(1) NATIONAL RURAL LIVELYHOOD MISSION:

National Rural Livelihood Mission (NRLM) is a poverty alleviation project implemented by Ministry of Rural Development, Government of India. This scheme is focused on promoting self-employment and organization of rural poor. The basic idea behind this programme is to organize the poor into SHG (Self Help Groups) groups and make them capable for self-employment. In 1999 after restructuring Integrated Rural Development Programme(IRDP), Ministry of Rural Development (MoRD) launched Swarnajayanti Grameen Swarojgar Yojana (SGSY) to focus on promoting self-employment among rural poor. SGSY is now remodeled to form NRLM thereby plugging the shortfalls of SGSY programme.[1] This scheme was launched in 2011 with a budget of $ 5.1 billion and is one of the flagship programmes of Ministry of Rural Development. This is one of the world's largest initiatives to improve the livelihood of poor. This programme is supported by World Bank with a credit of $1 Billion.

Mission, Principles & Values[edit]

The core belief of National Rural Livelihood Mission (NRLM) is that the poor have innate capabilities and a strong desire to come out of poverty. They are entrepreneurial, an essential coping mechanism to survive under conditions of poverty. The challenge is to unleash their capabilities to generate meaningful livelihoods and enable them to come out of poverty.

Mission[edit]

“To reduce poverty by enabling the poor households to access gainful self- employment and skilled wage employment opportunities resulting in appreciable improvement in their livelihoods on a sustainable basis, through building strong and sustainable grassroots institutions of the poor.”[1]

Guiding Principles[1][edit]

Poor have a strong desire to come out of poverty, and they have innate capabilities .

An external dedicated and sensitive support structure is required to induce the social mobilization, institution building and empowerment process.

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Facilitating knowledge dissemination, skill building, access to credit, access to marketing, and access to other livelihoods services enables them to enjoy a portfolio of sustainable livelihoods.

Values[edit]

The core values which guide all the activities under NRLM are as follows:[1]

Inclusion of the poorest, and meaningful role to the poorest in all the processes Transparency and accountability of all processes and institutions. Ownership and key role of the poor and their institutions in all stages – planning,

implementation, and, monitoring Community self-reliance and self-dependence

Approach[edit]

In order to build, support and sustain livelihood of the poor, NRLM will harness their capability and complement them with capacities (information, knowledge, skill, tools, finance and collectivization), so that the poor can deal with the external world. NRLM works on three pillars – enhancing and expanding existing livelihoods options of the poor; building skills for the job market outside; and nurturing self-employed and entrepreneurs.

Dedicated support structures build and strengthen the institutional platforms of the poor. These platforms, with the support of their built-up human and social capital, offer a variety of livelihoods services to their members across the value-chains of key products and services of the poor. These services include financial and capital services, production and productivity enhancement services that include technology, knowledge, skills and inputs, market linkages etc. The interested rural BPLyouth would be offered skill development after counseling and matching the aptitude with the job requirements, and placed in jobs that are remunerative. Self-employed and entrepreneurial oriented poor would be provided skills and financial linkages and nurtured to establish and grow with micro-enterprises for products and services in demand. These platforms also offer space for convergence and partnerships with a variety of stakeholders, by building an enabling environment for poor to access their rights and entitlements, public services and innovations. The aggregation of the poor, through their institutions, reduces transaction costs to the individual members, makes their livelihoods more viable and accelerates their journey out of poverty.

NRLM will be implemented in a mission mode. This enables:

(a) shift from the present allocation based strategy to a demand driven strategy, enabling the states to formulate their own livelihoods-based poverty reduction action plans.

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(b) focus on targets, outcomes and time bound delivery.

(c) continuous capacity building, imparting requisite skills and creating linkages with livelihoods opportunities for the poor, including those emerging in the organized sector.

(d) monitoring against targets of poverty outcomes.

As NRLM follows a demand driven strategy, the States have the flexibility to develop their own livelihoods-based perspective plans and annual action plans for poverty reduction. The overall plans would be within the allocation for the state based on inter-se poverty ratios.

