Society for Elimination of Rural Poverty

Andhra Pradesh State Perspective and Implementation Plan

2011

IV Floor, Hermitage Office Complex, Hill Fort Road, Hyderabad, 500004

ii

Acknowledgements

SERP would like to acknowledge the cooperation of all unit heads at SERP in the preparation of this

document. They have all provided notes on their components in the specified format despite their busy

schedule with regular work. This is gratefully acknowledged.

The help and cooperation rendered by CESS is invaluable. Various documents including those meant for

internal circulation at CESS were of great use in preparation of this document. In fact, we would not

have been able to provide as much detail as we have, but for the material obtained from various sources

at CESS. Efforts are made to quote the sources but it is impossible to say that we have properly quoted

all the material obtained from CESS documents.

The quality time given to our team by Professsor Galab is also gratefully acknowledged. Our team has

also quoted extensively from various articles by Professor Mahendra Dev, Director, Indira Gandhi

Institute of Development Research, Mumbai. This is gratefully acknowledged.

SERP also acknowledges several articles by Professor R. Radhakrishna on poverty which were also

referred to in the preparation of this document.

SERP also acknowledges the material made available by National Rural Livelihoods Mission that formed

the building blocks for this document.

Many of the documents published by the World Bank were freely referred to and this is acknowledged.

Various documents published by SERP were also helpful in preparation of this document. All the authors

of these documents are gratefully acknowledged.

iii

Contents Acknowledgements ................................................................................................................................. ii

Abbreviations ......................................................................................................................................... ix

Executive Summary ............................................................................................................................... xvi

Andhra Pradesh at a Glance ............................................................................................................... xvi

Society for Elimination of Rural Poverty ........................................................................................... xviii

SERP Strategy .....................................................................................................................................xx

Key Results ........................................................................................................................................ xxi

Emerging New Institutions ............................................................................................................... xxiv

Estimated Costs ................................................................................................................................ xxv

Part I: State Situation Analysis ................................................................................................................. 1

Chapter 1 ................................................................................................................................................ 2

State Situational Analysis ......................................................................................................................... 2

1.1. Geography of AP ...................................................................................................................... 2

1.2. Demographic Profile of the State.............................................................................................. 3

1.2.1. Population growth ............................................................................................................ 3

1.2.2. Marginalised Sections ....................................................................................................... 3

1.3. Rural Poverty in the State ............................................................................................................ 4

1.3.1 Poverty and Human Development ............................................................................................. 4

1.3.2. Vulnerabilities ........................................................................................................................... 6

1.4. Social Inclusion and Social Mobilization......................................................................................... 8

1.4.1. Social Mobilization .................................................................................................................... 8

1.4.2. Social Inclusion .......................................................................................................................... 8

1.5 Financial Inclusion .......................................................................................................................... 9

1.6 Livelihoods ................................................................................................................................... 10

1.6.1 An Overview of Livelihoods Situation in A.P .............................................................................. 10

1.6.2 Agriculture and Allied Activities ................................................................................................ 11

1.6.3 Livestock .................................................................................................................................. 12

1.6.4. Non Farm Livelihoods .............................................................................................................. 13

1.6.5 Jobs 15

1.7 Performance of MNREGA in the state .......................................................................................... 16

1.8 Performance of other leading Social Welfare Schemes ................................................................. 17

iv

1.8.1. National Rural Health Mission (NRHM) .................................................................................... 17

1.8.2 PDS 17

1.8.3 ICDS 18

1.8.4 Pensions (Old Age, Weavers, Widow and Disabled Pensions) ................................................... 18

1.9 Role of PRIs .................................................................................................................................. 18

1.10. Existing Livelihood Initiatives and Social Sector Initiatives in the State....................................... 19

1.10.1 Agriculture initiatives ............................................................................................................ 19

1.10.2 Rajiv Arogyasri ....................................................................................................................... 20

1.10.3 Emergency Transport (108) and Health Information (104) Services ........................................ 20

1.10.4 Education ............................................................................................................................... 20

1.10.5 Housing & under INDIRAMMA ............................................................................................... 20

1.10.6 Social Inclusion ...................................................................................................................... 20

1.10.7 Curbing Left Wing Extremism (LWE)- Integrated Action Plan (IAP) ......................................... 21

1.10.8 Pradhan Mantri Gram Sadak Yojana (PMGSY) ....................................................................... 21

1.10.9 Indira Awas Yojana (IAY) ....................................................................................................... 21

1.10.10 Health, Nutrition and Drinking Water .................................................................................. 21

1.10.11 National Rural Drinking Water Programme (NRDWP) .......................................................... 21

1.10.12 Sarva Shiksha Abhiyan (SSA) ................................................................................................ 22

1.10.13 Mid Day Meal Scheme (MDMS) .......................................................................................... 22

1.10.14 Accelerated Irrigation Benefit Programme............................................................................ 22

Part II: Review of SERP ........................................................................................................................... 23

Chapter 2 .............................................................................................................................................. 24

Society for Elimination of Rural Poverty (SERP) ...................................................................................... 24

2.1 Evolution ..................................................................................................................................... 24

2.2. Programs .................................................................................................................................... 25

2.3. Achievements and Accomplishments .......................................................................................... 30

2.4. Best Practices.............................................................................................................................. 33

Chapter 3 .............................................................................................................................................. 36

A Review of Implementation Arrangements .......................................................................................... 36

3.1. Implementation Support Structure ............................................................................................. 36

State Project Management Unit (SPMU): .......................................................................................... 36

District Project Management Unit (DPMU): ...................................................................................... 37

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3.2. HR Policy ..................................................................................................................................... 37

SERP is an organization that has been in existence for 10 years. HR systems have evolved over the

years to suit the changing requirements of the organization. The HR policy of the organization from

January 2009 onwards is attached as Annexure 3.4. SERP has developed and hosted HRMS web site

www.serp.ap.gov.in/HRMS/ under Rural Development of Andhra Pradesh by hiring the services of

M/s TCS Consultancy services and all the employment details of each Fixed Tenure Employee have

been uploaded in the website. Each Fixed Tenure Employee is given an I.D number. All the payments

related to employees such as monthly remuneration, supplementary bills, arrear bills, etc are made

online to ensure transparency and promptness. ................................................................................ 37

3.3. IT Policy ...................................................................................................................................... 39

3.4. Capacity-Building Process: .......................................................................................................... 39

3.2: Component-wise Training and Capacity Building Details............................................................. 40

3.5. Monitoring, Evaluation and Learning........................................................................................... 45

3.6. Communication .......................................................................................................................... 47

3.7. Procurement ............................................................................................................................... 48

3.8. Social Management Framework .................................................................................................. 49

3.9. Environment Management Framework ....................................................................................... 49

3.10. Governance and Accountability Plan ......................................................................................... 50

Chapter 4 .............................................................................................................................................. 51

Social Mobilization, Institution Building and Capacity Building ............................................................... 51

4.1. Social Mobilization ...................................................................................................................... 51

4.1.1. Core Principles ......................................................................................................................... 51

4.1.2. Social Mobilization Status ........................................................................................................ 51

4.2. Institution Building...................................................................................................................... 53

4.2.1. Objectives of Institution Building.............................................................................................. 53

4.2.2. Structure of CBOs ..................................................................................................................... 54

4.2.3. Key Activities............................................................................................................................ 59

4.3. Capacity Building of Community and Project Staff ....................................................................... 60

4.3.1. Development of training modules and materials: ..................................................................... 61

4.3.2. Capacity Building of SHGs and their Federations: ..................................................................... 61

4.3.3. Capacity Building Strategy ........................................................................................................ 62

4.3.4. Use of Social Capital for Strengthening Community-managed Institutions. ............................... 65

4.3.5. Community managed Resource cum training centres ............................................................... 67

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4.3.5.1. Role of District Training and Resource Centres (DTRC). .......................................................... 67

4.3.5.2. Capacity Building of Project Staff ........................................................................................... 69

4.7. Expected Results of Institution Building at SERP at the end of 7 years ......................................... 70

Chapter 5 .............................................................................................................................................. 71

Progress of Financial Inclusion ............................................................................................................... 71

5.1. Introduction ................................................................................................................................ 71

5.2. Financial Inclusion ....................................................................................................................... 71

5.3. Objectives ................................................................................................................................... 72

5.4. Guiding principles ....................................................................................................................... 73

5.5 Bank Finance Strategy .................................................................................................................. 73

5.5.1. Membership and Participation of SERP at State Level Bankers Committee (SLBC) .................... 74

5.5.2. Access to Bank Finance by Community Based Organizations.................................................... 75

5.5.3. Financial Intermediation by MS ............................................................................................... 76

5.5.4. MS Accounting Software ......................................................................................................... 78

5.5.5. Activities ................................................................................................................................. 78

Financial Access Project- Smart Card: To bring financial transparency in various operations and to

bring real-time access to information an Encrypted Java smart card with 32 KB memory and photo of

his own is given to beneficiary. With the help of a Point of terminal (POT) a selected SHG member

(Customer Service Provider) downloads account balance data from bank server and makes payment

at door step of cardholder. ............................................................................................................... 79

5.5.6. Community Level Implementation Arrangements ................................................................... 79

5.5.7 Human Resource ...................................................................................................................... 80

5.5.8 Web-Managed Data Base (www.serp.ap.gov.in/BL/AH) ........................................................... 80

Chapter 6 .............................................................................................................................................. 81

Vulnerability Reduction ......................................................................................................................... 81

6.1. Food Security ............................................................................................................................. 81

6.2. Health Security ........................................................................................................................... 82

6.3. Community Managed Education Services (CMES) ....................................................................... 85

6.4. Gender90

6.5. Disability .................................................................................................................................... 96

6.6. Social Security ............................................................................................................................ 97

6.7. Access to entitlements like NREGA Pensions, PDS: ................................................................... 103

6.8. Expected Outcomes at the end of 7 Years ................................................................................. 103

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Chapter 7 ............................................................................................................................................ 104

Livelihoods Enhancement Programmes ............................................................................................... 104

7.1. Land Access Program ................................................................................................................ 105

7.2. PoP Strategy ............................................................................................................................. 108

7.3. Community Managed Sustainable Agriculture (CMSA) .............................................................. 109

7.4. Livestock and Poultry Development .......................................................................................... 114

7.5. Infrastructure and Marketing Support for Livelihoods ............................................................... 117

7.5.1 Community Marketing .......................................................................................................... 117

7.5.2. Non Farm livelihood - Tribal Area Produce Marketing ............................................................ 122

7.6. Employment ............................................................................................................................. 124

7.6.1. Employment Generation and Marketing Mission – Jobs ........................................................ 124

7.7 Enterprise Development ............................................................................................................ 130

7.7.1. SHG Non-Farm Livelihoods Project (SNLP) ............................................................................. 130

7.7.2. Enterprise Promotion and RSETI ............................................................................................ 134

Chapter 8 ............................................................................................................................................ 139

Convergence and Partnership .............................................................................................................. 139

8.1. Convergence with NREGA ......................................................................................................... 139

8.2. Convergence with other line departments ................................................................................ 140

8.3. Partnership with NGOs and other CSOs ..................................................................................... 143

8.4. Partnership with academic, training and research institutions................................................... 143

8.5. Public-Public, Public to private, public-private-community partnerships.................................... 144

Chapter 9 ............................................................................................................................................ 147

Imperatives for State Perspective Plan ................................................................................................ 147

9.1. Emerging Challenges and Opportunities .................................................................................... 147

9.2. Evolution of SERP Strategy ........................................................................................................ 148

9.3. SERP Vision ............................................................................................................................... 150

9.4. SERP Objectives ........................................................................................................................ 150

9.5. SERP Strategy ............................................................................................................................ 152

Next Generation CBOs .................................................................................................................... 154

Emergence of Self Sustainable Mandal Samakhyas ......................................................................... 156

9.6. Non Negotiables of SERP ........................................................................................................... 156

9.7. Key Results ............................................................................................................................... 157

viii

Part III: State Perspective Plan ............................................................................................................. 158

Chapter 10 .......................................................................................................................................... 159

Objectives, Strategy and Activities ....................................................................................................... 159

10.1. Vulnerability Diagnostics ......................................................................................................... 159

10.2. PoP Strategy Rationale ............................................................................................................ 164

10.3. Objectives and Outcomes ....................................................................................................... 165

10.4. Activities ................................................................................................................................. 165

10.5. Proposed activities to generate additional income .................................................................. 166

Chapter 11 .......................................................................................................................................... 167

Implementation of Perspective Plan .................................................................................................... 167

11. COMPONENT WISE IMPLEMENTATION ...................................................................................... 167

11.1. POP Strategy -Implementation ............................................................................................... 167

11.2. Health & Nutrition ................................................................................................................. 169

11.3. Community Managed Education System (CMES) .................................................................... 170

11.4. Gender ................................................................................................................................... 171

11.5. Disabilities.............................................................................................................................. 173

11.6. Social Security ........................................................................................................................ 174

11.7. Land Access ............................................................................................................................ 177

11.8. Community Managed Sustainable Agriculture (CMSA) ........................................................... 178

11.9. Livestock, Poultry & Dairying .................................................................................................. 179

11.10. Community Marketing ......................................................................................................... 180

11.11. Marketing for Tribal Communities ........................................................................................ 180

11.11.2. Marketing Season.............................................................................................................. 180

11.12 Employment Generation (Jobs) ............................................................................................. 181

11.13. Non Farm Livelihoods ........................................................................................................... 182

Project Costs ....................................................................................................................................... 184

12.1 Results Framework ............................................................................................................... 184

12.2 Schedule of Activities ........................................................................................................... 190

12.3 Project Costs from 2012-2013 to 20117-2018....................................................................... 195

ix

Abbreviations

AABY Aam Aadmi Bima Yojana

ACEO Additional Chief Executive Officer

AIBP Accelerated Irrigation Benefit Program

AICRP All India Coordinated Research Project

AIDS Acquired Immune Deficiency Syndrome

AIEEE All India Engineering Entrance Examination

ANM Auxiliary Nurse and Mid-Wife

AP Andhra Pradesh

APARD Andhra Pradesh Academy for Rural Development

APBN Andhra Pradesh Bajra Napier

APCSC Andhra Pradesh Civil Supplies Corporation

APD Assistant Project Director

APDDCF Andhra Pradesh Dairy Development Cooperative Federation

APDPIP Andhra Pradesh District Poverty Initiatives Project

APEDA Agricultural and Processed Food Products Export Development Authority

APHDC Andhra Pradesh Handicrafts Development Corporation

APIIC Andhra Pradesh Industrial Infrastructure Corporation

APLDA Andhra Pradesh Livestock Development Agency

APM Assistant Project Manager

APMACS Andhra Pradesh Mutually Aided Cooperative Societies

APMAS Andhra Pradesh Mahila Abhivriddhi Samstha

APREGS. Andhra Pradesh Rural Employment Guarantee Act

APRPRP Andhra Pradesh Rural Poverty Reduction Program

ASHA Accredited Social Health Activist

ASTRA Application of Science and Technology in Rural Areas

ATM Automated Teller Machine

ATR Assessment Treatment and Rehabilitation

AWC Angan Wadi Centre

AWW Angan Wadi Worker

BC Backward Class

BLC Bank Linkage Committee

BMCU Bulk Milk Chilling Unit

BMI Body Mass Index

BPL Below the Poverty Line

BPR Business Process Reengineering

CA Cluster Activist

CBMNCC Community Based Mother and New Born Child Centre

CBOs Community Based Organizations

CBRM Community Based Recovery Mechanism

x

CC Community Coordinator

CCS Commodity Co-operative Stores

CDF Centre for Development Finance

CDR Centre for Development Research

CEO Chief Executive Officer

CESS Centre for Economic and Social Studies

CfBT Centre for British teachers

CFC Common Facilities

CGAP Consultative Group to Assist the Poor

CIF Community Investment Fund

CII Confederation of Indian Industries

CLEW Community Managed Livestock Extension Worker

CMES Community Managed Education Services

CMFCC Community Managed Family Counseling Centres

CMH&N Community Managed Health and Nutrition

CMSA Community managed Sustainable Agriculture

COE Centre for Organizational Excellence

COM Community Operations Manual

CPDL Center for Persons With Disabilities Livelihoods

CDPO Child Development Project Officer

CPIAL Consumer Price Index for Agricultural Labour

CQS Consultant Qualification Selection

CRA Central Record Keeping Agencies

CRP Community Resource Persons

CS Community Surveyors

CSO Central Statistical Organization

CSO Civil Society Organizations

DDP District Domestic Product

DDS Deccan Development Society

DFID Department for International Development

DIME Development Impact Monitoring and Evaluation

DoA&H Department of Animal husbandry

DPAD Drought Prone Area Development Program

DPM District Project Manager

DPMU District Project Management Unit

DRDAs District Rural Development Authority

DRF Dr. Reddy's Foundation

DSS Decision Support System

DWCRA Development of Women and Children in Rural Areas

EA Environmental Assessment

EAMCET Engineering and Medical Common Entrance Test

EC Executive Committee

ECE Early Childhood Education

xi

EFMS Electronic

EGMM Employment Generation and Marketing Mission

EMF Environmental Management Framework

ESD Education for Sustainable Development

FBS Fixed Budget Selection

FC Functional Committee

FCI Food Corporation of India

FFS Farmers' Field School

FGDs Focus Group Discussions

FIR First Information Report

FLR Female Literacy Rate

FMM Finance Management Manual

FTE Full Tenure Employee

FWC Farmers' Welfare Commission

FY Financial Year

GAAP Governance and Accountability Plan

GAC Governance and Accountability

GB Governing Body

GCC Girijan Cooperatives Corporation

GDDP Gross District Domestic Product

GDI Gender Disparity Index

GDP Gross Domestic Product

GOI Government of India

GP Gram Panchayat

GPR Government Process Reengineering

GRegs Gender Resource Groups

GRG Gender Resource Groups

GSDP Gross State Domestic Product

HDI Human Development Index

HIV Human Immunodeficiency virus

HR Human Resources

IAP Integrated Action Plan

IAY Indira Awas Yojana

IB Institution Building

ICDS Integrated Child Development Scheme

ICM Institute of Cooperative Management

ICT Information and Communication technology

IDCP Infectious Diseases and Clinical Practice

IGA Income Generating Activities

IHCB Institution and Human Capacity Building

IIPH Indian Institute of Public Health

IITS Indian Institute of Technology

IKP Indira Kranthi Patham

xii

IL & FS Infrastructure Leasing and Financial Services

ILTD Indian Leaf Tobacco Division

IMR Infant Mortality Rate

INDIRAMMA Integrated Novel Development in Rural Areas and Model Municipal Areas

IP Irrigation Potential

IPHS Indian Public Health Standards

IRDP Integrated Rural Development Program

ISPA Indo-Swiss Project Andhra Pradesh

IT Information Technology

ITC India Tobacco Company

ITDA Integrated Tribal Development Agency

ITeS Information Technology Enabled Services

ITI Industrial Training Institute

JBY Janashree Bima Yojana

JEE Joint Entrance Examination

JKP Jeeva Kranthi Pathakam

JPE Junior Project Executive

KGI Key Goal Indicators

KP Knowledge Partner

KVIC Khadi and Village Industries Commission

LC Legal Coordinators

LCS Least Cost Selection

LIC Life Insurance Corporation

LLF Learners' Link Foundation

LM Land Managers

LPD Livestock and Poultry Development Initiative

LTR Land Transfer Regulation

LWE Left Wing Extremism

M&E Monitoring and Evaluation

MAM Moderate Acute Malnourishment

Markfed AP State Cooperative Marketing Federation

MBK Master Book Keepers

MCH Maternal and Child Health

MCP Micro Credit Plan

MDGs Millennium Development Goals

MDMS Mid Day Meal Scheme

ME Monitoring and Evaluation

MEL Monitoring, Evaluation & Learning

MEPMA Mission for Elimination of Poverty in Municipal Areas

MFI Micro Finance Institution

MFP Minor Forest Produce

MGNREGS Mahatma Gandhi National Employment Guarantee Scheme

MIS Management Information System

xiii

MMGs Matsya Mitra Groups

MMR Maternal Mortality Rate

MMS Mandal Mahila Samakhya

MoRD Ministry of Rural Development

MoU Memorandum of Understanding

MPCE Monthly per Capita Consumption Expenditure

MPDO Mandal Parishad Development Officer

MS Mandal Samakhya

MSAC Mandal Social Action Committee

MSDC Mandal Samakhya Dairy Committee

MSP Minimum Support Proce

MVS Mandal Vikalangula Samakhya

NABARD National Bank for Agriculture and Rural Development

NALSAR National Academy of Legal Studies and Research

NCOF National Centre for Organic Farming

NCRMP National Cyclone Rehabilitation and Mitigation Program

NDCC Nutrition cum Day Care Centres

NDDB National Dairy Development Board

NECC National Egg Coordination Committee

NFHS National Family Health Survey

NGOs Non-Governmental Organizations

NHD Nutrition and Health Days

NHED Nutrition and Health Education

NIFT National institute of Fashion technology

NIN National Institute of Nutrition

NIRD National Institute of Rural Development

NMMU National Mission Monitoring Unit

NPM Non-Pesticide Management

NPS National Pension System

NRC Nutritional Rehabilitation Centres

NRDWP National Rural Drinking Water Program

NREGA National Rural Employment Guarantee Act

NRHM National Rural Health Mission

NRLM National Rural Livelihoods Mission

NSDC National Skills Development Corporation

NSDP Net State Domestic Product

NSS National Sample Survey

NSS National Social Service

NSSO National Statistical Survey Organization

NTFP Non-Timer Forest Produce

OB Office Bearers

OC Other Castes

ODF Open Defeacation Free

xiv

PC Project coordinator

PCI Per Capita Income

PD Project Director

PDS Public Distribution System

PE Project Executive

PIA Project Implementation Agency

PIP Participatory Identification of the Poor

PL Paralegals

PM Project Manager

PMA Project Management Agency

PMAGY Pradhan Mantri Adarsh Gram Yojana

PMGSY Pradhan Mantri Gram Sadak Yojana

POP Poorest of the Poor

POT Point of Terminal

PRI Panchayati Raj Institution

PS Personal Secretary

PWD Persons with Disabilities

QCBS Quality cum Cost Based Selection

QIP Quality improvement Program

QOL Quality of Life

RBC Residential Bridge School

RBI Reserve Bank of India

RFSA Rain-Fed Sustainable Agriculture

RKVY Rashtriya Krishi Vikas Yojana

RLF Revolving Fund

RPD Regional Project Director

RRBs Regional Rural banks

RSETIs Rural Self Employment Training Institutes

RVM Rajeev Vidya Mission

SABC Service Area Bankers' Committee

SADAREM Software for Assessment of Disability for Access Rehabilitation and Empowerment

SAM Severe and Acute Malnutrition

SC Scheduled Castes

SCP-SC Special Component Program

SERP Society for Elimination of Rural Poverty

SGSY Swarnajayanti Gram Swarojgar Yojana

SHGs Self Help Groups

SHM State Horticulture Mission

SHPI Self Help Group Promoting Institutions

SHT Spear Head Team

SLBC State Level Bankers' Committee

SMF Social Management Framework

SMM State Mission Manager

xv

SNF Saturated Natural Fat

SNLP SHGs Non-Farm Livelihoods Project

SOCHURSOD Society for Human Rights and Social Development

SPA State Project Advisor

SPD State Project Director

SPIP State Perspective and Implementation Plan

SPM State Project Manager

SPMU State Project Management Unit

SPV Special Purpose Vehicle

SRC State Resource Centre

SRI System of Rice Intensification

SRLM State Rural Livelihoods Mission

SRS Sample Registration System

SSA Sarva Siksha Abhyaan

SSS Single Source Selection

SSU Social Security Unit

ST Scheduled Tribes

SVVU Sri Venkateswara Veterinary University

TCS Tata Consultancy Services

TFI Total Financial Inclusion

TFR Total Fertility Rate

TOR Terms of Reference

TPMU Tribal Project Mangement Units

TSP-ST Tribal Sub Program

UEE Universal Elementary Education

UIDAI. Unique Identification Authority of India

UNAIDS Joint United Nations Programme on HIV and AIDS

URP Uniform Recall Period

UT Union Territory

VA Village Activist

VCTC Voluntary Counseling and Testing Centres

VDDC Village Dairy Development Committee

VMA Village Milk Activist

VMPC Village Milk Procurement Center

VMPO Village level Milk Producers Organization

VO Village Organization

VOA Village Organization Assistant

VOSAC Village Organization Social Action Committee

WPR Workforce Participation Rate

YP Young Professional

ZS Zilla Samakhya

ZSAC Zilla Social Action Committee

ZVS Zilla Vikalangula Samakhya

xvi

Executive Summary

Andhra Pradesh at a Glance

Andhra Pradesh (A.P.), extending over an area of 2, 75, 045 sq. kms, is the fifth largest State in

India both in terms of area as well as population. AP accounts for about 7 percent of the total

population of India. Its population more than quadrupled in a century from 19.1 million in 1901

to 84.67 million by 2011. Out of this, 42.5 million are males and 42.1 million are females. There

are 28,123 villages in AP in 2001 as compared to 28,000 in 1991. The rural population of the

State in 2001 is 55,223,944 compared to 48,620,882 in 1991, which shows an absolute increase

of 6,603,062, with growth rate of 13.58%. There were 12.3 and 5.0 million SCs and STs

respectively comprising 16.2 and 6.6 percent of the total population. The state accounted for

about 7.4 percent of SCs and 6.0 percent of STs each of the total population. As per 2001

Census, the population of Minorities in A.P. is around 69.9 lakhs, which constitutes over 9.2

percent of the total population of the State. The population of Minorities is generally urban

based. A large segment of Minority population is living below poverty line.

The state economy, as measured by growth in the real Gross State Domestic Product (GSDP), on

an average grew at 7.93% during the first four years (2007-08 and 2010-11) of the 11th Five

Year Plan period – almost catching up with the All India’s GDP growth of 8.16% for the same

period. Though the performance of the State in human development is better than many other

major states in India, it lags behind the other southern states on some human development

indicators. The performance is very poor when compared to Kerala which is far ahead in Human

development indicators. AP is considered to be one of the most backward states in India in

terms of literacy and schooling although there was a remarkable improvement in its

performance during the 1990s.

As per the official estimates of poverty released by the Planning Commission, poverty ratios of

rural areas and urban areas of AP for 2004-05 were 11.20% and 28.00% respectively and that

for the State as combined was 15.80%. The corresponding figures for All India during the same

period were 28.30%, 25.70% for rural and urban areas and 27.50% for the Nation as combined.

However, as per Tendulkar committee, the poverty ratio is 20.7%, 18.1% and 20.0%

respectively for rural, urban and combined compared to 36.4%, 21.6% and 32.2% in rural, urban

and combined respectively for India. The difference between the estimations of the planning

commission and the Tendulkar Committee is particularly stark in the case of rural poverty

figures.

xvii

Though the IMR of the state declined from 106 in 1971 to 54 in 2007, it is still at an

unacceptably high level. Further, it is still the highest amongst the other southern states.

Kerala, for instance, has an IMR of 13. Although there is a declining rate in MMR, the findings

of studies at district level indicate a much higher level of MMR in the state. According to

estimations in NFHS III (2005-2006), in AP, about 42.7%, 12.2% and 32.5% of children below 5

years of age were respectively characterized as stunted, wasted and underweight while the all

India averages were 48.0%, 19.8% and 42.5%. Close to 10% children under the age of 5 were

severely malnourished in AP. Malnutrition among women is also a matter of concern for the

state. About 24% women suffer from anemia in the state which is far higher than the national

average of 17% as per NFHS II. As per the estimates given by NACO, of the total number of 1,

03, 857 AIDS cases reported in the country till 31 July 2005, as many as 11,280 cases,

accounting for nearly 11 percent are from AP and so far, the state has recorded 739 AIDS

related deaths Moreover, the state is one of the six Indian states with the highest prevalence

rate Based on the prevalence rate, the number of people who tested HIV positive is around 18

lakh at the all-India level and 4 lakh in AP. The state accounts for around 22 per cent of the HIV

positive persons in India.

The literacy rate of A.P. is 60.47 in 2001 as against 44.08 in 1991. The literacy rate of the state is

lower than that of all India. The female literacy rate had gone up by about 50 percent, from 33

percent in 1991 to 51 percent in 2001. There was a substantial increase in attendance rates and

a corresponding decrease in non-literacy in the rural areas of AP in 2001 over 1991, but there

was an increase in dropout rates for all children in rural areas in the same period. The dropout

rates among boys and girls were respectively 11.9 and 15.6.

The largest percentage-(73%) of female headed households are headed by Widows. It may also

be noted that over 30% of the household are headed by women over the age of 60. This

indicates the necessity of creating support nets such as pensions for the older women in

addition to productive livelihood options for the younger women in order to enable them to

support their families.

The total number of migrants as per 2001 census is reported as 1,56,22,434. If this is further

broken down into duration of migration, it can be seen that those that have migrated for

relatively short periods of time i.e. 1-4 years, have work as their primary reason while those

that have a longer time frame have stated family reasons for migration.

Nearly 29 million people are vulnerable to cyclones and their effects in coastal AP, 3.3 million of

whom belong to the communities located within five km of the seashore.

xviii

The estimated number of indebted farmer households is 49,49,300 which works out to be 82

percent of these households. Out of the total indebted households, 11 percent belonged to ST,

17 percent to SC, 47 percent to OBC and 25 percent to Others. The average loan taken by an SC

household is roughly half of that taken by the average household in the state, and is almost

1/3rd of the loans availed by the socially forward groups. This indicates the need for targeted

financial inclusion of the marginalized sections in society. During 2009-10, 38 lakh members

were enrolled in AABY and during 2010-11, the total cumulative number of members enrolled

were 52 lakhs. In JBY (Abhaya Hastham), the total number of members enrolled during 20010-

11 was 38.41 lakhs.

Work force participation rate among males and females in rural areas of AP declined during

2004-05 compared to 1999-2000, whereas in urban areas of A.P it increased. Work force

participation rates in general are high in AP when compared with all India. Although the share

of Agriculture in the GSDP has been falling, the decline in the share of employment has been

slow-it is still 58.5% with a rank of 8 among major states. Rural Diversification is important for

poverty reduction. There has been some improvement in the share of rural non-agricultural

employment in A.P. from 1993-94 to 2004-05 when it increased from 21 to 28 percent.

Moreover the rate of growth of employment in non-farm activities was faster. The negative

growth of employment in agriculture indicates that there was an absolute decline in the

number of workers in agriculture and that all the growth in employment in AP was generated in

the non agricultural sector which was relatively lower than in all-India.

Society for Elimination of Rural Poverty

The Society for Elimination of Rural Poverty (SERP) was established by the Government of

Andhra Pradesh (GOAP) as a sensitive support structure to facilitate Livelihoods and Social

Mobilization of rural poor women. Currently, SERP is implementing Indira Kranthi Patham

(IKP) in all the 1098 rural Mandals of 22 rural districts in A.P. SERP works on a comprehensive

multi-dimensional poverty alleviation strategy by focusing equally on both the Human

Development Value Chain and the Livelihoods Value Chain through the networks of SHGs of

rural poor and their federations. SERP has organized 1.14 crore rural women into over 10 lakh

SHGs in 38,646 Village Organization (VOs), 1098 Mandal Samakhyas and 22 District Samakhyas

(ZSs).

This amazing scale of operations was achieved through committed staff of SERP and the best

practioners in every field of operation called Community Resource Persons (CRPs). The

Community Investment Fund (CIF) at an average of Rs. 40.0 lakhs per Mandal enabled the

community members to meet the initial credit needs of their members and, at the same time,

xix

leverage this growing equity to access financial markets through SHG-Bank Linkage Programme

for larger needs to meet the growing credit needs of its members. To incentivize prompt

repayment among SHG members and facilitate the flow of financial credit to proper

investments in the beleaguered rural economy, the GOAP introduced interest incentive (Pavala

Vaddi) to all the SHGs. To provide a comprehensive solution to the financial needs of the poor,

Total Financial Inclusion (TFI) was introduced as a comprehensive solution to the financial

needs of the poor facilitating loans for Debt swapping, Income Generating Activities, Working

Capital, Long term investment on Land, Short term needs for agricultural investments and

meeting basic needs and social obligations such as health, education, marriage and housing etc.

The focus on leveraging the Technology, particularly the e-Bookkeeping was introduced to

record all transactions of an SHG meeting in a laptop loaded with suitable accounting software

that eliminates the cumbersome manual procedures of record keeping and brings in

transparency and accountability.

As part of values chain, SERP initiated Health and Nutrition initiative to provide community

based health and nutrition support to the pregnant and lactating mothers and their new born

children, Early Child Education (ECE) Centres with emphasis on a very intensive play way

pedagogy that energizes the child to learn and assimilate the fundamental concepts joyfully,

facilitated the admission of poor candidates in private / corporate junior colleges of repute for

two year intermediate (+2) course integrated with focused coaching for IIT – JEE / AIEEE /

EAMCET and Community Managed Micro-Insurance and Pensions Programme by enabling the

poor to access group insurance. To address the special needs and concerns of the People with

Disabilities (PWDs), SERP works on a community based rehabilitation model that works on the

principle of social mobilization of PWDs so as to facilitate the PWDs and their care givers to

improve their livelihoods opportunities and quality of life. SERP’s Gender Program helps

women to increase their understanding of intra-family equity issues, decision making levels,

free mobility, and the necessity of building a safe environment.

In order to enhance the livelihoods of the poor, SERP anchors a Land Access Programme to

enable SHG women to secure enhanced access to land in terms of secured land rights and land

development. SERP took up the community Managed Sustainable Agriculture (CMSA)

programe to support the poor farmers to adopt sustainable agriculture practices based on

traditional but scientifically valid practices and using locally available organic materials that

reduce the costs of cultivation and increase net incomes. To address the problem of

marginalized unproductive lands of the poor, the Rainfed Sustainable Agriculture (RFSA) was

initiated in convergence with MGNREGS programme. To provide alternative sources of income,

the SHG collectives were facilitated by SERP through the Dairy initiatives to provide end-to-end

solution by managing village level milk collection centers and Bulk Milk Cooling Centers at

xx

mandal level. Also to leverage the power of the SHG networks, the collective procurement and

Marketing interventions of agriculture, horticulture and Non-Timber Forest Produce (NTFP) by

establishing Procurement Centers through VOs mainly to enhance the incomes and increase

bargaining power of small and marginal farmers. SERP, through its Employment Generation

and Marketing Mission (EGMM), helps to improve the skills of rural poor youth and links them

to fast growing service sector jobs.

SERP Strategy

The decadal experience at SERP has shown that Universal Approach has proven

disadvantageous in providing focused interventions to the POP due to inability to provide

quality time by the project staff. Given this, SERP has clearly articulated the need for a new

vision and a fresh approach to finish the unfinished business of the poverty elimination of the

POP households.

Resurgent and Member Focused CBOs: SERP needs to revive the basic fundamentals of the

CBO structure by strengthening the SHGs and facilitate them to be self-managed, self-

controlled and member-owned institutions to ensure access to rights and entitlements of all its

members.

Restructured and POP Focused SERP: The new approach is to focus on the poorest of poor in

order to ensure that all the 30 lakh poorest of poor households come out of poverty through

focused strategy. Under this revised strategy, SERP will reorganize itself to provide cost

effective facilitation support and demand based support to the CBOs.

Shift in Focus from SHG to Individual Household: The new approach shall ensure that the POP

households are not only focused but also tracked continuously till such time they come out of

poverty. PoP strategy will be universalized in all Mandals.

ICT to Power the CBO Processes: SERP focuses on IT systems as the cutting edge to bring in not

only transparency and accountability but also efficiency and cost effectiveness into the

operations of the CBOs.

Converge to Bring Synergy: SERP’s new approach is to pro-actively seek the involvement of the

mainstream departments to converge in the CBOs for a win-win arrangement that it in the

interest of the poor.

xxi

Re-skilled and Re-oriented Human Resource: The SERP new strategy clearly recognizes the

importance of HR policy and the consequent redeployment of staff at all levels to be re-

oriented and also re-skilled to change from the traditional role of a trainer cum hand-holder to

a transformational facilitator.

SERP’s comprehensive new approach is aimed at achieving an income levels of Rs. 1,00,000 per

annum per family for all the 30 Lakh PoP households in the State in addition to improved

human development indicators.

Key Results

Major outputs envisaged at the end of 7 year plan are:

Institution Building o 100% coverage of left over Poorest of the poor into SHG fold and accessing

services of both project and their institutions to come out of poverty o 75% of the SHGs would adopting “ Pragathi Ki Padhi Sutralu” and would be in “A”

Grade o All SHGs would be having 100% loan repayment rate for their internal loans,

bank loans and CIF loans o 50% of the SHG members would be accessing more than one savings products o All SHGs and their federations mobilize internal funds in ratio of 1:10 ( own

capital Vs borrowed funds) o 75% of Village organizations, 90% of MSs and 100% of ZSs would be meeting

their operational cost and financially sustainable o 50% of MSs would be accessing bulk lending from bank. o At least 25 Resource Centres would be existing and providing services to SHGs

and their federations

Capacity Building o All SHGs introduced E-Bookkeeping in their meetings. o All Bookkeepers are trained to conduct transactions in E-Bookkeeping. o All VOs introduced E-Bookkeeping in their meetings. o All VO-Activists conduct their transactions in E-Bookkeeping. o All Mandal Samakhyas introduced E-Bookkeeping in their meetings. o All MS-Accountants are trained to conduct their transactions in E-Bookkeeping. o All Mandal Samakhyas emerge as self-reliant and self-managed by meeting their

operation costs from their earnings. o All VOs emerge as self-reliant and self-managed organizations by meeting their

operation costs from their earnings. o All 4 Maha Samakhyas emerged as excellent resource centers for trainings,

Capacity Building and institutional development activities by generating al large

xxii

pool of social capital and Community Resource Persons(CRPs), trained Community Staff in all the thematic areas.

o All Mandal Samakhyas emerge as best performing institutions by inclusive development of POP-HHs and achieving institutional autonomy.

o All the Chenchu CBOs emerge as strong organizations adequately addressing chenchu poverty issues and achieving their socio economic up liftment.

o All the Fisher Women CBOs emerge as strong organizations adequately addressing Fisherwomen poverty issues and achieving their socio economic up liftment.

o All the Yanadi CBOs emerge as strong organizations adequately addressing Yanadi poverty issues and achieving their socio economic up liftment.

o Transaction based MIS created from SHG, VO, MS to the State Level.

