are deprived or who have a pessimistic attitude. 8. Photos of the activity 68

70 GUPPEDU BIYYAM (A fistful of Rice) Introduction: DRDA-IKP has jointly promoted SHGs across Nizamabad district. In the district it has been sporadically reported the occurrence of farmers suicidal deaths in certain mandals. The field reports stated that the suicidal deaths of farmers have been made the farmers families more particularly women and children vulnerable and dependents. A part from this the village organizations identified some destitutes and orphans who are abandoned by their children or who have been rendered homeless due to dire poverty and who are unable to earn and prepare food for themselves on account of ripe /old age. Guppedu Biyyam is a voluntary intervention of the SHG members to contribute a fistful of rice (Guppedu Biyyam) once in a month i.e during their monthly meetings to donate for the sake of the destitutes in their village. How it was conceived and evolved to the present stage? In the district, some of the Village Organizations from Machareddy and Nagireddypet mandals who have the philanthropic ideas have initiated the process of collecting rice from their members and distribute among the distituteds and orphans. Later, the programme had spread over entire district in all Mandals. The DPMU after having a detailed discussion with the District collector on the modalities of combating this social evil has taken decision to educate the SHG members to undertake the charity activity of providing food for the needy destitutes in their village by affording a fistful of rice. Narration of the activity process being followed The charity intervention of Guppedu Biyyam has it that every VO has to facilitate / educate it SHGs (members) to collect a fistful of rice as they attend monthly meetings. Some VOs have even went ahead to collect one fistful of rice one rupee each for purchase of vegetables and other ingredients for preparation of the food for the destitutes. The objective of this intervention is that all the SHGs have to ensure that 69

71 no body who ever may be the person in their village shall suffer with out food. The field functionaries have been facilitating the SHG members on these charity line and most of the SHGs have come forward to actively engage themselves in this collective spiritual activity of humanity. The collected rice is being distributed to the persons who are able to cook for themselves. And the food is got prepared by the SHG members or Anganwadi workers who are engaged to cook midday meal for the school children. They are ensured two square-meals per day. I KG is going to institutionalize the process by providing the Containers and further safety nets for proper use of the rice collected and to ensure the sustenance of the intervention 9. Progress / statistics No. of VOs undertaken the intervention Quantity of Rice Collected No. of Destitutes benefited by the intervention Qtls 2692 The intervention is further being implemented in all the VOs in the district wherever the prevalence of such destitutes is more. Impact on poverty reduction / improvement in the quality life direct and indirect benefits to the community The impact of the intervention is that people have the conviction that the SHG movement is for the betterment of not only the SHG member, but also for the welfare of the needy people in their community. Though it does not help the destitutes to come out of poverty, it is an interim relief from hunger and it may give any chance to improve their health conditions and give a scope to think of doing any activity by themselves. The intervention is also in tune with the Government of Andhra Pradesh s efforts to address the rural distress and SHGs role in the address in the farmers suicides. 70

72 The Chief Minister during his visit to the district in the village called Gandimasanipet of Yellareddy mandal as a part of Prajapatham Programme has appreciated and commended the SHG women of their selfless services in this regard. How the practice is self replicating? The intervention has been proved to be replicating, since it has been stated only in 6 VOs in Manchareddy and Nagireddypet mandals initially. Now it has been spread in almost all mandals in the District to the extent of 502 Vos How it is self-sustaining? By institutionalizing the intervention is going to be sustained. For this the Project has to provide the cost of Containers and involve not only SHG members but the entire well to do in the village to contribute in cash or kind. The Project needs to intensify the PDS and RCL intervention so as to enable the poor SHG members to afford to contribute a fistful of rice and so on. How it is developing Social Capital? For constant monitoring and facilitation of the intervention requires the need of social capital. The intervention involves and strengthens the existing Community Activists System. How it is developing the Institutional Building Process? The intervention of Guppedu Biyyam has created a sense of belongingness and oneness among the SHG women to embrace the needy and destitutes in the village. It has fostered and nurtured the SHGs of their institutional relationship and encourages the left over poor to come to the SHG fold. 71