The second dimension of demand driven strategy implies that the ultimate objective is that the poor will drive the agenda, through participatory planning at grassroots level, implementation of their own plans, reviewing and generating further plans based on their experiences. The plans will not only be demand driven, they will also be dynamic.[1]

Criticism[edit]

NRLM is one of the major programme run by Ministry of Rural Development (MoRD). But it has some serious shortcomings.[3]

1. NRLM plans to generate livelihood and provision of other rural services through SHG groups. But making it mandatory to be a part of SHG for access to various services may exclude some people from this system. Not everyone in rural area may be a member of SHG group and not everyone would like to be a member of such group. Some people may like to form other aggregation mechanism or would like to start up new livelihood individually. So if the government make it mandatory to be part of SHG as a means to access various service, the process will get corrupted and exploitative.For example, in Tamil Nadu a new group of money lenders (Micro Finance agents) have been formed who act as the intermediary between SHG groups and banks. Through the nexus between banks and micro finance agents, banks try to achieve their targets for financial inclusion, loan payment etc. These agents receive commission from the SHG groups. In order to achieve the targets the banks have given loans arbitrarily to the SHG groups via micro finance agents. These kinds of loans are not used in creation of income generating activity and so there will be default in loan repayment. After this the poor SHG members will be targeted by banks for loan repayment. So it is important to check the misuse of this scheme at the ground level.

2. There are lot of cases were SHG have been disintegrated or taken over by elites among the poor. The highhandedness of elites in the group should be checked otherwise the poor will be alienated. So it will be better that NRLM focus on household as primary target of the programme.

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3. Rural economy is very diverse, many segments are there within the rural low income group and also across broader rural economy. So it is important that a range of services are provided to different group as per their need and necessity. For this the scheme should be very flexible even at the village level.

4. NRLM has not given serious attention to value added agriculture and rural MSMEs (Micro, small and medium enterprises) – which, according to the experience of most the countries play an important role in enabling and sustaining inclusive growth in rural areas. MSMEs are the growth engines of emerging and developing economies and they need targeted intervention. One thing that NRLM can focus on is developing vibrant ecosystem for agro MSMEs.

5. Strategy of NRLM is very broad and sweeping. So instead of attempting to do a whole lot of thing NRLM can focus on areas that could bring impact livelihoods of large number of rural people.

6. The design of NRLM looks far too academic and as top down approach. This is the main reason for the failure of earlier projects like IRDP and SGSY.

7. Prof. Malcolm Harper notes three aspects with regard to using SHG groups:'1) Groups take time, lots of it, and we have always said that poor women are very busy. 2) Groups tend to exclude individualist (sometimes they are called as entrepreneurs) who dare to be different, to do mad things like starting new types of businesses, which may even create jobs for others. 3) Men are generally bad at working in groups, and they take bigger risk and are less reliable than women, but when they do succeed they tend to create more jobs than women do, for the vast majority who prefer to employed than to be self-employed.'[2]

8. In Andhra Pradesh (Indira Kranti Pathaam) and Kerala (Kudumbashree) the experiment with mass SHG programme has shown positive results, the same need not happen in other states. In these two states the programmes were led and supported by brilliant and committed officers and they had long tenure in that organisation/position. The same cannot be expected in all states.[2]

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( 2 ) RASHTRIYA SWASTHYA BIMA YOJANA:Rashtriya Swasthya Bima Yojana (RSBY, literally "National Health Insurance Programme",[1] Hindi: राष्ट्रीय स्वास्थ्य बीमा योजना) is a government-run health insurance scheme for the Indian poor. It provides for cashless insurance for hospitalisation in public as well as private hospitals. The scheme started enrolling on April 1, 2008 and has been implemented in 25 states of India.[2] A total of 36 million families have been enrolled as of February 2014.[3] The RSBY is a project under the Ministry of Labour and Employment.[4]