SHG-Bank Linkage o Credit flow to the tune of Rs 15000 crore to SHGs o Credit flow to the tune of Rs 3000 through MS

Social Security o 2.00 Crs SHG members enrolled under Abhaya Hastham and insurance schemes. o 80.00 lakh (52.00 lakh under AABY and 28.00 lakh under ‘Unorganized Worker’s

Social Security Act 2008) men either the spouses of SHG members or the landless agricultural labour enrolled under various insurance schemes.

o Loan insurance for 80.0 lakh SHG members for Rs.20, 000 crores to provide credit shield.

o Centralized Call Centre at State level with simple toll free number like 108 for providing easy access and quick and quality services with the support of District Call Centres for payment of interim relief as immediate funeral assistance, procurement of claim proposals etc.

CMSA o 45 lakh farmers practicing CMSA in 1 Crore acres in 16000 Villages. o 200000 36X36 Models o 3 Lakh Acres through RFSA o 20,000 Acres under SRI Paddy

Livestock and Poultry Development o 200 Mandal Level BMCUs o 2,00,000 milk pourers over 5000 villages with 4.5 Lakh litres of milk per day. o 200 APBN Fodder Units in 30000 Acres of Land o Fodder security to nearly 3 lakh milch animals and would result in a net increase

of nearly 10 lakh litres of milk every day.

Community Marketing o 48,000 procurement committee members & book keepers, 1098 MS functional

committee members , ZS functional committee members will be Trained & Employed in Marketing.

xxiii

o 135 Crores services charges are expected from MSP operations for next seven years.

o Food security to 20 lakh Pop and Poor families through village grain banks.

EGMM o 10,00,000 families supported with jobs o Income Increase per family on an average at Rs. 60,000 per annum o Drought Proofing Livelihoods

Non-Farm (SNLP) o 60000 SHG Enterprises supported by SNLP o 200000 HHs helped out of poverty o Average income increase per family per annum is Rs. 30,000

Health & Nutrition o 35000 Villages with NDCCs o >95% NDCCs with financial sustainability o 98% safe deliveries o No Child with Low Body Weight o No child born with disability o No underweight children o No women with low BMI o No stunted or wasted children

Education o Children at Class I attained desirable learning outcomes- in School subject o Ensured that every child in all the 9000 villages is enrolled in the ECE centre o Reduced drop-out rate in the tribal areas.

Land o Entire land data base of SCs and STs is available in public domain o All land owners of SC/ST household enjoys their land with clear title

PoP Strategy o No eligible SC/ST household is out of SHG o No SC/ST defunct SHGs o Every SC/ST household income is above one lakh o Every child below 14 years of age goes to school

Gender o Presence of Gender point persons in all SHGs, VO forum, VO SACs, Adolescent

Girls Groups in a village

xxiv

o No Child marriages o No Child Labor o Education for all Girls o All births, deaths, marriages will be registered.

Disability o Functioning of SHGs, MVSs, ZVSs and state level federation of PwD o Increase in Income levels in families of PwD through Financial Support (CIF &

Bank linkages) for IGA o Promotion of livelihood support o Extension of ATR services o Formation of Srama Shakti Sangams providing of wage employment under

MGNREGS. o Surgical Corrections to all identified persons o Early Intervention Centres @ one per District in all 22 Districts.

Monitoring and Learning o Regular MIS Reports o Thematic Studies on all components o Reports of Monitoring Mission o Development Audit Reports by the community o Reports on Best Practices In The Project o Facilitation of Web-Based General Module o Study of 8500 SHG Member Households – two studies o Reports of Process Monitoring o Household, Village and Bank Branch Survey – Baseline, Mid term and End term o Survey for General Impact Assessment – Base line, Mid term and End term o Facilitation of Publication of Analytical Papers based on APRPRP End Term

Evaluation.

HR o Redeployment of staff at all levels o Reskilling of staff to enable them to meet the challenges of building sustainable

institutions

Emerging New Institutions

Capitalization of Mandal Samakhyas: Mandal Smakhyas to be self sustainable and emerge as

Community Finanical Institutions – a micro credit hub for VOs and SHGs.

Special Purpose Vehicle (Health & Nutrition: Special purpose vehicle (SPV), an R&D division, to

make available local, national and international expertise in health and nutrition, will be

established to scale up the universal and intensive health and nutrition interventions for the

entire state.

Cooperatives & Mahila Diaries: The successful operation of BMCUs by CBOs and the taking up

of livestock and poultry based enterprises by SHG s and PoP families will result in formation of

xxv

exclusive Women Co operatives in Dairy, Sheep & Goat and Poultry sectors and Mahila Dairies

in the pattern of Mulkanoor Mahila dairy.

Rural Godowns and Processing Units: Successful Procurement activity will lead to the

establishment of rural godowns and processing units to benefit the POP and Poor families and

developing VO as aggregator. These Units will be Community managed and render services to

the rural households.

State and District Resource Centres (Education): State Resource Centres (SRCs) will be set up

for incubating, establishing, guiding, training, monitoring and providing technical support to the

DRCs. DRCs in turn helps set up and support ECE centres in all the districts of the state.

Gender Resource Centre: Establishment of State level Resource pool with Senior Social Action

Committee members, lawyers, NGO experts. This pool will act as faculty of the Resource

Centre – which serves the needs of the POP regarding knowledge inputs and practical service

inputs.

State level Centralised Call Centre & District Call Centres: A centralized and comprehensive

Call Centre is set up at state level with a unique toll-free telephone numbers (155321) for the

purpose of providing quality and timely services to the poor, including insurance services. The

centralized Call Centre shall coordinate with District level call Centres for more effective and

efficient services to the poor.

Resource Cell: The Resource Cell is to evolve as a National Resource Agency by providing

external CRP Strategy support and Staff Capacity Building support to the states during the

implementation of NRLM.

Estimated Costs

The total estimated cost of project implementation over the next 7 years is Rs. 5525.52 Crores

out of which a sum of Rs. 1805.58 Crores (34.36%) is expected from NRLM program. Other

sources of funding include the World Bank*, Government of A.P., NRLP skill development

programme, MKSP and NRLP Social Observatory. Different sources and amounts are given in

the following table:

*GoAP is in the process of submitting proposals for $150 million World Bank Funding.

xxvi

Estimated Budget for APSPIP (Rs. Crores)

Source 2011-2012

2012-2013

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Total

World Bank 0.00 68.52 87.18 160.09 204.30 229.91 0.00 750.00

GoAP 66.47 340.93 429.46 383.09 372.32 279.71 348.96 2220.94

GoI

NRLM 123.19 200.36 201.61 241.33 289.31 334.71 415.07 1805.58

NRLP Skills Development 23.62 35.00 35.00 35.00 35.00 37.00 33.00 233.62

MKSP 20.51 73.83 94.34 0.00 0.00 0.00 0.00 188.68

Social Observatory 5.70 7.97 5.60 10.72 5.60 5.60 15.50 56.70

GoI Total 173.02 317.16 336.55 287.05 329.92 377.31 463.57 2284.58

Grand Total 239.49 726.61 853.20 830.23 906.53 886.93 812.53 5255.52

1

Part I: State Situation Analysis

2

Chapter 1

State Situational Analysis1

1.1. Geography of AP

Andhra Pradesh (A.P.), extending over an area of 2, 75, 045 sq. kms, is the fifth largest State in

India both in terms of area as well as population. There are three main regions in A.P. - (1)

Northern Circars or coastal Andhra comprising Srikakulam, Visakhapatnam, Vizianagaram, East

Godavari, West Godavari, Krishna, Guntur, Ongole and Nellore districts; (2) Rayalaseema or

Ceded districts comprising Kurnool, Cuddapah, Chittoor and Anantapur districts; and (3)

Telangana comprising Khammam, Nalgonda, Warangal, Karimnagar, Medak, Nizamabad,

Adilabad, Mahaboobnagar and Ranga Reddy districts. The Coastal districts are well developed

and enjoy a greater degree of affluence than the other two regions; Rayalaseema is close to the

coastal districts and here rainfall is less than in the coastal districts and drought conditions

prevail sometimes, and the Telangana region is of the former princely state of Nizam's

Hyderabad, which is close to Maharashtra's Marathwada region and some parts of Karnataka.

Figure 1: AP Map (Political)

1 A detailed situational analysis is presented in Annexure 1

3

1.2. Demographic Profile of the State

1.2.1. Population growth

AP accounts for about 7 percent of the total population of India. The population of AP more

than quadrupled in a century from 19.1 million in 1901 to 84.67 million by 2011. Out of this,

42.5 millions are males and 42.1 are females. The density of the State is 308 persons per square

kilometer as against 382 in the country. The sex ratio in the State has further increased and it

stood at 992 in 2011 as against 978 in 2001 as against 940 in the country. There are 28,123

villages in AP in 2001 as compared to 28,000 in 1991. The rural population of the State in 2001

was 55,223,944 compared to 48,620,882 in 1991, which shows an absolute increase of

6,603,062, with growth rate of 13.58%. The top three districts with highest rural population are

Mahaboobnagar (89.41%), Srikakulam (89%) and Nalgonda (86.74%). Aged population

(population above the age of 60 years) in A.P. increased from 2.2 million in 2001 (0.79%) to 5.6

million in 2011 (0.89%). Thus, the burden of ageing is higher in A.P. than the all-India average.

The dependency ratio of 66.1 suggests that the state is demographically a young society.

1.2.2. Marginalised Sections

AP has a sizeable Scheduled Caste and Scheduled Tribe population. The 2001 census figures a

three-fold increase in the number of SCs and fourfold increase of STs in the state. There were

12.3 and 5 million SCs and STs respectively comprising 16.2 and 6.6 percent of the total

population. The state accounted for about 7.4 percent of SCs and 6.0 percent of STs of the total

population of India. There are about 59 Schedule castes in A.P. of which the important ones are

Mala, Madiga, Relli, Adi Andhra and others. Similarly there are about 33 Scheduled Tribes and

the important among them are Gonds, Koyas, Konda Reddies, Savaras and others. The

lambadas are the single largest tribal group and constitute about 40 percent of the ST

population in the State. Within the state, there is a wide variation in the percentage of SC and

ST in total population across districts. While the SCs are distributed throughout the state, the

STs are concentrated in the hilly forest areas of Srikakulam, Vizianagaram, Visakhapatnam, East

Godavari, West Godavari, Khammam, Warangal and Adilabad districts and Nallamala forest.

As per 2001 Census, the population of Minorities in our state is around 69.9 lakhs, which

constitutes over 9.2 percent of the total population of the State. The population of Minorities is

generally urban based. A large segment of Minority population is living below poverty line. The

dropout rate from Class I-X among the minorities in the state is 68.9 percent compared to the

national average of 62.58 percent. The share of Minorities in different economic support

schemes has also been very low. The Minorities in general and their women counterparts in

particular, have been highly backward, both educationally and economically. Poverty and

disability are inextricably linked. Either one may cause the other, or their presence in

4

combination has a tremendous capacity to adversely affect the lives of people with

impairments and to impose on their families burdens that are too heavy to bear. As per NSSO

Survey 58th round, the differently-abled population in AP is 13,64, 981 constituting 1.8 percent

of the total population and 6.23 percent of the nation’s disabled population. 77 percent of the

state’s differently abled persons live in the rural areas with 43.8 percent of the total disabled

population being women.

1.3. Rural Poverty in the State

1.3.1 Poverty and Human Development

1.3.1.1 Income Dimension

The state economy, as measured by growth in the real Gross State Domestic Product (GSDP), on

an average grew at 7.93% during the first four years (2007-08 and 2010-11) of the 11th Five

Year Plan period – almost catching up with the All India’s GDP growth of 8.16% for the same

period. This impressive growth performance in the State is marked by a phenomenal growth in

the beginning year (2007-08) of the 11th Plan period when the State could register a growth

rate of 12.02% and a highly impressive growth rate of 8.89% during the 4th year (2010-11) of

the 11th Plan period. In between, despite the impact of the global slowdown, the State could

muster moderate growth performance (growth in excess of 5%) during the years 2008-09 and

2009-10. Sectoral break-up of the growth in GSDP is presented in Table 1.1 above. The average

growth rate in agriculture has been 4.75% whereas industry and service sector have higher

rates of growth of 9.25% and 8.85% respectively. Noteworthy increases in the Per Capita

Income in the recent past broadly

indicate the improvement in the

livelihoods of the people. The Per Capita

Income of the state at current prices has

more than doubled in a span of five

years- from Rs. 28,539 during 2005-06 to

Rs. 60,224 in 2010-11. In fact, the growth

in Per Capita Income of the State during

this period is higher compared to All-India.

There is a significant variation in the levels of development of districts. Hyderabad occupies the

top position followed by Visakhapatnam in 2001, and the same ranks hold good even in 2006-

07. Srikakulam and Vizianagaram, the north coastal districts show the lowest per capita District

Domestic Product (DDP). In fact, per capita income in Srikakulam is less than half of the per

capita income in Visakhapatnam which is a neighbouring district. As per the official estimates of

poverty released by the Planning Commission, poverty ratios of rural areas and urban areas of

AP for 2004-05 were 11.20% and 28.00% respectively and that for the State as combined was

Table 1.1: Growth in Real GSDP by Broad Sectors- Mid-Term Appraisal of 11

th Plan-CESS-2011

Year Agriculture Industry Service GSDP

2002-03 -7.8 8.2 6.3 2.7

2003-04 15.1 6.2 7.9 9.3

2004-05 4.4 12.2 8.3 8.2

2005-06 8.8 13.2 9.5 10.2

2006-07 2.7 17.7 12.3 11.2

2007-08 16.9 10.4 8.0 10.7

2008-09 1.2 0.2 9.6 5.0

2009-10 -4.7 5.9 9.0 4.9

Source: Mid Term Assessment of 11th

Plan- CESS-2011

5

15.80%. The corresponding figures for All India during the same period were 28.30%, 25.70%

for rural and urban areas and 27.50% for the Nation as combined. Over the period, the

percentage of people below poverty line has declined both for the State as well as for All India.

The paradoxical situation in respect of AP is that the urban poverty is higher than the rural

poverty. Higher inclusive growth that increases agricultural growth, rural non-farm sector and

reduction in rural-urban and social disparities is important for rapid reduction in poverty.

The percentage of population living below the poverty line in rural AP is estimated to be around

11% by the planning commission. However, a comparison with the Tendulkar committee

reveals that, in reality, this is much higher (Table 1.2). The difference between the estimations

is particularly striking in the case of rural poverty figures. The difference in the case of

combined poverty estimation is about 27%. Although even by these estimates, AP figures are

lower than the all India figures, the absolute number of persons increases significantly. The

Government of A.P. has conducted a Participatory Identification of Poor (PIP) survey in all rural

areas of A.P. in 2002-2003. As per this survey, the percentage of households living Below

Poverty Line (BPL) is given in Table 1.1. As per the table, 56% of Rural Households in AP are

below the official poverty line of the state. According to the NSSO Data (July 2009-June 2010),

the poorest 10% of India’s rural population had an average MPCE of Rs.453. The top 10% of the

rural population, ranked by MPCE, had an average MPCE of Rs.2517 – about 5.6 times that of

the bottom 10%. It may be noted that all three regions of the state are represented in the top

most 5 districts as well as the bottom most 5 districts, reflecting a fairly even rural standard of

living across regions of the state. It can be seen that there is a variation of Rs. 269 per month

(roughly 38%) per capita between the highest ranking district of West Godavari and the lowest

ranking district of Kurnool. This indicates a wide gap in standard of living across districts,

although there does not seem to be a regional pattern to this.

1.3.1.2 Non-Income Dimension

Though the performance of the State in human development is better than many other major

states in India, it lags behind the other southern states on some human development

indicators. The performance is very poor when compared to Kerala which is far ahead in Human

development

indicators. (Table 1.3)

AP is considered to be

one of the most

backward states in

India in terms of literacy and schooling although there was a remarkable improvement in its

performance during the 1990s. The reason could be the low level of initial capital formation,

particularly human capital in terms of education levels.

Table 1.2: Poverty in AP and in India

Andhra Pradesh All India

Year Rural Urban Combined Rural Urban Combined

1993-94 48.1 35.2 44.6 50.1 31.8 45.3

2004-05 32.3 23.4 29.9 41.8 25.7 37.2

2009-10 20.7 18.1 20.0 36.5 21.6 32.2

Source: Suresh D. Tendulkar Committee

6

Note: 1. PCI – Per Capita Income (in Rs.) in constant (1993-94) prices. MPCE- Monthly Per Capita Expenditure (in Rs.)

in real (1993-94) prices; Poverty – percentage of poor persons below poverty line; L E B – Life Expectancy at birth (in

years); IMR – Infant Mortality Rate (per 1000 live births); 2. Literacy is percentage of 7+ population being literates;

Schooling – percentage of 5-14 age group children attending school. Source: PCI – Central Statistical Organisation (CSO);

Poverty – Planning Commission of India; LE – Sample Registration System (SRS); IMR – NFHS III (2005-06); MPCE and

Poverty – NSS 61st round CES(2004-05) and Himansu (2007), Literacy and Schooling – NSS 61st round EUS (2004-05)

The state also has a high ‘burden of diseases’ in general and high incidence of HIV/AIDS, in

particular. Over time, the index value has improved for all the districts, but the rate of

improvement varies from district to district. The ranks have improved significantly for

Visakhapatnam, East Godavari, West Godavari and Warangal. On the other hand, the ranks of

Nellore, Chittoor and Kadapa have declined. The rate of change in HDI values during 1991-2001

was higher in those districts which had lower HDI levels in 1991. This indicates that the

backward districts improved more than the relatively better developed districts of the state.

1.3.2. Vulnerabilities

Vulnerability is a cause, symptom and constituent part of chronic poverty. With risk aversion

and a condition of resignation that is manifested in people living in chronic poverty, specific

policies to reach the vulnerable become essential. At the individual and household level

vulnerabilities include issues surrounding food security, malnutrition, economic capacity of the

head of the household and disabilities affecting the household. At the community level, historic

marginalization of communities would result in their being systematically denied opportunities,

and, therefore being unable to come out of the poverty trap. At the state level, risk of natural

disasters such as floods, droughts and cyclones as well as geographic isolation can affect the

capability of communities to take part in the development process. Some of these

vulnerabilities are analyzed and presented below in the context of AP.

Table 1.3: Selected Indicators of Human Development across Southern States of India

States PCI(2004-05

Average MPCE

Poverty (2004-05)

L E B (2002)

IMR (2005-06)

Literacy (2004-05) Schooling (2004-05)

India 13332 380 27.5 62.3 55 67.5 82.3

AP 13080 376 15.8 63.5 53 58.3 88.1

Kerala 15401 608 15.0 73.5 15 91.8 97.5

Karnataka 15527 349 25.0 64.5 43 67.3 88.1

Tamilnadu 16035 413 22.5 65.2 31 75.6 96.2

Source: HDR 2007

7

Though the Infant Mortality Rate (IMR) of the state declined from 106 in 1971 to 54 in 2007, it

is still at an unacceptably high level. Further, it is still the highest amongst the southern states.

Kerala, for instance, has an IMR of 13. According to estimations in NFHS III (2005-2006), in AP,

about 42.7%, 12.2% and 32.5% of children below 5 years of age were respectively characterized

as stunted, wasted and underweight while the all India averages were 48.0%, 19.8% and 42.5%.

Close to 10% children under the age of 5 were severely malnourished in AP. Malnutrition

among women is also a matter of concern for the state. As per the estimates given by National

AIDS Control Organization (NACO), of the total number of 1, 03, 857 AIDS cases reported in the

country till 31 July 2005, as many as 11,280 cases, accounting for nearly 11 percent are from AP

and so far, the state has recorded 739 AIDS related deaths Moreover, the state is one of the six

Indian states with the highest prevalence rate Based on the prevalence rate, the number of

people who tested HIV positive is around 18

lakh at the all-India level and 4 lakh in AP.

Thus, the state accounts for around 22 per

cent of the HIV positive persons in India.

The literacy rate of A.P. is 60.47 in 2001 as

against 44.08 in 1991. The literacy rate of the

state is lower than that of all India. The female

literacy rate had gone up by about 50 percent,

from 33 percent in 1991 to 51 percent in

2001. There was a substantial increase in attendance rates and a corresponding decrease in

non-literacy in the rural areas of AP in 2001 over 1991, but there was an increase in dropout

rates for all children in rural areas in the same period. The dropout rates among boys and girls

were respectively 11.9 and 15.6. The largest percentage-(73%) of female headed households

are headed by Widows. It may also be noted that over 30% of the household are headed by

women over the age of 60. This indicates the necessity of creating safety nets such as pensions

for the older women in addition to productive livelihood options for the younger women in

order to enable them to support their families.

The total number of migrants as per 2001 census is reported as 1,56,22,434. If this is further

broken down into duration of migration, it can be seen that those that have migrated for

relatively short periods of time i.e. 1-4 years, have work as their primary reason while those

that have a longer time frame have stated family reasons for migration. Nearly 29 million

people are vulnerable to cyclones and their effects in coastal AP, 3.3 million of whom belong to

the communities located within five km of the seashore.

Table: 1.4: Nutritional Status of Children 2005-06

Indicators

AP India

Children

Weight for Age (Underweight) Below 2 SD 32.5 42.5

Below 3 SD 9.9 15.8

Height for Age (Stunting) Below 2 SD 42.7 48

Below 3 SD 18.7 23.7

Weight for Height (Wasting) Below 2 SD 12.2 19.8

Below 3 SD 3.5 6.4

Anemia (All)

70.8 69.5

Anemia (Severe)

3.6 2.9

Source: Human Development Report 2007-AP

8

The estimated number of indebted farmer households is 49,49,300 which works out to be 82

percent of these households. Out of the total indebted households, 11 percent belonged to ST,

17 percent to SC, 47 percent to OBC and 25 percent to Others. The average loan taken by an SC

household is roughly half of that taken by the average household in the state, and is almost

1/3rd of the loans availed by the socially forward groups. This indicates the need for targeted

financial inclusion of the marginalized sections in the society. During 2009-10, 38 lakh members

were enrolled in AABY and during 2010-11, the total number of members enrolled were 52

lakhs. The total number of members enrolled in JBY (Abhaya Hastham), during 2010-11 was

38.41 lakhs.

Work force participation rate among males and females in rural areas of AP declined during

2004-05 compared to 1999-2000, whereas in urban areas of A.P it increased. Work force

participation rates in general are high in AP when compared with all India. Although the share

of Agriculture in the GSDP has been falling, the decline in the share of employment has been

slow-it is still 58.5% with a rank of 8 among major states. Rural Diversification is important for

poverty reduction. There has been some improvement in the share of rural non-agricultural

employment in A.P. between 1993-94 and 2004-05 when it increased from 21 to 28 percent.

Moreover, the rate of growth of employment in non-farm activities was faster. The negative

growth of employment in agriculture indicates that there was an absolute decline in the

number of workers in agriculture and that all the growth in employment in AP was generated in

the non agricultural sector which was relatively lower than in all-India.

1.4. Social Inclusion and Social Mobilization

1.4.1. Social Mobilization

AP has chosen social mobilization and inclusiveness as methods of addressing poverty

alleviation and promotion of livelihood interventions. ‘Society for Elimination of Rural Poverty

(SERP), was established by the Government of AP as a sensitive support structure to facilitate

social mobilization of the rural poor women. SERP implements the ‘Indira Kranthi Patham (IKP)’

which aims at social mobilization to enhance livelihoods and employment generation

opportunities for the poor.

1.4.2. Social Inclusion

Economic growth coupled with high level of human development can bring about an inclusive

development in the society bringing down regional, social and gender disparities. There is

evidence that empowerment of civil society has resulted in human development on par with

high economic growth indicating that regional inequalities in human development can be

reduced with economic growth coupled with empowerment. SERP has relentlessly worked

9

towards the inclusion of socially backward sections of the society into the SHG movement to

improve their livelihoods. The result is that, as on today, SCs and STs have been able to enjoy

the benefits of SERP. Brief details of social inclusion at SERP are given in Table 1.5 below.

In Andhra Pradesh, self help movement through savings has been taken up as a mass

movement by women. There are about 10 lakh women SHGs in Andhra Pradesh covering

nearly 1.1 Crore rural poor women. The SHGs are not only saving on a regular basis, but

are also taking small loans out of the corpus available with the group. An amount of Rs.

5070.51 crores has accumulated as corpus among these groups and these SHGs have an

accumulated Savings Rs. 3383.10 as on March, 2011. Targeted efforts to mobilize

homogenous groups of vulnerable communities such as SCs, STs, and the disabled have

resulted in building up of social capital across the poverty and vulnerability spectrum.

1.5 Financial Inclusion

Access to finance, especially by the poor and vulnerable

groups is a prerequisite for employment, economic

growth, poverty reduction and social cohesion. As per NSS

Report No.498, 2003, the estimated number of indebted

farmer households in AP is 49,49,300 which works out to

be 82 percent of these households. Out of the total

indebted households, 11 percent belonged to ST, 17

percent to SC, 47 percent to OBC and 25 percent to Others. Nearly 80 percent of the indebted

farmers came from very poor households. As can be surmised from Table 1.6, the average loan

taken by an SC household is roughly half of that taken by the average household in the state,

and is almost 1/3rd of the loans availed by the socially forward groups. This indicates the need

Table 1.5: Social Category wise Beneficiaries of IKP 2010-11

S.

No. Component Unit

SC ST Total

No % No % No %

1 SHG Members No. 2547237 22.94 1078180 9.71 11102494 100

2 No. of SHGs provided with Bank Linkages No. 74462 19.12 43384 11.14 389444 100

3 Amount of Bank Linkage provided Rs. In

crores 1455.42 20.52 623.45 8.79 7092.71 100

4 Land Accessibility (Issues resolved) No. 158769 41.21 65874 17.10 385281 100

5 Jobs for Rural Youth No. 10858 29.58 3942 10.74 36707 100

6 Corporate Education No. 2391 44.52 1151 21.43 5371 100

7 Aam Aadmi Bima Yojana No. 1357849 35.74 389640 10.26 3798940 100

8 Dr.Y.S.R.Abhaya Hastham (Members enrolled) No. 804841 18.66 330811 7.67 4313882 100

9 Dr.Y.S.R.Abhaya Hastham (pension) No. 60623 16.77 21731 6.01 361589 100

10 Dr. Y.S.R.Abhaya Hastham (Insurance) including

EGS No. 1607146 30.66 747168 14.25 5241683 100

Source: SERP MIS

Table 1.6: The average outstanding loan (in Rs.) per farmer Households

Social Groups Average Loan / farmer Household (In Rs.)

ST 12,760

SC 12,720

OBC 23,697

Others 37,802

All 23,965

Source: NSS Report 2003

10

for targeted financial inclusion of the marginalized sections in society. Money lenders were the

source of more than 50% of borrowings while the Government formed a mere 1%, indicating a

very high scope for financial inclusion of the poor. Illustratively, AP appears to have a less

dense banking network as compared with Kerala when the banking network is seen against

total population in the States. Yet, AP has more than double SHG spread than that in Kerala.

Up to March 2011, Rs.7092.71 crores of bank loans were given to 3,89,444 SHGs under Bank

linkages programme. This is an increase of approximately 9% over the previous year. Although

the number of groups availing Bank Linkage has been decreasing since 2008, the per-group

average has been increasing. In the year 2010-11, the groups covered was 3,89,444 and the

bank-linked loans increased to Rs.7092.71 crores. As per the reports of the bankers, the

recovery of loans is around 95% as against 87% when comparative to other states. With a view

to make thrift and credit activities meaningful for economic empowerment, the groups are

gradually encouraged to deploy their funds in investment or income generating activities. As

mentioned earlier, the total number of members enrolled in AABY was 52 lakhs in 2010-11. In

JBY (Abhaya Hastham), the total number of members enrolled during 20010-11 was 38.41

lakhs.

1.6 Livelihoods

1.6.1 An Overview of Livelihoods Situation in A.P

There are four major issues related to employment. First is the work participation rate and rate

of growth in employment. The second is the quality of employment in terms of real wages. The

third, related to the second, is diversification in terms of the structure of employment. Last, an

outline of policies is needed for improving quantity and quality of employment. Labour market

reform is also an important issue for policy. The recent NSS

61st round (2004-05) quinquennial survey on employment and

unemployment estimated that around half the population in

AP is reportedly working. Work force participation rates in

general are high in AP when compared with all India.

Unemployment rates based on the usual principal and

subsidiary status in AP and All India in general have increased

over the period 1993-94 to 2004- 05. The unemployment rates

on usual (principal and subsidiary) status of various rounds for AP and All India are presented in

Table 1.7.

The rural unemployment rates as well as urban unemployment (per 1000 persons) in AP as well

as All India have increased during 1993-94 to 1999-2000. However, during the period 1999-

Table 1.7: Unemployment per 1000

trending

Year Level Rural Urban

1993-94 AP 4 30

All India 12 45

1999-2000 AP 8 39

All India 15 47

2004-05 AP 7 36

All India 17 45

Source: NSSO and DES

11

2000 to 2004-05, the rural and urban unemployment rates in AP have decreased. The rate of

decline in urban unemployment (from 39 to 36) was much sharper as compared to that of the

rural unemployment (from 8 to 7). Agricultural labour forms the largest segment of working

population in the state. Rural Diversification is important for poverty reduction and there has

been some improvement in the share of rural non-agricultural employment in A.P. from 1993-

94 to 2004-05 when it increased from 21 to 28 percent. Moreover, the rate of growth of

employment in non-farm activities was faster. The negative growth of employment in

agriculture indicates that there was an absolute decline in the number of workers in agriculture

and that all the growth in employment in AP was generated in the non agricultural sector which

was relatively lower than in all-India.

1.6.2 Agriculture and Allied Activities

Average per capita agricultural income in the state was Rs. 3618 while it was Rs. 3360 in all-

India at constant (1993-94) prices in the triennium 2002-05. In recent years, the state has also

been facing a crisis in agriculture. The share of agriculture in employment in the State declined

from about 69 per cent in 1961 to about 59 percent by 2001. The diversification to the nonfarm

sector has been slow. Among the agricultural workforce, about 60 percent are registered as

agricultural labour and the rest as cultivators. Though there are regional differences, they are

not significant. The percentage of cultivators in the agricultural workforce was relatively much

higher in north coastal Andhra followed by Telanagana and Rayalaseema, and was lowest in

south coastal Andhra. The share of agriculture in GSDP and employment are higher in A.P. as

compared to all-India. Average per capita agricultural income in the state was Rs. 3618 while it

was Rs. 3360 in all-India at constant (1993-94) prices in the triennium 2002-05. There have

been significant changes in the structure and performance of the agrarian economy in the

state. The share of marginal farmers in the number of holdings increased from 46 per cent in

1970-71 to 61.6 per cent in 2005-06. In fact, the share of marginal and small farmers in the

number of holdings was more than 80 per cent in 2005-06. Area under marginal and small

farmers rose from less than 20 per cent in 1970-71 to around 50 per cent in 2005-06. The area

under food crops has decreased by 3 percentage points and occupies 66% of land cultivated.

Wells play a very important role in the agricultural economy of AP and serve as the main source

of irrigation in as many as 15 districts. Canals come second and are important in five districts

while tanks are the dominant source only in two districts.

In AP, the annual growth rate of agriculture increased from 2.3 per cent during 1980-81 to

1992-93 to 2.7 percent during 1993-94 to 2005-06, which was due mainly to the extraordinary

performance of the livestock component during this period. The terms of trade have become

favourable to agriculture because the protection given to domestic industry has been reduced

and the minimum support prices (MSP) for rice and wheat have been increased. As MSP

operations are limited to only a few commodities, the prices are not favourable to most of the

12

other commodities. Agricultural extension services account for only 9 percent of the farmers’

information on agricultural technology in the State. With the virtual breakdown of the

extension machinery, small and marginal farmers have become increasingly dependent upon

private agents for extension services. The position of the small farmer is the worst among all

classes of farmers, and the outstanding loan per farmer is Rs. 33000 per farmer in the state as

against Rs. 14000 at the national level. Since most of the loans are borrowed from private

moneylenders and traders, the implicit rate of interest is very high. To conclude, small and

marginal farmers will be unviable without substantial public infrastructure support and

comprehensive social security including health, education, employment and old age support.

They are indeed risk taking small agricultural entrepreneurs. The state may have to own the

responsibility for the social costs of investment in the development of land and water (including

groundwater) resources, provision of adequate economic support by way of institutional credit,

extension services, quality input supply and remunerative prices as well as social sector support

of ensuring quality education and health facilities.

1.6.3 Livestock

Animal Husbandry activities were reoriented towards increased production of livestock

products like Milk, Meat and Eggs, besides providing adequate health care and control of

diseases aiming to improve the economy of rural poor through livestock rearing. With its

livestock resources and gradual enlightenment of the farmers along with dedicated and

sustained efforts over the years, the State has elevated to a prominent position in the Country

in the Livestock Sector. The State rose to number one position in Poultry and Egg Production in

the Country. From a humble beginning of backyard poultry, it has grown to a stage of dynamic

industry producing 183446 lakh eggs per annum. The milk production has increased from 18.08

lakh tonnes in 79-80 to 95.70 lakh tonnes in 2008-09 and is in 2nd position in India. The meat

production has increased from 96,320 tonnes in 79-80 to 6,04,000 tonnes in 2008-09 and

stands first in the country. The per capita availability of Milk has increased from 185 gms/day in

1998-99 to 299 gms/day in 2007-08. The Per capita availability of Eggs has increased from 83

nos/annum in 1998-99 to 215 nos/annum in 2007-08. The Per capita availability of Meat has

increased from 9.21 gms/day in 1997-98 to 15.35 gms/day in 2005-06.

Effective Veterinary and Animal Husbandry services rendered over the years have been

instrumental in achieving these spectacular production levels.AP is well known for its livestock

wealth. The State has the world famous breed of Ongole Cattle an Aseel breed of poultry,

which is the principle source for the development of broiler breeds in the world. AP is also

famous for Nellore breed of sheep, which is well known for quality mutton production. The

Livestock Development has attained the status of an Agro-based industry generating economic

growth, gainful employment and livelihood to many weaker sections in the State. Small and

marginal farmers and landless poor are contributing to 62% of total milk production own 70%

13

of livestock in AP. Women provide nearly 60% of livestock farming labour. Similarly rural

shepherds own 90% of sheep population and entire piggery development is the monopoly of

weaker sections. Thus, the livestock sector has become a powerful tool for socio-economic

change and an important priority component in rural development and poverty alleviation

programmes in the State.

1.6.4. Non Farm Livelihoods

Debates about 2rural development attach increasing importance to the rural non-farm sector.

Traditionally, rural households in developing countries have been viewed as though they were

exclusively engaged in

agriculture. The reality,

however, is that rural

households can have

highly varied and often

multiple sources of

incomes. Rural households

can, and do, participate in

a wide range of non-agricultural activities, such as wage and self-employment in commerce,

manufacturing and services, alongside the traditional rural activities of farming and agricultural

labor. Such non-farm incomes can contribute significantly to total incomes of farm households

in developing countries. In all states (Table 1.8), other than AP, the bottom quintile receives a

lower share of income from non-farm sources than those in the second quintile. In AP, the

nonfarm sector is centered to a large extent around residual activities that the poor, who are

perhaps, unable to gain access to sufficient land for cultivation (or of sufficient quality) are

compelled to turn to the non-farm sector in order to make ends meet. In this situation, the

most prosperous households would seem to be those specialized in high return agricultural

activities. In Tamil Nadu, on the other hand, the non-farm sector has developed to such an

extent that it offers a genuine alternative to agriculture as a source of upward mobility. This

suggests that policy makers in AP should be concerned not only to increase the scale of existing

non-farm activities, but also to promote non-farm activities that are high-return and that could

ultimately serve as a separate but complementary engine of rural growth. The primary non-

farm activity engaged in by rural families is textiles or weaving-28%. Following this is the Forest

products (23%) and the Handicrafts sector (8%), Fisheries- 8% and Food Products 6.5%. More

description of the sectors themselves and the constraints to making RNFS a viable alternative to

agriculture in the rural economy is given in the next section.

2 Preliminary AP Poverty Note- Lanjouw and Parker- SASPR

Table 1.8: Non Farm Incomes in AP and in Neighbouring States

Quintile Andhra Karnataka Tamil Kerala Madhya All-

Pradesh

Nadu

Pradesh India

Lowest 38.2 16.5 19.8 43.6 27.3 31.6

Q2 35.4 21.7 43.2 47.2 29.2 38.5

Q3 29.8 24.8 44.4 42.5 27.3 38.1

Q4 21.8 27.7 45.5 38.1 23.8 39.3

Highest 18.5 16.6 50.4 27.4 16.5 30.9

Total 23.4 20.1 46.4 34.7 21.4 34.4

Source: Preliminary AP Poverty Note- Lanjouw and Parker

14

1.6.4.1 Handloom

There was a steady decline in the number of cooperatives in the state by 2003-04 (GOAP). As

on March 31, 2005, only 540 of the 783 officially listed cooperative societies in AP were active.

Of the 2,16,007 weavers who are affiliated with societies, only about 38,000 were part of the

self help group movement. As on March 31, 2005, of the 90,168 looms under cooperatives in

AP, only 37 per cent were active, while nearly 63 per cent are dormant. These figures indicate

the extent of under utilisation of capacity in the cooperative sector. The quantity of cloth

produced in the cooperative sector in the state declined from 923.06 lakh metres in 1985-86 to

225.76 lakh metres in 2003-04, a 77.3 per cent decline. This has now recorded an increase to

388.87 lakh metres, however, it is still far from the peak figures reported above.

1.6.4.2 Forest Produce

The forest lands occupy 6.38 million hectares covering 23% of state’s geographical area and 9%

of the country’s forest area. Direct dependency of a large rural population on forests combined

with increasing pressures on an already depleted resource base is the central challenge in the

sector. Only 2.42 m ha (45% of total forest land in AP) constitutes dense forests with crown

density of more than 40 percent. The remaining forest land is composed of open forests, scrub

and barren lands. Roughly 4 Million tribals are dependent on Non-Timber Forest Produce for

their nutritional as well as livelihoods needs. The GOAP has already relaxed many rules and

regulations relating to harvesting, transit and marketing of wood forest produce. However, the

procedure for issuing transit permits still remain cumbersome in respect of a few species and

this needs to be simplified. The AP Scheduled Areas Minor Forest Produce (Regulation of Trade)

Regulation of 1979 created a state monopoly for trade of certain minor forest produce (MFP) or

non-timber forest product (NTFP) under which GOAP appointed the Girijan Cooperatives

Corporation (GCC) as an agent for the purpose of purchase of, and trade in, any MFP on behalf

of the State Government. This regulation restricts sale, purchase, curing or processing,

collection, storage and transport of the MFP covered under the regulation, by any person other

than GCC in scheduled areas. A list of items procured and marketed by GCC is available in the

box. For a period of 5 years, SERP was allowed to act as a collection agency at the village level

for NTFP items. Out of the commodities procured, Neem was the highest percentage at 41%,

followed by Hill Brooms at 16%. The procurement for the former was done across 4 districts.