73 Best Practice NON-TIMBER FOREST PRODUCE (NTFP) 1. Best Practices adopted in collection and Marketing of Neem fruit, through VOs in Nizamabad District. 2. Introduction: - Neem fruit is abundantly available in all parts of the district. But due to lack of awareness on collection and marketing the commodity was totally neglected and was naturally disposed off. How ever in certain pockets of the District the practice of collection of Neem fruit is in Vogue. But the practice was not on scientific lines and the quality was also very poor due to presence of high moisture and foreign matter. Because of the improper collection practice. In view of the server drought conditions the poor people used to migrate to other places in search of livelihoods. At this juncture over intervention in collection and marketing of Neem fruit helped many poor families in getting their Livelihoods and prevented migrations. 3. Botanist were positioned in potential places of the District to create awareness among the community. They have oriented and assessed the potentiality of the commodities and created awareness among community. They have trained the village originations as well as the community collection methods post harvesting methods, storage and created awareness on getting livelihood out of collection and marketing of this commodity. This process was well conceived by the community and the present situation of Neem Marketing has evolved. 4. The Mandal Samakyas the help of the Botanist have identified the potential areas where the availability of Neem is more. The Potential were identified and oriented on marketing activity. Necessary Financial Assistance was provided by the Project through CIF Subsequently the VOs have processed the required physical infrastructure like moisture meter weighing scales, tarpanlins etc to take up the activity poor families of their village for collection. The VOs mobilized the poor families of their village for collection selling it to the VOs and there by getting their livelihood. The Commodity was provided through VOs and making prompt payment to the collectors. Regular market study was being made by the DPMU and suitable suggestions were being given to the VOs in marketing the Commodity. The DPMU has initiated a dialogue with VO represent activates and Buyers to decide a better price in the market. During the dialogue the traders expressed the quality and grading parameters to the community representatives and insisted for quality production and the terms and conditions of lighting of the commodity by the trader form 72

74 The community were evolved. In Accordance with above form and condition the Commodity was listed by the traders and payments were made to the VOs. 5. Progress. 1 Total No.of VOs involved in Neem 127 Procurement 2 Total Quantity Procured 10,000 Qtls 3 Purchase Value Rs.1750,000 4 Quantity sold 9600 Qtls 5 Sale Value Rs.28,80,000 6 Gross profit made by the VO Rs.11,30,000 7 Net profit gain by the VOs Rs.8,01,000 8 No.of Families benefited No.of additional wages days created 17, Impact: - This activity mainly aims at Poverty reduction. The Poor families which are in poverty on account of lack of better livelihoods are accessed to this activity. Mostly the poor families are involved in collection of Neem fruit and earn subsidiary income through selling the commodity the VO interventions have helped in avoiding the middlemen where by better process were ensured to their commodity and good returns were ensured At some instances the community could get enhanced income when compose to regular wages prevailing in the Village. Families devoid of livelihood age able to get considerable incomes and thereby the quality of life is enhanced. Their purchasing capacities were increased and they are able to take better nutrition food when composed to earlier situation. Direct Benefits:- Community is getting regular income through collections & selling of Neem fruit. Through the Project interventions the purchase value of Neem has gone up to Rs.2.00 from earlier 0.50 paise per kg. The collections could sell their commodity in the Village it self instead of going to distant places. The Mal practices in Wightmans have been eradicated and the payments are made immediately An amount of Rs.1.Lakhs (Rs.10/- Quintals) they rural hamils could earn about Rs.10/- per Qtl. 73

75 Indirect Benefits: The VO could earn considerable profits through this intervention They VOs have gained better experience in and acquired new skills. The community was exposed to improved practices in collection post harvesting, storage and value addition in Neem marketing. A desirable pro-active usage of Neem fruit was ensured duly converting Neem fruit in to organic Manure and pesticide. It has helped in preventing migrations during lean seasons. How the Practice in Self replicating: Initially only few people started collection of Neem fruit and earned the incomes. Gradually the concept has disseminated among the community and it was scaled up. The practices was live witness to he other poor people and the benefits were very tangable and it could replicate by it self. How it is self sustaining: The required infrastructure is mostly owned by the VOs and the procurement centres are always available to the collectors. The poor people gained confidence in VOs because of their promptness, transparency and good accounting procedures which they have adopted. The important factor is being the payment of bonus to the collectors out of the net profits realized by the VOs. How it is developing it IB process: This process enables the VOs to view at the resources available in the villages, to assess the potentiality of commodities. It also enables to visualize various alternative livelihood opportunities of poor people by collection and marketing the commodities. The members have made access to the services of the VO and poor developed faith. It has helped in organizing the theleft over poor n to groups. The group dynamics have been strengthened through this activity. Better book keeping practices have been developmed. The accountability of the VO and their social responsibility towards community is increased. How it helps in the knowledge development of the community. Community could gain better knowledge of available resources their potentiality and acquired skills in the marketing process the VOs gained knowledge on processing of Collection, Value addition storage and marketing interventions. The community as well as the VO members gained knowledge on better marketing prices and avenue. 74

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77 Best Practice VIDYA NIDHI (Contribution of Re.1 from each SHG Member) The Self Help Group approach has now received wide acceptance as an effective strategy for empowerment of vulnerable sections of society representing economically, socially, and physically challenged human groups such as unemployed youth, women, and weaker sections. Promotion and strengthening of SHGs among target beneficiaries has become an integral prerequisite in community development and self-employment programmes. SHGs discussing not only their own group activities but also all the social issues of their area. With the same spirit the apex body of SHGs at district level has taken a decision to collect one rupee from all the members of SHGs in the district. All the group members have contributed one rupee voluntarily as such ao total of Rs.3.50 lakhs has been accumulated in the district. The amount has been remitted to the Collectors Fund to utilize the same to assist the poorest of the poor students for their higher studies like Engineering, Medicine, MBA, MCA and other technical courses. 76

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79 VIDYA NIDHI PHOTOS 78