Every "below poverty line" (BPL) family holding a yellow ration card pays   30 (less than US$0.7) registration fee to get abiometric-enabled smart card containing their fingerprints and photographs.[1] This enables them to receive inpatient medical care of up to   30,000 (approx US$670 as of March 2011) per family per year in any of the empanelled hospitals. Pre-existing illnesses are covered from day one, for head of household, spouse and up to three dependent children or parents.[2]

In the Union Budget for 2012-13, the government made a total allocation of   1096.7 crore towards RSBY. Although meant to cover the entire BPL population,(about 37.2 per cent of the total Indian population according to the Tendulkar committee estimates) it had enrolled only around 10 per cent of the Indian population by March 31, 2011. Also, it is expected to cost the exchequer at least  3,350 crore a year to cover the entire BPL population.[5]

The scheme has won plaudits from the World Bank, the UN and the ILO as one of the world's best health insurance schemes. Germany has shown interest in adopting the smart card based model for revamping its own social security system, the oldest in the world, by replacing its current, expensive, system of voucher based benefits for 2.5 million children[citation needed]. The Indo-German Social Security Programme, created as part of a co-operation pact between the two countries is guiding this collaboration.[6]

One of the big changes that this scheme entails is bringing investments to unserved areas. Most private investments in healthcare in India have been focused on tertiary or specialized care in urban areas. However, with RSBY coming in, the scenario is changing. New age companies like Glocal Healthcare Systems, a company based out of Kolkata and funded by Tier I Capital Funds like Sequoia Capital and Elevar Equity are setting up State of Art Hospitals in Semi Urban - rural settings. This trend can create the infrastructure that India's healthcare system desperately needs.[7]

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( 3 ) Livestock Insurance Scheme:GOVERNMENT OF INDIA

MINISTRY OF AGRICULTUREDEPARTMENT OF ANIMAL HUSBANDRY, DAIRYING &

FISHERIES Livestock Insurance Scheme                   The Livestock Insurance Scheme, a centrally sponsored scheme, which was

implemented on a pilot basis during 2005-06 and 2006-07 of the 10 th Five Year Plan and

2007-08 of the 11th Five Year Plan in 100 selected districts. The scheme is being

implemented on a regular basis from 2008-09 in 100 newly selected districts of the

country.   Under the scheme, the crossbred and high yielding cattle and buffaloes are being

insured at maximum of their current market price. The premium of the insurance is

subsidized to the tune of 50%. The entire cost of the subsidy is being borne by the Central

Government. The benefit of subsidy is being provided to a maximum of 2 animals per

beneficiary for a policy of maximum of three years. The scheme is being implemented in

all states except Goa through the State Livestock Development Boards of respective

states.  The scheme is proposed to be extended to 100 old districts covered during pilot

period and more species of livestock including indigenous cattle, yak & mithun.

 

            The Livestock Insurance Scheme has been formulated with the twin objective of

providing protection mechanism to the farmers and cattle rearers against any eventual loss

of their animals due to death and to demonstrate the benefit of the insurance of livestock to

the people and popularize it with the ultimate goal of attaining qualitative improvement in

livestock and their products.

 Guidelines for Implementation of Livestock Insurance Scheme

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Livestock Sector is an important sector of national, especially rural economy. The supplemental income derived from rearing of livestock is a great source of support to the farmers facing uncertainties of crop production, apart from providing sustenance to poor and landless farmers.

2.         For promotion of the livestock sector, it has been felt that along with providing more effective steps for disease control and improvement of genetic quality of animals, a mechanism of assured protection to the farmers and cattle rearers needs to be devised against eventual losses of such animals. In this direction, the Government approved a new centrally sponsored scheme on Livestock Insurance which was implemented on pilot basis during the 10th Plan.   From 2008-09 onwards, the scheme is being implemented as a regular scheme in the100 newly selected districts till the end of 11 th Five Year Plan i.e. 2011-12.  The broad guidelines, subject to the plausible discretion of the Chief Executive Officers, to be followed by the States for implementing the scheme are detailed below:

 Implementing Agency

3.         Department of Animal Husbandry, Dairying & Fisheries is implementing the Centrally Sponsored Scheme of ‘National Project for Cattle and Buffalo Breeding (NPCBB) with the objective of bringing about genetic up-gradation of cattle and buffaloes by artificial insemination as well as acquisition of proven indigenous animals.NPCBB is implemented through State Implementing Agencies (SIAs) like State Livestock Development Boards. In order to bring about synergy between NPCBB and Livestock Insurance, the latter scheme will also be implemented through the SIAs. Almost all the states have opted for NPCBB.  In states which are not implementing NPCBB or where there are no SIAs, the livestock insurance scheme will be implemented through the State Animal Husbandry Departments.