Nalgoda and East Godavari contributed the most to the NTFP procurement by SERP in the state.

1.6.4.3 Handicrafts

In AP, Kalamkari work, Kondapally toys, Bidri Work, Nirmal Paintings etc., are provided a

platform through the AP Handloom Development Corporation, commonly known as Lepakshi. It

was set up in 1981 with a paid up capital of Rs. 2 Crores. It has a manpower of 181 staff, and

undertakes unified marketing and distribution through their 14 showrooms in Hyderabad,

Visakhapatnam and other cities and towns in AP in addition to those in Delhi and Kolkata. In

15

addition Lepakshi participates in trade fairs, exhibitions and expos in order to reach out to a

larger clientele.

1.6.4.4. Food Processing

AP is an important food processing state with 40% of the factories in the manufacturing sector

falling under the agro-food industries category, and accounting for 10% of the total fixed

capital. The comparable figures at the all-India level are 17% (agro-food factories) and 4.5%

(total fixed capital) (Gandhi et al. 2001). In AP, food processing accounted for about 18% of the

total output from the manufacturing sector, 18% of the total employment, and 27% of total net

value added. The state ranks second after Maharashtra, with 10% share of total value added

from the food processing industry in the country in 1999–2000. Five Agricultural Export Zones

have been established in the state. To strengthen backward linkages, the Government intends

to promote micro-irrigation systems and contract farming, and assist in the establishment of a

futures market. For forward linkages, it is expected to develop and promote electronic trade

exchanges for processed food products.

1.6.5 Jobs

A CII study has revealed that AP would have

7.5-8 million new (incremental) jobs to offer

by 2015 with nearly 4.5 million skilled and

highly skilled professionals and 3.0 to 3.5

million jobs for unskilled human resources.

The employment opportunities are likely to

emanate mainly from the IT & ITES, textiles,

engineering, construction, pharmaceuticals

and biotech, tourism, health care and financial

services sectors. Considering employability of

these resources, it is required to create

educational infrastructure and support systems including mechanisms such as training

programmes and vocational courses capable of training 3.2 million students till 2015. See Table

1.9. In view of the changing structure of AP’s economy, and in order to address issues of large

scale skilling and capacity building especially in the rural areas, the Employment Generation and

Marketing Mission is establishing a network of skill training centres along with hostel facility.

These centres are expected to provide organized sector jobs to several first generation

employees. Apart from the quantity of employment, quality is a concern in the state. Problems

such as wage rate, seasonality, job insecurity, illiteracy, occupational hazards etc., continue in

the state. Around 94% of the workers in A.P. are in the unorganized sector and the state reports

high incidence of employment in the unorganized/informal economy. Further, demographic

dividend, which is one of the sources of future economic growth in AP, is expected to increase

Table 1.9: Incremental Human Resources Requirement till 2015

Industry Current Employment (000s)

Employment by 2014-15 (000s)

Paper 21 33

o-tech 5 24

Chemicals and Fertilizers 87 131

Agro and Food Processing 198 280

Mines and Minerals 115 225

Engineering 99 215

Banking and Insurance 135 268

Drugs and Pharma 230 478

Tourism 851 1366

Healthcare 290 850

IT and ITES 152 893

Textiles 745 1826

Construction 2200 4210

Source: CII Study on Mapping of Human Resources and Skills in AP

16

the working age group and reduce dependency ratio. Reduction in dependency ratio is likely to

increase savings and investments. Shifting the workforce from Agriculture to the non-farm

sector is an ideal way for enhancing the income levels of the poor by creating quality non-

agriculture work opportunities through skill development in rural areas.

1.7 Performance of MNREGA in the state

The position of AP among all states improved from 20 in 2006-07 to 2 in 2009-10.3 The

composition of works undertaken was such that the highest share of works- around 70% was

related to common property resources for strengthening dry land agriculture. At the same time,

development works on lands of the SCs and STs constitute around 1/5th of the works4.

According to a sample study assessing the impact of

MNREGA in 4 districts of the first phase of MNREGA in

AP, households belonging to SCs were fairly

represented compared to their share in total

households. This was true across all sample districts.

Similarly, agricultural labour, marginal and small

farmers among land holding groups, the labouring

households belonging to agriculture and non-

agriculture across the occupational groups and the BPL households among all households were

fairly represented in MNREGA. Average wage earned by male participants under the program is

Rs. 102 which is the same as the market wage. But for the female worker, average wage under

MNREGA is Rs. 90/- which is much higher than the market wage- Rs. 61/-. Though male female

wage rates are not the same, the disparity has reduced. For the male participants, the

percentage of MNREGA wage to total income is 12.1. However, this is almost double for

females at 22.6%. Table 1.10 describes the percentage of MNREGA wages to total wages in the

four sample districts.

Way Forward for MNREGA in AP lies in

Empowering MNREGA workers and creating awareness regarding facilities, wage

disparities etc. to enable grass root level monitoring of the program.

Building Gender sensitivity into program so as to increase the poverty and vulnerability

impact

Engage with institutions to build assets at the village level

3 A snapshot of NREGS in AP in Annexure A.1.18

4 Mid-Term Assessment XI Plan- CESS.

Table 1.10: % of MNREGA Income to Total Wage

Income

District Male Female All

Karimnagar 11.3 19.5 14.6

Rangareddy 8.4 19.1 12.4

Ananthapur 16.8 25.8 20.2

Vizianagaram 14 26.1 18.4

Average 12.6 22.6 16.4

Source: Study on Impact of MMNREGA for GOI-CESS

17

1.8 Performance of other leading Social Welfare Schemes

1.8.1. National Rural Health Mission (NRHM)

The NRHM launched in 2005 to make all

health facilities fully functional, community

owned and to create a decentralized

healthcare delivery system. In AP, the

number of institutional deliveries has

increased and hence Maternal Mortality

Rate has come down. ASHA training was completed in the state by 2007 and refresher training

was also complete for more than 90% ASHAs. This was done much ahead of the NRHM timeline

of 2008-09. Majority of the districts (17) have mobile medical units. However, many medical

staff positions in various hospitals were vacant or the staff was not available in time. There are

variations in the amounts released to the districts as the allocations were based on PIP

approvals. The majority of districts received Rs. 2-3 Crores. East Godavari and Visakhapatnam

were the major beneficiaries. Some of the key state-wise indicators on NRHM performance are

presented in table. It is apparent that while AP estimates are better than India estimates, there

is much to be achieved with regard to achieving targets especially on the MMR. (Table 1.11)

1.8.2 PDS 5There are 44,498 Fair Price Shops functioning in the State as on 30.11.2010. Out of them 6,586

are in urban areas and 37,912 are in rural areas. On an

average, each shop has 535 cards / families. As against

Government of India’s norm of one Fair Price Shop for every

2,000 persons, there is one shop for every 1,965 persons in

AP. The number of Ration cards attached to each Fair Price

Shop in rural areas is 400 to 450 BPL cards and 50 Pink cards.

For the financial year 2010-11 Rs.3,000 crores has been provided in the budget towards subsidy

for the subsidized rice scheme for supply of rice to BPL families at Rs.2/- per kg through the

Targeted Public Distribution System.

5 Socio-Economic Survey of AP 2010

Table 1.11: Key Health indicators- All India, AP and NRHM Targets

Indicator NRHM by 2012 Present status

AP Target

India AP

IMR (per 1000 live births) 30 57 56 30

MMR (per 1,00,000 live births) 100 301 195 100

TFR (children per women) 2.1 2.9 2 1.5

Source: Mid Term Assessment of 11th

FYP-CESS

Table 1.12: Number of Ration Cards Issued as on December 2010

Card Type Number Issued

White 1,79,16,901

AAY 15,57,800

Annapurna 93,200

Pink 29,94,431

Total 2,25,62,332

Source: Socio-Economic Survey of AP

18

1.8.3 ICDS

The ICDS is a centrally sponsored scheme and is the single largest integrated programme for

child development in the country and in the state. The budget allocation for ICDS for AP has

more than doubled between 2002-03 and 2008-09. However, there are issues with construction

of Anganwadi centres as well as Project Management Units. In 2007-08, under ICDS account, a

significant portion of the budget was spent towards salaries and rents for Anganwadi centres,

while items such as medicines and other materials formed a small part of the expenditure.

Some state level details of AWCs are presented in Table 1.13 High density of AWCs in a village

had a positive correlation to the number of children immunized in the village. Though 661

CPDO posts were sanctioned as on march 2009, more

than half of them are not appointed. There is an acute

shortage of staff at the CDPO level. The Srimantham

program has been conducted extensively in AP as part

of NHED activity.

1.8.4 Pensions (Old Age, Weavers, Widow and Disabled Pensions)

Under the pension scheme, persons over the age of 65 are extended support at the rate of Rs.

200/- per month. The amount which was Rs. 75/- up to 2005-06 was increase to Rs. 100/- per

month and further to Rs. 200 per months from 2006-07. GoAP has increased all pensions from

Rs. 200 to Rs. 500/- per month effective December 2008. All disbursements have been brought

under one umbrella to Rural Development Department from year 2006. Up to September 2009,

a total of 6,983,935 pensions are sanctioned under different categories among them, 2.134.067

are regular- which have been sanctioned earlier, and 4.849,868 pensions are sanctioned under

INDIRAMMA program to various categories.

1.9 Role of PRIs

The state of AP stood second in introducing the Panchayati Raj system in India in order to

establish democratic institutions at the grass root

level. The present status of functional devolution in AP

(Table 1.14) shows that its position is lowest among a

few important states. Out of 29 items specified in the

11th schedule, it transferred functions in respect of

sixteen (16) subjects of which five (05) subjects are

with funds (agriculture, drinking water supply, minor irrigation tanks, social forestry, primary

and secondary education and khadi and village industries) and only two subjects are with

functionaries (drinking water supply and minor irrigation tanks). Thirteen (13) functions still

remain to be transferred; twenty-four (24) subjects with funds; and twenty-seven (27) subjects

with functionaries. By contrast, in Karnataka all the 29 subjects/departments have been

Table 1.13: AWC Facts

Parameter AP India

Safe Drinking Water (% of villages) 65 79.4

Distance to Bus Station 1 2.4

Distance to Primary School 0.8 0.7

Distance to PHC 5 5.3

Source: NCAER 2001

Table 1.14: Status of Activity Mapping in AP as on 2006

Subjects Transferred 17

Activity Mapping Undertaken

9

Remarks Activity Mapping for critical subjects housing to be done Only 8 Departments have passed orders for transfer of funds and functions

19

transferred to panchayats with funds, functions and functionaries. Kerala comes next, followed

by West Bengal and Madhya Pradesh (Report of the Tenth Five Year Plan Working Group 2001).

Interface between the PRIs and the CBOs would usher in better mechanisms of accountability.

Linkages are necessary to sustain and strengthen the CBOs and make them accountable to all

the stakeholders in the Gram Sabha. The linkages already created and established by the

various Acts and other mechanisms have helped in creating only a token representation to PRI

members. The non-voting powers bestowed on the ward members and the Sarpanches has

diluted their presence and participation. Also, the Gram Sabhas are used, if at all, for

beneficiary selection. The Gram Sabha should become an important forum for micro-planning

where the different stakeholders meet to plan for the resources that are available to achieve

convergence. Convergence cannot take place through a government order (Sitaram, 2002).

1.10. Existing Livelihood Initiatives and Social Sector Initiatives in the State

Impressive record of economic growth on a sustainable basis coupled with certain positive

upsurge in the living standards of the people prompted the State to set a growth target of 9.5%

for the 11th Five Year Plan as against 9% for the Nation. Besides the achievements under the

priority sectors like irrigation, agriculture and rural development, the state has committed itself

to focus on increasing public spending on social sector-especially on Housing and welfare of

SCs, STs, minorities etc. besides the new initiatives like Rajiv Arogyasri and 104/108 medical

services, Dr. YSR Abhaya Hastham, and others to ensure that the benefits of economic

development and technology reach the needy. The overall and comprehensive picture of the

growth and performance during the first four years under the 11th Five Year Plan and

performance of various Flagship programmes being implemented in the state are presented

below:

1.10.1 Agriculture initiatives

During current year, despite crop losses due to cyclones and floods, the food grain production is

estimated to touch a level of 190 lakh MTs. Agriculture extension like Rythu Chaitanya Yatralu,

Polambadi etc., and Govt. of India’s flagship programs like Rastriya Krishi Vikas Yojana (RKVY)

with 100% Central aid have helped the State to achieve targeted growth rate in the Agriculture

and Allied sectors during XI five year plan. During the four four-year Plan period (2007-08 to

2010-11-Jan.), an amount of Rs. 1023.08 crores has been spent under RKVY and under the

Agriculture & Allied sectors, Rs.6762.72 crores has been spent. The massive programme of

‘Jalayagnam’, of creating 98.41 lakh acres of new irrigation potential and stabilizing 22.26 lakh

acres by constructing a total number of 86 irrigation projects-which include 44 major, 30

medium projects, 4 flood banks and modernizing 8 projects has been mounted since 2004-05.

12 projects have been completed and water released for 21 more projects creating partial

irrigation potential during 2004-05 to 2009-10. During the 4 years (2007-08 to 2010-11) of the

20

11th Five Year Plan, 17.59 lakh acres potential was created. An amount of Rs.38793.17 crores

has been spent under Plan in the Irrigation sector.

1.10.2 Rajiv Arogyasri

To provide financial protection to families living below poverty line for treatment of serious

ailments, the Arogyasri Health Care Trust was set up to implement a Community Health

Insurance scheme – Arogyasri. Since inception in April, 2007, in all 23,582 medical camps were

held in network hospitals in rural areas wherein 40.06 lakh patients have been screened. Of

these, 20.35 lakh patients have been treated as outpatients and 9.99 lakh as in-patients. 8.71

lakh patients underwent surgery / therapy at a cost of Rs. 2491.51 crores.

1.10.3 Emergency Transport (108) and Health Information (104) Services

Toll Free 108 (EMRI): to enable rural poor easy access to hospital services, free of cost, in times

of emergency. Further, a Caller-free Telephone service(104) for the rural and urban population

of the State to disseminate information, advice and guidance related to any health problem

have been undertaken by the Government. During the 4 year period (2007-08 to 2010-11), an

amount of Rs.4142.05 crores has been provided in the Plan Budgets.

1.10.4 Education

To make education more meaningful and effective, the State Government has been

implementing several schemes of its own and those sponsored by the Government of India.

133.64 lakh children have been enrolled in different levels with 53.40% in the Primary stage.

Government is taking all necessary measures to retain children in schools. During 2009-10, the

dropout rates have fallen to 15.80% at Primary level and 53.36% at the Secondary level. An

amount of Rs. 3530.21 crores has been spent towards General Education in the State during the

4-year period of the 11th Plan.

1.10.5 Housing & under INDIRAMMA

AP has been the pioneer in implementing “Housing for All” duly making it a reality on saturation

basis. During 1st four years of the 11th Five Year Plan, (2007-08 to 2010-11), 32.51 lakh houses

have been constructed. Housing accounts for 9.93% (amounting to Rs. 14,377 crores) of the

total plan outlay during the 4 year period of the 11th Five Year Plan.

1.10.6 Social Inclusion

From the year 2008-09, applications and sanction of scholarships to SC, ST and BC students

were made ONLINE to ensure that scholarships reach the students by the 1st of every month

and also to ensure transparency by keeping all the information in the public domain. Apart from

the above, other educational and economic development programmes are also being

implemented to SC, ST, BC and Minorities. An amount of Rs. 7076.33 crores has been spent

21

towards welfare of SCs, STs, BCs and Minorities in the State during the 4-year period (2007-08

to 2010-11) of the 11th Plan.

1.10.7 Curbing Left Wing Extremism (LWE)- Integrated Action Plan (IAP)

With the aim of giving a fillip to development schemes in tribal and backward regions, mostly

affected by Naxal violence, GOI have taken up of an Integrated Action Plan (IAP) in 60 selected

districts across the Country. In AP State, the IAP programme is implemented in Khammam and

Adilabad districts. It is aimed at quick resolution of problems concerning healthcare, drinking

water, education and roads. During 2010-11 alone, each of the two districts were given a block

grant of Rs. 25 crore and the grant will go up to Rs. 30 crore each in 2011-12.

1.10.8 Pradhan Mantri Gram Sadak Yojana (PMGSY)

A 100% Centrally Sponsored Scheme “Pradhan Mantri Gram Sadak Yojana (PMGSY)” was

launched on 25th Dec. 2000, primarily aiming to provide all-weather road connectivity to

unconnected habitations. Under this programme, in all, a total amount of Rs. 3321.55 crores

has been spent during the 4 years (2010-11 upto Dec. 2010), covering a total road length of

18,714 km under 5897 completed works.

1.10.9 Indira Awas Yojana (IAY)

Indira Awas Yojana(IAY) is a Centrally Sponsored scheme being implemented in the state with a

sharing pattern of 75:25 between the centre and the state. Under the IAY programme, in all, a

total amount of Rs. 3051.55 crores has been spent during the 4 years (2010-11 upto Dec. 2010).

The amounts include the state contribution besides the Central allocation. Under the IAY

scheme, 10.42 lakh houses have been constructed during the four year period 2007-08 to 2010-

11 (till Dec. 2010).

1.10.10 Health, Nutrition and Drinking Water

The main focus of this programme is to make all health facilities fully functional; community

owned, decentralized health delivery system with an emphasis on inter-sectoral convergence

with sanitation, water, education, nutrition, social and gender equality besides strengthening all

health facilities according to Indian Public Health Standards (IPHS). For implementation of

various items subsumed under NRHM, in all an amount of Rs. 2024.77 crores has been spent

during the period 2007-08 to 2010-11(Dec.2010). The scheme covers several health

parameters.

1.10.11 National Rural Drinking Water Programme (NRDWP)

An amount of Rs. 1757.80 crores was spent during the last four years 2007-08 to 2010-11(till

Janu.2011) against an allocation of Rs.2079.70 crores under the National Rural Drinking Water

Programme for providing drinking water to 14,616 habitations.

22

1.10.12 Sarva Shiksha Abhiyan (SSA)

Launched in partnership with the State Governments and local self-governments, SSA aims to

provide useful and relevant education to all the children in the 6-14 years age groups. Under

the SSA programme, an amount of Rs.3134.68 crores was spent during the last four years 2007-

08 to 2010-11(till Dec.2011). Under this scheme, during the 4-year period, 210 new school

buildings have been constructed, 170 schools have been made operational. Further, several

schools have been provided with adequate drinking water facility and toilet facility. Due to the

infrastructure facilities and academic support, there has been improvement in enrolment as

well as reducing drop out ratios.

1.10.13 Mid Day Meal Scheme (MDMS)

Midday Meal scheme (MDM) is being implemented from January 2003 in the state. Under the

scheme, a minimum content of 450 calories and 12 grams of protein content is provided per

child on each working day of the school for classes I to V and 700 calories and 20 grams of

protein content is provided per child on each working day of the school for classes VI to X.

Primary School, Upper Primary and High School Children of Classes I – X studying in

Government/Local bodies and Aided institutions are covered under this scheme. Under the

Mid-Day Meal programme, an amount of Rs. 597.29 crores, has been spent during 2007-08 to

2010-11(Till Dec.2011). The amounts include the state contribution besides the Central

allocation. Under the scheme, 60.33 lakh students during 2007-08, 70.44 lakh students during

2008-09, 70.43 lakh students during 2009-10 and 74.44 lakhs students during 2010-11 have

been covered.

1.10.14 Accelerated Irrigation Benefit Programme

Government of India has initiated assistance under AIBP to complete the ongoing Major and

Medium Irrigation projects taken up with Central Water Commission and Planning Commission

Clearances, since 1996 – 97 to create Irrigation Potential (IP) at Optimum cost, based on the

guidelines issued from time to time. While 22 projects (12 major and 10 medium) have been

included under AIBP after 2005-06, out of which, three major and one medium projects have

been completed and the IP created up to Sept.2010 is 2.905 lakh Ha. A total amount of Rs.

8658.66 crores has been spent during the 4 years of the 11th Five Year Plan 2007-08 to 2010-11

(till Dec.2010) under various AIBP projects in the state.

23

Part II: Review of SERP

24

Chapter 2

Society for Elimination of Rural Poverty (SERP)

2.1 Evolution

The Government of Andhra Pradesh (GoAP), seriously concerned about the high level of

poverty, illiteracy and poor health, gave high priority to improving the status of the rural poor

through innovative approaches. An autonomous organization, Society for Elimination of Rural

Poverty (SERP) with the Chief Minster as the Chairman was established to implement the rural

poverty eradication projects in the state.

The Society for Elimination of Rural Poverty (S.E.R.P.) is implementing Indira Kranthi Patham

(IKP) project. This is a State-wide, community demand driven rural poverty alleviation project

aiming to cover all rural poor households in the state, with a special focus on 30.0 lakh poorer

households. The main objective is to enable the rural poor in the state, particularly the poorest

of the poor, to improve their livelihoods and quality of life. The IKP focuses on rural poor

families in all the 1098 Rural Mandals in 22 rural districts of the State. It evolved in two phases

as two projects. The first Phase and first project was Andhra Pradesh District Poverty Initiatives

Project (APDPIP) in 6 districts. The second Phase project is Andhra Pradesh Rural Poverty

Reduction Project (APRPRP) in 16 districts. Currently, the APRPRP covers all rural Mandals in 22

rural districts

The APDPIP design reflects lessons learned from several on-going and completed World Bank-

financed rural development projects in India. These have shown the importance of community

participation and ownership in achieving efficiency and sustainability. They have also

demonstrated how communities can contribute towards investment and operational costs if

they are assured of good service and have also demonstrated the potential value of successful

partnerships between community organizations, NGOs and the Government. APRPRP sought

not only to mobilize communities but also sought to provide support to facilitate linkages with

the credit institutions to open investment opportunities for the rural poor in economic

activities. The Project Development Objectives of APRPRP are that the poor, and particularly

the poorest of the poor in the remaining 12 rural districts sustain self-reliant, empowered

organizations to take advantage of their new opportunities, in a risk-managed environment.

They convert their secure asset base into an economically viable, improved and sustainable

living. Higher level educational achievement, particularly among girl children of the poorest of

the poor is also achieved.

25

2.2. Programs

Operating on the fundamental premise that empowerment and participation are the crux of

development, SERP works through CBOs in building the institutions, strengthening their

capacity and making thrift and credit work together. Once this is established, the livelihoods

programs which span all sectors from agriculture to service sector jobs and entrepreneurship

work to ensure that the standard of living of the poor goes up. The human development

programs such as health, education and social security ensure that the next generation is

adequately equipped to come out of poverty.

Sustainable Livelihoods

Land Access Programme: Land access to the poor is

designed with the aim of enabling and supporting the

poor in getting enhanced access to land in

convergence with revenue department. It facilitates

the poor to have control over their lands in terms of

having secured title, handling their lands locked in

courts/disputes. Under the Land Access Programme up

to May 2011, 3.85 lakh cases related to land disputes

of poor were resolved and created the accessibility of

4.72 lakh acres to the SHG members. Out of total poor

beneficiaries 1,58,769 are SCs and 65,874 are STs.

Land Inventory: This initiative was taken up in 22,833

Revenue Villages of 956 Mandals in the State. It was

started in July, 2010 and all Mandals were to be

covered in 3 phases. The objective was to map the lands of the SCs/STs and to facilitate them to

have secured title and possession. The programme was also taken up to facilitate the land

development under MGNREGA and other programmes, and thereby enable increase in incomes

by accessing sustainable agriculture programmes like CMSA/RFSA etc. Out of 30,70,700

households identified 17,93,591 own land and 12,77,109 are landless.

Community Managed Sustainable Agriculture

(CMSA): CMSA is meant to support the poor farmers

to adopt sustainable agriculture practices to reduce

the costs of cultivation and increase net incomes

and thereby improve and sustain agriculture based

livelihoods. 27.06 lakh acres during Kharif 2010-11

were under CMSA benefitting 10.47 lakh farmers in

8033 villages in 503 mandals of 22 districts. The

26

Flagship programmes identified under CMSA during 2010-11 are POP Strategy, 36 X 36 models

and SRI Paddy. POP strategy facilitates the land lease to the landless labourers and promotes

CMSA practices in these lands. Out of the half acre of land, SRI system of paddy is cultivated in

0.25 Acre and 36 X 36 model or 7 tier model or poly crops in the remaining 0.25 Acres to earn a

net income of Rs.50,000/- . This model benefitted 912 PoP families in 2010-11. Apart from this,

more than 60,000 36*36 models have been grounded benefitting 60,000 families with

household nutritional security. CMSA is being implemented in convergence with MGNREGA

Rain Fed Sustainable Agriculture (RFSA) that is being implemented in 21 Districts. As of date,

Rs.185 crore worth of rain water harvesting and cropping structures have been implemented by

benefitting 68,852 SC/ST farmers.

Livestock And Poultry Development Initiative: Under the programme, the Community Based

Organizations are managing 200 BMCUs and procuring milk from more than 1,50,000 pourers

of 4225 Village Milk procurement centers by the end of May 2011. During the FY 2010-11, the

IKP managed BMCUs have procured a minimum of 1,84,091 LPD (April2010) and maximum of

2,58,623 LPD ( Dec 2010) and the cumulative milk procured from April2010 to March 2011 is

8,08,53,293 liters, valued at Rs.194.05 Crores (average price of Rs. 24/- per liter). The process of

ensuring Minimum Support Price to milk has now gained momentum and the focus of LPD unit

has changed to strengthening backward linkages to dairying while ensuring additional incomes

through allied activities like backyard poultry rearing and small ruminant rearing by the Poorest

of poor families belonging to SC and ST community in the first phase.189 mandals have

established APBN fodder nurseries in 498.3 acres of land so far and also started distributing

fodder slips through 9 community member Spear Head Teams (SHTs Fodder & Feed) developed

for this purpose. From out of 189 APBN Fodder nurseries established so far, 3308.4 acres of

fodder is developed in the community members and farmers lands belonging to 17,183

members of 1066 villages. Under PM package the Government has sanctioned Mini feed Mixing

Plants for use by the farmers with a capacity of 2.5 MT per shift. The APDDCF limited was made

nodal agency and the Managing Director, APDDCF ltd has released 65 Mini plants to IKP to be

managed by Mandal Samakhyas of BMCU mandals.

Collective Marketing: In order to bring Value Addition

to the Agricultural Products Under Collective Marketing

initiative, our Community Based Organizations have

procured a total of 126.74 lakh quintals of agricultural

and Non Timber Forest Products worth Rs.1304.76

crores during this year up to May 2011

Employment Generation and Marketing Mission

(EGMM):EGMM works in a public-private partnership

27

mode to identify, train and place youth in entry level corporate jobs in hospitality, retail, sales,

tourism, banking, rural BPOs, manufacturing, textiles and construction sectors. The total

number of jobs created up to 2010-11 is 2,74,270.

Human Development

Gender Strategy: The Gender strategy envisages that the poor women are able to access and

exercise control over assets, incomes, and all services available at village and individual level.

Gender programme helps preventing discrimination against girl child and in tackling domestic

violence helps women to increase their understanding of intra family equity issues, decision

making levels, freedom of mobility and necessity of building a safe environment. Under this

component, 517 Mandal Level Social Action Committees are formed with the membership of

4764 members. Community Managed Family Counseling Centers run by SHG women are 332.

Number of Village Organization Social Action Committees formed up to March, 2011 are 12,998

with a membership of 99,232. Under all Villages Coverage Plan 1224 new villages were covered.

Women are actively mobilized into V.O. Social Action Committees (VOSACs) in the villages to

work on social agenda and gender discrimination cases. The number of cases dealt with by

these committees and family counseling centers together are 28,039 and number of cases

resolved are 20,194 up to May 2011. Prevention of infanticide and exploitation of women by

Microfinance Institutions (MFIs) are major issues taken up by the SHG women. The Government

has enacted an ordinance to protect the women SHGs from exploitation by Private Micro

Finance Institutions (MFIs) in the state.

Disabilities: People with Disabilities are among the poorest and most vulnerable of the poor.

The Programme has extended support to enhance their livelihoods by creating accessibility to

government benefits and entitlements. Provision of assessment, treatment and rehabilitation

services were made through community managed interventions through 88 neighborhood

centers. Intensive activities are carried out in 343 mandals. 2,79,161 Persons with Disabilities

(PWDs) are organized into 30,239 exclusive SHGs both in the program and non-programme

mandals and formed 3 Zilla Samakhyas in the State. PWDs are given an assistance of Rs.195.82

crores through CIF, Bank Loans and Revolving Fund for enhancing their Livelihood. Further,

7291 Surgical Corrections were carried

out and 25,986 PWDs were issued

assistive devices at no cost to them in

the programme mandals. Under

Janasree Bima Yojana (JBY) 47,276 PwDs

were covered. 2412 Srama Shakti

Sanghams were formed, exclusively for

PWDs under MGMNREGS. Center for

Person with Disability Livelihoods (CPDL)

28

provided 795 placements in the Public Sector as against 1000 trained during 2010-11.

Health & Nutrition Intervention is implemented in 215 pilot mandals covering 4148 Village

organizations of the state. The extensive health & nutrition strategies being adopted across 215

mandals include fixed schedule for regular capacity building of stake holders at the mandal and

district levels, institutionalization of the fixed Nutrition and Health Days (NH days) in

convergence with line departments and regular health savings by 2.83 lakhs members in 47752

SHGs to an amount of Rs.4.01 crores as safety nets for health emergencies. The intensive health

and nutrition strategies focus on intensive health CRP strategy. 600 best practitioners from the

pilot mandals are working as health CRPs. Since January 2007, the health CRPs strategy is being

implemented in 2783 Nutrition cum day care centers. The impact of perinatal and neonatal

outcomes among the members attended Nutrition cum day care centers shows 94% safe

deliveries, No low birth weight baby born. No maternal, infant & neonatal deaths happened in

8750 deliveries occurred among the members enrolled at 2783 nutrition centers.

Social Safety Nets and Entitlements: The Government of Andhra Pradesh have introduced

pension scheme for the SHG women to provide income security in their old age and social

security to all SHG members to enable them to

lead secure life with dignity in old age. Dr.Y.S.R

Abhaya Hastham is visualized for the women for

the SHG women over and above group 18 in

rural and urban areas to provide social security

in their old age. This scheme envisages

contribution of Re. 1 per day by the SHG

woman and Government co-contribution of Re.

1 per day into her pension account. The

contribution of the member and the co-

contribution of the Government are periodically

transferred to LIC of India for investing diligently for securing better returns on the investment.

The corpus thus generated till the age of 60 years will be used for giving monthly pension of Rs.

500 and maximum of Rs. 2,200 per month. It also covers insurance to the women who are

enrolled under the scheme, in addition to the monthly pension between the age group 18 to 59

years under JBY scheme. 48.3 lakhs SHG members are enrolled into Dr. YSR Abhaya Hastham

scheme and an amount of Rs. 308.71 crores for the year 2009-10 and Rs. 151.00 crores for the

year 2010-11 from the members has been transferred to LIC of India. 4.10 lakh members were

sanctioned pensions under the scheme and receiving monthly pension amount of Rs. 500 per

month. Under Aam Aadmi Bima Yojana (AABY), 52 lakh landless agricultural labourer are

provided insurance cover and 39 lakh of the SHG women are covered under Janshree Bima

Yojana(JBY). The Zilla Samakhyas have verified the policy data and the settlement of the claims

has commenced. Government is distributing Social Security Pensions through MPDOs and

29

banks (through smart cards) to Old age persons, Weavers, Widows, Toddy Tappers and

Disabled Persons.The State has the largest ever social security net target of providing pensions

every month to around 71.96 lakh persons comprising old-aged, disabled and widows across

the state. Substantial budgetary allocations provided in the plan budgets and pensions have

been distributed to 65,13,326 persons every month during 2010-11.

CMES (Community Managed Education Services) programme has 1031 Early Childhood

Education (ECE) centres that are

functioning in 65 mandals in 16 districts

with enrolment of 16000 children. It is

proposed to start 2000 more ECE centres in

mandals where NDCC centres are

functioning. The targeted enrolment by the

end of this financial year is 45000 children

in 3031 centres. Quality Improvement

Program is in progress across 40 mandals in

10 districts. In this intervention, 40 Mandal

Mahila Samakhya education sub-

committees and 1200 VO subcommittees

have been formed with support from Education Resource Persons at Mandal and district Level.

These sub committees have been trained to monitor the quality of education in government

schools. In this regard, convergence meetings have been held at district levels to solicit support

from all the line departments. In the scheme of corporate education for weaker sections,

admission for 19376 students so far has been facilitated in private/corporate junior colleges for

two year intermediate course integrated with focused coaching for IITJEE/AIEEE/EAMCET. In

2010-11, 16 students got selected for the IITS. 5 students from the SC category, 9 from the ST

category and 2 from the OC category secured good ranks in the IIT entrance examination. The

success of the scheme in the past two years has generated a substantial demand for good

quality education at intermediate level among the marginalised and economically vulnerable

social categories. From the year 2008-09, applications and sanction of scholarships to SC, ST

and BC students were made ONLINE to ensure that scholarships reach the students by the 1st

of every month and also to ensure transparency by keeping all the information in the public

domain. Apart from the above, other educational and economic development programmes are

also being implemented to SC, ST, BC and Minorities. An amount of Rs. 7076.33 crores has been

spent towards welfare of SCs, STs, BCs and Minorities in the State during the 4-year period

(2007-08 to 2010-11) of the 11th Plan.

30

2.3. Achievements and Accomplishments

The goal of the overall long-term rural poverty reduction program is to help enable the poor to

overcome poverty through a holistic approach of facilitating and promoting empowerment,

creating opportunities, providing mechanism for social security, and working for equity. IKP has

achieved poverty reduction milestones on multiple dimensions. A snapshot of achievements is

presented in following table.

Table 2.1: IKP Snapshot

Initiative Output Remarks

SHG membership 11412578 Largest in the country with 30% of total SHG

members in the country.

Institutions of Poor 10.27 lakh SHGs, 38646 Village

Organizations, 1098 Mandal Samakhyas

and 22 Zilla Samakhyas

Unique institutional structure in the world for

the institutions of the poor.

Social Capital

Created

1,73,841 Members of the community involved in the

functioning of the project, and paid for by the

community, including community resource

persons, master book keepers etc.)Unique

experiment of training the community

members by the community members

themselves.

Community

Investment Fund

Rs. 1092.02 crores Seed capital with complete freedom for

management given to community

organizations.

Bank Loans Rs.34,889.41 Crores Cumulative Highest in the country with 50% of all the bank

loans to SHGs in the country.

Pavala Vaddi Rs.1476.26 crores Unique in the country. Interest over and above

3% on bank loans reimbursed to SHG members

for prompt repayment of bank loans.

Food Security 60,000 36X36 Models Developed Food Security at the door steps of the poor.

Innovative agricultural practices to make

families nutritionally self sufficient.

Collective Marketing Rs.3925.74 crores cumulative Unique intervention to save Rs.75/- to Rs.100/-

per quintal to the farmers.

Land Purchase 4540 acres Ready to use fertile land with assured irrigation

given to the poor.

Land Access 3.85 lakh land disputes, 5.01 lakh acres

of land restored to the poor

Justice at the door steps of the poor and

facilitation of the land access.

Community

managed

Sustainable

Agriculture

23 lakh acres across 8556 villages Pesticide free cultivation to save Rs.3000/- to

Rs.15000/- per hectare. Largest initiative in

world.

Dairy 8,08,53,293liters of milk from 1,50,000

pourers

Incremental income of more than Rs.5/- per

liter to the farmer.

Jobs for rural youth 3,15,676 jobs created Unique public private partnership. Rural youth

31

Table 2.1: IKP Snapshot

Initiative Output Remarks

identified, trained and provided with jobs.

Social Security 48.92 Lakh women enrolled in

Abhayahastham scheme, 4.24 lakh

pensions disbursed

Largest social security scheme in the country.

Disability 3.06,211 Persons with Disabilities

(PWDs) are organized into 32,782

exclusive SHGs and also formed 3 Zilla

Samakhyas in the State.

Largest initiative in the country to organize

persons with disabilities.

Health and nutrition 4201 NDCCs, 5.25 Crores mobilized as

health safety net

Targeted model of ensuring adequate nutrition

and health outcomes at village level.

Education 1186 ECEs, 21718 students given

scholarships to study in

private/corporate colleges, 6 IIT

admissions from this group

Comprehensive interventions across primary,

secondary and higher education, empowering

the community to monitor education progress

Gender 32710 Cases resolved by Family

Counseling Centers

Social issues pertaining to women and their

equal status within and outside the family

The key outcomes of Indira Kranthi Patham (APDPIP/APRPRP) as on 31 March 2010, as

highlighted by a study conducted by an external agency the Centre for Economic and Social

Studies (CESS) are listed below.

Increased average household income by 90% (as against the increase of 48% in the income of

the non-project beneficiaries), during the project period of 6 years of Andhra Pradesh District

Poverty Initiatives Project.

Decreased dependence on wage labour and distress migration

Increased average household asset value by more than 30% per year. Wage labour

households could invest in household dairy, sheep-rearing, non-farm enterprises, land and

housing

Increased average household expenditures on food (42%), education (204%) and decreased

household expenditure on interest payments (- 43%).

Increased women member awareness about their rights and duties; increased independent

economic activities; solidarity from their own organizations

Increased self-management and self-governance in the SHG-VO-MS-ZS institutional networks

of poor and their emergence as efficient micro-finance institutions and fund managers with

increased S.H.G - bank linkages. The average SHG turnover is Rs.2.35 lakh or Rs.17000 per

member, 12.3 times the average Community Investment Fund accessed from the A.P.R.P.R.P

project. This strong institutional structure is the major strength of the poor.

32

The immense social capital in the form of thousands of leaders, activists and community

resource persons with capacities/skills in – accounting, micro-finance, dispute resolution,

intermediation, business management, livelihoods assessment, micro-planning,

representation, procurement and marketing management etc. In fact, this is the most

important outcome of the Indira Kranthi Patham.

Increased demand for the services of the institutions of the poor to solve the problems at

various levels - household to district level. The poor look up to the CBOs as social guides and

livelihoods advisers

33

2.4. Best Practices

As a responsive poverty reduction program being implemented over 10 years, there are several

initiatives that have emerged in response to the demand from the target group that IKP works

with. The complexity of development issues surrounding poverty have also necessitated the

conceptualization of models that are participatory, effective and pro- poor. Some examples of

these innovations are covered below.

Targeting of Poor: The identification of the Poorest of the Poor and the poor families by the

poor themselves through participatory approach has been facilitated by SERP. This statewide

exercise is first of its kind in the country. IKP has, for each Gram Panchayat, a list of the poorest

of the poor and the poor along with their socio economic characteristics with the approval of

the Gram Sabha.

Financial Access and Pavala Vaddi: The Self Help Groups in Andhra Pradesh have accessed Bank

loans to a tune of 7092 Crores in 2010 – 11. The SHG members have, through their disciplined

utilization of funds and prompt repayment, achieved a very high repayment record (more than

95 percent). It is a matter of great pride to the state that we account for 40 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 has 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%.

This has been a tremendous success among the women. It has succeeded in reducing their

dependence on private money lenders and also the private micro finance institutions who

charge very high rates of interest. The Government in now introducing interest-free loans to

SHG Members.

Community Managed Food Security: The self help groups in many villages are ensuring that

their members lift the PDS rice promptly and if any of the poor families are not able to lift their

PDS allotment, the S.H.G pays to the dealer and enables the members to get their entitlements

The members repay to the group in weekly installments. Under the Rice Credit Line scheme, the

shortfall in a family between the PDS allotment of rice and their monthly consumption is

provided to the members on credit by the village federation of S.H.Gs. This initiative which

ensures food security, called the Rice Credit Line covered 5.0 Lakh families. This is the largest

such intervention in the country and has contributed significantly to the food security of the

poor and it is also ensuring that there are no leakages in the PDS system.

Marketing at the Doorstep of the Poor Producers: The S.H.G federations have enhanced

returns to their poor producer members in selling their agriculture; horticulture and forest

produce at the village level by opening a procurement center and with quality control and

marketing tie-ups. This activity has been undertaken by more than 650 V.O.s in the state. They

have handled 57 different commodities. Based on their marketing capabilities, the State

34

Government has entrusted the operation of Minimum support price intervention for Maize at

village level in 7 Telangana districts. This has been a great success and both the farmers and the

women’s federations have gained from this intervention. There is a great demand from the

farmers to replicate the intervention to other

commodities.

Community managed Insurance Scheme : The Zilla

Samakhya i.e the district federations of women

have covered more than 52 Lakh poor women

under an insurance programme where the

premium collection and settlement of claims is

managed by the women themselves. This is also

the largest intervention of its kind in the country.

The intervention is also heading towards financial

sustainability as it collects user fee which cover

several components of cost of implementation.

Community Managed Health and Nutrition : In order to strengthen the capability of the poor

to handle their health issues, the project has initiated interventions like health risk fund,

community health activists, nutrition centers for pregnant and lactating mothers, medical care

cover for their members by tying up with private medical college and hospital, life insurance

run by Zilla Samakhya, etc. The nutrition centers for pregnant women and lactating mothers is a

unique intervention in our country where low birth rates are very common. Thanks to this

initiative, in 215 mandals, pregnant women and lactating mothers receive adequate nutrition as

per ICMR standards and the results have been truly inspiring. All pregnant women enrolled in

these centers have delivered healthy babies with birth rates of 2.5kgs to 3 kgs.

Gender Interventions: Through family counseling centers, balika sanghams, campaigns against

alcoholism, etc. Under this component, 517 Mandal Level Social Action Committees are formed

with the membership of 4764 members. Community Managed Family Counseling Centers run

by SHG women are 332. Number of Village Organization Social Action Committees formed up

to March, 2011 are 12,998 with a membership of 99,232. Under all Villages Coverage Plan 1224

new villages were covered. Women are actively mobilized into V.O. Social Action Committees

(VOSACs) in the villages to work on social agenda and gender discrimination cases. Number of

cases dealt with by these committees and family counseling centers together are 28,039 and

number of cases resolved are 20,194 up to May 2011. SERP is playing an important role to

prevent infanticide by organizing women into Self Help Groups. Govt. has enacted an ordinance

to protect the women SHGs from exploitations by the Micro Finance Institutions (MFIs) in the

state.

35

Community Managed Education Services: Under the CMES (Community Managed Education

Services) Department, Early Childhood Education (ECE) centres, presently 1031 centres are

functioning in 65 mandals in 16 districts with enrolment of 16000 children. The other ongoing

program like Quality Improvement Program is running across 40 mandals in 10 districts. In this

intervention, 40 MMS education sub-committees and 1200 VO subcommittees have been

formed with support from Education Resource Persons at Mandal and district Level. These sub

committees have been trained to monitor the quality of education in government schools. In

the scheme of corporate education for weaker sections, SERP had facilitated admission of

19376 students so far in private/corporate junior colleges for two year intermediate course

integrated with focused coaching for IIT-JEE/AIEEE/EAMCET.

E-Book Keeping: The e-Bookkeeping program aims to enable real-time accounting for 900,000

Self Help Groups and building credit profiles on groups and their 10 million members. The

program intends that these SHGs should be able to track their financial strength and repayment

performance through a centralized information system with data collected from the village

itself.

36

Chapter 3

A Review of Implementation Arrangements

3.1. Implementation Support Structure

SERP is an independent society headed by the Honourable Chief Minister as the ex-officio

Chairman of the General Body. The General Body comprises broad representation from all key

stakeholders including a large presence from CBOs. Management of SERP is entrusted to an

Executive Council, of which The Honourable Minister, Department of Rural Development,

Government of Andhra Pradesh is the President and the State Project Director (SPD) is the Chief

Executive Officer (CEO). A detailed note on all support structures is presented in Annexure 3.1

The Executive Council consists of seven members, with two serving as ex-officio members and

five representing leading agencies and individuals contributing to rural development through

Project implementation arrangement. The day-to-day management of the Organization is

carried out by the CEO and his/her team of Officers. The functions, Programs and their

relationship is illustrated below. The top decision making activities are carried out in the State

Project Management Unit headed by the CEO and State Project Directors and other functional

specialists as indicated. At the district level there is a District Project Management Unit, headed

by a Project Director, (District Rural Development Agency) assisted by functional specialists. The

PD, DRDA implements all the programs of IKP at the district level under the overall guidance

and support of the District Collector. A SERP organogram, including district level structures is

presented as Annexure 3.2.

State Project Management Unit (SPMU): The government is perceived as the most dominant

player in initiating the development process benefiting the poor. Most of the development

programmes are designed at national/state level and passed on to the district for

implementation. The SPMU is headed by the CEO, who reports to the Executive Committee.

The CEO is supported by a team of Directors with core skills in finance, procurement, human

resources including training, disability, monitoring & evaluation (M&E), gender, livelihoods,

communications, social risk management, institution building, and local government. Other

expertise is obtained as needed through contractual arrangements and/or partnerships with

other agencies.

37

District Project Management Unit (DPMU): In each of the 22 districts, a DPMU is headed by a

Project Director supported by a group of District Project Managers. They are vested with the

responsibility for all project activities within the district, including final approval of proposals

under the CIF. The core skills of the DPMU are among others - finance, training, community

development, gender, communications, health and disability, rural engineer/sub-project

appraisal, livelihoods, land and rice credit, and social risk management.

Mandal Project Management Unit: In addition, a team of field supervisors—Assistant Project

Managers (APMs) for mobilization; APM for health, nutrition, disability, and out of school

children; and one coordinator for land in selected districts. Their core responsibility is to

provide guidance and support to community coordinators (CCs), Master Book Keeper (MBK)

and ensure links with local governments and line departments.

Community Level Management: An

organogram of the different women’s

groups and their federations is

presented in Annexure 3.1. Although

the CBOs and the Project Management

of SERP is separate, there is a

significant amount of local

collaboration between them to

implement programs.

3.2. HR Policy

SERP is an organization that has been in existence for 10 years. HR systems have evolved over

the years to suit the changing requirements of the organization. The HR policy of the

organization from January 2009 onwards is attached as Annexure 3.4. SERP has developed and

hosted HRMS web site www.serp.ap.gov.in/HRMS/ under Rural Development of Andhra

Pradesh by hiring the services of M/s TCS Consultancy services and all the employment details

of each Fixed Tenure Employee have been uploaded in the website. Each Fixed Tenure

Employee is given an I.D number. All the payments related to employees such as monthly

remuneration, supplementary bills, arrear bills, etc are made online to ensure transparency and

promptness.

Zilla Samakhya

Mandal Samakhya

Village Organization

•3-5 Component Sub Committee

Members

•3-5 Component Sub Committee

members

•2-3 Component Sub Committee

Members

Figure 3.1: Community Level Management Support

38

Recruitment within SERP can either be through direct recruitment or by way of Deputation of

staff from relevant Government departments. There are detailed guidelines on the number of

posts available at different levels within the organization and the qualifications required for

eligibility to each level. All these are part of the HR policy mentioned above. The process of

selection is entirely based on merit and involves multiple stages so as to ensure openness and

transparency. The district wise staff count at various levels is presented in Table 3.1.

Table 3.1: Number of Positions in the Organization

S.No. District Total-

Positions L4-L5 -

Positions L3 -

Positions L2 -

Positions L1-L2 -

Positions

1 Adilabad 390 20 83 56 231

2 Anantapur 488 15 98 66 309

3 Chittoor 431 13 104 47 267

4 East Godavari 181 23 35 23 100

5 Guntur 296 18 68 50 160

6 Hyderabad 3 3 0 0 0

7 Kadapa 331 13 79 50 189

8 Karimnagar 330 17 77 42 194

9 Khammam 319 19 67 62 171

10 Krishna 130 14 48 21 47

11 Kurnool 344 13 81 37 213

12 Mahabubnagar 432 15 106 55 256

13 Medak 261 14 74 63 110

14 Nalgonda 318 17 94 47 160

15 Nellore 256 13 62 40 141

16 Nizamabad 300 16 52 38 194

17 Prakasam 256 17 72 30 137

18 Ranga Reddy 276 12 64 34 166

19 Srikakulam 123 13 65 7 38

20 Visakhapatnam 195 17 53 37 88

21 Vizianagaram 217 15 65 48 89

22 Warangal 386 25 75 41 245

23 West Godavari 218 16 46 33 123

24 Total 6481 358 1568 927 3628

39

3.3. IT Policy

The prime consideration of SERP is to ensure that the economic and non-economic initiatives reach the underprivileged groups. There is a need to make use the rapid transformations in IT to monitor the initiatives and measuring outcome, while bettering people’s lives, by implementing efficient information systems. The IT vision for SERP is to “Leverage the Information & Communication Technology for the creation of effective MIS & DSS to monitor, intervene and resolve the empowerment of the disadvantaged communities to overcome all social, economic, & cultural and psychological barriers”. SERP aims to create an online robust Secure Information System to capture the data at source of generation in real-time and create a transparent role based workflow to management system to monitor all process in real time. The SERP IT policy is under preparation and it is expected that it will be implemented over a period of 2-5 years. It aims to being together the different IT objectives of various units under one aligned policy which will work at an organization level. A Detailed project report (DPR) for automation of Units will be prepared with big-picture and the IT framework of SERP. The DPR shall cover as is (present), to be (visualized) and the phasing of the project from as-is to to-be for implementation. On approval of the DPR & Roadmap, the same will be adopted and implemented. The DPR shall cover:

Entire functionality of SERP and the workflow, validations, and controls

Approach for Business process re-engineering(BPR) & Government process re-engineering(GPR)

Risk assessment & Management

Key performance indicators (KPI) and Key Goal Indicators (KGI) for every unit/module. Performance Measurement of stakeholders and the process

Ensure IT Alignment to SERP

Examine the use of PPP Models for implementation

Models for regular Review & Monitoring of Program/scheme

Post completion audits for each Program/scheme

Scheduling periodic security Audits for entire infrastructure

Adopt data standards issued by Government

3.4. Capacity-Building Process:

The capacity-building process consists of seven different methods viz.,

Training

Thematic Workshops/seminars

Exposure visits/Cross visits

Experience sharing

Self-learning

On-job technical assistance

Counseling

40

A mix of these methods has to be followed at different levels, appropriate to the content of

capacity building that is planned. Capacity building plans have to be worked out systematically,

the thumb rule being that capacity building must keep pace with emerging project

requirements. Component-wise training and capacity building details are given below:

3.2: Component-wise Training and Capacity Building Details

Employment Generation & Marketing Mission Activity / Target Group Description

Training Modules Training modules have to be designed for staff, CBOs and other line departments. For CBOs and line departments, modules will be developed by EGMM but keeping in view the kind of training required for implementation staff, EGMM wants to hire agencies involved in similar trainings.

Details of Capacity Building

Community / Community staff From every Village Organization, there will be two identified Jobs Committee member. She should be imparted the basic knowledge on 1. Various employment linked training programs conducted by EGMM 2. Various support services like facilitation agency for hostel directory, post

placement support, call centre to address grievances etc The exercise conducted is expected to bring out the following outcomes: 1. Improve the overall understanding of the concept of jobs and the benefits by

promoting the drop outs as potential work force 2. Improve the perception of parents and guardians of youth to send them to

work in cities and far off places The trainings for capacity building will be scheduled across the years beginning by training the Zilla Samakhya (ZS) jobs committees for 30 days spanning 5 days in every month for 7 districts at a time with each district trained twice in a year.

Livestock, Poultry & Dairying Training Modules for Palamitras, VDDC members Resource Persons VDDC and MSDC members Community Manager, Asst Manager and APM (D) VMAs ,Dairy Coordinators Community members

Milk Procurement Technicals CRP Training Module VDDC Formation & Induction training Training for Spear Head Team members Maintenance and operation of BMCUs Maintenance of EMTs Animal Health Worker Community Managed Livestock Extension Worker (CLEW)

Details of Capacity Building

Livestock possessing SHG women selected as members of Village Diary Development Committee

Training on dairy development and milk procurement centre operation

Village Milk Activists (VMAs) or Palamitras

Training on milk collection and fat estimation at the village level

Manager and Assistant Manager at MSDC

Training on BMCU operations and Milk accounts

Dock workers Training in loading and unloading of milk and cleaning of milk cans and chilling tank in BMCU.

Community Members Three Regional centres set up to train community members in diary activities. Training on fodder production and propagation Training to work as Animal Health workers and Community Managed Livestock Extension Worker (CLEW)

Social Security Unit Training Modules

Project Staff

Process of awareness ToT on enrolment Data entry

41

Data processing Web management /uploading of the documents/ uploading the pension acquaintances Other web related tools

Community, community Staff

Member education and awareness Enrolment Process Collection of premium/ member contributions Distribution of Pensions Distribution of Scholarships Submission of Claim documents

PRIs, Line Department and other CSOs

Awareness on the schemes Benefits of the schemes Convergence in at the time of enrolment / claim settlement

Community Managed Sustainable Agriculture Training Modules

Project Staff Non – Pesticide Management

Soil fertility management

Rain fed Sustainable Agriculture Poly crop models

House hold nutritional security models

Farmer Field Schools

Participatory Guarantee Systems Seed banks

Community (Three training programs a year for all stakeholders)

Non Pesticide Management

Soil fertility management

RFSA

Seed banks 36 X36 models

SRI Paddy

POP Strategy Training Module

Project Staff and CBO members Karadipika – a manual which is useful as guiding principles

Project Staff 162 Column Baseline Survey format for collecting baseline details from the POP households

Baseline User Manual on how to collect and fill up baseline details

Land Access Training Modules for Para legals Community Surveyors

A. Bhoomi Chaitanya Karadeepikalu- Process guidelines published by IKP in 2007-08- developed to guide the paralegals and the community in how to proceed in different kinds of land issues

B. Karadeepika on land inventory has been developed to guide who are involved in the land inventory process and community, on understanding land records, land related acts, identifying land issues, etc.

Bhoomi Chaithanya Deepika-1: Assignment in Andhra Area

Bhoomi Chaithanya Deepika-2: Assignment in Telangana Area

Bhoomi Chaithanya Deepika-4: Ceiling Surplus Lands Bhoomi Chaithanya Deepika-5: Record of Rights

Bhoomi Chaithanya Deepika-6: Inam Lands (Telangana Area)

Bhoomi Chaithanya Deepika-7: Sada Bainamas

Bhoomi Chaithanya Deepika-8: Survey Process

Handbook for TOTs has also been developed on land inventory to train VSAs and land volunteers.

Education Details of Capacity Building

Community Training will be provided to the SHG women who are a part of the education sub committees. Women will be trained as to how to monitor the various education

42

activities. These trainings will also benefit in improving their awareness levels. These are held in order to enable the community to manage the activities by themselves.

Project Staff The project staff will be trained at regular intervals to make them aware about the programmes being undertaken and handholding them to run them by community. Assistant Project Manager, Cluster coordinator and other resource persons will be trained in their respective fields to enable them to perform their roles and responsibilities in an efficient manner.

PRIs, Line departments and other Civil Society Organisations

Sarva Siksha Abhiyan (SSA) provides trainings to the ECE instructors regarding the 1st, 2nd and 3rd standard subjects.

Financial Inclusion Training Modules Financial Literacy for SHG federations

Village Opportunity Plan module

CRP Training VOA Training

MCP Training

Mentor Trainings APM and CC – BL staff

CBRM Training

CBO/Sub Committee Module Bank Mithra Training Module

Training Module for Bankers

Training Module for DPM/APM Bank Linkage staff

Capacity Building of CBOs

Details of Capacity Building

Listing participant categories like mentors, Bank Linkage anchor persons/MBKs,TOT MBKs, e-bookkeepers, and indicative themes/subject topics in which they require CB.

Assessing the number of participants in each category, and determining the best way to reach them, e.g., for large numbers, through the training of Facilitators or, if the numbers are small, direct CB modules delivered through a mobile CB team in each district.

Preparing a database of mentors/e-Bookkeepers and TOT e-Bookkeepers.

Conducting Capacity Needs Assessments for each participant category to assess existing levels of capacity and specific needs.

Preparing modules.

Organizing participants and modules.

Conducting CB events.

Disability Training Modules for

Project Staff Community and their staff, CRPs PRIs Line Departments Other CSOs

Social Mobilisation

Institution Building ATR Services, Livelihood Activities

Income Generating Activities

Advocacy

Convergence

Institutional Building Capacity Building Process The Capacity Building Process responsive to project participants' changing needs

and requirements: 1. Listing participant categories and indicative topics/subject areas in which they

require CB. 2. Assessing the number of participants in each category, and determining the

best way to reach them, e.g., for large numbers, through the training of Facilitators or, if the numbers are small, direct CB modules delivered through a mobile CB team in each district.

3. Preparing a database of CB resource persons, including Master Facilitators. 4. Conducting Training Needs Assessments for each participant category to

assess the existing levels of capacity and specific needs. 5. Preparing modules.

43

6. Organizing participants and modules. 7. Conducting CB events.

The capacity-building process will consist of seven different methods viz.,

Training

Thematic Workshops/seminars

Exposure visits/Cross visits

Experience sharing Self-learning

On-job technical assistance

Counselling

A mix of these methods has to be followed at different levels, appropriate to the content of capacity building that is planned. Capacity building plans have to be worked out systematically, the thumb rule being that capacity building must keep pace with emerging project requirements.

Training modules and materials:

Reorientation and re-skilling of staff training module for CCs, APMs, DPMs, APDs and PDs

Operational manuals on administration, financial and HR management manuals for VOs, MSs and ZSs

Project Management training module Module on managing computerised data base and MIS management

Swashkthi (Training Module on group management) Samrudhi (Training module on Group financial management)

Sammathi (Training module on Social issues and development programs)

Sadhana (Field workers training module)

Saheli (Trainers handbook) Sankalpa(Training module on concept of Village organization)

Samagra (Training module on management of Village Organization)

Susthira ( Training module on Sustainability of VO)

Sumithra ( Hand book for field workers) Training modules on Registration and legal compliances, bookkeeping and

auditing

Gender training module

Training module on CIF

Mandal samakya and ZS training modules SHG bookkeeping training module

Facilitation Manual

Marketing Support for Tribals Target Group NTFP collectors, Point persons (at SHGs level), VO/MS/ZS Office bearers, Mktg. procurement subcommittee members.

On commodity quality parameters, storage, processing, regeneration methods for NTFPs. Procurement strategy, social audit.

CRPs, SRPs, Botanists, APMs and DPMs On quality parameters, marketing intelligence and marketing tie-ups.

Training Modules designed for Community, Project staff and Line Departments

1. Identification of poor and POP NTFP collector and tribal farmers a. Introduction to Marketing. b. Problems being faced by NTFP collectors and farmers.

2. Need and importance of marketing interventions by Village Organizations. 3. Trainings on resource survey and how to prepare seasonal calendars for Agri

and NTFP commodities. 4. How to organize procurement centers/criteria for opening centers/role of VOs,

PC members, Advisory Committee members. a. Procurement methods process system, MSP and Commercial operations.

Establishment of procurement centers. b. Important Agriculture and NTFP quality parameters. c. Trainings on Book keeping, Food Security, Grain Bank and Vegetable

Marketing d. Preparation of year wise monthly procurement calendars

44

e. Trainings on Food security and value additions. f. Maintenance of Godowns

Community Marketing Training Modules 1. Why marketing interventions by Village Organizations.

2. Identification of poor and POP a. Introduction to Marketing. b. Problems being faced by farmers. c. Need and importance of marketing by VOs.

3. Trainings on resource survey and how to prepare seasonal calendars for Agri and NTFP commodities.

4. How to organize procurement centers/criteria for opening centers/role of VOs, PC members, Advisory Committee members.

5. Important Agriculture and NTFP quality parameters. 6. Procurement methods process system, MSP and Commercial operations.

Establishment of procurement centers. 7. Preparation of Budget proposals for IHCB and working capital. 8. Trainings on Book keeping, Food Security, Grain Bank and Vegetable Marketing 9. Preparation of year wise monthly procurement calendars 10. Trainings on Food security and value additions. 11. Maintenance of Godowns

Gender Training Modules

Gender Training – Women life cycle basis for the staff project cycle basis

Adolescent Girls groups training Conflict resolution & Negotiation skills

Counselling skills

Women laws (Every year 10 days)

Stop child marriages – Issue/strategy/plan Running CMFCCs

Convergence & Linkages module

Asset creation & Ownership

Monitoring & Report writing

33 % Reservation in all decision making bodies Girl child education - child labour, Quality education

Violence on women – domestic violence and other types of violence on women

CRPs – POP Gender Strategy Management skills – (1)Admn -inter relations with staff &team building (2)

Plan and implementation of sustainability of institutions (3) Livelihood chain for sustainability (4) Gender fund and financial management

Capacity Building Process Training Modules for Community Members: Life cycle model.

Explanation of project objectives, implementation, and outcomes using life cycle metaphors, which are clear to rural, illiterate women.

Substantive emphasis on the components of the 12-Point Core Agenda.

Procedural emphasis on including men and women, with gender-relevant explanations of project objectives, implementation, and outcomes.

Modules for Community & Project Staff: Project cycle model.

Project cycle-based explanation of objectives, implementation process, monitoring, and measurement of outcomes.

Process: Additional training on the project’s core vision and values, with an emphasis on the importance of enhancing women’s participation, decision-making, mobility, and freedom, in order to improve SHG member’s well-being inside and outside the family, SERP and beyond.

Mandal level training by State-level Gender Resource Groups (GRGs). Due to the extremely large number of potential trainers in a given mandal, the Gender Unit spent 1 month in each region and conducted workshops in geographic clusters. This allowed the Unit to expand its training program quickly to reach many thousands of women within mandals for a low cost. By working at the mandal-level, the Unit also minimized the distance women

45

participants needed to travel to at most 20 km. This was important because it is very difficult for rural women to come out of their villages and stay elsewhere for significant periods of time. The Unit initially piloted modules at a larger level, and then realized it was necessary to send state resource teams to mandals rather than bringing mandal-level staff to state headquarters.

Each Training Group will include: i. Women from local SHG groups ii. NGO women activists

iii. Intellectuals with concepts and policy-relevant work.

Village level training by District-level Gender Resource Groups (GRegs).

District-level GRegs of 10 members each, similar to district-level training groups’ structure, were created with help from leaders within the village’s SHGs. These GRegs will utilize life cycle approach trainings to train SHG women directly. Senior Gender CRPs will act as Gender Resource Groups in every District. Trained MSACs who has experience of 3 years of implementing the gender programme in their districtt will also act as GReg in that district.

Health & Nutrition Training Modules Community and Community Staff

Existing training module and flip book developed with 33 topics both for the trainers and the SHG members will be scaled up as per the roll out plan developed for the 7 years period. The modules developed in partnership with CRHP, Jamkhed pertaining to public health issues and SEARCH, Gadchiroli for community based neonatal care will be scaled up. The modules developed for regular training of internal spearhead teams on operational issues of universal as well as intensive interventions will be updated from time to time based on the expansion of the services at NDCCs and the VOs. The modules will be supplemented with the training films developed on the following topics: ANC, PNC, Neonatal care, Child care,

Adolescent health

Communicable diseases ( HIV/AIDs, Malaria, TB)

Health savings-Health Risk Fund – community managed health insurance

Project Staff Exclusive modules developed for DPMs, APMs, CC (HD) will be trained at CRHP Jamkhed to get orientation on public health and nutrition concepts. Necessary modules developed in partnership with CRHP, Jamkhed will be used for all the refresher trainings as well as mobile trainings.

PRIs, Line Departments and Other CSOs In case of conducting fixed NHDs and development of ODF villages, the role of PRIs, line dept such as like health dept and WD&CW is crucial. In this regard, to train the water and sanitation committees and the VO OB members, exclusive Water and sanitation awareness modules will be developed in partnership with Gram Vikas and DHAN foundation.

3.5. Monitoring, Evaluation and Learning

The objective of Monitoring, Evaluation and Learning (MEL) at SERP is to reinforce the culture

of result-based management and provide the basis for evidence-based decision-making

processes, of both strategic and operational nature, at all levels including community

institutions. The ML&E is expected to play the role of a social observatory, using different

methods and tools to provide continuous feedback to the project management and other

stakeholders on the progress and quality of implementation of Mission activities and facilitate

strategic and operational decisions, mid-course corrections and adaptations. The system is also

required to assess the intermediate results, outcomes and impact of the Mission vis-à-vis its

core objectives. Given the scale, diversity and innovative nature of SERP activities, a

46

comprehensive MEL system that would function both as a decision support system is envisaged.

The system would not only assess the intermediate and final results, but also captures the

critical processes of implementation and the livelihood outcomes. More specifically, the

objectives of the ML&E system are to:

provide a periodic measure of inputs, activities and outputs in different project

components; assess the process of implementation (conversion of inputs into outputs) and

identify factors critical for that conversion;

verify the project related assumptions particularly in the early stages of the project;

provide an assessment of the pre-project situation in different states;

assess the achievement of the project objectives at different points of time and

make the primary stakeholders (the CBOs of the poor) an integral part of the ML&E

system;

facilitate regular management review and adaptation; and

to assess the livelihood outcomes and the impact of the project on different social

groups in different states.

Two key principles would guide the design of the MEL system at SERP. First, the system would

focus more on intermediate results and outcomes rather than limiting itself to inputs and

activities. Second, the system would create a dynamic bilateral flow of information between

MEL and knowledge management systems envisaged at SERP. SERP would institute a

comprehensive MEL system comprising the

following components:

MIS based input-output monitoring anchored on specially developed ICT platform (eNRLMs);

Process monitoring; CBO self-monitoring and learning; Internal reviews and learning; Impact evaluation involving

baseline survey, follow-up survey and end of project survey;

Longitudinal studies based on panel sample and stand-alone studies; and

Social/development audit. An overall MEL structure is presented in Figure 3.2. Detailed notes on State Level Social Observatory are provided in Annxeure 3.1

Figure 3.2: MEL Structure

47

3.6. Communication

Strategic Communication involves active

solicitation of people’s perspective to help

consider options to shape the formulation of

policy, ensuring that the mechanisms are in

place for a two-way flow of information and

to build consensus among stakeholders

about the development agenda. In order to

ensure a two-way flow of information, both

internal and external factors that influence

human communication are taken into

account. Internal factors include various

human aspects such as culture, psychology,

behavior and attitudes, while external

factors include various technological or non-

technological vehicles such as print and

broadcast media, information and

communications technology (ICT), folk

media, and interpersonal, face-to-face or

group communication. These are the factors that help develop appropriate messages, identify

the right channel or vehicle to deliver these messages and gather feedback in effective and

meaningful ways so that it can be used in the formulation, implementation and monitoring of

poverty reduction strategies. Relevant information or messages need to be translated into the

local language/dialect so that they can be understood by people on their own terms at all

levels. The strategic communication flow in the preparation and implementation of the

Development Strategy is represented in Figure 3.3. The Communication Strategy has two

components:

1) Communication for Behavioral Change: Communication for Behavioral Change ensures

that beneficiaries are empowered and motivated to participate in their own

development. It also prompts an interactive, dialogue mode to effect sustained behavior

transformation, leading to positive action.

2) Information & Documentation: Information Component aims to ensure that information

flows within the project and between the project and the outside world i.e. intra and

external communication with regard to objectives, vision, components, finances,

processes, final outcomes and impact of the project.

Figure 3.3: Communication Flow

48

While both the components have different scopes, the outcomes of each feed into the other. On one hand, information about the project flows to the grassroots, facilitating behavioral change and on the other, periodic assessment provides feedback into the information infrastructure and monitoring and learning system. These new learning is fed back and operationalized in the project.

3.7. Procurement

Procurement by SERP under NRLM would be carried

out in accordance with the Procurement Manual

prepared by GOI in consultation with the World

Bank. The procurement arrangements and methods

detailed for procurement of Goods, Works and

Services in SERP Procurement Manual (See

Annexure 3.3) have been prepared in accordance

with the guidance notes issued by the NRLM NMMU

for preparation of the perspective plan, and

adapted to state requirements where considered

suitable. It is intended for the use of project

functionaries and communities while procuring

goods and services from others. It takes care of expenses incurred towards meetings, reviews,

trainings, exposure visits and CRP rounds. Expenses towards salaries, O&M and other

establishment costs are routine and do not come under the definition of procurement. The

items that would come under procurement are procurement of works, procurement of goods

and procurement of consultancy services. The procurement framework designed for the

project takes into consideration various aspects of the project such as relatively low value

procurement in a livelihood operation the wide regional spread of the NRLM activities which

necessitate procurement across state, district and sub-district levels; lack of uniformity in

processes and procedures; and multiple sources of funding for similar activities. Based on

experience and discussions with varied stakeholders, the following measurea re being taken to

ensure uniformity of procurement processes across levels.

training of key procurement staff in procurement methods

development of SERP procurement manual along with community procurement

guidelines and formats to guide procurement at the community and project

implementation level

fixation of upper threshold levels for procurement of goods, works and services;

clearly laid down financial delegation

clearly laid down protocols and formats to be used in different types of procurement

STEPS IN PROCUREMENT ASSESSMENT OF REQUIREMENT

DECIDING PROCUREMENT STRATEGY MODE OF PROCUREMENT

PREPARATION OF BID DOCUMENTS ADVERTISEMENT FOR INVITING BIDS

ISSUE OF SALE OF BID DOCUMENT PRE BID MEETING

RECEIPT AND OPENING OF BIDS EVALUATION OF BIDS

SEEKING APPROVAL OF NMMU WHEN APPLICABLE

NOTIFICATION OF AWARD SIGNING OF CONTRACT

INSEPCTION AND QUALITY CONTROL COMPLETION OF WORKS AND HANDING

OVER

49

clear guidelines for documentation and record keeping formats

review of manual to ensure that transparency, fairness, economy and efficiency

conditions are met

putting in place prior and post review arrangements with enhanced monitoring

arrangements including establishment of a Procurement MIS; and instituting complaints

and dispute resolution mechanism.

3.8. Social Management Framework

SERP, as a sensitive support organization has, over the past decade, been able to bring out the

potential of the poor through social mobilization, organization of the poor into Community

Based Organizations (CBOs), capacity building, seed capital, improved livelihoods,

empowerment of rural poor women and improved self esteem in the villages. However, it was

realized that much too emphasis was on the CBOs at the higher level like the Zilla Samakhya

and the Mandal Samakhya leaving the critical institutions like the VO and SHG which relate very

closely to the grassroots and the need to strengthen them and facilitate them into self-

managed and member owned institutions to ensure access to rights and entitlements to all its

members. The Poorest of the Poor (PoP) households need intensive handholding and follow up

support till they came out of poverty.The experience has renewed SERP’s efforts to shift from

universal approach that earlier led to a thin spread of quality time and resources on the poor

households to a new approach that focused on the Poorest of Poor (PoP) households in order

to ensure targeting of the most vulnerable and socially excluded groups mainly SC & ST

households across all the districts of the State. Detailed Social Inclusion Plan on identification of

vulnerable households, convergence of IKP activities and monitoring aspects are given in

Annexure 3.1

3.9. Environment Management Framework

The EMF involves providing various inputs to the IKP to enable meeting the stated objectives.

These include development of tools for environmental assessment, development of community

awareness materials, capacity building and periodic monitoring. Environmental assessment

tools were developed for over twenty common natural resource-based rural livelihood

activities supported by the IKP. The assessment includes checking the compliance of the

proposed livelihood activity with the relevant policies, rules and regulations. The EA tools are

basically a set of simple questions that help to examine the prevalent practices and also suggest

suitable alternative practices that the beneficiary can pursue. The tools also identify the

support required for adoption of mitigation measures and also record the action plan of the VO

and the MS for meeting the need for support articulated by the SHGs. Through the EA tools, the

EMF introduced several practices and alternative technologies to the IKP functionaries and

beneficiaries. Details on these alternative technologies are provided to the beneficiaries in the

form of community awareness materials that will be used by the Community Coordinators. The

50

EMF also involved providing training to the staff of the IKP operating at various levels and

internal Community Resource Persons. Further details are provided in Annexure 3.1

3.10. Governance and Accountability Plan

As part of APSPIP, the GAC framework will be set up to respond to the key GAC risks and

vulnerabilities faced at the implementation level to focus on three aspects:

prevention (e.g. business processes, disclosure mechanisms, HR systems etc.) detection (e.g., monitoring, grievance redress); and response (e.g. sanctions policies and performance based incentives).

SERP teams, community organizations and civil society actors will be engaged in different types

of GAC instruments. While the overall responsibility for governance and accountability lies with

the senior management and governance committees of the institutions, a GAC focal person

would be appointed at each level of implementation structure to look after the GAC

mechanism. There is also convergence with the Monitoring, Evaluation and Learning Team as

well as each individual component head. The capacity building of project staff and community

professionals around GAC mechanisms would be an integral part of the project roll out. Training

modules on GAC will be included in the core curriculum for staff orientation and their induction

programme. GAC indicators and information will also be included in the M&E and MIS systems.

The GAC measures in the project will be reviewed annually and the GAAPs will be updated

accordingly. Some of the innovations from various field experiences that have been suggested

in the NRLM guidance notes will be adapted and implemented as suitable to AP. These include:

setting up of an SLA charter of service standards (including for grievance handling, disclosure and monitoring )

an annual user report card on project governance and performance an institutionalized social audit system linked to the MIS annual GAC awards; and Pilot programs for e-bookkeeping and e-procurement as well as use of media tools

(e.g. talk back shows) for complaints handling. Details of draft Governance and Accountability Plan for AP is given in Annexure 3.1

51

Chapter 4

Social Mobilization, Institution Building and Capacity Building

4.1. Social Mobilization

The core philosophy of IKP underlines the belief that developing organizations of the poor is an

essential element of a sustainable development strategy to eradicate poverty. The poor have

an innate desire and capability to come out of poverty. This innate capability is channeled

through the institution of the poor working for the poor. The organizations of the poor at

different levels can acquire a strong political voice in accessing public services. SHG members

and their institutions can form a virtuous cycle wherein the institutions solve the problems of

the individual members and, in turn, the institutions become stronger as they can solve larger

and more complex problems of society. This virtuous cycle empowers the individuals and

organizations to unleash their innate capabilities. The core principles adopted for Institution

Building are as follows:

4.1.1. Core Principles

Social mobilisation for promotion of institutions of the poor

Building institutions of poor that fundamentally work on self-help principle

Promotion of self-reliant and financially sustainable institutions of poor with built-in

phase out strategy

A four tier institutional structure based on subsidiarity principle

Community to Community approach for promotion of institutions of poor and capacity

building (Community Resource Persons)

4.1.2. Social Mobilization Status

Social Mobilization, at SERP, operates with the vision of promoting member owned, member

managed, self-reliant and financially sustainable institutions of the poor and the poorest in all

the villages of the state for enhancing the quality of life of the members and securing

sustainable livelihoods.

Adopting multiple but inter-related strategies, SERP has successfully mobilized an

overwhelming proportion of POP and Poor households of the state into SHG fold. The following

strategies were adopted to bring into the project fold, a massive number of households. The

key elements of the strategies include:

Awareness campaigns including special campaigns to sensitize the poor outside the groups;

52

Identify the poor outside the groups by using Survey data on POP; Adoption of a target oriented campaign approach to mobilize the POP and Poor

households into SHGs; Use of specially trained activists, animators, internal and external CRPs in a phased

manner; Revival of sick/defunct SHGs; Organizing the poor around certain entitlements and benefits such as CIF, bank

linkage, MGNREGS, Indiramma housing subsidy, social security pensions, SGSY, land development, NPM, food security and grain banks, collective procurement and marketing, financial inclusion; and

Setting up a POP fund in every MS.

This continued sustained efforts, coupled with a very high level of participation of the

communities have resulted in mobilization of more than 90% of eligible rural households into

the project fold. Table 4.1 depicts the status of Social Mobilization highlighting the focus on

SC/STs and the Persons with Disabilities (PwDs), indicating the social inclusiveness approach

adopted by the Project. It is expected to bring the balance ‘uncovered’ poor into the SHG fold,

and into the target for all development efforts in the next 6 years.