Executive Authority4.         The Chief Executive Officer of the State Livestock Development Board will also be the executive authority for this scheme.  In those states where no such Boards are in place, the Director, Department of Animal Husbandry will be the Executive Authority of the scheme. The CEO will have to get the scheme implemented in various districts through the senior most officer of the Animal Husbandry Department in the district; the necessary instructions for this purpose will have to be issued by the State Government.  The Central funds for premium subsidy, payment of honorarium to the Veterinary Practitioners, awareness creation through Panchayats etc. will be placed with the S.I.A.  As Executive

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Authority of the scheme, the Chief Executive Officers will be responsible for execution, and monitoring of the scheme.  The main functions of the CEO will be:

(i)                 Managing the Central funds carefully and in accordance with instructions issued by the Department of Animal Husbandry, Dairying and Fisheries, Government of India.(ii)               Calling quotations from the insurance companies for implementing the scheme, carrying out negotiations with them and selecting suitable company (companies).(iii)             Signing the contract with the selected insurance company/companies.(iv)              Payment of subsidy premium to the Insurance Company (including advance, if any and its subsequent adjustment).(v)                Preparing district wise list of veterinary practitioners (Government /Private) and providing the same to the insurance company and also to concerned Panchayati Raj bodies.(vi)              Creating awareness among the general public as well as the officials whose services may be required for implementation of the scheme;(vii)            Carrying out field inspections and also facilitating field inspections by Central teams;(viii)          Release of funds to the District Officers in charge of the Department of Animal Husbandry for payment of honorarium to the Veterinary Practitioners. (ix)              Regular monitoring and preparation of reports for submission to the Central/State Governments.(x)                Such other functions necessarily required for efficient implementation of the scheme.The Principal Secretary/Secretary in-charge Animal Husbandry of the State Governments/Director of State Animal Husbandry Department will ensure availability of sufficient infrastructure in terms of manpower and other logistic support to the CEO/District level officer, needed for effective implementation of the scheme. (The exact name, designation, address of CEO/District Officer in-charge for Insurance work will be made available to Central Government and same will be prominently displayed on important places within the district and especially in the rural areas of the district. Any change in the name and designation of CEO will also be properly communicated to all concerned.)  For effective implementation and monitoring of the scheme, if states feel necessity, a district committee could be formed suitably involving the officers/organizations having interest in the field of Animal Husbandry. The Dairy

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Cooperative Societies, if interested, could also be involved and given responsibility of implementing the scheme wherever possible.

Districts in which the scheme will be implemented5.         The scheme is to be implemented on regular basis in 100 newly selected districts of the country. The scheme will be restricted to crossbred and high yielding cattle and buffaloes only.  The list of districts selected for this purpose is given in    Annexure-I.  The scheme is to be implemented in these districts only. Selection of Insurance Companies 6.         In order to get the maximum benefit in terms of competitive premium rates, easier procedures of issue of policy and settlement of claims, Chief Executive Officer will be empowered to decide upon the Insurance company(s) and the terms and conditions. While selecting Insurance Company, besides premium rates offered, their capacity to provide services, terms and conditions and service efficiency should also be taken in to account. The CEO will invite quotations in writing from those public and private general insurance companies having a fairly wide network in the state or a considerable part of the state. The CEO should select the Insurance Company/Companies after negotiating with the insurance companies for successful and efficient implementation of the scheme and popularizing the scheme amongst the livestock owners.  If any Insurance Company is offering cover for any type of disability in addition to death of the insured animal, such offer could be considered, however, no subsidy in the premium for such additional risk coverage will be provided. The entire cost of premium on account of the risk coverage other than death of the animal has to be borne by the beneficiaries.  As mentioned above, the CEO has to ensure that the premium rate agreed to is competitive.  Under no circumstances, the rate of premium should exceed 4.5% for annual policies and 12% for three year policies.  Normally, a single insurance company should be entrusted for insurance with the work in a district. However, for the purposes of encouraging competition and popularizing the scheme more than one insurance company may be allowed to operate in a district, if other terms and conditions are remaining same. Default in settlement of claim or any types of deficiency in services on part of Insurance Companies could be brought to the notice of the Insurance Regulatory and Development Authority which is a nodal authority in the country in this regard. Involvement of Veterinary practitioners7.         The active involvement of the veterinary practitioners at the village level is required for the successful implementation of the scheme.  They are to be associated with the work