Table No.4.1 - Social Mobilization as of November 2011

S.No District Social Category

S.C S.T B.C Minority Others Total PwD

1 Adilabad 74610 88400 171827 11085 21694 367616 8191

2 East Godavari 139429 37267 312574 3979 247732 740981 13293

3 Khammam 92755 127339 172965 45930 101364 540353 14650

4 Srikakulam 46216 31057 352985 2002 30741 463001 25811

5 Vizianagaram 38108 38705 262939 637 13976 354365 12236

6 Visakhapatnam 39158 129972 224668 1792 132872 528462 13523

7 Warangal 126588 97942 344516 19753 36781 625580 21512

8 West Godavari 174936 31487 197315 5040 178782 587560 15320

9 Ranga Reddy 77120 24530 162490 31251 71203 366594 16348

10 Prakasam 213437 33458 148090 26445 107468 528898 6350

11 Nizamabad 58146 29903 223189 32160 31328 374726 7945

12 Nellore 166174 50738 190572 11248 23124 441856 8207

13 Mahabubnagar 107060 61709 275777 38609 68400 551555 35118

14 Nalgonda 121198 73031 327858 15538 83907 621532 12439

15 Medak 91813 28994 280273 31409 50739 483228 11051

16 Kadapa 74270 9332 111333 28656 108949 332540 8542

17 Kurnool 163710 25288 207472 38731 28955 464156 9218

18 Krishna 217486 28372 164128 51600 130000 591586 7717

19 Karimnagar 132601 34274 404082 9545 39648 620150 11982

20 Guntur 170755 34395 153464 64801 157154 580569 11958

21 Chittoor 148615 24744 272496 43285 153502 642642 16728

22 Ananthapur 91502 24155 313873 24877 144264 598671 18162

Total 2565687 1065092 5274886 538373 1962583 11412578 306301

% of Total 22.50 9.30 46.20 4.70 17.20 100.00 2.7

53

A unique feature of SERPs strategy is to provide continuous support for the SHGs, both the

revived and new, to function as effective grassroots collectives. The focus of such efforts is

particularly on the weak and relatively ineffective SHGs.

4.2. Institution Building

The institutional structure of federation of all Self Help Groups into Village Organizations and

Village Organizations into Mandal Samakhyas and Mandal Samakhyas into Zilla Samakhyas is

unique to the state of Andhra Pradesh and is one of the important achievements of the Indira

Kranthi Patham.

4.2.1. Objectives of Institution Building

The broad objectives of Institution Building at SERP are:

To cover all poorest of the poor into SHG fold and to strengthen the POP SHGs

To revitalize SHGs so that they function as per “ Pragathiki Padhi Sutralu”6

To promote, strengthen and revitalise the self managed and financially sustainable SHG

federations at village, mandal and district level that will promote the livelihoods of the

poor and mitigate the downside risks faced by them

To establish and provide a wide range of need based micro-finance products such as

mandatory savings, voluntary/additional savings, specific purpose savings, various types

of deposits, loans for all purposes, insurance ( life, loan and assets), pension products for

mitigating social risk factors of the members

To promote social capital in terms of a cadre of SHG/VO/MS/ZS level leaders and Book-

keepers, Community Based Organisations staff such as Village Organisation Assistants

(VOAs), Community Resource Persons (CRPs), Social activists, Community Trainers and

Para-professionals for enhancing human resource development at the grassroots level

To empower CBOs to participate actively in the development programs of relevant local

institutions viz., PRIs, line departments

Strategy for Promotion, Strengthening and Re-vitalizing of SHGs

A three track strategy for promotion, strengthening and revitalising the SHGs has been

adopted:

Intensive capacity building, nurturing and handholding support for strengthening POP

SHGs in POP mandals,

6 1. Regular meetings 2. Regular Savings 3. Internal Lending 4. Recovery of loans 5. Bookkeeping 6. Financial

literacy to all members 7. Community Auditors system for Internal Audit of SHGs 8. All SHG Members children in schools 9. 100% institutional deliveries and immunization 10. 100 days of work to POP under MGNREGS

54

Moderate strategy for capacity building of new, non bank linked,

dormant/defunct/default SHGs, SHGs that have received 1st and 2nd loan banks through

SHG Trainers strategy

Minimalist approach for the SHGs that have received 3rd and above bank linkage

4.2.2. Structure of CBOs

The multi-tiered structure is presented in Figure 4.1, and described in the following paragraphs.

4.2.2.1 Self Help Groups (SHGs): SHGs are small homogenous groups. 10 to 20 members

from similar socio-

economic conditions come

together and form a group

on the basis of self-

selection process at the

village level. To promote

equity and ownership in

the SHG, all the members

decide and save either on

weekly or fortnightly or

monthly basis. Even though

the entry point or one of

the initial activities can be

connected to any issue, it is

an accepted practice to

start group activities with

savings. The SHG initiates

disbursement of need-based loans to members from their savings amounts.

Each SHG has two office bearers, whose primary responsibilities include facilitation of various

activities at group level, representing the group in different forums and signing on cheques. The

office bearers distribute the functions of the group like conducting the meetings, bookkeeping,

following set norms, holding the cash on hand etc. among themselves. The groups take

decisions on a democratic basis by active involvement of all the members. The SHGs are usually

encouraged and facilitated to have either weekly or fortnightly meetings on a scheduled day at

the scheduled time and place. The group’s capacity is also built and facilitated so that they have

their own bookkeeper to write the group’s books of accounts of. The group usually pays the

Figure 4.1: Tiered Structure of Institutions

55

bookkeeper from the interests accrued from loans provided to its members. The self-paid

bookkeeper is an important prerequisite to the sustainability of the group in long run.

Apart from financial activities, SHGs also identify various social issues viz., dowry, un-

touchability, child labour etc and discuss them in their regular meetings. With the support of

the Village Organization, the SHGs will take active role in dealing with social issues and

community development activities.

4.2.2.2. Village Organizations (VO): The second tier of Institution Building structure is

the federation of SHGs either at habitation/Village/cluster of village’s level. They are called

Village organization. Once the SHGs

are consolidated at reasonable level

of maturity, this tier gets initiated.

The VOs are registered as Primary

Cooperatives under APMACs act –

1995. The VO operates as a forum

to voice the problems of the poor in

the village and raises resources

required to take up the appropriate

development interventions in

poverty reduction. The VOs can be

seen as supplementary to the

promotion of participation of the

poor in the democratic and

decentralization process through PRIs (Panchayat Raj Institutions). This is the forum where the

Community Investment Fund (CIF) subprojects are incorporated into the project and supported

in their implementation. The VOs may also access bulk loans from banks to lend to its member

SHGs. The VOs will aim at building linkages with line departments and other agencies to access

their entitlements. The VOs by virtue of their number and strength, can afford to appoint their

own Village Organisation Assistant, Para-professionals in the areas of health, livestock,

education, sanitation, marketing, social issues etc.,

The VO has a general body comprising all the group members and an EC (executive committee)

consisting of first leaders of SHGs. The VO has 3 to 5 office bearers who carry out the day-today

functions and represent the VO in various forums/institutions. They also have various

functional committees viz., POP & SHG monitoring committee, CIF & Audit committee, Bank-

linkages & Insurance committee, NPM, Dairy and marketing committee, Jobs and non-farm

committee and health and nutrition, social action, education and disability committee for

56

supporting VO Office Bearers in the implementation of programmes and decisions taken by

Executive committee.

Status of VOs

The VOs, the first level federation of SHGs, have been promoted as important institutions

undertaking several project and non-project activities for the benefit of the poor and the POP.

Apart from providing CIF support to the SHGs, the VOs have been organizing food security and

marketing activities. Their services have been outsourced by the line departments for the

identification of beneficiaries for housing, pensions, distribution of assets, monitoring of line

department programs and support for NREGS. The VOs have gradually assumed the role of first

level monitoring and support agencies. SERP had taken up VO formation, registration and

strengthening on a campaign mode to ensure that all SHGs are federated. The potential benefit

of CIF, food security and other sub-projects facilitated mobilization of SHGs into the VO fold.

Multiple strategies have been adopted to promote VOs including:

Orientation to all SHGs to federate into VOs Conduct of VO-GB meetings Facilitating election of representatives from SHGs Orientation to ECs on roles and responsibilities Conduct of election of OBs Formation and training of sub-committees; Support for registration of VOs under MACS Act CIF support Support for day-to-day functioning of VOs.

Sustained efforts of have resulted in promotion of 38,287 VOs across the project districts, with

more than 90% registered under the MACS Act. The concerted efforts at strengthening SHGs

have resulted in VOs emerging as fairly strong first level federations of the SHGs. The efforts

have also contributed to the VOs emerging as important intermediaries for the poor. Apart

from acting as business and marketing agents for the poor, the VOs have emerged as social and

financial service providers. The line departments have come to recognize them as viable CBOs

for delivery of services. More importantly, the SHGs look up to them as source of support for

livelihoods, social security and collective action. SERP recognizes the continued need for

strengthening the VOs such that they deliver services expected of them, for the promotion of

livelihoods of the poor.

4.2.2.3. Mandal Samakhyas (MS): The third tier of Institution Building structure is the

federation of Village Organisations at mandal level called Mandal Samakhyas. They are

registered as Federations of VOs under APMACs Act – 1995. MS is a forum where the expected

convergence takes place. The MS is a good forum for all mandal level government functionaries

57

to come and address in order to share

information regarding their programmes. It

provides solidarity to all the VOs and SHGs and

exerts peer pressure on erring VO/SHGs within

a given mandal. The Mandal Samakhya can be a

facilitation centre for training, lobbying etc. All

the office bearers of VOs form the general body

of MSs. All the VO presidents will be part of

Executive Committee and they elect 5 office

bearers. Similar to VOs, there are 6

committees. The MS conducts its EC meetings on a fortnightly basis and General Body Meeting

once in a year. The main functions of the MSs are:

Quality control of VOs

Training to SHGs and VOs

Internal Audit of SHG and VO accounts

Providing CIF loans to VOs

Accessing bulk loans to banks

Taking up social issues and disability related activities

Convergence with mandal level officials

Status of MSs

The MSs have gradually become stronger and emerged as mandal level project planning and

management agencies. The decentralized funds flow arrangement under which the entitlement

of funds of each mandal is transferred to the MS, has made them stronger. With the

introduction of decentralized management, the MSs have emerged as pivotal project planning

and management units and have been virtually transformed into project management units.

The outcomes of the project critically hinge on the functional effectiveness of these institutions.

The following MSs were promoted to reach out to the marginalized and vulnerable

communities:

Mandal Samakyas – 1,098 Mandal Vikalangula Samakyas – 260 Chenchu Samakyas – 17 Fishermen Samakyas – 7 Yanadi Mandal Samakyas – 20

Under the decentralized financial system, each MS was sanctioned funds by the project. Thus,

the MSs receive funds for meeting expenditure on staff salaries, capacity building, office

establishment and other items. They undertake distribution of CIF as per the MCPs approved by

the DPMU and are entrusted with the responsibilities of implementing food security and

58

recovery / recycling of CIF from the VOs. The MSs also acted as nodal agencies for the

distribution of pensions, scholarships, inter subsidy to the SHGs and such other services on

behalf of the line departments and banks. They undertook regular review of the project staff

and the VOs on the basis of the progress report and performance records. The CRPs were also

subject to periodic review by the MSs. Thus, SERP supports the emerging role of MSs as full-

fledged autonomous sub-district project management units performing the roles of planning,

financing, implementing, overseeing and monitoring different activities.

4.2.2.4. Zilla Samakhyas: Zilla Samakhya is a district level federation. MSs that exist in a

particular district federate into a Zilla Samakhya. Zilla Samakhyas are registered under APMACs

act – 1995 as Confederation of MSs. They act as voice board of poor women at the district

level. It mainly focuses on activities like trainings and capacity building, provision of insurance,

pensions, Jobs and educational products to its member organisations.

All the 5 office bearers of all MSs form the general body of Zilla Samakhya and Presidents of all

MSs form Executive committee. It conducts its EC meetings on a monthly basis and general

body meetings once in a year. The Executive Committee elects 5 office bearers. Similar to VO

and MS, there are 6 functional committees for implementation of the decisions taken in the

executive committee meeting and implementation of programmes. The main functions of ZSs

are:

Coverage of POP into SHGs and ensuring that they access all services from their institutions and Govt department as per their entitlement

Quality control of MSs

Management of Insurance and pension services

Training and capacity building of MSs and CBO staff

Tie-ups with public and private companies and provision of Jobs to educated unemployed youth

Addressing land of issues of the poorest of the poor

Status of ZS

As the SHGs and VOs and their operations kept growing, the MS as an apex institution was

found inadequate to address certain larger issues affecting the poor such as marketing,

insurance, social security, convergence with line departments, district level training and

collective action against certain social practices. Therefore, SERP has promoted the concept of

ZS as the district level federation of MSs. Eventually, the ZS was expected to take over the

functional responsibilities of the DPMU. The elections are held in a most democratic and

transparent process. A uniform governing structure was adopted by all the ZSs. All MSs in a

district were members of the ZS-RGB. The RGB in turn elects its EC and the EC in turn the OBs.

59

The ZSs undertake certain support activities for the benefit of the CBOs throughout the district.

These include promotion of life and accident insurance, procurement of food grains and

essential commodities for FSS, deployment of CRPs and SRPs, support for identification and

training of youth under jobs component and training of key project staff and the CBOs.

Separate budgetary allocations were made for the ZS and a part of the funds earmarked for

MSs were routed through the ZS.

The ZSs have gradually acquired self-management and self-governing skills required of an apex

institution. These institutions have also emerged as fairly efficient insurance and marketing

intermediaries. Some of them have acquired the business management skills, having facilitated

collective economic, food security and marketing activities very efficiently. More importantly,

the ZSs participate in livelihood assessment and micro-planning exercises, acquired generic

skills of planning, demand representation and monitoring.

These institutions are self sustainable; with governance mechanism for maintaining own and

borrowed funds including livelihood funds for undertaking collective activities efficiently.

4.2.2.5. State Level Advisory Body: State Level advisory body that is expected to be

formed over a period of time will comprise experienced SHG/VO/MS/ZS members, selected ZS

office bearers and selected development professionals. The main responsibility of the State

Level Advisory Body will be to examine the various issues that require policy formulation in the

institutions, providing suggestions and guidelines to CBOs and developing vision and future

plans for CBOs.

4.2.3. Key Activities

The Key activities under Institution Building are:

Coverage of all left over POP and Poor especially SCs and STs and positioning one POP

Community Activist exclusively for providing support to POP SHGs @ one per 100 POP

families

Identification, training and placement of SHG Trainers for conducting training programs

for SHGs

Identification, training and placement of Institution Building Master Trainers for

conducting trainings to SHG Trainers, POP CAs, Village Organization Assitants, Village

Organisations and Mandal Samakhyas

Providing training fo SHGs, VOs, MSs and ZSs (Executive Committee members,

Functional committee member and Office Bearers) on a continuous basis for enhancing

their administration, financial and human resource management skills

Designing and operationalizing software for ensuring the quality of training, governance,

financial and human resource skills of SHGs and their federations

60

Positioning and training SHG e-bookkeepers on e-bookkeeping and DSS alerts

Negotiating with bankers for providing bulk loans to VOs and MSs

Formation and strengthening of pressure groups

Establishment of Resource Centres at state, district and revenue division level

Promotion of special institutions

4.3. Capacity Building of Community and Project Staff7

SERP has an important mandate to enhance the capacities of the communities to enable them

to succeed in the goal of making their organizations self-reliant and self-managed entities.

Capacity-building (CB) is the process by which the abilities of the target communities to plan

and manage development programs, and influence the economic social and political

environment in which they are implemented is increased; and those of the staff of

governmental and non-governmental agencies to facilitate such efforts is improved.

The CB process consists broadly of the following steps and is responsive to project participants'

changing needs and requirements:

Listing participant categories and indicative topics/subject areas in which they require CB.

Assessing the number of participants in each category, and determining the best way to reach them, e.g., for large numbers, through the training of Facilitators or, if the numbers are small, direct CB modules delivered through a mobile CB team in each district.

Preparing a database of CB resource persons, including Master Facilitators.

Conducting Training Needs Assessments for each participant category to assess the existing levels of capacity and specific needs.

Preparing modules.

Organizing participants and modules.

Conducting CB events.

The capacity-building process consists of seven different methods viz.,

Training

Thematic Workshops/seminars

Exposure visits/Cross visits

Experience sharing

Self-learning

On-job technical assistance

Counseling

7 A detailed Community Operations Manual is provided in Annexure 4

61

A mix of these methods has to be followed at different levels, appropriate to the content of

capacity building that is planned. Capacity building plans have to be worked out systematically,

the thumb rule being that capacity building must keep pace with emerging project

requirements.

4.3.1. Development of training modules and materials:

SERP has created and utilized several training modules over the last 10 years. A list is provided

in Table 4.1. In addition, SERP will develop the following training modules and materials based

on findings of capacity building assessment of various stakeholders like SHG members, leaders,

VO, Mandal & Zilla Samakya members, Community Resource Persons, Village Organisation

Assistants, Activists, Para-professionals, Community Coordinators etc.

Reorientation and re-skilling of staff training module for CCs, APMs, DPMs, APDs and

PDs

Operational manuals on administration, financial and HR management manuals for VOs,

MSs and ZSs

Project Management training module

Module on managing computerised data base and MIS management

While developing training modules care is taken to minimize transmission losses based on

trainer expertise. Trainers’ proof

material/modules viz., audio visual aids is

developed to cater the requirements of the

participants. Individuals or institutions with

relevant experience have designed the

modules. Basic work on the module design is

undertaken at the state level, and then field

tested before being produced and put to use.

The overall process is initially the

responsibility of the State Project Manager

(Training) but is expected to be taken over

rapidly by the district team, supported by

consultants.

4.3.2. Capacity Building of SHGs and their Federations:

One of the most important assumptions behind the planning and implementation of this

project is that the best way of empowering poor people is through building their capacities.

Moreover the emphasis has been on building capacities at a collective/community level rather

than only at the individual level. SERP has learnt through experience that the depth of the

Table4.1: Existing Training Modules of SERP

Name of Module

Contents

Swashakti Group management

Samruddhi Group Financial management

Sammathi Social Issues and Development Programs Sadhana Field Workers’ Training

Saheli Trainers’ handbook

Sankalpa Concept of Village Organization

Samagra Management of VO

Susthira Sustainability of VO

Sumithra Field Workers’ Handbook

Others Registration and Legal Compliances Book Keeping and Auditing Gender Training Module Training on CIF MS and ZS Training Modules SHG Book Keeping Training Module Facilitation Manual

62

capacity building to be pursued is a big task. It is still more challenging as the role of the project

staff is mostly facilitating and the whole range of the components in the project is centered on

capacity building activities. This then implies that a cadre of resource persons has to be pooled

from community, NGOs, resource institutions, line departments, individual’s consultants to take

up the huge task of capacity building activities. SERP has produced many of the required

training modules with necessary aids that can be directly used in the training activities of SHGs/

VOs /MSs/ZSs. The following are the key training topics that are required for SHGs and their

federations:

Institution building structure and roles and responsibilities of General Body, Executive

Committee and functional committees

Financial management and Micro Credit Plan preparation

Problem solving and Conflict resolution

Bookkeeping and accounting to members and separate training to self paid

bookkeepers of SHGs/VOs/MSs/ZSs

Member’s rights and entitlements as per APMACTs act and accomplishment of legal

compliances

Reading and analyzing the financial statements and rectification of accounts based on

audit observations

Management of CBO staff

General as well as specific social issues

Rights and entitlements from Government programmes and services.

4.3.3. Capacity Building Strategy

Capacity building of CBOs is central to the project. Intensive capacity building and training

efforts were made by the project right from the start of the project. Apart from the project

staff, the activists/resource persons and the CBOs were provided training at the community and

outside on various aspects relating to the functioning of the CBOs. Apart from training, the CBO

members were also taken on exposure visits to model CBOs within and outside the district, as

part of the strategy. In the earlier phase of the project, the focus was on institutional and staff-

centered training, while the more recent focus is on community based training using the

services of specially trained and experienced CRPs. Along with the CRPs and activists, the higher

level CBOs are also involved in building the capacities of SHGs VOs and ZSs through progress

reviews, field visits and guidance.

The SHG level capacity building efforts of the project focused on leader and member training in

the institutional mode during the early phase of the project, using the MS/MVTC as the nodal

training facility. Apart from the project staff of CCs, MBKs, APMs, MVTCs and DPMs (CB and

63

MF), services of external resource persons were also used for such institutional training. The

training focused on SHG/VO concept, management, meeting process, conflict resolution, fund

management, bookkeeping and the later years on CIF and MCP. However, given the enormity of

the CB task in a rapidly expanding project, the focus gradually shifted to training of members by

social activists, community volunteers and VBKs. These activists, trained in a TOT mode

undertook capacity building of the SHGs and VOs later, while for MS-EC and OBs, the

institutional training mode continued to be preferred.

In more recent years, apart from video conferencing to share and disseminate best practices,

the CRP strategy was introduced. The community based CRP strategy involved systematic

training of SHG and VO members and functionaries within the community by their own peers

drawn from other districts. With the introduction of CRP strategy, the capacity building efforts

of the project expanded rapidly to cover a large number of SHGs and VOs with impressive

results. With the success of the CRP approach, gradually a certain degree of specialization was

introduced among the CRPs such that each specialist CRP focused on different area. Thus,

senior CRPs and CRPs were introduced in bookkeeping, auditing and registration. The system of

specialist CRPs introduced had a cascading effect on the capacities of CBOs. In addition to the

general training on CBO concept, management and functioning, training was also provided on

gender, skill training for self and wage employment, health and nutrition, disability related

aspects and different types of livelihoods, largely in the institutional mode by external and

internal specialists.

As part of the implementation of village level IB CRP strategy and senior CRP strategy, model

VOs have been promoted and 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 formation of functional committees and organized trainings to these committees.

Marketing committees have performed excellently and rose to the level of star marketers. The

bankers appreciated the efforts of bank linkage committees (Community Based Recovery

Mechanism) and ready to lend money directly to the VOs. Due to the efforts of asset

management committee, the overall repayment rate has gone up in majority of the VOs.

Intensive training was also given to all MSs especially on preparation of MCPs, financial

management and registration 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, registration etc. Adoption of team training approach where

all MS-OBs, 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 other’s

64

role and work and team spirit. Some of the districts organized exposure visits for MS-OB and

functional committees to SAPAP mandals. Due to concerted capacity building efforts, the

overall performance of MSs have improved.

The services of accountants were engaged for day to day running of MS-Office, attending MS

meetings and maintaining MS bookkeeping. These accountants are employees of MSs directly

reporting to them. In order to strengthen the financial management of MSs and achieve full

computerization, MS accountants were also provided training in computer applications.

The ZS-EC and OBs are provided training on concept, functioning, fund management and other

related activities in the institutional mode. The members are also taken on exposure visit to

other districts. The video conferencing approach resulted in productive interactions across

districts with sharing of information and expertise.

The multiple types of capacity building efforts have resulted in significant improvement in the

functioning of CBOs and is gradually towards gaining autonomy in their functioning. Regular

conduct of monthly meetings of SHGs and VOs improved attendance and participation in the

meetings, need based lending, adoption of MCP approach, sharing of responsibilities,

functioning of sub-committees, recovery and recycling of CIF.

Financial Access – CIF and Bank Linkage

Apart from promoting and strengthening the CBOs to emerge as self reliant and self managed

institutions, SERP has catalyzed the access of SHGs to bank credit through the NABARD linkage

route. To reduce the financial burden of bank loans on the CBOs, SERP has facilitated

distribution of GOAP interest subsidy to the bank loan borrowers adhering to repayment

schedule.

In addition, a substantial amount of CIF was provided to the CBOs such that they meet the

livelihood finance needs of their members. The CIF has been used to support income generating

activities (IGAs), marketing activities, food security, wage and self-employment, land

development, livestock and dairy development, community based sustainable agriculture and

health and nutrition and gender related activities of the CBO members. The savings of the CBOs

the CIF provided and the external funds accessed from the banks and other agencies constitute

a huge resource base for the CBOs to finance and support livelihoods of the members. The

system of inter-institutional transfer of CIF instituted has further facilitated distribution of funds

on a more equitable and transparent basis.

65

4.3.4. Use of Social Capital for Strengthening Community-managed Institutions.

The Community Resource Persons (CRP) Strategy

Creation of a vast resource of community resource persons, activists, animators and para-

workers drawn from the poor and POP households, is a significant strategy adopted by SERP to

sustain the CBOs and promote the livelihoods of the poor. A strong cadre of social activists,

animators, bookkeepers, resource persons and other types of social activists has been created

and their skills carefully nurtured and used for promoting democratic practices as well as

livelihoods of the poor by the SHGs and the VOs.

As providing continuous and intensive support to the CBOs is possible only through the

development of community based resource persons, the project has adopted a comprehensive

CRP strategy during the last four years drawn from the successful CBOs, the CRPs are nurtured

to provide inputs to CBOs on institution building, livelihoods and other activities of interest to

the poor households. The strategy is essentially based on a ‘community to community

approach’ in which the best practices of one community or CBO is transferred to the other

community/CBO.

Since 2004-05, a VORT-CRP strategy has been adopted for strengthening the SHGs by instituting

the core democratic and micro finance practices. The central element of the strategy is that a

four member CRP team drawn from successful and functioning CBOs spends about 15 days in a

village undertaking multiple activities including identification of left over poor, promotion of

new SHGs and provide training inputs to SHGs (at least 9), update books of accounts, identify

and trained bookkeepers and activists and facilitate conduct of MCPs to assess resource

requirements of different SHGs. Identifying internal CRPs with potential is one of the important

tasks of the external CRPs visiting the village. Each CRP team is expected to cover 9 villages in

one year and provide intensive capacity building to SHGs and VOs. Thus, this strategy had

contributed to a significant increase in the functional effectiveness of SHGs and VOs in the

State.

Encouraged by the success of the external CRP strategy, a senior CRP strategy was introduced

to strengthen and promote the functional effectiveness and management capacities of VOs and

MSs. Under the strategy, a two member senior CRP team (drawn from the best performers of

the external CRPs who have completed at least 6 rounds of CRP training) is used to build the

functional capacities of VOs and MSs. Adopting a participatory training process, the senior CRPs

are expected to assess the VOs identify the gaps and provide key inputs for better functioning.

Similarly, the teams are expected to undertake an assessment of MS and contribute to their

functioning by providing critical inputs. The introduction of the senior CRP strategy has resulted

66

in significant improvement in the performance of MSs in terms of member attendance and

participation in meetings, recovery and recycle of CIF, accountability and transparency in

transactions.

The success of the CRP strategy led to certain specific tasks being assigned to CRPs for

institutional strengthening. Named as registration CRPs, the strategy addresses certain specific

tasks viz.,

Promotion of registration of VOs and MSs; Promotion of statutory compliance of VOs and MSs; and Provision of support to ZSs in resolving inter and intra institutional problems.

Adopting the same strategy, the registration CRPs guide the conduct of MS and VO EC and GB

meetings and promote statutory compliance of these bodies in terms of preparation and filing

of annual returns including financial returns. The interactions with CRPs by the members of

‘weak’ SHGs / VOs, is reported to have resulted in a significant improvement in the conduct of

GB meetings by the VOs and MSs and in their filing of statutory returns before the competent

authority.

An auditing CRP strategy has also been introduced to promote awareness of members on the

financial transactions of CBOs and to facilitate institution of accountability and transparency

systems in VOs and MSs. The key element of the strategy is that the services of experienced

and knowledgeable members of VOs/MSs/ZSs are used to promote financial and accounting

literacy among the members and to institute accountability and transparency systems. Like

other CRPs, the auditing CRPs also move in small teams, observe and study the systems in VOs

and MSs and promote the member awareness of transactions, besides instituting the systems

of accountability. Specially trained by SPMU, the auditing CRPs have covered a sizeable

proportion of VOs and MSs in the State.

Changing Role of Project Staff

The Community Coordinators and Master Bookkeepers functionally report to the Mandal

Samakhyas and are accountable in the discharge of their duties to them. As the Institutions

evolve into Production Companies, Service Providers etc., the CCs and MBKs could take up

advisory role or as trainers in supporting their livelihood activities at the district and sub district

levels.

The CBOs have already proved that they are self-governable, self-manageable and self-reliant.

The time has come for the facilitating agencies to side step and let the community institutions

plan, manage and run their activities. They need to build on the strong foundation laid and

continue in the upward virtuous spiral of prosperity/well-being paradigm. Community-managed

67

resource cum training centres will be set up covering the all the districts to provide the

requisite support and expertise in the implementation of all the activities of the CBOs.

4.3.5. Community managed Resource cum training centres

The project will facilitate and nurture community managed resource cum training centres, with

pools of various levels of community resource persons and professionals that support poor and

their institutions. These centres will provide services to the institutions of the poor for a fee

through their staff and CRPs for various themes -

i. Social Mobilization and Institution Building – SHGs, VOs and MSs – governance/management, visioning and planning, books, audit, statutory compliance, leadership, mobilizing resources, MCP, e-book keeping, insurance etc.

ii. Social Action - Health and Nutrition, Disability, Education, Gender

iii. Livelihoods Collectives – Dairy, Sustainable Agriculture, NTFP, Livestock, Fisheries, Collective Marketing; Livelihoods-based Institutions, Micro-enterprises, Paraprofessionals, Self-employment and Skills for Jobs

4.3.5.1. Role of District Training and Resource Centres (DTRC).

The DTRC will be a community managed and community driven organization of Mandal

Samakhyas registered under A.P MACS Act, 1995. This is envisaged basically as a member

controlled and member owned organization. It will function democratically through general

body meetings with its member organizations. It shall manage its affairs by raising

contributions from the member organizations on a regular basis every month. It will meet its

staff cost, meetings’ expenditure and maintenance from the contributions. It shall not be

dependent on the project funding for its management. It will function in harmony with the

Zilla Samakhya in conducting its activities. The purpose of the organization is to achieve a few

specific objectives in the domain of training and capacity building keeping in view the long term

sustainability of the member organizations.

It will be an umbrella organization providing continuous support and guidance to the Mandal

Samakhyas even beyond the life of the project. Mandal Samakhya Office Bearers attend the

meetings of DTRC. Several issues which require continuous support and guidance are

discussed and decisions are taken and implemented by the Mandal Samakhyas. Generally

these organizations receive large support from the staff during any project period. Once the

project is over and the staff support is withdrawn, these organizations should not collapse.

They shall continue to perform their activities beyond the life of the project to achieve the

stated objectives. DTRC is an institutional arrangement providing necessary support and

guidance even beyond the project period, mitigating risk of project closure.

68

It will regularly monitor the performance of Mandal Samakhyas based on certain performance

indicators and give guidance. To review the performance certain indicators like Mandal

Samakhya members attendance to RGB meeting, SHG/VO and Mandal Samakhya recovery

performance, fund management through MCP process, prudent financial management like

achieving continuous loan turn over, no idle funds, community based asset verification systems,

functional committees involvement in monitoring the Mandal Samakhyas achieving self

management and self reliant levels etc. An evolved DTRC provides constant guidance through

the monitoring mechanism and achieves its objectives.

It will facilitate comprehensive audit of SHGs on management, organization and financial

matters by sending trained Community Auditors and collecting audit fee. Auditing of these

organizations on their managerial, organizational and financial matters and grading them based

on performance and extending support to weak SHGs is a very important function of the DTRC.

It engages the services of trained community auditors and conducts the audit of SHGs. Thus

this unique activity plays a key role in strengthening the SHGs which are the bottom layer

organizations. The SHGs will achieve the long term sustainability and DTRC manages this as a

self financing scheme in the project without depending on any external resources or funds.

It will create a large pool of social capital in the Mandal Samakhya and provide trainings and

capacity building support to other mandals, districts and States. Social capital development

enables the organizations to become self sustained. It has been the experience of SERP with

the CRP Strategy that community leaders and community staff are able to replicate these

organizational models in a large scale without any need for professional staff. The CRPs are

experiential learners brining tremendous change in new areas in institution building and

capacity building. For formation of new SHGs, VOs, and Mandal Samakhyas the CRP system has

become the best method and is also cost effective. Social capital at SHG, VO and Mandal

Samakhya level, facilitated and nurtured by the DTRC will bring out sustainability of CBOs.

It will develop its own training faculty in all the thematic areas and undertakes external

assignments and develops its own resources. DTRC will identify educated unemployed youth

both men and women and trains as a pool of community trainers in various institutional

building and microfinance themes. These community trainers after intensive training will

undertake trainings to the community leaders and community staff in other Mandals, District

and States earning resource fee and institutional charges.

69

4.3.5.2. Capacity Building of Project Staff

Project Directors (PDs)/Additional Project Directors (APDs): The PD/ APD have to demonstrate

personal leadership in the project by developing a strong grasp on the project’s concepts and

practices. They make use of all available opportunities for getting exposed to new ideas and

concepts. In the beginning, SERP organizes a one-week re-orientation-cum-re-skilling training

for all the PDs/APDs. The following are some of the key themes that are covered in the week-

long training programme.

SERP Project vision, mission, and values.

Attitudes, behavior and interpersonal relations for a senior project manager in

development.

SERP Project objectives, strategies and components.

Participatory approaches.

Project planning and management tools (log frame etc.), M&E systems especially

computerised data base and management systems

Gender sensitization and gender strategies.

Human resource and performance management

All inputs in the training session are followed up by a field visit and a sharing of experiences

session to validate the relevance of training inputs. This also helps in revising / modifying the

training inputs on a continuous basis so as to be as relevant and practicable as possible. Apart

from this orientation, PDs/APDs are given opportunities to participate in other suitable training

programmes on relevant subjects from time to time. SERP also supplies them with the latest

updates in the poverty alleviation and social development sector by providing high quality

readings and Internet downloads.

District Project Managers (DPMs): As DPMs have two roles viz., functional role and nurturing of

CCs and APMs role, two kinds of capacity building support have to be provided to the DPMs.

For functional roles, the State Project Managers take main responsibility for the orientation and

continued support to the DPMs. They will be sponsored to attend national level training

programmes being organized by reputed institutions. In some instances, tailor-made

programmes will also be organized. PDs can take the initiative of sponsoring their DPMs to

such programmes. To enable the DPMs to provide adequate support/supervision to the

APM/CC, PD needs to ensure that the DPMs are involved in all the district level events in which

the APMs/CCs are participating. This will not only be good for team-building; but also ensure

that the DPMs realize the emerging project requirements on the APM/CC and can then support

and supervise that properly. In addition, PD must organize periodic internal discussion sessions

with all the DPMs in which they are able to share their experiences about the project and

70

update others about the work done by them. This can also be a forum in which successful

initiatives can be brought to the notice of everyone for possible replication.

Community Coordinators and Assistant Project Managers: APMs and CCs are re-oriented and

re-skilled on various aspects according to their new roles. Capacity building ideally begins with

a short induction programme for 4-5 days at the district level in which the following topics are

covered:

Current status of IKP, Achievements made so far and areas to be improved

Introduction to SERP- its vision and mission, core values, main objectives,

Strategies; state specific project key components, strategies/interventions, activities and

expected outcomes

Their roles and responsibilities, performance management and performance indicators

Planning, budgeting, finance and accounting management skills

Accomplishment of legal compliances

Preparation of project proposals

4.7. Expected Results of Institution Building at SERP at the end of 7 years

100% coverage of left over poorest of the poor into SHG fold and accessing services of both

project and their institutions to come out of poverty

75% of the SHGs would adopting “ Pragathi Ki Padhi Sutralu” and would be in “A” Grade

All SHGs would be having 100% loan repayment rate for their internal loans, bank loans and CIF

loans

50% of the SHG members would be accessing more than one savings product

All SHGs and their federations mobilize internal funds in ratio of 1:10 ( own capital Vs borrowed

funds)

75% of Village organizations, 90% of MSs and 100% of ZSs would be meeting their operational

cost and would be financially sustainable

50% of MSs would be accessing bulk lending from banks

At least 25 Resource Centres would be existing and providing services to SHGs and their

federations

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Chapter 5

Progress of Financial Inclusion

5.1. Introduction

The SHG Banking Linkage pilot Programme was initiated in the year 1992 which tried to

facilitate the flow of bank credits to SHGs. The pilot phase was followed by the setting up of a

working group on NGOs and SHGs by the Reserve Bank of India in 1994 which came out with

wide ranging recommendations on SHG and bank linkage as a potential innovation in the area

of banking with the poor. The SHG-Bank Linkage programme at SERP is the major source of

capitalization for the CBOs. About 25 Commercial Banks, 16 Regional Rural Banks with more

than 4700 branches are participating in the programme. Bank lending has dramatically

increased from Rs.197.70 Crores in 2001-’02 to Rs.7092.83 Crores in 2010-11. Presently, in

Andhra Pradesh, the commercial banks with more than 4700 rural branches have the largest

share (62%) credit linked SHGs followed by RRBs (38%) through their network of branches. The

financing to SHGs is a business proposition and therefore Banks have found that SHGs are a

reliable credit delivery mechanism which is cost– effective. Concerned, as they are, with the

imperative need for avoiding Non Performing Assets, lending through SHGs is accepted as a

safer means of reaching out to the poor, especially in rural areas.

5.2. Financial Inclusion

‘Financial Inclusion’ was aimed at enabling the poor households to have accessibility to the

banking net and improving the living conditions of the section of farming and marginalized

population. Banks can open at least one bank account for every family / household through an

intensive campaign for the delivery of banking services at an affordable cost to the vast sections

of disadvantaged and marginalized low-income groups. Hitherto a large number of vulnerable

groups remained excluded from the opportunities and services in the banking net. In order to

overcome the situation, the banking industry and the government decided to correct the

situation and extend the reach of the financial sector to such vulnerable groups by minimizing

the formal and informal barriers. In Andhra Pradesh, self help movement through savings has

been taken up as a mass movement by women. There are 1,14,12,578 members in 10,27,930

SHGs exclusively for women. A total of 38,646 Village Organizations (VOs), 1098 Mandal

Samakhyas (MSs) and 22 Zilla Samakhyas have come into existence in 22 districts. The SHGs are

not only resorting to savings, but are also taking small loans out of the corpus available with the

group. An amount of Rs. 5070.51 crores is mobilized as corpus of SHGs and accumulated This

includes savings of Rs. 3383.10 Crores as on March 2011.

72

As on November 2011, Rs.37730.63 crores of bank loans were given to SHGs under Bank

linkages programme. Under Pavala Vaddi Incentive Rs.1476.26 Crores was given to SHG

members To encourage the poor including disadvantaged groups and communities to access

the credit facility services seamlessly, Community Investment Fund (CIF) from project side, and

linkages from bank side, is provided to the poor women SHG members to improve their

livelihoods. CIF supports the poor in prioritizing livelihood needs by investments in sub-projects

proposed and implemented by the Community Based Organizations (CBOs). The cumulative CIF

expenditure up to November, 2011 is Rs.1091.84 Crores and the total numbers of beneficiaries

is 28,54,021. The vision of Bank

Linkage Initiative is the financial

empowerment of rural women and

credit accessibility to poor

households through sustainable

model of banking. Its’ mission is to

extend reach of formal sources of

credit to the door-step of SHG

women and their families and

minimize the barriers to get financial

services. The financial flows from

SHG members to MS and the to the

banks is described in the adjacent

chart.

Figure 5.1: CIF and Bank Linkage Model

5.3. Objectives

The objective of bank linkage intervention can be defined in the following steps:

To integrate informal savings and credit groups with mainstream banking by providing

them with credit to enhance their fund base.

To meet ‘survival’ requirements of households where small savings and loans serve as a

buffer in the event of an emergency or to smoothen consumption or even service

previous debt to give itself more liquidity during lean time.

To meet ‘subsistence’ needs through microfinance, where a household begins to

utilize microfinance to diversify its basket of income-generating activities or to meet

working capital requirements in traditional activities.

Finally, when households reach a stage where they can assume a higher degree of

risk, microfinance would be used to invest in setting up an enterprise or facilitating

Village Organization (VO)

Mandal Samakhya

SHG SHG SHG

Terms of Partnership

(VO – MS)

Terms of Partnership

(SHG – VO)

Terms of Partnership

(Member – SHG)

Repayment

Period

Member

Prioritization of

member’s Needs

Micro Credit Plan

100 - 120

Months

40 - 60

months

12-24 months

Banks

31

CIF and Bank Linkage Model

73

entry into employment in one way or the other in order that the household

becomes ‘sustainable’.

5.4. Guiding principles

Savings of the Poor and making them bankable.

Poor needs not only credit support but also savings and other services.

Self Help supplemented with mutual help as a powerful vehicle for the efforts of the

poor in socio-economic upward transition.

Small affinity groups of the poor, with initial outside support, can effectively

manage and supervise micro credit among their members

SHGs could be a pre-micro enterprise stage for a majority of rural poor. SHGs

facilitate wider outreach, lower transaction cost and much lower risk costs.

Minimization of mismatch between the expectations of the poor and capabilities of

the formal banking system needs

Efficient and responsive Participative financial services management

Collective wisdom of the group and peer pressure are valuable collateral substitutes

Empowerment of poor especially of poor women is a major outcome.

5.5 Bank Finance Strategy

Bank Linkage programme is promoted as an entry point in the context of a wider strategy for

women’s economic and socio-political empowerment which focuses on gender awareness. The

bank linkage strategy per se identifies opportunities, constraints and bottlenecks within micro

finance sector. The key strategic priorities of Financial Inclusion program in SERP are

The main focus of SHG-Bank Linkage programmes as a whole is on developing sustainable livelihoods, community development and social service provision like literacy, healthcare and infrastructure development reaching out not only the poor, but also the poorest.

Emphasis on financial sustainability is also considered as necessary to create institutions which reach significant numbers of poor people in the programme.

Bank Linkage for the poor and women has received extensive recognition as a strategy for poverty reduction and for economic empowerment. Increasingly in the last five years, bank linkage is most effective approach to economic empowerment of poorest and, among them, women in particular.

Strong focus on micro finance through bank linkage as a solution for the poor addressing employment and livelihood needs of the poor.

Credit for empowerment: This strategy focus is on getting the poor to mobilize their own funds, building their capacities and empowering them to leverage external credit. It is perceived that learning to manage money and rotate funds builds women’s capacities and confidence to intervene in local governance beyond the limited goals of ensuring access to credit. Further, it combines the goals of financial sustainability with that of creating community owned institutions.

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Special initiatives need to be taken in tribal areas where the banking services are inaccessible. Hence there is a need to form and strengthen the SHGs in these areas

The Government support to marketing of different products – like detergents, files, envelopes, etc., many of which are produced by SHGs. The SHGs may be trained in producing these products and all the establishments may be encouraged to purchase such products from SHGs.

Utilize other avenues for marketing of SHG products like DWCRA Bazaars, lHaats, etc., established in many districts more effectively. Such markets could be maintained by SHG federations at mandal level on a fee basis to give necessary boost to the SHG products and also creating an income-earning avenue for the federations.

The federations of SHGs formed and registered under MACS Act 1995 need to be strengthened and assisted to function on professional lines on a sustainable basis. There is also need for strengthening internal controls and systems in their functioning. The federations need to be built on these lines so as to ensure that strong institutions will emerge over a period of time.

Other strategic priorities are:

All eligible SHGs will be covered under Bank Linkage Programme as per their entitlements.

All eligible SHGs under economic and social categories shall be adequately financed in the programme on par with others.

Each member of SHG shall access a minimum of:

Rs.5000/- in 1st Linkage

Rs.10,000/- in 2nd Linkage

Rs.20,000/- in 3rd Linkage

Rs.40,000/- in TFI

In case of SHGs accessing 5th dose of finance, a minimum of Rs.1.00 lakh cumulative credit per member is ensured.

About 16.40 lakh SHG households shall be covered in TFI strategy accessing high doses of credit from the financial institutions.

Accessed Rs.30,000 Crores from Banks and other Financial Institutions @ Rs.9000 Crores in FY 2009-10, Rs.10,000 Crores in 2010-11 and Rs.11,000.00 Crores in 2011-12

5.5.1. Membership and Participation of SERP at State Level Bankers Committee (SLBC)

The State Level Bankers' Committee (SLBC) was constituted in AP State to act as a consultative

and coordination body of all financial institutions operating in the State. The committee is

expected to discuss issues, consider alternative solutions to the various problems in the field of

banking development and evolve a consensus for coordinated action by the member

institutions. Andhra Bank took over the Convener of SLBC from State Bank of India in 1984 and

since then 173 SLBC meetings were organized by Andhra bank in the State besides several

meetings of the Steering committee. SERP and SLBC have invented several tools to provide

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formal sources of credit to door step of SHG women. The biggest example is loan to all SHG

members without any need of security.

5.5.2. Access to Bank Finance by Community Based Organizations

SHGs (Self Help Groups): All the members of SHG will decide and save either on weekly or

fortnightly or monthly basis to promote equity and ownership in the SHG. The SHGs are usually

encouraged and facilitated to have either weekly or fortnightly meetings on a scheduled

day/time/place. The group’s capacity is also built and facilitated so that they have their own

bookkeeper to write the books of accounts of the group. The SHGs prepare the micro credit

plan for bank linkage through the Village Organization. In the process, the books are updated by

the bookkeeper.

Village Organizations (VO): The village organization will review the performance of SHGs in

Bank Linkage apart from reviewing e-bookkeeper as well as SHGs on the basis of

implementation of e-bookkeeping in the netbooks. The e-bookkeeper honorarium will be paid

after thorough review in VO meeting. Apart from review of e-bookkeeping in SHGs, the

netbooks will be periodically verified by the monitoring committee of the VO as regards to the

condition of the asset. The village organization is also responsible for identification, training and

ensuring efficient maintenance and running of e-bookkeeping system in the village.

Mandal Samakya (Mandal Federation)

The Mandal Samakya (MS) is a forum where the expected convergence takes place. It provides

solidarity to all the VOs and SHGs and exerts peer pressure on erring VO/SHGs within a given

mandal. The Mandal Federation can be a facilitation center for training, lobbying etc. In e-

bookkeeping implementation, each MS will identify the village organizations for e-bookkeeping.

The necessary budget will be released to the Mandal Samakhya by SERP.

Sustainability of the MS-Present status

Owned funds of MS comprise of CIF, Share capital, accumulated profit other grants received by

MS. The main source of income to MS is in the form of interest income on Community

Investment Fund placed with them and used for on lending to VO/SHG. In addition, a small flow

is expected in the form of membership fee etc. While number of MS earning profits shows

healthy trend it is also on account of SERP meeting some of the costs to some extent. In each

MS, some of the staff who are helping in functioning of MS are from whose cost is being borne

by SERP. Each year, MS gets grant support from SERP to meet the costs related to capacity

building and other schemes taken up by the MS. The MS will have to be self sustainable over a

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period to meet their operational cost. In the process, the MS has built up their resource base to

leverage funds from banking sector and this one sure way of making them self sustainable in

the long run.

5.5.3. Financial Intermediation by MS

A member of SHG may not get another loan from bank during the currency of the existing loan

with bank, though the needs are urgent. The poor need short term loans to meet exigencies but

there is no loan product for the purpose from banking sector as of now. In order to meet their

credit needs in the interregnum members of SHGs are approaching MFIs for high cost loans.

Considering that there is huge credit gap due to vacuum created on account of withdrawal of

operations by MFIs, the intention is to make the MS a micro finance hub at mandal level so that

it would be in a position to offer both financial and non-financial services to their members

more effectively.

Need for augmenting credit flow to SHGs through Bulk finance

Growth strategy of the

Government resulted in

increased opportunities to

the poor and this

necessitates higher

quantum of

production/investment

credit. The above coupled

with the need to meet

various consumption

requirements, the credit

requirements have

increased at a faster pace.

However, the bank credit is

not keeping pace with the

increase demands. As the

credit flow is not adequate,

the poor are increasingly

resorting to high cost credit

( at rates exceeding 30%)

from MFIs and other money lenders which are pumping more money into the hands of poor in

addition to interest, they levy charges like service, processing and insurance, adversely affecting

Table 2.3: Credit Potential of SHGs in the State

Particulars No/Rs

i. Total no of SHGs in the State 9.80 lakh

ii. Average income of family with two earning members

( Conservatively Rs 100 per member for 20 days in a month) Rs. 48000

iii. 40% towards repayment of loan Rs. 19200

iv. A family will be in a position to service a loan of Rs @13% in 3

years Rs. 45000

iv. Present per member loan Rs. 18000

v. Credit Gap at member level Rs. 27000

vi. Credit gap at group level@11 members per group Rs 297000

vii. Credit gap for all SHGs Rs 29700 cr

vii. Total loan requirement Rs 47700 cr

viii. If loan term is spread over a period of 3 years

Rs 15900 cr

per year

ix. If loan term is spread over a period of 5 years*

Rs 9540 cr.

per year

Note: *If loan is to be serviced in 5 years then loan amount which can be serviced

over a period of 5 years at the same level of income would be Rs. 70000 crore for

all the SHGs.

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the poor. Total potential for credit flow to SHGs based on their income levels is arrived as

explained in the table.

It is pertinent to mention that the above estimate is total borrowing potential of the SHGs and

includes both short term as well as long term loans. The estimate however, is conservative as

the assumption made is that they earn wages for 20 days in a month. As against the above

requirement, the total borrowings of SHGs are at Rs 9800 crore every year (with a 3 year

repayment period) while the year wise requirement for 3 year loan will be Rs 15900 crore as

per the above estimate. (i.e Rs 2500 crore from savings repayable every year (Though total

corpus is Rs. 5000 crore, it is a fact that savings are not being rotated for various reasons) + Rs.

300 crore from CIF every year assuming 3 year cycle out of Rs 900 crore +Rs 7000 crore under

bank linkage programme every year). This leaves a gap of Rs. 6100 crore which was filled up by

other channels and this is a conservative estimate if we reckon the loan term as five years.

The banking sector is not in a position to meet increased requirements of credit by financing

SHGs directly for various reasons including staff related issues. This, therefore, calls for multi-

pronged approach using more specifically the federations like MS.

Access to Bulk Finance: In order to overcome the issues discussed above, access to bulk finance

from banks and other channel like NBFC need to be explored by MS for on lending and thus

augment credit flow to SHGs. This would be possible in two ways; one by way of accessing

finance from banking sector/NBFC and on lending to SHGs and other way is to strengthen

owned fund base of weak MS which can leverage funds for on lending and the same are

discussed below.

Considering the functioning of the MS as also the need for improving functioning of about 50%

of the MS, bulk finance to about 600 MS will be explored over a period of next 2 years as their

financials support borrowings from banks. However, they will be in a position to fill the void

only to the extent of Rs 300 crore initially @Rs 50 lakh in the first year. However, over a period

of next seven years, it is expected that bulk finance to the MS would be of the order of Rs. 4000

crore covering various products

Augmenting Flow Community Investment Fund to select MS: There however, almost 50% of

the MS who need to improve their performance both in recovery of loans and also profitability.

The funds at their disposal are not adequate to meet operational efficiency. There is a need to

support these MS particularly those catering to the poor. It is therefore proposed that about

500 weak MS may be given CIF to the tune of Rs 500 crore over a period of next 3 years as they

have to be in a position to improve their performance and leverage funds from banking sector

to become self sustainable.

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5.5.4. MS Accounting Software

A major initiative taken during the year is to initiate the process of computerization of the

accounting system of MS to have real time information on their operations to safeguard CIF as

also to ensure prompt repayment of loans from banking sector. As a part of the effort, MIS

modules for proper accounting, review and monitoring of the financial position including

lending and recovery of CIF and loans contracted by MS, systems followed is envisaged to meet

the following objectives:

Quick and accurate reporting system.

Improved data management and handling capacity

Effective sharing of data and information amongst different management levels

Complete web based transactions without manual intervention.

The above measure is expected to improve and make functioning of more transparent.

5.5.5. Activities

Total Financial Inclusion (TFI) - Big Loans: The First step in providing a Big Loan is to assess the

needs of each member of the SHG. The credit need of each of the SHG member is identified and

a Micro Credit Plan (MCP) for that group is prepared. The MCP includes the following:

(i) Working capital needs of the existing economic activity,

(ii) Requirement for investment in Income Generating Activities (IGA),

(iii) Swapping of the outstanding debt of the member with the money-lender or MFI

borrowed at a very high cost,

(iv) Social needs like health, education, house repairs / construction; marriage purposes,

etc.

Community Investment Fund (CIF): The CIF provides resources to the poor communities for

the use as a means to improve their livelihoods. This component supports the communities

in prioritizing livelihoods through MCPs and allocates 50% of the funds to Poorest of Poor.

As on January, 2011 cumulative CIF expenditure is Rs.939.61 Crores and the total numbers

of beneficiaries is 25,86,392.

Pavala Vaddi- Interest Subsidy: To reduce the financial burden on Self Help Groups, the

Government introduced “Pavala Vaddi” scheme w.e.f 01.07.2004. The Government gives

incentive in the form of reimbursement of the interest above 3% per annum on the loans

taken by the Self Help Groups under this scheme. After January 2012, all SHG members will

be eligible for 0% rate of interest as the interest paid by them on loans taken from

commercial banks will be refunded in total.

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Financial Access Project- Smart Card: To bring financial transparency in various operations and

to bring real-time access to information an Encrypted Java smart card with 32 KB memory and

photo of his own is given to beneficiary. With the help of a Point of terminal (POT) a selected

SHG member (Customer Service Provider) downloads account balance data from bank server

and makes payment at door step of cardholder.

Benefits

Delivery of Social Security Pension and NREGS wages through cards

It is proposed to provide maximum services like saving, deposit, remittances, loans etc

by cards in the next phase

5.5.6. Community Level Implementation Arrangements

Bank Point Persons (Mentors): The mentors are the project staff working in the mandal

drafted from the employees who are included under the purview of HR policy. Each mentor is

responsible for the bank linkage programme in 5-6 village organizations in the mandal.

Ensure the placement of a Bank Point Person(Mentors) to each Branch

Trainings to Bank Point Persons

Preparation of VO mapping by the Bank point person

Bank Mithras: The Bank Mithras are identified from the community based organizations and

are responsible for assisting the CBO members in the bank transactions, collection of daily data

regarding repayments made by SHGs, new loans given by banks to SHGs etc.These Bank

Mithras have been provided with mobiles phones through which the data is transmitted in the

preloaded software in the mobiles.

Ensure the positioning of Bank Mithra@ Re.1 per each branch

Training arrangements to bank Mithras.

Community Based Recovery Mechanism (CBRM): It is a Bank Linkage committee constituted

at the Village Organization level which creates peer pressure to ensure 100% repayments in the

finance accessed by these SHGs. There is no need to emphasize that nothing short of 100%

timely payment of installments can only strengthen and sustain this movement, which can only

be ensured through community driven recovery mechanism. The timely repayment of loans

should become part of the culture of these institutions of the poor and it is only possible

through the community-based recovery mechanism. The Objectives of CBRM are:

To ensure 100% recovery by the community itself

No coercive steps to be adopted either by the institutions of the poor or by the external

agencies outside the SHG network

Peer pressure is the right strategy which enables 100% repayment in time

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Enabling the Branch Manager to have close interaction with the community within the

service area –both in recovery of loans and in addressing the needs of finance of the

SHGs as well.

Enabling a system to be built on permanent basis for monitoring the recovery of loans

under SHG-Bank Linkage and/or VO-Bank Linkage

Constituting Community Based Recovery Mechanism at VO level

Constituting SABC at Bank/Branch level

Trainings for the CBRM.

5.5.7 Human Resource

The CBOs employ Bookkeepers, Community Activist (CA), Bank Mithra, and Accountant. They

maintain the loan information of all SHG and their federation. Bank Mithra is positioned at bank

branch to help SHG women and bank staff. To support these institutions professionally, SERP

support staff is available at the Mandal, the DPMU and the SPMU levels. A Bank Linkage

Committee (BLC) is also constituted at VO level which will meet every month with the local

Bank Manager and discuss about present situation and key challenges. The Bank Manager can

also attend CBOs meetings and guide and motivate members to adopt best practices. The

Project Director, DRDA reviews the progress made in the recovery of loans and conduct of BLC

meetings on monthly basis.

5.5.8 Web-Managed Data Base (www.serp.ap.gov.in/BL/AH)

In order to achieve transparency, accountability & effectiveness in the implementation of

interventions, SERP has established Web Based MIS. All the Mandal Samakhyas are connected

to this web site through internet, where in, all the related documents are uploaded on a day to

day basis. This information can be accessed by any individual to get Year, District, Mandal, VO

and Branch wise details. In Report section- General report, SHG report, bank report and Online

bank linkage report can be seen. Analysis section shows General analysis and Bank analysis

whereas upload status projects date of uploading report from selected place. Information on

upload status can be accessed in Upload section. There is a special section for PDs and DRPs to

access and pass information on various issues. Latest information on Interest subsidy and ITDA

areas is the highlight of the Data base.

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Chapter 6

Vulnerability Reduction

SERP has brought into the SHG fold the poor and has also targeted at the most vulnerable

communities like the landless agricultural labour and other casual labour, small and marginal

dry-land farmers, coastal fisher-folk, artisans in declining livelihoods, women headed

households, widows, physically disabled, old aged destitute, etc., mostly belonging to

scheduled castes, scheduled tribes, and backward classes including minorities. Various

programmes undertaken by SERP under vulnerability reduction startegies are:

Food Security

Health Security

Education

Gender

Inclusive Development for PWDs

MNREGA

These are briefly described below.

6.1. Food Security

The Flagship programs identified under CMSA for food security as part of the POP strategy are

36X36 models and SRI paddy cultivation. The strategy involves development of delineated own

lands and/or lease-in irrigated lands of the Poorest of the Poor (SC/ST and other most

vulnerable households) at least 0.5 acres, and practice sustainable agriculture.

SRI PADDY: The PoP Strategy in CMSA is to facilitate the land lease to the landless laborers and

promote CMSA methods in these lands.

0.5 acre land is leased to the PoP families, and they are facilitated to cultivate SRI Paddy

in 0.25 acre and poly crops with vegetables and pulses in the other 0.25 acre.

It is, thus, designed to achieve two objectives. One is that the PoP family will earn a net

income of Rs.40,000 in a year and second one is the increased access to the various

nutrients from their own field. Apart from selling the produce, they can save something

for their own consumption.

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36X36 Model: 36*36 model has been promoted as a tool to achieve nutritional security at the

households level. As the crops diversity ranges from tuber crops to fruit crops, from vegetables

to pulses, all the nutritional requirements for a family are met. This model is unique as it

promotes nutritional security and round the year income to the family, in the smallest land

extent possible.

Food Security & Grain Bank: The Community marketing unit as part of POP strategy focuses on

implementation of Food Security Program in all

tho POP villages by Opening of a number of

“Grain Banks” in the POP villages to benefit the

POP and Poor families. The following are the

proposed activity by the Marketing unit to

ensure food security for the POP households:

– Establishment of 50,000 grain banks in interior

& inaccessible remote areas in 22 districts.

– Food security to 5 lakh POP & poor families for

supply of essential commodities.

– Supply of Nutritious food & Eggs (in

coordination with NECC) to NDCCs

6.2. Health Security

Overview

One of the key strategies of the Health and Nutrition Component of the SERP are:

Promotion of Health and Nutrition activities through Nutrition cum Day Care Centres

Fixed Nutrition and health Services,

Communication for Behaviour Change, and activities for preventing HIV by reaching out

to high risk population as well as general population in the rural and remotest places.

The H&N Program implements four key strategies to achieve its objectives.

Promote demand by the community for access to public health services

Improve household health-seeking behaviour to control the spread of disease and

ensure healthy development of women and children.

Provide financial support during health emergencies and illness

Reduce expenditure on curative care

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Each strategy encompasses several community-managed interventions aimed at

improving health and nutrition. These are given in the following table:

Table 6.1: Health Interventions Strategies

Strategy Universal Interventions Intensive Intervention

Capacity Building of community members

Training of village-level Health Activists

Formation and training of VO and MS level Health Sub-Committees

Training Internal CRPs

Convergence with Government Services

Fixed Nutrition and Health (NH) Days organized by Health Dept, Dept of Women Development and Child Welfare, and VO Health Sub-Committees

Screening camps organized in convergence with the Health Dept.

Communication for Behaviour Change

Regular Health Education sessions at VO and SHG level by Health Activist

Maternal and Child Health Education sessions at Nutrition cum Day Care Canters.

Community run nutrition cum day care centres

Health Savings among SHGs Utilization of CIF/ VO funds for - Nutrition cum day care

centre - Health Risk Fund - Community Kitchen

Gardens - Weaning foods

Safe water supply and sanitation

Support for Curative care

Case Managers Community managed health

insurance

H&N interventions will be implemented with special focus in tribal, chenchu, yanadi, fishermen

and POP mandals where the villages predominantly with SCs/ST population. The experiences in

grounding NDCCs in 4382 villages till the end of November 2011 will be valuable inputs for the

implementation. It is planned to saturate all the villages in the above mandals followed by

villages which do not have access to health care facilities. Continuous capacity building of the

members of Self Help Groups and their federations to empower them with knowledge and

skills required for community owned, implemented and monitored health and nutrition

interventions is the key strategy proposed. Behavior change communication through spear

head team strategy will be adopted for all the universal as well as intensive interventions such

as fixed Nutrition Health Days, Health savings, Nutrition cum Day Care Centers with extended

services of Nutrition Rehabilitation Centers to manage MAM and uncomplicated SAM children

and water and sanitation initiatives. Mainstreaming of the interventions will be done in

convergence with line departments such as health, Women Development and Child Welfare

and Rural Water Supply. Integration of the activities planned under NRHM such as MCH and

IDCP programmes and also other special nutrition programmes being piloted for women and

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children by GOI from time to time. Adopting participatory approaches to monitor the outcomes

through social audit process and to encouraging the community to create demand for improved

access to public health services and ensure that it reaches the un-reached.

Spearhead team strategy: Since 2007- 2010, Nutrition cum Day Care Centers (NDCCs) were

established by deputing a 3-member external Community Resource Persons (CRPs) team to

support the VOs in the establishment of NDCCs. The results of the NDCCs were very positive in

terms of Perinatal and neonatal outcomes such as safe deliveries and no low birth weight

babies born and no record of infant and maternal deaths from these centers. To sustain the

impact of the external CRP strategy, it was felt necessary to develop social capital within the

village, and hence the spearhead team strategy was initiated wherein the internal members

such as Health Activist, Health subcommittee members and the cook at NDCC are made

responsible to continue the activities at NDCC beyond the external teams support in the village.

The fixed day trainings for the health activists on the technical aspects and the internal

spearhead teams on operationalisation and strengthening of NDCC at mandal level will be

organized every month by the Master trainers and the APM/DPM (H&N) at least for a period of

2 years.

Activities: The two types of activities under H&N intervention are universal interventions and

intensive interventions. The activities under universal interventions are Fixed Nutrition and

Health Days (NHD), Regular health savings, Regular trainings for SHG members, Community

gardens, promotion of weaning foods. The activities under Intensive interventions are:

Nutrition cum Day Care Centers (NDCCs), Water and sanitation interventions, interventions for

adolescent health and Community managed health insurance. It takes 24 months to saturate a

village with both universal and intensive interventions and to establish a path to its

sustainability.

Risk and contingency plan:

As the universal interventions are done though convergence with mainstream departments and

require no budgetary support, there will not be any risk anticipated. In case of intensive

interventions like NDCC establishment, one time grant is sufficient when supported with CIGs,

community gardening by VOs, institutional charges for sponsoring CRPs and internal lending of

seed capital will help the VOs to generate revenue to make it sustainable. The problem of

insufficient corpus may arise if the center has more no.of beneficiaries enrolled. It is also

proposed to make it MCP free plan to get enrolled at NDCCs. In case of non availability of funds

as seed capital, the same may be taken as loan from the banks or can invite donor agencies

who are willing to work for tribal and rural poor. The contingency plan involves land leasing of

2-3 acres by each VO with NDCC by growing vegetables and leafy vegetables and also develop

36X 36 model in every NDCC to generate required revenue.

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6.3. Community Managed Education Services (CMES)

Education is a major component to SERP mission of poverty alleviation. The project looks at the

entire education value chain, from preschool to placement, comprehensively with the objective

of ensuring that a child who graduates is not only productively employable but also placed in an

appropriate profession. In order for the social inclusion agenda to succeed, an entire generation

of children; free from the burden of poverty; born, educated (elementary through secondary,

higher secondary, higher education) and employed gainfully is the vision and mission of the

education sector within IKP. This

translates into

All children in the project area

enjoy their right to quality

education (through access to

schools, transitional arrangements

such as bridge course).

All children between the age group

of 3 – 5 years in the project area

are enrolled in ECE centres.

Special focus on tribal areas.

Children must have access to

quality education in schools and

gain class wise learning competencies

Improve the quality of education in the local government schools and make the schools a

proper learning centre

Provide access to Higher Education.

Increase participation of the community in managing Educational institutions.

The strategy followed to achieve the mentioned objectives is through community management.

Building the community and training them which will enable the community to manage the

education services by themselves over the course of time. This strategy is based on certain

considerations as follows:

Belief in the community wisdom to manage the services if properly facilitated.

Belief in the capacity of poor children to learn at their peak, if proper learning support is

provided.

Activities : CMES Unit is implementing these projects in the financial year 2010-11 and 2011-12

i. Early childhood Education

ii. Koyothore Bata project for drop out tribal youth

iii. Bala Mitra & Career Counselling

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Early Childhood Centre (ECE): Early Childhood Care and Education remains a privilege for many

young children in India. With the increase in women’s participation in the work force across the

country among all socio-economic groups, there has been a sea change in social structures and

practices in the last few decades. A significant indicator of this change has been the emergence

of the nuclear family, a change that has converted child upbringing from what was traditionally

a shared responsibility into the sole responsibility of the young parents. This responsibility is

often further delegated. While in the higher income brackets children are often left with paid

surrogate care takers, in the lower socio-economic communities the responsibility of care giving

get loaded on to the older sisters, thus keeping them often out of school and robbing them of

their childhood. As a result, given the constant pressures and challenges of day – to – day

existence in today’s complex society, the possibilities of “informal early care and education’ for

the young child at home is becoming less of a reality. It was this changing social context, over

the years, which laid the seeds for the introduction of the concept of Early Childhood Education

(ECE). ECE would help in promoting the “learning begins at birth” vision in terms of promoting

early learning opportunities.

Integrated Child Development Scheme (ICDS) has the unique distinction of being the world’s

largest early child development programmes. It has improved the nutritional, health and

educational status of children in 0-6 age group in the vulnerable section of the society. Pre-

school education and Nutrition components of ICDS are considered the critical interventions in

achieving the Millennium Development Goals (MDGs). There is a need to promote greater

involvement of communities especially women, as they are essential in assessing and analyzing

their own situation, needs, resources and practices. Taking cue, that community mobilization

can play a major role in supporting behaviour change in longstanding childcare practices;

Society for Elimination of Rural Poverty (SERP) facilitated community mobilization to create an

enabling atmosphere for more appropriate childcare practices and empowerment of the local

community.

In the year 2008-09, ECE centres have been set up under the Community's supervision and

governance. The children in age group of 3 to 5 years are provided with Early Childhood

Education in these centres. Community governed, community managed ECE centres have

shown significant improvement in physical, mental and cognitive development of children

between the age group of 3-5 years in the project area. Quality training is provided to all the

instructors at Sodhana Resource Centre, Cheepurupally and Centre for Development and

Research, Hyderabad. The hallmark of the centres is a public reporting system that has been

put in place, according to which a school festival (Badi Panduga) is celebrated on the last

Saturday of every month. The instructors submit their monthly report and the children will

demonstrate their learning during that month. The remuneration for the instructors is paid by

87

the VO on the school festival day. The remuneration for the cluster and mandal coordinators is

paid by the MS in their monthly RGB meeting after reviewing the progress of the schools.

Preparatory Work for establishment of ECE centres in tribal areas:

i. Survey and Resolution:

a. A team comprising of an Education Subcommittee member, Community Volunteer/

Community Coordinator and office bearers of Village Organisation (VO) shall survey

the villages in the identified mandal.

b. VO shall then submit a resolution to the Mandal Mahila Samakhya (MMS).

ii. Role of MMS after receipt of V.O resolutions:

c. MMS shall select the villages on the basis of following criteria:

Villages having higher number of children between the ages of 2 – 5

belonging to the Poorest of Poor (POP) families.

Villages where Institution Building is strong.

Villages where NDCC centres are functioning.

Villages with higher proportion of SC/ST population/PoP.

iii. Location of ECE centre in the villages:

d. Arranging the awareness program and public meetings with the community.

e. People who need to attend Awareness Programme at resource centre:

Education anchor person of the district.

Mandal Coordinator and Cluster Coordinator.

Office bearers of Zilla Samakhyas (ZS), Education Subcommittee members.

f. The community shall provide a hut for running the school.

g. Selection of site for construction of ECE centre shall not be close to the wells, canals

and roads.

h. The site shall be easily accessible to all the children in the village.

i. The construction shall be completed within one month

iv. Public Report:

a. The teacher shall present a Public Report to the parents and the village community

once every month. Children of the school shall demonstrate and exhibit their

learning attained during the preceding month during this presentation.

b. The salary shall be paid to the instructor by the Subcommittee only after it is

satisfied about the month’s learning outcome achieved by the students.

v. Role of Community:

The ECE centres shall be funded & managed by the concerned VOs. For this purpose,

each VO shall be given a Corpus Fund of Rs. 2.5 lakhs, which shall be used for lending to

SHGs and generating resources needed for running of the ECE centres. (GO.Ms.No. 412

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of Panchayat Raj & Rural Development (RD.I) Department dated 1-12-2010). The MMS

shall play a pivotal role in the implementation of the programme. Their responsibilities

shall be as follows.

a. The MMS shall be responsible for timely and proper utilization of the funds by the

VOs. It shall review the expenditure every month.

b. The MMS shall visit every centre every month. Its members shall ascertain and verify

all academic and non-academic aspects of the ECE centre. Its members shall also

meet the VO during the visit.

c. The MMS shall be responsible for providing the mid-day meal to all the centres in

the mandal. It shall receive all material supplied by the Govt. agencies, distribute it

to the VOs and account for it. It shall also ensure purchase, at best price, of other

material required for daily serving of the mid-day meal.

d. It shall pay the salary of the Cluster Coordinators (CC) from the funds received from

ZS. The MMS shall ascertain every month the academic progress of all centres from

the CCs before paying their salary.

vi. Community Management of ECE centres:

a. An education sub-committee shall be formed at the V.O. The sub-committee shall

take up ECE as an agenda point during every RGB meeting of the V.O and review the

ECE centre’s activities.

b. The Subcommittee shall be responsible for proper upkeep and functioning of the

school. The ECE Instructor shall be accountable to the Subcommittee.

c. Subcommittee shall monitor the revolving fund given to the V.O and ensure that it

keeps growing. Subcommittee shall ensure timely repayment of the loans taken by

the SHGs from the revolving fund.

District Resource Centre: Government vide GO.Ms.No. 412 of Panchayat Raj & Rural

Development (RD.I) Department dated 1-12-2010 issued orders for setting up of District

Resource Centre (DRC) in each district for identifying, training, motivating, equipping &

monitoring the ECE centres. The DRCs shall have suitable and adequately trained staff.

a. A DRC would be established in districts where there are more than 50 ECE centres.

b. The DRCs would work in close coordination with the State Resource Centres (SRC) i.e.

Sodhana Resource Centre and Centre for Development & Research and Zilla Samakhya

(ZS).

c. DRCs would monitor the functioning of the ECE centres in the district and evaluate the

functioning of the existing ECE centres.

d. DRC would train the ECE centre instructors once every month for two days and also

review their performance.

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State Resource Centre: Government vide GO.Ms.No. 412 of Panchayat Raj & Rural

Development (RD.I) Department dated 1-12-2010 have also issued orders for setting up of State

Resource Centres (SRCs) for incubating, establishing, guiding, training, monitoring and providing

technical support to the DRCs. There shall be (2) State Resource Centres (SRCs) set up by M/S

Sodhana and M/S Centre for Development and Research (CDR). The SRCs shall also design and

deliver the academic components as per the district specific pedagogical needs. The concept of

State Resource Centre (SRC) would form an integral part of the expansion process and in

ensuring that the quality of centres remains at the highest possible level.

a. The major role of SRC would be to ensure that the quality of centres in the state remains

at the highest possible level.

b. SRC would ensure continuous handholding support and monitoring of the overall ECE

centres in the state.

c. SRC would also help in improving the quality of inputs for the ECE centres through

provision of technical services.

d. The functions of the SRC would be as follows:

It shall both design and deliver the academic components of the programme.

It shall identify and attend to the district specific pedagogical needs.

It shall prepare monthly lesson plans for the districts.

It shall train staff of DRC, Cluster Coordinators and provide necessary support to

district teams.

Koyothore Bata Project: Koyothore Bata (NGO) has been organising innovative Residential

Bridge Course in Agency Mandals in 3 districts of Andhra Pradesh with support from SERP since

2005-2006. Significant headway has been made in terms of enhancing the capacities of tribal

youth to work towards their educational development. The Project was being funded by DFID

funds. It is proposed to continue this intervention with equal focus on livelihood linkages.

Koyathore Bata has been working on the issue of empowerment of tribal youth through

education for more than a decade now through its innovative Residential Bridge Course that

targets tribal youth aged 18 years and above. This agenda is being implemented in Chintur

mandal of Khammam district, Kothaguda mandal of Warangal district and Sirpur (U) mandal of

Adilabad district.

A survey was taken up by Koyathore Bata to identify ST school dropout youth between the age

group of 18-28 years. RBCs under Rajiv Vidya Mission (RVM) facilitate entry of school dropouts

up to the age of 14 years only. Hence, support is extended as a special dispensation to

encourage the tribal youth to acquire minimum Educational qualification of SSC and to

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motivate them to pursue higher Education. The school dropout Tribal youth are given intensive

coaching for SSC Public Examinations.

During 2008 -09, 525 youth were given intensive coaching in these camps. Nearly 40% of the

tribal youth enrolled in RBCs have passed SSC examinations since 2005 -06 to 2008 -09. The

organization also proposes to add value to the project by incorporating some services like

Perspective Building, Life Skill Training and Livelihood training.

Bala Mitra: The strategy in implementing this project is through peer group learning. Students

are formed into groups where each group comprises of students from all the grades. Teachers

are trained in such a manner that they facilitate the process of peer group learning. Every

evening study hours will be held, and the students with good grades will re-teach the lessons to

the other students. As this will be implemented in the residential bridge course camps, the

students belonging to the same group will be given beds together. This peer group learning will

help in minimising certain issues like:

Students will not hesitate to ask doubts as the ones who will be teaching will be in their age group

Provides them with the emotional support from the friends who are in the same group.

Addresses the adolescent problems. Monitoring and Evaluation: The impact analysis of the programs undertaken will be done by

some third party agency or any other outside agency. Outsourcing will be done to conduct the

study of the programs. The impact and effectiveness of each program and areas of issues are to

be identified. The amount expensed for this purpose will be given by the State level centre.

6.4. Gender

Gender Diagnostics

Despite impressive set of legislations and many efforts made by the Government of India and

the AP State Government to provide institutional support to women facing violence, the vast

majority of poor rural women are not able to access justice. APDPIP has attempted to bridge

the gap and nurture processes whereby poor women collectively access justice, address

violence against women and provide care and support to the affected women to rebuild their

lives. As part of the PoP survey (mentioned in later in the report), gender specific data was also

collected. Khammam, Nellore, West Godavari, Anantapur, Guntur have the highest number

female headed households and single woman households. The age distribution is even across

both types of households, indicating that a mix of productive income generating activities for

the younger age group and social security measures for the older age group must be

undertaken for positive results. Dependency ratios are lower in the case of female headed

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households; however, the difference is only marginal. This indicates that equal access to

income generation opportunities is required for men as well as women.

It is understood that mere targeting women is not enough to deal with the gender specific

dimensions of the poverty and that there is a need for designing targeted strategies to address

the gender specific requirements. Allocation of resources and power within poor households

needs to be addressed to enhance the intra family equity. To reduce gender specific risks and

vulnerabilities like the death of life partner, desertion by husbands, domestic violence,

reproductive health of the woman became an essential part of the gender planning; Social

agenda was formulated taking into consideration all these gender risks. In certain cases, for

gender specific reasons, households may slip into poverty and move in and out of poverty

based on the life cycles. Hence it is necessary to combat the gender specific causes for effective

poverty reduction.

Current Activities

The Gender unit has been making an active effort to integrate the Gender agenda with the

social objectives of other units. Since 2000, some of the key achievements of the gender unit

have been as follows.

12,751 VO Social Action Committees (SACS), 517 Mandal SACs were formed and

14,66,820 SHG women were trained on Social Agenda/Gender issues

332 community managed Family Counseling Centers were formed and 23,618 cases

received and 16,630 cases related to all types of gender based violence were resolved

through negotiation of the SHG women in SACs.

7097 Adolescent girls Groups formed and 1,08,842 Adolescent Girls trained on

personal safety and personal hygiene

In 587 villages, Sanitary Napkins Disposal bins were setup by VO SACs in convergence

with Village Panchayaths.

Policy level achievements: A law to protect SHG women from Micro Finance

Institutions (MFIs) and to control coercive recovery methods of MFIs to monitor their

high interest rates, multiple lending systems and due deligency.

Land ownership and leasing facility through Govt, house ownership, & equal wages

were also achieved through programmes and policies.

Major issues addressed were Domestic violence, Child marriages, Jogini & Trafficking,

Girl child education, Child labour, Girl child abandonment – in this process 2000

Gender CRPs were developed.