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of identification and examination of the animals to be covered under the scheme, determination of their market price, tagging of the insured animals and finally issuing veterinary certificates as and when a claim is made. Besides, being in touch with the farmers and cattle-rearers, they may also help in promoting and popularizing the scheme. As far as possible, only the veterinary practitioners working with the state government may be involved.  Private veterinary practitioners who are registered with Veterinary Council of India may be involved only if Government veterinary practitioners are not available.  A list of such veterinary practitioners will be prepared for every district by the district officer of the Department of Animal Husbandry. The list of veterinary practitioners will be made available with the insurance company selected for the district as well as to the concerned Panchayati Raj bodies. Commencement of Insurance policy cover and adjustment of premium subsidy8.      In order to generate confidence among the cattle owners about the efficacy of the scheme, it is important that the policy cover should take effect once the basic formalities like identification of animal, its examination by the veterinary practitioner, assessment of its value and its tagging along with payment of 50% of the premium to the insurance company or its agent by the cattle owner.  The selected insurance company will have to agree to this.  However, it is possible that the insurance company may point out a provision in the Insurance Act that insurance cover can take effect only after the whole premium is paid in advance.  In order to take care of this problem, there could be an arrangement by which certain amount is paid in advance to the insurance company directly by the CEO.  This amount should not exceed 50% of the premium of the number of animals expected to be insured in a period of 3 months.  The insurance company, on its part, should issue instructions to their branches that as and when 50% of the premium is paid by the cattle owner, they should issue the policy by suitably adjusting the balance 50% from this advance.  The insurance company should prepare monthly statements of the policies issued indicating the assessed value of each animal and the Government share for each district duly countersigned by the district officer of the Animal Husbandry Department and submit to the CEO so that, that much amount can be recouped to the insurance company by the CEO.  Target of getting the number of animals insured in a three months period for payment of advance to the Insurance Company should be on realistic basis and recouping of the advance fund should be on the basis of subsequent progress made by the concerned insurance Company. 

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Animals to be covered under the scheme and selection of beneficiaries

9.         All those female cattle/ buffalo yielding at least 1500 litre of milk per lactation are to be considered high yielding and hence can be insured under the scheme for maximum of their current market value.  Animals covered under any other insurance scheme/plan scheme will not be covered under this scheme. Benefit of subsidy is to be restricted to two animals per beneficiary and is to be given for one time insurance of an animal up to a maximum period of three years. The farmers will have to be encouraged to go for a three-year policy which is likely to be more economical and useful for getting the real benefit of insurance on occurrence of natural calamities like flood and drought etc. However, if a livestock owner prefers to have an insurance policy for less than three years period for valid reasons, benefit of the subsidy under the scheme would be available to them also, with the restriction that no subsidy would be available for further extension of the policy. Field performance recorders of the NPCBB could also be involved for identification of beneficiaries. The Gram Panchayats will assist the Insurance Companies in identifying the beneficiaries.  Determination of market price of the animal10.       An animal will be insured for the maximum of its current market price. The market price of the animal to be insured will be assessed jointly by the beneficiary, authorized veterinary practitioner and the insurance agent. Identification of insured animal11.       The animal insured will have to be properly and uniquely identified at the time of insurance claim. The ear tagging should, therefore, be fool proof as far as possible. The traditional method of ear tagging or the recent technology of fixing microchips could be used at the time of taking the policy. The cost of fixing the identification mark will be borne by the Insurance companies and responsibility of its maintenance will lie on the concerned beneficiaries. The nature and quality of tagging materials will be mutually agreed by the beneficiaries and the Insurance Company. The Veterinary Practitioners may guide the beneficiaries about the need and importance of the tags fixed for settlement of their claim so that they take proper care for maintenance of the tags. Change of owner during the validity period of insurance12.       In case of sale of the animal or otherwise transfer of animal from one owner to other, before expiry of the Insurance Policy, the authority of beneficiary for the remaining