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Gender Parameters for declaration of a safe village for girls & women

Presence of Gender point persons in all SHGs, VO forum, VO SACs, Adolescent Girls Groups in a village

Conducting Regular gender enquiries

SHG women and Girls Resist all types of violence on women and vulnerabilities of POP

No untouchability

No liquor

No Child marriages

No Child Labor

Education for all Girls

All births, deaths, marriages will be registered.

Enhancing women’s participation in Local Governing Bodies

Active counselling for men in SHGs’ families on liquor and on loans from MFIs and other Private Money Lenders

Strategies

Social Action Committees will be organized in every VO Mandal and ZS by 2014 in all

rural districts through Gender CRP Strategy.

Community managed Family Counseling Centers will be established in all mandals to

tackle all types of gender based violence cases like domestic violence, child marriages,

child trafficking and girls education in convergence with education dept.

All CM FCCs will be upgraded for counseling on liquor consumption issues and to deal

with MFI issues.

A State level Gender Resource pool with Gender CRPs, Gender Resource persons from

NGOs & Lawyers will be developed to work in convergence models.

Special campaigns will be conducted to reduce vulnerabilities among POP families like

Jogini system, arrack consumption, MFIs menace, trafficking and child marriages.

Special adult education courses on women laws & Gender will be conducted to the

young SHG women and adolescent girls aged between 14 AND 24 years.

Women in Social Action Committees, VO, MS, ZS leaders & Women elected members for

local governing bodies will be provided Education through open schools.

Trainings will be conducted on political conduct of SHGs/ SHG women and to enhance

their participation in local decision making bodies.

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Gender CRP Strategy

To start up several activities in the villages and to up scale the programme to reach universal

level, services of the 2000 Gender CRPs will

be used. Through Gender CRP strategy and

the strategy of All village coverage plan

geographical expansion into all mandals in a

phased manner will be implemented with

women to women approach. The key

element of the Gender strategy is to stress

on the conversion of CBOs as pressure

groups to bring in changes in gender

attitudes across stakeholders. POP SHG

women access and utilize all the services and

resources available, this process they

manage efficiently all risks occurred due to

natural calamities and avoid man made

calamities. The process for this conversion is

depicted in the adjacent figure.

Proposed Activities

Action against violence:

i) Social Action Committees

Social Agenda and gender enquiry system will be introduced to all SHGs and VOs and ZSs in the state.

Social Action committees will be spread to all villages and mandals in the State.

These Social Action Committees act as a community based support system for the SHG families

and vulnerable, distressed women in the villages. They will undertake the following activities.

a. Formation of Social Action Committees in all Mandals and villages. For every 100

PoP families one Social Action Committee in the village with 10 members in POP

mandals

b. Training to all these committee members on Gender specific basic and strategic

needs, dealing with the vulnerabilities of the POP – migration, untouchability,

trafficking, liquor consumption, violence on women, single women and women

headed families of POP etc.

Figure 2.1: Gender Strategy

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ii) 100% births, deaths, marriages will be registered at village level. Village Gender Forums will update the information about SHG families to Panchayaths. Causes for death, age at marriage, occurrence of infanticide, IMR, MMR and sex ratios will be monitored through this activity. a. Campaign for registering births, deaths and marriages will be conducted in

convergence with Panchayathiraj dept.

b. In every SHG All members get registered with all the details of their family

members and this data will be updated every 4 months once – to know the well

beingness of the POP family this is necessary.

c. Upgradation of Mandal Level Family Counseling Centers to meet the demands of

the POP and to deal with vulnerabilities of the POP – trainings will be conducted

with the new inputs of Right to Information Act, SC ST Act, Reservations Act, Act

related MFIs, New land lease Act for SHG women, migration related laws, inputs

on dealing with untouchability, trafficking and liquor consumption.

d. MSACs will conduct camps for deaddiction for men in their families in

convergence with medical department.

iii) Conduct camps for registration of births, deaths, marriages with regular intervals. So

all the certificates will be computerised and whenever they need they can take

from the BPOs or kiosks.

a. In all mandals Mandal level FCCs will be upgraded through trainings and they

will conduct these camps twice yearly.

b. All SACs will advocate for registration at village level itself.

Education for equality

Develop adult education materials on Gender & Caste discrimination & Women laws, conduct special adult education courses to SHG women.

Women in Social Action Committees, VO, MS, ZS leaders & Women elected members for local governing bodies will be provided Education through open schools. – in every village 30 POP SHG women below 35 years will be selected and targeted for this purpose.

All girls in SHG families will be listed out and will be monitored for their education. Boys are being provided convent education in nearby towns where as the girls are being sent to the

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schools in their own villages. To reduce the Gender disparities in providing education and quality of education, English language skills will be given to the girls groups in the villages as part of providing quality education. Teachers working in villages also will be provided special skills in English teaching. In every village – a language learning center to be opened for all girls, women and all POP children above 10 years – Telugu English and Hindi for all to be taught – adult education materials will be used for adults and for children English and Hindi learning courses must be started – these centers must be run for 2 hours every day. Every young learner must be followed for 5 years till they reach 10th class. A set of special course materials to be developed for this purpose.

Girls above 14 years age and out of school will be identified, and will be provided special skills in livelihoods & literacy skills for 4 years until completion of 18 years. In every mandal one language upgradation center along with DTP/ MS Office and accounts package learning center. This will work like an input center for all the youth in the mandal.

Gender Resource Centre:

Develop State level Resource pool with Senior Social Action Committee members,

lawyers, NGO experts. This pool will act as faculty of the Resource Centre – which serves

the needs of the POP regarding knowledge inputs and practical service inputs.

This will provide Gender trainings, strategies for project implementation at Grassroots

level.

Develop adult education materials, campaign materials.

Provide TOT trainings on gender, women laws, Community managed FCCs & for

Convergence models.

Conduct Gender studies & Gender Audits

Initiate State level Gender Data reports, In later stages GRC will work in convergence

with other line departments.

Call Center:

Achieve control over State help line – by involving our own SHG members in running this help line. All Social Action committees will work under the State Help line as an implementation force while dealing with the vulnerabilities. All SACs will be connected to the existing State level Help Line.

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6.5. Disability

Amongst the PoP target group, Table A7.18 presents the district wise classification of

households based on the disability amongst the members of the household. 1.2% of persons

have reported disability. Amongst these, the highest number is reported as orthopaedic

disabilities followed by disabilities of sight. The access to public services is very low amongst the

People with Disabilities (PwD). The number of PWDs accessing special Bus Passes is only 15%

whereas railway passes are accessed only by 3% of those disabled. This makes a case for further

mainstreaming of PWDs into facilities that they are eligible for.

Strategy

The disability interventions of IKP have enabled more than 0.1 million persons with disabilities

in the rural areas to be organized and develop their own livelihoods. It is the largest initiative in

the state that intends to enhance livelihood opportunities and quality of life of PwDs for

inclusive activities. The key objectives of the Persons with Disabilities (PwDs) Unit are:

Enhancing livelihood opportunities and Quality of life for Persons with Disabilities

(PwDs) and their caregivers.

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

The Key strategies to achieve the objectives are:

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

departments for inclusive frameworks

Activities

a. Formation of SHG of PwD and forming their federation at Mandal (MVS) and District

(ZVS) level.

b. Some of the Key initiatives are:

Sustainable Livelihood

Early Identification and intervention

Assessment Treatment and Rehabilitation (ATR) Services

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Software for Assessment of Disability for Access Rehabilitation and

Empowerment (SADAREM)

Jana Shree Bima Yojana

Formation of Srama Shakti under MGNREGS

Centre for Persons with Disability Livelihoods (CPDL) etc.,

6.6. Social Security

Risk mitigation is one of the key activities in the Human Development Value chain that provides

security for the Households from slipping into deep poverty and making them vulnerable due to

unforeseen events like death / disability / loss of property etc. The Social Securtiy Unit of SERP

strives to cover the risks faced by the poor and most vulnerable households by facilitating

access to insurance products and services.

Objectives

“Providing affordable, easily accessible, quick and quality insurance products and services to

the poor” by

Empowering Community (SHG -Federations)/women to play an active role in insurance operations and to reduce vulnerabilities of the poor through social security measures protecting their income and asset base.

Providing the social and financial safety nets to all the Self Help Group members (Women) and their spouses under various insurance products, including the provision for credit shield to SHG women exclusively under loan protection schemes.

Ensuring and provide social security and dignity to all the SHG women to be brought under co –contributory pension Scheme for SHG women.

Providing asset based insurance to all the SHG members.

Enabling all the poor households access various welfare schemes promoted by the Government.

Activities (Schemes)

AAM ADMI BIMA YOJANA (AABY)

A group insurance scheme for the benefit of rural landless labourers through Life insurance

Corporation of India.

Eligibility

It is a group insurance scheme for the age group of 18-59 years.

Member should be rural land less agriculture labourers and their primary livelihood

source is agriculture labour.

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Member should be head of the family or one of the earning members in the family.

Premium charges

Total premium of Rs.320/- in which State government contributes Rs 160/- and equal

amount will be contributed by GOI.

A member has to contribute only Rs. 15 towards service charges of Zilla Samkhaya for

providing Insurance Services.

JANASHREE BIMA YOJANA(JBY)

A Scheme that provides life insurance protection to the rural and urban poor persons below

poverty line and marginally above the poverty line.

Eligibility

All the SHG women who are covered under Abhaya Hastham are eligible in this scheme.

Premium charges

Total premium is Rs.150/- of which Rs.75/- is paid by GOI and the remaining Rs.75 is

deducted by LIC from the contribution made under Abhaya Hastham scheme.

Each member shall pay Rs.15/- towards service charges to their respective Zilla

Samakhyas in addition to the premium mentioned above.

Benefits:

For natural death Rs.30,000/-

For Accidental death Rs75000/-

For permanent total disability Rs.75,000/-

For permanent partial disability Rs.37,500/-

Under Shiksha Sahayog Yojana, a student study scholarship benefit of Rs.100 per month

is provided for the children of the JBY members, studying between 9th and 12th

standard including ITI.

Dr.Y.S.R. ABHAYA HASTHAM - A Co-contributory Pension and Insurance Scheme

Objective and purpose

The pension scheme envisages providing income security to the SHG women who are 60 years

and above. It envisages that a member would contribute Re.1/- per day per member and

Government of Andhra Pradesh (GoAP) would also contribute Re.1/- per day per contributing

member and GoAP would ensure a minimum pension of Rs.500/- per month to every SHG

member aged above 60 years.

Eligibility

All Indira Kranthi Patham (IKP) recognized SHG women, from rural and urban areas.

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Should be a currently active SHG member and been a member for at least a year (SHG

member by 1/06/2008).

Holder of white ration card.

The SHG should recommend the case of the member and certify the age of the member

through a resolution and sufficient documentation.

Conditions and Premiums

The SHG women have to opt for the Scheme and shall apply to the SHG.

Member can make a minimum contribution of Re. 1 per day and government would co-

contribute Re. 1 per day.

Contribution is on annual basis, it is to be paid at the beginning of the each year by

depositing the amount into respective pension account bank.

Members above the age of 50 years, along with their regular contribution, will have to

ensure that they contribute minimum of 10 years worth contribution (Rs 3650) by the

age of 60, so as to become eligible to draw pension.

Benefits

Each member would become eligible for minimum monthly pension of Rs. 500 or above,

subject to fulfilment of conditions to be prescribed, on crossing the 60 years of age,

depending on the number of years of contribution and quantum of contribution made

by the member.

All women between 18 to 59 years enrolled under Abhaya hastham are by default

become the members of JBY scheme and they would be entitled to receive insurance

and scholarship benefits as applicable in JBY.

On death of the subscriber during the contributory phase (less than 60 years), the

available contributions of the subscriber and the government’s co-contribution along

with accrued earnings on such contributions shall be transferred to the nominee of the

subscriber. And also the insurance benefit would be transferred to the nominee.

On death of the member during the pension payout phase (60+ years), the available

contributions of the subscriber and the government’s co-contribution along with

accrued earnings shall be transferred to the nominee of the subscriber.

CATTLE INSURANCE

Livestock is the primary livelihood activity as well as asset for resource poor households in rural

AP. In addition to that, more than 40 percent of rural credit flow is towards supporting the

livestock sector and hence managing the risks within the sector is very critical. Moreover, a

substantial amount of the loans transacted among the SHG members are for the purpose of

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purchase of Milch animals. The untimely loss due to death of an animal, which they consider as

a source of income, is rendering the SHG women helpless with regard to loan repayments. The

livestock insurance leverages on the capacities built in the community to manage insurance

schemes as in the case of insurance against death and disability. Cattle insurance program

which is being piloted in Vizianagaram District would be implemented across the state soon.

Objective

As the livestock insurance is protecting the loans of the poor, it would make the community to

stretch the ability of the poor for enhanced asset-creation for continuous livelihoods through

livestock insurance.

Eligibility

All the cattle of the SHG women, which have at least once been pregnant.

Conditions, Premiums and benefits

Each animal can be insured annually for on the value of the animal.

The premium is at the rate of Rs. 2 per Rs. 100 cover.

Each animal has to be proposed by VO president and seconded by MS sub-committee

ZS sub-committee would underwrite the policy. And is re-insured by United Insurance

Company.

LOAN INSURANCE

In the light of bank linkage program with ‘Pavalavaddi’ huge amount of money is transacted by

the SHG members in the name of total financial inclusion covering even the swapping of old

debts. In this back drop, as a natural evolution of their financial inclusion, SHG women evinced

interest in insuring the loans taken by the members from the Commercial Banks or from their

own federations as a safety net against financial risks in the event of natural and accidental

mishaps, to protect their children or family members from debt traps.

Objectives

To protect the family members of an SHG member for financial risks, in the event of her

death

To safeguard the institution of SHG from repayment burden, when a borrowing

members dies

To ensure the perpetuity of the SHG, providing loan insurance to all the borrowing

members

To ensure 100% repayment at all levels even in the turbulence time and to increase the

size of loans to SHG members, by creating a confidence among the Bankers.

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Conditions and premium

All SHG women taken SHG Bank linkage

Age between 18 to 59 years

A premium of 0.45% per annum on loan taken by the members including service

charges.

Benefits

In the event of unfortunate event resulting in death of the member, the claim amount

will be used to repay her outstanding and also payoff her loan instalments paid till that

day.

Service Delivery

State level Centralized Call Centre

A centralized and comprehensive Call Centre is set up at state level with a unique toll-free

telephone numbers (155321) for the purpose of providing quality and timely services to the

poor, including insurance services The centralized Call Centre shall coordinate with District

level call Centres for more effective and efficient services to the poor.

District Call Centre

In all the Districts an exclusive Call Centre in made operational in the State of Andhra Pradesh

for the implementation of these interventions. The Zilla Samakhya shall take the responsibility

of establishing these Call Centres. A Call Centre is a hub of all the insurance interventions at

district level, administered and managed by the Zilla Samakhyas with the support of a few

human resources. A Call Centre is equipped with infrastructure like, Computers with broad

band internet facility, scanners, printer etc. All the information is stored in the computer and

managed with the support of software ‘Call Centre Manager’ specifically designed for this

purpose.

Bima Mithras

Bima Mithra is a sensitive support social capital selected from among the active SHG members

who are willing to visit the bereaved families and provide them an interim relief of Rs.5000/- as

soon as they receive the intimation from Call Centres. They are identified from the mandal

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where ever ATMs are located. The payment of Rs.5000/- shall be made by Bima Mithras

through ATMs in general and where ever, it is not possible, payment shall be made through MS

within 24 hrs but it shall be reimbursed by ZS immediately. Thus, for each and every Mandal in

all the Districts Bima Mithras are functioning to provide quick and quality services to the

insured community

Web-Managed Data Base: (www.aaby.ap.gov.in & www.serp.ap.go.in/AH)

In order to achieve transparency, accountability & effectiveness in the implementation of

interventions, SERP has established Web Based MIS and claim settlement system. All the Call

Centres are connected to this web site through internet, where in all the claim particulars and

claim documents uploaded on day to day basis. The LIC has introduced electronic-claim

settlement system for speedy disposal of the claim and a dedicated satellite office has been

created by LIC for this purpose and shall have regular access for down loading the documents.

It is a public domain which can be accessed by any individual (common man) to track the status

of claim settlement process not only the Government & LIC. The web site contains member,

village, mandal, district, gender, caste wise details. It projects member’s profiles and generates

all types of analytical reports basing on age and other parameters. It also contains list of

children eligible for scholarship with details like their class, schools, their location, and the

status of payment of scholarships etc.

Sustainability

The essential feature of the social security interventions is the entire process of service delivery

system is totally administered and monitored by the Community Based Organizations for the

benefit of their members by collecting a nominal service charges of Rs.15/- from each

applicant/ enrolled member under any scheme implemented by SERP. The entire operational

expenditure in the process of awareness, enrolment, data entry, issuing Individual Bonds and

the administrative cost of the Call Centers like meeting the payments of Call Centre operators,

Bima Mitras, ZS-Sub-Committee members is met from these services charges without

depending on the external funds, except for capacity building under AWFP. As a matter of

policy, each Zilla Samakhya is capable of meeting the cost of DPM and APM out of the surplus.

In spite of this, the ZS will have the NET SURPLUS. However, part of this would be preserved as

corpus for 7 years to upgrade the Call Centre Standards in quality service delivery.

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6.7. Access to entitlements like NREGA Pensions, PDS:

All wage seeking PoP households access 100days under NREGA

Land Development of the lands of the PoP households identified through Land inventory

All PoP families are covered either under AABY or JBY insurance.

Proper and timely redressal of any insurance claims raised from PoP families

Provision of scholarships under AABY/Abhayahastham to children from PoP households studying in 9th, 10th, Intermediate, Polytechnic or ITI.

All eligible pensioners from the PoP families will be covered under SSP or Abhayahastham or NPS lite

6.8. Expected Outcomes at the end of 7 Years Table 4.1: Expected Outcomes of Insurance Schemes

Coverage Rs.2.00 Crores Policies

Linkages LIC and other insurance providers

HHs out of poverty 100000 (.5% on the total polices)

Income increase per HH Not Applicable

Risks Addressed Death / Disability /Asset like Cattle / Loan etc)

Self- managed institutions and their performance Zilla Samakhya – Call centre performance

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Chapter 7

Livelihoods Enhancement Programmes

The poor need support to have decent portfolio of livelihoods and decent quality of life on a

sustainable basis. Their livelihoods needs are varied, diverse and multiple. They have also begun

to initiate collective interventions appropriate to the level of their institutions. Many of the

public programs like NREGA, Social Pensions etc., are converged in these institutions, with line

departments seeing this convergence as critical to achieving their own departmental objectives.

The Livelihood Enhancement Strategies related to the livelihoods related components are:

Livelihoods Enhancement

Land Access

PoP Strategy

CMSA

LPD

Infrastructure and Marketing Support for Livelihhods

Community Marketing

Marketing for Tribal Communities

Employment

Jobs

Enterprises Development

Non-Farm Employment

RSETIs

These have been described in greater detail below.

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7.1. Land Access Program

STRATEGY

Every rural poor family having land in the state enjoys its land with secured title and possession

and accesses land development and productivity enhancement programmes resulting in

increased incomes.

Guiding Principles

Land inventory in all revenue village to know the land issues of the poor and landless poor

Multi-pronged approach for getting the land issues of the poor resolved

Ensuring land development activities implemented in lands of SCs/STs under MGNREGS and other programs

Facilitating land leasing for land less SHG members to increase their income through agriculture allied activities

Objectives

Purchase productive lands for the poor

Secure land rights to the poor through a multi pronged approach by putting in place support mechanisms

Link lands of SCs/STs with land development programs under MGNREGS and other programs

Facilitate land leasing for land less SC/ST poor families

NON NEGOTIABLES

No single land survey number of ST/ST household shall be left out of the land inventory

All the survey numbers of the ST/ST household, required development activities shall be covered under land development program of MGNREGS.

ACTIVITIES

Land Inventory: Land Inventory is a process by which the lands of the poor in a village are

listed and physically verified to see whether the poor have secured title and in possession of

the lands. When the Paralegals/Community Surveyors/CRPs initiate the process of preparation

of inventory of lands of the poor, they take the basic village revenue record i.e. Pahani/Adangal

as the basis. They will also consult other important records like the RoR 1 B, Assignment

Register etc. They will record the details of the title and possession as per revenue record and

then visit each and every survey number field by field and verify who is in actual enjoyment of

the lands. If there is a discrepancy between record and field position, then they will find out the

reason for such discrepancy and then record it as an issue which needs to be resolved by the

Revenue functionaries. The record thus built is discussed with the community and with the

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Village Organization to confirm the accuracy. Uniform formats have been developed for

recording all the details.

After completion of the inventory, the land issues will be culled out from the record and further

action of collecting necessary documents/evidence, submitting representation to the revenue

officers, following up till resolution will take place. Wherever necessary, the land is surveyed by

the community surveyors. Initially inventory was done for lands of all the poor. During 2009-10,

the focus is shifted to SC/ST lands. Land inventory for all SC/ST lands, has been completed in

22833 revenue villages of 956 mandals in the state out of 26,614 revenue villages of 1099

mandals. The land inventory details are being digitized now in the districts.

Land Access: Poor owning small

piece of land either assigned by

the government or own land not

able to protect their lands in spite

of many pro- poor land legislations

- Either title is not there for the

lands under their enjoyment since

ages or possession not shown

though Pattas are given-

thousands of acres of Inam lands

still waiting for settlement. Poor

are fighting unsuccessful legal

battles in thousands of cases in various courts from the grassroots to the State level; the reason

is the same, being lack of legal awareness and absence of legal support/assistance/aid.

Dalits and Tribals are the most vulnerable groups in terms of land ownership. Statistics show

that in spite of large scale government land distribution and protective enactments, ownership

of land still eludes them. Land is the principal source of livelihood for the tribals. This principal

source of livelihood is under threat from non-tribals. More and more lands are passing into the

hands of non-tribals & non-tribals hold as much as 48% of the land in Scheduled Areas. To

prohibit transfer of lands in favor of non-tribals, Andhra Pradesh Schedule Areas Land Transfer

Regulation (LTR) was enacted in the year 1959 and subsequently amended in 1970, 1971 &

1978. But the tribals are not able to access justice due to factors like lack of legal awareness,

absence of legal support, alien adjudicatory system, adversarial adjudicatory system which we

adopted from the British administrative machinery. Being handicapped, tribals’ voice is not

being heard and they lack of access to records. To address such situations, and to support the

poor and the tribals in protecting their rights in land and recognizing the need for a sensitive

support mechanism for the poor and facilitators who assist in getting their land issues resolved,

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the Mandal Samakhyas and Zilla Samakhyas have not only hired the services of people with

legal and revenue backgrounds but also are training their own community members in land

matters so that they can themselves handle their land problems. It is a multipronged approach

where support structures like land centers where required information and records are made

available with a panel of lawyers to help them fight out their court cases and a group of youth

from the community trained in survey etc. to handle the issue from all the angles. Strategic

Partnerships with Civil Society Organisations and Premier Law institutions like NALSAR are

proposed in the programme implementation. Civil society organizations working on land issues,

attempt innovative experiments to rectify inequities of land ownership in the rural areas. Their

knowledge and experience will be transmitted to the paralegals and Surveyors. Partnership is

required with other law colleges for utilizing the services of law students especially in tribal

areas. The law students will facilitate with access to the offices and records of the Special

Deputy Collectors, Tribal Welfare. They will scrutinize those LTR court cases which go against

the tribals and prepare ground for filing appeals

Land Leasing: It is found in the land inventory survey that about 41% of SC/ST households are

not having even a single piece of land. Most of them are dependent on agriculture and daily

wage labor. Some of them are taking land on lease for doing agriculture. But the lease

agreements are executed orally for the maximum of 1 or 2 years only. Lessee is unable to invest

in the leased land for productive increase because the land owner can take over his land at any

time. As the productivity is less in the leased land the incomes are also minimal. An Act named

‘Andhra Pradesh Women SHGs (Leasing of Agriculture Land) Act 2010’ will be introduced by

the State Government. Under the Act, landless poor will first be given land on lease through

SHG for a period of 5 years. So that land development activities will be initiated in the land

under NREGA for better productivity. Land teams will create awareness among the land owners

and facilitate land leasing.

SUSTAINABILITY

Land Centers have been set up to function as single window support centers in Zilla Samakhyas

for the poor from where they can access the services of paralegal professionals working on

land, surveyors, Revenue functionaries and lawyers. All the important Land Records and other

relevant land enactments etc are being made available to the poor in these centers. These

Centers will be of great utility to the poor to get their land issues resolved. Ultimately it is the

community which has to be empowered to handle their land issues capably. The support

mechanism strives towards transfer of land knowledge and information to the village

communities.

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7.2. PoP Strategy

The IKP focuses on rural poor families in all the 1099 Rural Mandals in 22 rural districts of the

State. It has been the observation in the field that though Institutions of the Poor have been

built and strengthened, their outreach to the Poorest of the Poor households still needs to be

improved and it requires concentrated and focused attention on these particular households.

SERP, over the years has created an eco-system where multiple opportunities are available for

the rural households to access and come out of poverty. But the 20-30% of the PoP households

particularly those from SC &ST communities lacked the requisite skills to grab the basket of

opportunities available. It is now evident that the CBOs of poor with their own continuous

struggles to keep pace with the vagaries of the rural socio-economic dynamics to come out of

poverty are not able to provide quality time and effort to the much more complex socio-

economic dynamics that beset SC & ST households.

The poorest of the poor families still need intensive handholding as they are still in the back

seat due to various reasons. In a study carried

out by Young Professionals working for IKP in

four districts (Srikakulam, Visakhapatnam,

Nellore and Chittoor) on the impact of SHGs

over the PoP, the findings showed that a lot

needs to be done to bring them on par with

the others. The same was portrayed in many

of field visits and field based studies and also in

the regular MIS. In addition, there are many

BPL families who, even-after accessing the

loans from IKP, have fallen prey to the reins of

poverty due to inability to absorb the shocks.

In order to connect the missing links (indeed

the main links) with the SHG movement, it

becomes crucial for the programme to be PoP-

centric. In this context, the need for a new

strategy focussing on the PoP household evolved along with the emphasis on enhancing the

income levels and the reduction in expenses. SERP is revisiting its strategy for facilitating the

PoP Households to come out of poverty. Here, the focus is on the household.

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Non-Negotiables in PoP Strategy

No single eligible SC/ST Household and most vulnerable HH shall be left out in the village.

All identified and eligible PoP HHs shall be brought into SHG fold

All identified PoP wage seeking HHs shall access minimum 100 days of wage employment.

Objectives and Outcomes

Every poorest of poor family in the state comes out of poverty with increased and sustainable

livelihood opportunities and with significant human development established with the aid of an

intensive handholding support. The objective of the PoP Strategy is to enable every poorest of

poor family in the state to come out of poverty with increased and sustainable livelihood

opportunities established with the aid of an intensive handholding support in a phased manner.

The same has to be done in a focused manner starting with organizing them, strengthening

their institutions, increasing their asset base, mitigating risks, expanding their livelihoods and

increasing their incomes. The expected key outcomes from this strategy are

All target households earn a minimum of Rs. 1.00 lakh income per annum from multiple

livelihood sources over a period of 3 years

Significant improvement in human development indicators.

Implementation plan and support structure for the PoP strategy have been dealt with in detail

in Chapter 10.

7.3. Community Managed Sustainable Agriculture (CMSA)

Strategy:

Community Managed Sustainable Agriculture (CMSA) is meant to support the poor farmers in

adopting sustainable agriculture practices to reduce the costs of cultivation and increase net

incomes to improve and sustain agriculture based livelihoods.

The Flagship programs identified under CMSA during 2009-10 are POP Strategy, 36 X 36 models

and SRI Paddy. This model is a tool to achieve nutritional security at the Household level.

POP Strategy in CMSA

The PoP Strategy in CMSA is to facilitate the land lease to the landless laborers and

promote CMSA methods in these lands.

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0.5 acre land is leased to the PoP families, and they are facilitated to cultivate SRI Paddy

in 0.25 acre and poly crops with vegetables and pulses in the other 0.25 acre.

It is thus designed to achieve two objectives. One is that the PoP family will earn a net

income of Rs.40,000 in a year and second one is the increased access to the various

nutrients from their own field. Apart from selling the produce, they can save something

for their own consumption.

In 2009-10 the PoP Strategy was implemented with 251 PoP Households across the

state. The income levels from these PoP households during the Kharif season ranged

from Rs.15,000 to Rs.40,000 based on the cropping pattern and time of sowing.

More than 1000 families have been identified so far across the districts, to ground this

model

36*36 model

36*36 model has been promoted by CMSA as a tool to achieve nutritional security at

the households level. As the crops diversity ranges from tuber crops to fruit crops, from

vegetables to pulses, all the nutritional requirements for a family are met. This model is

unique as it promotes nutritional security and round the year income to the family, in

the smallest land extent

possible.

In 2009-10, more than 7000,

36*36 models or the 7 tier

models were established

across the state. The incomes

from this model range from

Rs.4000-Rs.12,000. The

variation is due to the varying

intensity of crop cover. The

models where leafy

vegetables were grown

extensively are on the higher side incomes earned. The highest income so far from

36*36 models is Rs.24,000.

SRI Paddy

System of Rice Intensification is a cost effective and resource efficient method of cultivation of Paddy. This has been promoted by CMSA extensively.

In the year 2009-10, SRI was implemented in 1800 acres across the state. The targets were given to the districts based on the number of weeders available. For every weeder,

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3 acres of SRI paddy cultivation was the target. The achievement in 2009-10 was 55% of the targets.

Rainfed Sustainable Agriculture (RFSA) – MGNREGS convergence

RFSA is a concept that has been developed to harvest the entire rain water in one’s own field. This programme is being implemented in convergence with MGNREGS.

The components include trench along the boundary, conservation furrows across the farm against the slope, farm pond, compost pit, tank silt application, ploughing with cultivator, fruit plants, vegetable minikits etc.

An amount of Rs.48,910 per acre is being spent on the above components. They are being executed currently in 3.19 lakh acres of 1.46 lakh SC/ST farmers.

Crop Management in these fields

o Perennials on conservation furrows including green leaf manure plants. o 7 tiered crop canopy (36*36 models) near farm pond with 25 fruit plants o Trees all around trench on farm boundary. o Cropping pattern with red gram in between the conservation furrows in 2:1 and

5:1 with millets and groundnut respectively.

o In an acre about 1250 tree saplings shall be planted, comprising of Bio-fence plants – 100 along the border of the farm.

o Plants like Teak (150) for every 12mts with 3mts within the row on conservation furrows.

o Green manure plants (1000) in between Perennial Red gram and Castor on the conservation furrows.

Other Components of CMSA

NADEP compost pits: NADEP compost pits are promoted to meet the manure requirements. So far 15,426 NADEP compost pits are constructed.

NPM shops: NPM shops were established to provide timely supply of botanical extracts and other eco-friendly inputs. Further these NPM shops are providing regular income to POP households. So far 2394, NPM shops were established across the project implementation area. The income from NPM shops ranges from Rs.1500/- during the peak season to Rs.500/- in lean season.

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Custom hiring centers: The main objective of custom hiring centers is to supply farm implements to small and marginal farmers at nominal rates on hire. This enables the small and marginal farmers to take up farm operations on time. Further these centers provide income to Samakhyas. So far 789 custom hiring centers are established across 304 mandals.

Neem pulverisers: To supply neem cake, Samkhyas purchased 198 neem pulverisers in convergence with the Department of Agriculture.

Bund plantation: For supply of in-situ green leaf manure bund plantation is promoted in 66,822 farmers’ fields.

Due to the implementation of NPM practices, the cost of cultivation has drastically reduced.

The range of savings varied from crop to crop ranging from Rs.3,000/ha in case of Paddy, to

Rs.12,500/ha in case of Cotton and Rs.37,500/ha for Chillies. Total savings under CMSA across

21 Districts is estimated at Rs.213 crores.

Role of Community Institutions

The program management is in the hands of the women organizations. Separate sub

committees with CMSA practicing SHG women, farmers, at Village, Mandal (Sub district) and

District level are formed to monitor the day to day activities. The programme management is in

the capable hands of village level sub committees, Sub district level (Mandal) sub committees

and district level sub committees. All these sub committees meet once in a month to review the

program. Budget is provided for sub committee’s field visits and review meetings.

Sub committees will review the performance of Village Activist (VA), Cluster Activist (CA), and

CRPs on a monthly basis. In addition there are NGOs working with MMS on a paid facilitation

basis. Their performance is reviewed by Samakhyas. The Samakhyas attend Farmer Field School

meetings, make field inspections, pay salaries of VA/CA. Communities are involved in decision

making process. The final word in programme management lies with the VOs and MMSs.

Funds are released only to women organisations. Subcommittees will manage the funds and

are responsible for the office bearers. Subcommittees are trained on program management and

financial management. Accounts are managed by the office bearers only. The transfer of

technology is through community based local best practicing farmers. Farmers field school

(FFS) is the key activity for transfer of technology and sharing of best practices. Farmers

upgrade knowledge by sharing, observations and experiments. 20-25 farm families formed into

a group known as “Sasyamithra Sanghas” and these sanghas are assisted by a Village activist (a

practicing farmer) and a Cluster activist (for a group of five villages, he is also a practicing

farmer) who facilitate the knowledge sharing processes. They are paid by the SHG federations.

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In this paradigm, the farmers are encouraged to experiment, innovate and their innovations are

shared among other farmers. Respect is accorded to farmers own initiatives. This approach is

different from the mainstream attitude where the farmer is a passive recipient of ‘knowledge’

produced in formal agriculture research stations or universities. Since the entire effort is based

on local, natural and renewable resources, a key by product is that the farmers are performing

valuable environmental services. In next two years the program will be expanded through

Community Resource Persons (CRPs). Community Resource Persons will be nurtured by the

extension workers at village and cluster level. Best practicing farmers and farmers with good

communications skill will be identified for this purpose. At least one CRP will be produced from

each village. Transparency will be improved with continuous and community driven monitoring.

Activities: There are 6 core activities undertaken with the farmers. In addition to this, there are multiple supporting activities that are taken up by the unit. The activities are centered on farmers- formed into ‘Sasyamitra Sanghams’. The various core activities of the unit are depicted in the diagram below. In the diagram, the core activities are listed in a circle around the Sasyamitra Sanghams. A brief explanation of the core activities is in the blue box under the circle. The supporting activities are descriptively listed in the red boxes on either side of the circle.

Progress Cycle

Table 7.1: Key Result Areas and their Processes

Key Result Areas (KRAs) Process related to KRAs

HHs A. Reduced cost of cultivation

B. Increased net incomes from agriculture

C. Increased food and nutritional security

A. CMSA methods enable the households to reduce their

cost of cultivation

B. Increased cropping intensity and reduced cost of

cultivation results in increase in net incomes

C. Adoption of SRI and poly crop models increase food

production and house hold nutritional security models

(36X36 model) will increase the nutritional security

Figure 7.1: Core Activities of CMSA

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SHGs A. Increased savings

B. Reduced credit requirement for agriculture

C. Regular meetings

A. CMSA methods enable the SHG members to increasing

savings by reducing their costs in agriculture, health

costs and increased net incomes

B. CMSA methods eliminates costs involved in chemical

pesticides, chemical fertilizers, this leads to reduced

credit requirements

C. CMSA creates an additional agenda for their meetings.

Villages A. Reduced pushed migrations

B. Food and nutritional secured villages

C. Self sufficiency in seed

A. Increased incomes reduce pushed migrations

B. House hold nutritional security models and SRI increase

food production at village level. POP strategy enables

land less agriculture labour to produce their own food

Sustainability

Farmers are paying registration fee for decentralized extension system; these funds can be used

partly to manage decentralized extension system. Government support is required as it costs

hardly Rs.100/- per acre. Linkages with marketing firms and PGS system will further enable the

farmers to enhance their contribution from present level of Rs.50 per family.

Only risk involved is applying chemicals occasionally when deficiency in services at village level

and farmers own inability to monitor pest situation on daily basis and additional labour hours

required in the preparation of organic inputs. Contingency plan for this is strengthening to be

more vigilant in monitoring FFS and discussing in SHG meetings in the evenings every week

religiously.

7.4. Livestock and Poultry Development

Promotion of livestock as a livelihood option to the Poorest of the Poor families and Women

Self Help Groups. Dairy Development will be an integral part of Sustainable Agriculture. All the

beneficiaries under CMSA / RFSA will be proactively motivated to take up dairying to enhance

their family incomes @ Rs 25,000/- per annum in the next 7 years. In addition to the utilization

of crop residues available under Agriculture, the beneficiaries will be encouraged to earmark

10% of their land holdings for perennial fodder cultivation to feed their livestock. It is estimated

that Dairying will contribute 40-50% of the family incomes by utilizing the available crop

residues and green fodder.

STRATEGY

Ensuring that all SC /ST PoP families are provided milch animals / livestock/ backyard poultry to enable them to get an additional income of Rs.15,000 to 20,000 per annum and to improve the nutritional status of rural poor.

Ensuring that Minimum Support Price (MSP) is provided to the milk produced by the livestock owners throughout the year.

Setting up of effective forward and backward linkages for livestock development

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Ensuring that easy credit facility is available to the SHG members for taking up livestock rearing

ACTIVITIES

The main activities under the component are :

a) Ensuring Minimum Support Price (MSP) for milk b) Ensuring green fodder availability throughout the year c) Availability of breeding bull / AI service in the village and d) Availability of Para vet to provide veterinary first aid e) Promotion of sheep and goats and Backyard poultry to augment the nutritional

and economic status of PoP families. Status of the Activities

Table: 7.2: LPD Activities Status

S.No Activity

Status as on Oct 2011

3rd

Phase Project from Oct 2011 – Sept 2016 Existing

NPM Convergence

(POP) TOTAL

1 R E A C H

a No. of Mandals covered 150 305 455 Remaining 645 mandals on par with NPM activity

b No. of Villages covered 3800 7020 10820 Remaining 19180 villages on par with NPM activity

c Milk Procurement mandals 150 305 455 645 Mandals (Based on the need)

All the needy villages will be covered with Village Milk Procurement Centres after mapping the existing milk procurement facilities.

2 Green Fodder Propagation

a Mandals

150 305 455 Remaining 645 mandals on par with NPM activity

b Extent ( in Acres) 15000 30500 45500 A cumulative acreage of 3.30 lakh acres will be brought under Green Fodder cultivation to provide green fodder availability to 33 Lakh milch animals which will produce about 36 lakh litres of milk per day and will contribute about 7 crore rupees income per Day.

c No. of Animals Ensured with Green fodder round the year ( In Lakhs)

1.5 3.05 4.55 Assured green fodder availability to 33 Lakh milch animals will be Ensured.

d Availability of Chaff cutters and Trevises ( Nos)

2000 3000 5000 Remaining 25000 villages will be covered basing on need.