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period of policy will have to be transferred to the new owner. The modalities for transfer of livestock policy and fees and sale deed etc required for transfer, should be decided while entering into contract with the insurance company.   Settlement of Claims13.       The method of settlement of claim should be very simple and expeditious to avoid unnecessary hardship to the insured.  While entering into contract with the insurance company, the procedure to be adopted/documents needed for settlement of claim should be clearly spelt out. In case of claim becoming due, the payment of insured amount should be made within 15 days positively after submission of requisite documents. While insuring the animal, CEOs must ensure that clear cut procedures are put in place for settlement of claims and the required documents are listed and the same is made available to concerned beneficiaries along with the policy documents.

Effective monitoring of the scheme14.       In order to effectively implement the scheme, there is need of strict monitoring at different stages. The monitoring should be in terms of financial releases, number of animals insured and type of insurance.  Monitoring at the Central and State levels is extremely important.  CEO will be required to make special efforts for effective monitoring. Secretary in-charge Animal Husbandry in State Government/Director of state animal Husbandry will take periodic review of the implementation of the scheme. Payment of honorarium to the veterinary practitioners15.       The involvement of veterinary officer in the scheme is from beginning to end. His active interest and support is essential for success of the scheme. In view of this it is essential to provide some incentive to the veterinary practitioners to motivate them to carry out these activities wholeheartedly.  It has been decided to pay an honorarium of Rs.50/- per animal at the stage of insuring the animal and Rs. 100/- per animal at the stage of issuing veterinary certificate (including conducting post-mortem, if any) in case of any insurance claim. Central Government will provide the amount needed for payment of honorarium to the S.I.As.  The CEOs should ensure that Boards will pay to Veterinary Practitioners at end of each quarter depending on number of animals insured and veterinary certificates issued by them in that quarter.  

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Publicity  

16.       The scheme is new and people inclusive of the concerned officials are not much aware of the scheme. Therefore, public as well as the machinery involved in this have to be made aware of the scheme and benefits thereof. Pamphlets, posters, wall paintings, radio talks, TV clippings etc. will help in creating awareness among the farmers about the benefits of insuring their high yielding animals under the scheme. Publicity campaigns on special occasions like animal fairs etc. will also be taken up for wide publicity. The Panchayati Raj institutions will be involved in publicity in a big way. The task of disseminating information on the scheme and inviting farmers to offer their animals for identification for insurance will be entrusted to the Intermediate Panchayats. For this purpose the CEOs are empowered to provide assistance not exceeding Rs.5000/- for each intermediate Panchayat (in both cash and in the form of publicity material).

Commission to Insurance Agents

The active and dedicated involvement of insurance agent is most essential for efficient implementation of the scheme. The insurance company should be persuaded to pay at least 15% of the premium amount to the agent out of their premium income.  While entering into contract with the Insurance Company, this has to be ensured by the implementing agency. 

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( 4 ) BACHAT LAMP YOJANA:Bachat Lamp Yojana is a program by the government of India to reduce the cost of compact fluorescent lamps (CFLs, i.e., energy saving lights) sold to consumers.[1] Implemented through the Bureau of Energy Efficiency (BEE) in India's Ministry of Power, the program's goal is to deliver CFLs at the cost of normallightbulbs. The difference in cost will be covered by the sale of Certified Emission Rights under the Clean Development Mechanism of the Kyoto Protocol.[2]

Lighting accounts for almost 20% of the total electricity demand in the country. The majority of lighting needs in the country are met by incandescent bulbs, particularly in the household sector. Incandescent bulbs are extremely energy inefficient as over 90% of the electricity is converted into heat, and only up to 10% is used for lighting.

Compact Fluorescent Lamps (CFLs) provide an energy-efficient alternative to the incandescent lamp by using one-fifth as much electricity as an incandescent lamp to provide the same level of illumination. CFLs have almost completely penetrated the commercial market, and the sales of CFLs in India have grown from about 20 million in 2003 to around 200 million in 2008. Statistics by lighting association indicates that the penetration of CFLs in household sector is only about 5% - 10%. The relatively low penetration rate is largely due to the high price of the CFLs, which costs 8-10 times as much as incandescent bulbs.

It is estimated that about 400 million light points in India today are lighted by incandescent bulbs; their replacement by CFLs would lead to a reduction of over 10,000 MW in electricity demand.

The "Bachat Lamp Yojana" aims at the large scale replacement of incandescent bulbs in households by CFLs. It seeks to provide CFLs to households at the price similar to that of incandescent bulbs. It plans to utilize the Clean Development Mechanism (CDM) of the Kyoto Protocol to recover the cost differential between the market price of the CFLs and the price at which they are sold to households. The Bachat lamp yojana was launched in February 2009.

The Bachat Lamp Yojana is designed as a public-private partnership between the Government of India, private sector CFL suppliers and State level Electricity Distribution Companies (DISCOMs). The CFL suppliers would sell high quality CFLs to households at a price of Rs. 15 per CFL within a designated project area in a DISCOM region of operation. The CFL supplier will be chosen by the DISCOM through a due diligence process from a list of CFL suppliers empanelled by BEE. Under the scheme only 60 Watt and 100 Watt incandescent Lamps will be replaced with 11- 15 Watt and 20 - 25 Watt CFLs respectively. BEE will monitor the electricity savings in each project area.

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It is expected that around 50 lakh CFLs will be replaced in each DISCOM area. Maximum of four CF-Lamps will be distributed to every customer at the price of a normal bulb (i.e. Rs.15). The difference in CFL cost will be obtained by the implementing agency through CDM in the form of CER's.

( 5 ) KASTURBA GANDHI BALIKA VIDHALAYA YOJANA:The Kasturba Gandhi Balika Vidyalaya scheme was introduced by the Government of India in August 2004, then integrated in the Sarva Shiksha Abhiyanprogram, to provide educational facilities for girls belonging to Scheduled Castes, Scheduled Tribes, Other Backward Classes, minority communities and families below the poverty line in Educationally Backward Blocks.[1]

Objective

Gender disparities still persist in rural areas and among disadvantaged communities. Looking at enrolment trends, there remain significant gaps in the enrolment of girls at the elementary level

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as compared to boys, especially at the upper primary levels. The objective of KGBV is to ensure access and quality education to the girls of disadvantaged groups of society by setting up residential schools with boarding facilities at elementary level.[1]

Coverage

The scheme has been implemented in 27 states and union territories: Assam, Andhra Pradesh, Arunachal Pradesh, Bihar, Chhattisgarh, Dadra and Nagar Haveli,Delhi, Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Jharkhand, Karnataka, Madhya Pradesh, Maharashtra, Manipur, Meghalaya, Mizoram,Nagaland, Odisha, Punjab, Rajasthan, Tamil Nadu, Tripura, Uttar Pradesh, Uttarakhand and West Bengal.[2]

2578 KGBVs were sanctioned by Government of India till date. Of these, 427 KGBVs have been sanctioned in Muslim concentration blocks, 612 in ST blocks, 688 in SC blocks. A total of 750 residential schools would be opened in educational backward blocks. 75% entrollment is reserved for girls from SC, ST, OBC and Minority communities and the other 25% to girls from families below the poverty line.

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