3 Concentrate Feed

A Feed Mixing Plants 69 181 250 Remaining 850 mandals will be covered.

B Access to concentrate feed ( No of Villages)

1380 3620 5000 Remaining 25000 villages will be covered basing on need.

C Mineral Mixture plants 3 3 19 more Mineral Mixture Plants will be added.

4 Animal Health & Reproduction

A Access to AI or Breeding Bulls facility ( No of villages)

500 500 1000 Remaining 15000 villages will be covered basing on need.

B Access to Para 500 500 1000 Remaining 15000 villages will be

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veterinarian facility ( No of villages)

covered basing on need.

5 Spear Head Teams

A Development and deployment of Spear Head Teams(SHT) ( Fodder & Feed) @ 3 teams per mandal

450 915 1365 1935 SHT (Fodder & Feed) will be deployed.

B Development and deployment of Spear Head Teams(SHT) ( Animal Health & Reproduction) @ 3 teams per mandal

450 915 1365 1935 SHT (Animal Health & Reproduction) will be deployed.

6 Family Incomes Supported through Dairying ( Single Animal Model)

Income source I year II Year III year IV Year

V Year Cumulative At the end of 5 Yrs

A Price earned by Sale of Milk (In Rs)

1000 12000 15000 20000

25000

77000

B Sale of Surviving Calf ( In Rs)

0 2500 5000 15000

17500

40000

C Sale of Manure ( In Rs)

1000 1250 1500 2000 2500 8250

Total 11000 15750 21500 37000 45000 1,25,250

7 Promotion of Backyard Poultry in PoP Households in PoP Mandals( Pilot Basis) ( No. of Mandals)

50 100 150 Rest all mandals basing on NEED

8 Promotion of Small Ruminant Rearing for Enhancing incomes of PoP ( In PoP Mandals) ( No. of Mandals)

0 100 100 Rest all mandals basing on NEED

Sustainability

The major sustainable activities taken

up under dairy sector are as follows:

1. Milk collection: The milk

collection has shown gradual

increase from the year 2006 to

2010 from 1957 ltrs per day to

2.70 lakh ltrs per day. The

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number of BMCUs owned by MMSs increased from 2 to 199. The village milk

procurement centres increased from 28 to 4215 and milk pourers from 452 to 1,42,000.

The amount paid to milk pourers increased from Rs.31000/- per day to Rs.44.50 lakhs.

The Mandal Samakhyas can enter into milk supply agreements with private /

cooperative dairies and can ensure the highest price to the producers and maximum

profitability to the BMCU s. Hence, the operation of BMCU s by Mandal Samakhyas is

highly sustainable.

2. Fodder Production: The fodder production activity has been taken up by IKP during

2008 -09 by establishing two APBN fodder nurseries@ 3acres each in Nizamabad district

to supply fodder slips for propagation. Presently the MMSs are maintaining (189) APBN

fodder nurseries in (524) acres and propagated fodder production in (2973) acres. The

establishment of nurseries ensures the ready availability of perennial fodder slips to the

livestock owners .The Government has also taken up green fodder propagation in a big

way through the MGNREGS scheme. The Mandal Samakhyas can sell the perennial

fodder slips to the farmers who are interested in setting up perennial fodder plots and

earn money for a period of at least 6-8 years from one nursery.

Risk and Contingency plan :

Livestock rearing can be a risky business and may rarely result in losses to livestock rearers due

to either death of livestock or loss of production. These issues have been addressed by

1. Providing insurance services to the livestock possessed by SHG women. 2. The outbreaks of diseases will be controlled by conducting regular vaccination and

health camps with the assistance of Animal Husbandry Department staff. 3. The training and deployment of Animal Health Workers and Community Managed

Livestock Extension Workers (CLEW) in the villages ensures the liaison between AH Department and SHG women.

4. Periodical trainings and exposure visits to community members will ensure the transmission of latest managerial practices and better production from livestock.

5. Exclusive marketing centres for sale of livestock products produced by SHGs to be established.

7.5. Infrastructure and Marketing Support for Livelihoods

7.5.1 Community Marketing

Community Marketing has been taken up in the districts based on the local context and

resource situation. The Collectives and the members work together on the substantial part of

the value chain to realize a substantial portion of the value and eliminate exploitation by

intermediaries.

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Strategy

Every VO should work as a Mini Market Yard and every farmer and NTFP collector should receive

remunerative prices to their produce at their door steps & not to carry their produce beyond 5

Kilometres. Starting with the procurement of Neem Fruit from one Mandal and Red Gram from

5 mandals in 2001, from one District (Mahabubnagar), the activities of the Community

Marketing Unit have scaled up to reach 17 Districts. At present 20 products are Agricultural

commodities, 44 are Non-Timber Forest Produces (NTFPs) including Medicinal Herbs.

Objective:

To understand the process of Marketing Activity from Village level organizations in the different districts of Andhra Pradesh and roles and responsibilities of the VO, MS, ZS, SRPs and different office bearers in the district and state level to strengthen the Marketing Activities.

To enable the small and marginal farmers to obtain the best prices for their produce.

To minimize the cost of inputs.

To create Marketing facility at their door steps.

Elimination of middle men and traders from exploitation.

Guiding Principles:

To enable the rural poor to obtain the best price for their produce.

To reduce the malpractice in weighing and price reduction by traders.

To minimize the cost of inputs to the rural poor farmers.

To create the Marketing Facility at their door steps.

To provide assistance & build awareness to CBOs (VO/Ms) in developing micro

enterprises.

To provide training & information on Markets.

To reduce the hassles of the farmers by local trader.

To improve social and economic life of the Farmer and Household.

To train the farmer on quality aspects and grading

Non Negotiable:

POP Poor SHG Members

Farm Sector- Small & Marginal farmers

Non-Farm Sector – Tribals whose main livelihood is collection of NTFPs

To enable the poor producers to obtain the best price for their Agricultural Commodities

and NTFPs.

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To minimize the cost of inputs.

To create Marketing facility at their door steps.

Achievements thus far

Table No: 7.3 - Year wise marketing interventions of VOs since inception Sl.

No Year Dist

Mand

als PCs

Qty in

Tons

Value Rs in

Crores

Beneficia

ries

Employment

Generation

1 2001-02 2 5 29 1001 1.67 5750 145

2 2002-03 5 48 72 3388 3.17 76597 360

3 2003-04 7 181 602 4771 5.82 55253 3010

4 2004-05 20 502 1154 23287 15.51 108394 6924

5 2005-06 19 710 2010 236705 137.31 164502 40200

6 2006-07 22 533 783 220582 136.16 165661 19575

7 2007-08 21 1042 2065 477907 323.32 232151 51625

8 2008-09 21 872 1704 592998 492.16 282930 42600

9 2009-10 22 842 1449 658238 613.72 284718 36225

10 2010-11

(11.02.11) 21 671 1253 403280 413.49 124815 20380

Grand Total 2622157 2142.33 1500771 221044

Best Practices:

The collective procurement and marketing interventions of agriculture, horticulture and Non

Timber Forest Produce (NTFP) by establishing Procurement Centers through VOs of IKP is being

promoted extensively to eliminate the poverty of POP and Poor families in the rural areas of AP

with the following best practices,

1. Trainings

Regular, intensive training and orientation on Marketing activities and

bookkeeping to Procurement committee members, Advisory Committee

Members, Book keepers and CRPs of Marketing before the onset of the

procurement season.

Conducting awareness camps to farmers on quality parameters, grading, sorting

and post harvest handling of various Agri, Horti and NTFP commodities

2. Procurement Operations

Creating Marketing facilities at the door step enabled the small & marginal

farmers to obtain the remunerative prices for their Agricultural Commodities and

forest produce and no exploitation in the weight and price.

Due to Marketing interventions of VOs farmers have saved substantial cost

under various components ranging to Rs. 50 to Rs. 100 per quintal which

otherwise used to incur while marketing their produce to the traders in the

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markets.

3. Marketing by VOs

Helped in income generation activities to VOs and employment generation to

hamalies, committee members and book keepers.

Village Organizations have managed the Procurement Centers independently.

They would prepare and implement the Marketing plans for the Procurement

Centers successfully.

Increased knowledge in Commodity Business transactions, Book Keeping,

Managing the entire procurement activities, overall supervision and risk taking

ability.

Formation of Advisory committee

consisting of Village Sarpanch,

Raitu Mitra member, VO member,

Progressive farmer and Elder

person has helped in solving the

issues in procurement operations.

Formation of procurement

committee consisting of 3-5

members who are involved in

marketing activities.

4. Positioning & Creation of Infrastructure at

village level

Required physical infrastructure was provided to all the procurement centers to

conduct the smooth and fair procurement activities thereby benefiting the small

and marginal farmers

Planned to position required physical infrastructure for marketing operations in

POP villages on priority basis

Proposed to Establish Rural godowns and processing units to benefit the POP and

Poor families and developing VO as aggregator

5. Conception of Social capital

CRP strategy

Identification of Community Marketing “Point Person” in each SHG

6. Community Marketing - POP Strategy

Opening more and more number of procurement centers in the POP villages

mainly to benefit the Small and Marginal farmers.

More concentration on implementation of Food Security Program in all the POP

villages

Opening of more number of “Grain Banks” in the POP villages to benefit the POP

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and Poor families

Identified community marketing Point Persons will plan and monitor the

marketing operations in all the POP villages.

Activities of Marketing:

Potential Survey of Agricultural Commodities and NTFPs

The selection of the commodity to be procured is done systematically based on the no.

of members producing, total estimated production for the year etc after deliberations

with the officials and other stakeholders in all the districts

Preparation of Monthly Action Plan.

Constitution of Procurement Committee and Advisory Committee.

Identification of the committee members at all levels (ZS, MS and VO) to ensure the

responsibility is vested with select members. This is being done in all almost all the

villages. Opportunity is provided to active members on rotation basis so as to increase

the transparency levels and increase the involvement of other members

Training to Committee Members and Book Keepers

Quality procurement is dependent on the thorough knowledge on the commodity and how to procure the commodity. Training the committee members is the vital component to ensure the procurement of the commodity in good quality condition. This is done in almost all the VOs without fail before the commencement of procurement

Supply of required Physical Infrastructure

to the VO.

Most of the VOs are using the moisture

meters and other equipment to test the

quality of the produce. This has not

only increased the confidence levels of

the farmers with regard to fair practices

of the VOs but also in

Farmers education & Marketing Tie ups

Social and concurrent audit

Under the NRLM, the following further activities are planned to be undertaken

• Marketing – MSP & Direct Marketing

– Opening of procurement centers in 8000 VOs (MSP, Direct Marketing).

– Planning to procure 44.50 lakh tons of Agri commodities with estimated turnover

of Rs. 5301 Crores & benefiting 18.50 lakh farmers

– Establishment of Commodity Co-operative Stores (CCS)/SHG Mega Bazaars’

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– Surplus production Tie-up to MNCs and Corporate

– Marketing of Fresh fruits and Vegetables

• Food Security & Grain Bank

– Establishment of 50,000 grain banks in interior & inaccessible remote areas in 22

districts.

– Food security to 5 lakh POP & poor families for supply of essential commodities

with an estimated amount of Rs. 250 Crores

– Supply of Nutritious food & Eggs (in coordination with NECC) to NDCCs

• Investment Opportunities

– Establishment of Rural Godowns with drying platforms.

– Setting up of mini processing units of Agri & Horticultural commodities viz, Dhal

Mill, Rice Mill, Oil Mill, Spices powdering units and Cold storages

– Providing required Physical Infrastructures to all the Procurement centers

Sustainability

a. Advance identification of potential villages for opening of procurement centers

b. Timely supply and positioning of physical infrastructure

c. Formation and capacity building to procurement and advisory committees

d. Close liaison with line departments

e. Reconciliation and audit of accounts

Risk and Contingency Plan

a. Providing insurance coverage to all the procurement centers

b. Keeping buffer stock of essential infrastructure

c. Working capital

d. Promotion of construction of rural godowns

7.5.2. Non Farm livelihood - Tribal Area Produce Marketing

Initiating with 4 NTFP Produce ( Neem, Gum Karaya, Chitramool roots and Kalli Bark) on pilot

basis and at one VO in one Mandal with the procurement of Neem Fruit from one Mandal and

Red Gram from 5 mandals in 2001, from one District (Mahabubnagar), the activities of the

Community Marketing Unit have scaled up to reach 17 Districts. At present 20 are Agricultural

commodities, 44 are Non-Timber Forest Produces (NTFPs) including Medicinal Herbs. The

support included skill enhancement, collective marketing and provision of common facilities for

value addition/quality control/ and supply contracts with downstream firms.

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Objectives:

To understand the trade in and trade

out process at tribal areas of the state

with different stakeholders and

strengthen the community trading

practices.

To inculcate the need and importance

of collective trading practices among

the tribal community.

To create trade centers at Village,

Block /Mandal and District level.

To reduce the pressure of money lenders and local middlemen

To regulate trading rules and policies with the help of PRI’s and local public institutions.

Best practices:

Collective community trading practices for NTFP, Agriculture and Horticulture commodities by

establishing trading centers of VO/MS is being promoted to all Mandals of Tribal areas to

eliminate poverty and enhance the Socio-economic status of Poor and Vulnerable Tribal

Groups.

Yearly season wise resource survey on commodity availability and yield .

Development of seasonal calendar

Number of Procurement Centers established

Development of value chain for each commodity

Encouragement of Village sustainable / Scientific tapping/harvesting of NTFPs.

Initiation of regeneration activities through pilot nurseries.

Activities

Process of Marketing Activity from Village level organizations in the different districts of Andhra

Pradesh and roles and responsibilities of the VO, MS, ZS, SRPs and different office bearers in the

district and state level to strengthen the Marketing Activities.

To enable the small and marginal farmers to obtain the best prices for their produce.

To minimize the cost of inputs.

To create Marketing facility at their door steps.

Reduce the pressure of middle men, money lenders and traders from exploitation.

To reduce the malpractice in weighment and price reduction by traders.

To minimize the cost of inputs to the rural poor farmers.

To provide assistance & build awareness to CBOs (VO/Ms) in developing micro

enterprises.

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To provide training & information on Markets. .

To improve social and economic life of the Farmer and Household.

To train the farmer on quality aspects and grading

Under the NRLM, the following further activities are planned to be undertaken

Opening of procurement centers in 1000 VOs (MSP, Direct Marketing).

Planning to procure 2.50 lakh tons of Agri commodities ,Horticulture and NTFPs with

estimated turnover of Rs. 5301 Crores & benefiting 50 thousand farmers

Establishment of Commodity trade and food security enhances pilot level to saturated

level

Surplus production Tie-up to other VO, MS, ZS, MNCs and Corporate

Supply of Nutritious food & Eggs (in coordination with NECC) to NDCCs.

Establishment of Rural Godowns with drying platforms.

Setting up of mini processing units of Agri & Horticultural commodities viz, Dhal Mill,

Rice Mill, Oil Mill, Spices powdering units and Cold storages

Providing required Physical Infrastructures to all the Procurement centers

7.6. Employment

7.6.1. Employment Generation and Marketing Mission – Jobs

Strategy

Jobs in the service sector are an important means of achieving the target of Rs. 1, 00, 000

income per year per family to the POP families in the state. The key entity of SERP which takes

up all activities related to identifying the unemployed, skilling and re-skilling of youth,

placements, counseling and mentorship is EGMM. The Employment Generation and Marketing

Mission (EGMM) registered as a society under the Andhra Pradesh Societies Act provides

market-linked and Skill-based training to rural youth at its training centres. After completion of

training, the youth are given job placements in organizations with which EGMM has entered

into MoUs. It also provides post placement support to youth who relocate to the cities. EGMM

envisions becoming the largest organization working for the rural poor by creating sustainable

opportunity through provision of skill trainings. It aims at training at least a million youth in

employment linked skill trainings in next 7 years. It has absorbed the community articulated

“one job per every poor Self Help Group member household”. Mission of EGMM is to enhance

the employment/employability skills of rural and tribal youth by imparting skill trainings. The

core activities of EGMM are

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Mobilization: Mobilization involves awareness creation, database updating, sending call

letters for screening and selection for trainings

Market study/scan: Market study/ scan involve collecting information about the availability

of various opportunities across sectors and regular updating to the database of existing

companies/placement partners. Market scan helps in identifying new training partners.

Identifying and empanelment of good training agencies: Transparent process of calling for

Request for Proposals and bids is followed in order to scrutinize and select partnering

agencies which can help EGMM achieve its targets.

Trainings: Trainings are conducted for durations ranging from 15 days to 105 days

depending on the skill set required, educational qualification possessed and there are as

many as 25 trades across 14 sectors.

Placements and placement verifications: Placements are done by EGMM for its own

trainings while training agencies which partner EGMM have to take care of their

placements. These

placements are verified for

genuineness and are

approved only when the

report is satisfactorily found

true.

Post placement verification, support and tracking: Youth are supported till they find their feet in the place of work. For this purpose, a facilitation agency has been stationed at Hyderabad and Bangalore. The job of this agency is to identify hostels for youth to stay at an affordable accommodation and facilitate their life in urban areas.

126

Figure 7.2: Pictorial representation of EGMM

Detailed Activities to be undertaken

Table No: 7. 4 – Details of Activities to be undertaken under EGMM Overall Mission of Component

Imparting placement linked skill trainings for at least one member of each poor household of Andhra Pradesh

S No

Objective Sub-Objective Activity Process

1 Enrollment of unemployed youth

Survey of unemployed youth

Training of village level volunteers

Mandal level trainings of volunteers by JRPs

House to house survey

Jobs committee community volunteers visit house to house to collect details of eligible and unemployed youth

Creation of awareness

Wall painting at Gram Panchayat level

Every panchayat is equipped with a wall painting of defined size in a prominent location in the panchayat in order to increase the awareness among the target group about the call center number

Call center Call center gets calls and through counseling guide the youth towards either training or placement as required

Entry of the unemployed youth

Data entry of unemployed youth into the database

Each form collected and filled will be entered into the database with a unique code attached against each name

2 Identification of organizations to partner EGMM in imparting placement linked trainings

Floating RFP for organizations involved in imparting skill trainings

Preparation of RFP

Designing and devising curriculum and basic minimum expectations out of a partnering agency

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Advertising for proposals

Verification Verification of proposals received for genuineness

Short listing agencies

Short listing is done based on the quotes and infrastructure available from partners side on comparing with the potential and targets for districts

3 Imparting trainings Setting targets to districts and partners

Identifying district potential

District potential is identified based on last year’s performance and actual numbers of youth identified against the resources and reach of EGMM in those areas before deciding on target

Scheduling trainings

Planning for batches

Batches are planned based on the mobilization

Monitoring trainings

Enhancing quality by close monitoring

Close monitoring of batches during the training will actually bring out the best quality trainings

Placements Place the youth in best available opportunities

Placement and salary along with profile of company holds a key to the success of the program

Monitoring placements

Enhancing quality of placements through close monitoring

Close monitoring of placements will actually bring out the best quality and better jobs

4 Support (Post placement)

Post placement support

Facilitation agency

Identifying hostels nearby work locations in order to help youth find themselves better placed

Stipend, Insurance etc

Support money and facilities to youth to find themselves a place for food and accommodation till they find their first salary

Call center Call center will verify the progress of youth at work place and inform in case of drop outs to districts

Alumni cell Alumni cell will take up regular meetings in order to discuss common problems faced by youth and try to solve them

Strategic Alliances

EGMM desires to partner with Institutions, agencies and NGOs across Andhra Pradesh in the

following areas:

EGMM is aiming at training and placing 1,26,000 youth during 2010-11. For this to be

achieved, either EGMM has to have a machinery that can mobilize and help in the process

or EGMM needs to partner with organizations having the required capabilities. EGMM has

been doing well to increase its team size and at the same time working to link up with

various organizations which have their core strengths among fractions of its target groups.

Mobilization of youth is the strength of some of the community based organizations of the

SHGs and line department agencies. EGMM has training centers in almost all major mandals

of districts. Though they are situated in the proximity it is very difficult to bring youth for

trainings particularly girls and from tribal sections of the state. Thus, help of Women and

child Welfare department and tribal welfare department of the Andhra Pradesh

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Government have been sought. These departments will help in mobilizing youth to the

training centres.

EGMM has set up training centers across the state and most of the training centers are

setup in under-utilized and un-utilized Government

buildings in order to optimize the available

resources. Similarly in areas of high women

trafficking where Andhra Pradesh Women’s

Cooperative Finance Corporation has centers called

‘Mahila Pranganams’, and areas of tribal belt with

‘Project Monitoring Resource Centre’ buildings

under control of Tribal Welfare department, centers

have been setup in those areas with combined effort

from EGMM and the respective department.

Accommodation and security will be taken up by the

respective department while trainings requirements

are overseen by EGMM which also bears the

expenditure for the whole program.

Employment market is very volatile. To prepare

youth as per the changing industry requirement

EGMM customizes the training programs in

consultation with the industry partners. However,

there are several trades of Training Programs which have market potential but EGMM is

presently not working with most/all of them. EGMM desires to work with all those agencies

which have their strengths in areas with market potential.

There are several agencies catering to special groups like tribes, orphans, people with

various disabilities etc. All these agencies can approach EGMM for provision of jobs to the

youth in those families.

Tracking youth after placement is an area of concern where EGMM, with limited manpower

is unable to penetrate. Any NGO with required competency can approach EGMM and take

up the third party verification for tracking the youth post placement.

Knowledge Partners

EGMM has established a wide network of training partners- some partners are specialists in

their field while some are training specialists. A list is presented in Figure 7.4. As and when

the need arises, this network will be expanded to meet the project objectives.

Figure 7.3: Training Partners Sahithi Systems Pvt Ltd National Academy of Construction Skylark CMC Ltd Tally India Pvt Ltd Global College IIHM NIIT Satyam Computers Jeans Apparels Hyderabad Gems SEZ Ltd Ants and Partners Dr. Reddys Foundation DataPro Sri Ram Ednl. Society Apparel Retail Trainings & Jobs Solutions (ARTJS) Design Operations Pvt. Ltd. Windows Software Tech. Synchro Serve Global Solutions Pvt. Ltd. OCFIT BIT Computers Redox Laboratories India Skills

129

EGMM has been constantly looking at finding new avenues which can be of interest to

youth. Of late most of the youth have been expressing their feedback at the end of trainings

and also during survey conducted for the database. Keeping in view their aspirations and

trying to match with the available opportunities, EGMM has come up with some initiatives

with the help of partners like Dr. Reddy's Foundation (DRF) and IL & FS clusters

development intitiative.

The program in partnership with DRF is called

'Skilling Rural India' which focuses on provision of

employment opportunities within the radius of 70

Km from the place of residence of the youth. The

program in partnership with IL & FS is to design and

develop a globally accredited skills school in Swamy

Ramananda Tirtha Rural Institute (SRTRI) where

EGMM envisions the school to provide skill trainings

for youth in various trades while trying to develop it

like an academy and a model centre for vocational

trainings in the world.

Partnership with Private Sector

Partnerships with the private sector begin with

estimation of the skilled labor requirement in various

organizations. Private sector is also strongly involved in

the preparation of curriculum, and through exposure

visits and lectures. Building a relationship through

various stages in the project, while ensuring that the engagement with organizations continues,

also provides a valuable insight to students as to the type of life they should expect once the

training is complete, leading to better acclimatization, and reduced post placement drop outs.

EGMM has actively built partnerships with the private sector in order for it to reach the scale

and the depth of penetration that its mandate demands. A list of current employers from

EGMM is presented in Figure 7.5.

Figure 7.4: Some Private Sector partnerships of EGMM

IL & FS clusters development

Ants and Partners

Apparel Retail Training

BIT Computers

CMC Ltd

Datapro Computers Pvt. Ltd

Design Operations Pvt. Ltd

Dr. Reddys Foundation

Global College

Hyderabad Gems SEZ Ltd

IIHM

India Skills

Jeans Apparels

Magus Technologies Pvt Ltd

National Academy of Construction

NIIT

OCFIT

Redox Laboratories

Sahithi Systems Pvt Ltd

Satyam Computer Education

Skylark

Sri Ram Educational Society

Synchro Serve Global Solutions

Pvt. Ltd

Tally India Pvt Ltd

Windows Software Technologies etc

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7.7 Enterprise Development

7.7.1. SHG Non-Farm Livelihoods Project (SNLP)

Government of Andhra Pradesh has over the years, through its Rural Development department

(DRDA) supported Self Help Groups (SHG) members, who have turned into rural entrepreneurs.

They have been provided trade/skill training and budget support which had a loan and grant

component. The enterprises have come up in the following major nonfarm livelihood sectors-

like Textiles, Handicrafts, Jewelers, Toys, Chemical and Mineral, Forest based, Leather, Food

products, Agro/ Horticultural based, Fisheries, Electrical & Electronics. These can be further

classified into 98 different subsectors. Around 30,000 enterprises exist as of now and provide

livelihood to around 1.3 lakh individuals. The entrepreneurs have developed market linkage

with local and district level retail and wholesalers to sell their products. They have also

developed links with raw material suppliers for their products.

Goal To double the turnover and employment in the existing 30,000 enterprises in the Non-farm

sector there by providing employment to a minimum of two lakh individuals in the Non-farm

enterprises in the next 7 years.

Project Objective-

Two lakh individuals will be provided employment in the next 7 years.

Double the turnover of the existing 30,000 enterprises

To add a minimum of Rs.300 Crores every year into the rural economy by the end of 7

years.

Approach:

To promote subsector based livelihood clusters in the state by strengthening the SHG

enterprises through an integrated approach of building infrastructure, linking markets and

providing credit, technology (environment friendly), skills, design and institutional

development. In order to achieve this project has to have a holistic approach vis-a-vis the whole

cluster with the objective of strengthening both backward and forward linkages by working

with various other Govt., NGO and Private sector stakeholders.

Activities

The core activities of EGMM - SNLP –KP cycle:

1. Non Farm enterprise census: The enterprises have been established some time back.

Since all of them are surviving indicates they have a sustainability plan in place.

2. Identification of knowledge Partners: like Corporate, NGOs, and government

departments to support the SHG entrepreneurs in entire value chain.

3. Diagnostic study: with a view to forming supportive structures (like cooperatives or

producer companies)

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a. Status and gaps

b. Enterprise Development Plan: Further the project plans to support them by

providing crucial inputs on need basis to ensure sustainability. Subsector wise

value chain will be developed by KP/ SMM to understand lacunae. This will lead

to understanding the gaps to be filled and hence sustainability in incomes and

employment. The support extended will be in varied forms and quanta based on

the need gap analysis

4. Appraisal of Enterprise Development Plans proposed

5. MoU with Knowledge Partners

6. Capacity Building for Knowledge Partners

7. Monitoring and evaluation: Registration of all units is planned. Depending on their need

they will be registered as Sole Proprietary Concern, Partnerships, Cooperatives,

Producer Companies or Limited Liability Partnerships.

Enterprise Development Cycle: For both existing and new enterprises promoted

1. Baseline Study of the Enterprises

2. Resource mapping and mobilization

3. Trainings and capacity building

4. Business Operations (Design, marketing and branding)

5. Promoting clusters

6. Promoting New enterprises in the clusters: Identification of artisans among SHG

members and promote new enterprises with the support of Knowledge Partners.

7. Registration of Enterprises

8. Management systems development

9. Monitoring & Evaluation

10. Audits

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Table 7.5 - SNLP - Activity Overview

Overall Mission of Component

Increase the profitability of the existing SHG enterprises and create local employment.

Objective Sub-Objective Activity Process

1 Identification of SHG enterprises

Identify the enterprises owned/ promoted by SHGs or SHG members.

Survey of Enterprises Mandal APMs, Area coordinators and Non-farm APMs have conducted the survey.

Categorize enterprises in to sectors and sub sectors.

Divide the enterprises in to different groups based on the activity they carry out.

Non Farm APMs have categorized the enterprises based on the activity.

Build the SHG – Non-farm enterprise data base

SNLP- website developed with all reports.

The collected data was updated into SNLP website.

2 Mapping Non- farm Enterprise clusters.

Identify the activity specific natural clusters

Identify from the database Collate the data collected to understand the existence of natural clusters

Diagnostic study Feasibility of promoting such clusters is studied.

3 Identification of Knowledge partners

Experts in the sector identified to extend support in promoting activity based SHG enterprise clusters

Verification of proposals Verification of proposals received for genuineness

Short listing agencies Short listing is done based on the presentations (experience in the sector)

3 Support Existing enterprises to promote clusters

Feasibility of the clusters to be assessed

Feasibility study Study conducted by EGMM

To understand the position of enterprises in the cluster and propose interventions

Diagnostic study Knowledge partners conduct diagnostic study.

4 To improve credit access

Promote SHG enterprises as legal entities

Enterprise registration Registration of enterprises facilitated by Knowledge partner.

5 Proper management of Enterprises by SHG members and ownership

Capacity building of Entrepreneurs in managing the enterprise.

EDP trainings On location trainings conducted by RSETIs

6 Community members to act as resource persons for enterprise promotion post KP withdrawal.

Capacity building of the community members and promote them as CRPs

Provide trainings in EDP and other business development tactics.

Trainings provided both by RSETIs and Knowledge partners

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Exposure visits

7 Promote new clusters Promote new enterprises Identify SHG members with basic skills in a particular activity and promote enterprises by forming them into groups.

The activity of identification of skilled members and promotion of enterprises will be done by KPs.

Exposure visits to successful enterprises and clusters.

8 Improve the market access

Improve the quality of products produced

Skill upgradation trainings to improve the designs produced

Conducted by Knowledge partner after Gap analysis.

Improve packaging Packaging and designs introduced by KP.

Promotion of a brand Brand building and promotion will be done by the Knowledge partner.

Achievements

1. The baseline survey has been completed all over state, identified 30000 enterprises

providing livelihoods to 1.3 lakh individuals..

2. The data base is being made available to all Partners via the web.

3. Empanelled Knowledge partners for 28 sub-sectors.

There are good entrepreneurs providing employment up to 250 individuals in their

respective sub sectors like agarbathi and handlooms. These case studies will get recorded

and used to encourage newer entrepreneurs.

Challenges

Dignity of labor and recognition / identification by the society as an occupation is also a

challenge in some sub sectors.

In some sectors younger generation are moving away from their traditional livelihood.

Attitude of cultural bondage is one of the challenges in this profession.

Majority of entrepreneurs use traditional technology

Utilization of science and technology is also a barrier to these entrepreneurs

Accessibility to working capital is a major challenge.

Registration of enterprises and promoting collectives.

Networking of forward and backward linkages is also a challenge.

Lack of access, the market assessment and trends of some sub sectors.

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Opportunities

The SHG entrepreneurs

and workers having

best skills in their

respective sub sectors.

Will be able to produce

best designs with little

effort in trainings.

Enterprises in some sub

sectors are having a lot

of potential in

generating of

employment and

income in the rural

areas.

The products produced by the enterprises are unique and have great demand in the

market (kalamkari).

Development of Social Capital

There is a need for development of social capital like para professionals among the best

practitioners in the respective sub sectors like in handlooms as master weaver, in

handicrafts as master craftsmen and likewise in bamboo and foods and so on.

Sustainability

The knowledge partner may stay connected with the enterprises providing services on

payment basis.

The CRPs and master trainers who are identified from the community will remain with

the community and extend the required support

As interdependency between enterprises is created by way of promoting activity based

clusters the network thus formed will provide enough strength to the enterprises to

cope up in any contingency.

7.7.2. Enterprise Promotion and RSETI

RSETIs stand for Rural Self Employment Training Institutes. RSETIs are managed by Banks with active co-operation from the Government of India and State Government.Dedicated institutions designed as to ensure necessary skill training and skill up gradation of the rural BPL youth to mitigate the unemployment problem. These are promoted and managed by banks with active

135

cooperation from state governments RSETI concept is based on RSETI (Rural Development and Self Employment Training Institute), a society established jointly by three agencies i.e. Syndicate Bank, Canara Bank and Sri Manjunatheswara Trust based at Ujire in Karnataka. One RSETI is established in every district in the country. Concerned bank is the lead bank in the district takes responsibility for creating and managing it. Government of India will provide one - time grant assistance, upto a maximum of Rs. 1 crore for meeting the expenditure on construction of building and other infrastructure. After successful completion of the training, they will be provided with credit linkage assistance by the banks to start their own entrepreneurial ventures.

Infrastructure:

The common minimum infrastructure of each RSETI will be

2-3 classrooms with toilet facilities (separate for women and physically challenged friendly).

Two workshops, two dormitories with bath facilities. Adequate physical infrastructure for training, administration, hostel, staff quarters etc.

Programme Structure & Contents:

Each RSETI should offer 30 to 40 skill development programmes in a financial year in various avenues. The programmes are of short duration ranging from 1 to 6 weeks and could fall into the categories listed below:

Agricultural Programmes – agriculture and allied activities like dairy, poultry, apiculture, horticulture, sericulture, mushroom cultivation, floriculture, fisheries, etc

Product Programme – dress designing for men and women, rexine articles, incense sticks manufacturing, football making, bag, bakery products, leaf cup making, recycled paper manufacturing, etc.

Process Programmes – two wheeler repairs, radio/TV repairs, motor rewinding, electrical transformer repairs, irrigation pump-set repairs, tractor and power tiller repairs, cell phone repairs, beautician course, photography and videography, screen printing, domestic electrical appliances repair, computer hardware and DTP.

General Programmes – skill development for women Other Programmes – related to other sectors like leather, construction, hospitality and

any other sector depending on local requirements.

Training programmes will be decided by the institute based on the local resource situation and potential demand for the products/services. A uniform standardized curriculum would be developed and circulated among the institutes. There shall be two sets of training curriculums in all the RSETIs:

i. Basic orientation programme courses for SGSY SHGs.

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ii. Skill development programmes for micro enterprise and wage employment/placement.

Soft skill training shall be an integral part in all the training programmes.

Selection of Trainees & Batch Size:

At least 70% of the trainees should be from the rural BPL

category certified by the DRDA. Proper weightage, as per

SGSY guidelines will be given to SC/STs, minorities, physically

challenged and women.

An ideal size of a batch should be 25-30 candidates.

Shramadan/Yoga, presentation of MILLY would

become a common input in training module.

Approach

RSET institute has developed short term models of appropriate training, which can bring in required changes in attitude, skills and knowledge of unemployed youth. The uniqueness of this model is the short duration of training coupled with long hand holding support. The trainings are executed in such a way that they improve self confidence, reduce fear of failure and develop a mindset capable of managing change. Further, the handholding support sorts out the teething problems in setting up of the enterprises and strengthen confidence in them. The Entrepreneurship Development in rural youth has to take place by stimulating their psyche followed by bringing in the appropriate technology, training and credit with in their reach. The training would be effective if it is residential. The campus approach helps the participants to improve their attitude, human relations and change their perceptions for the better. The duration of the learning in this approach goes beyond the stipulated hours without force or coercion as the trainees are self motivated and stimulated powerfully. The Training Institutes shall have close liaison with the Bank Branches in the command area for generating applications to different training programmes. The Branch Managers may be invited for Inauguration/Valedictory of routine training batches to sensitize them about the activities of the Institute. The Institutes shall also have good rapport with the concerned officials of Government Departments and NGOs for regular sponsorship of applications. The calendar of training programmes for the year shall be sent to all the Bank branches, Govt. Departments and NGOs well in advance.

Table 7.6: RSETI Anantapur Performance

Self-employment 22

Candidates trained 639

Wage employment 0

Candidates trained 0

Settled with Bank finance 0

Settled with own funds 330

Wage employment 67

Total Settled 397

Rate of settlement 62

Skill Upgradation & Growth 0

Candidates trained 0

Candidates per batch 29

Training Days 573

Rural Development 0

Trainees 0

HRD/Sensitization 2

Trainees 65

Awareness Camps 38

Participants 1821

Source: RSETI Website

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Recognition of RSETI trainees

Certificates issued by an RSETI will be recognised by all banks for purposes of extending credit to the trainees. It means that RSETI trained rural youths will be free to access any scheduled bank for loan/credit.

Credit Linkage: Credit needs of trainees will be appraised by RSETIs and the sense will be conveyed to the bank branches. The trainees could avail bank loans under SGSY or any other government sponsored programmes.

Plans for AP

In AP currently, one RSET Institute has been started in Anantapur District in June 2008. Its performance in the previous year is presented in Table 7.6. Under NRLM, public sector banks are being encouraged to set up RSETIs in all districts in the state. In response to the Rs. 1 Crore grant being made under NRLM for RSETIS, the AP Government will make all necessary arrangements to ensure implementation. It is planned that all districts of AP will have a RSETI through the NRLM project. Details of approval status are presented in Table 7.7.

Table 7.7. RSETI Approvals Status

No. of Districts 22

No. of Districts approved by SLBC 22

No. of Banks involved 6

No. of RSETIs established by banks 24

No. of RSETIs received MoRD grant 17

No. of RSETIs yet to get MoRD Grant (6-7) 7

Source: NIRD

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139

Figure 8.1: Partnerships

Facilitated by SERP

Chapter 8

Convergence and Partnership

CBOs in AP have become strong in implementation of various project activities in order to provide

better services its members in a transparent and efficient manner. Insurance, ABH, Land, Diary,

H&N, Gender, Banking, Education,

Non-farm, marketing, CMSA, Jobs

and EGS are examples of some of

the programs that are effectively

capitalizing on this. Each

component within SERP works on

a collaborative partnership mode

with other line departments and

Government programs, with

private sector organizations and

with civil society organizations. It

is a combination of the strengths

of all these entities that will be the

corner stone of the proposed

program under NRLM. Essentially,

the model for convergence centers

around the relationships that SERP

facilitates between the public

sector, the private sector and the

community. In all of these

relationships, the specific takeaway from each entity will be channeled to the community via SERP.

This is illustrated in figure 6.1 and elucidated upon in the following paragraphs.

8.1. Convergence with NREGA

The first point of convergence with MGNREGS will be to ensure that all the PoP families

intended to be covered by NRLM will be provided job cards if they wish to seek wage

employment.

Under MGNREGS scheme, PWDs is who are above 18 years of age, with above 40%

disability seeking wage employment must be given guaranteed wage employment for

150 days. PWDs are eligible to get full wage on 30% less work than non-disabled

laborers.

Community

PRIs

CBOs

Federations

Public Sector

•Government Schemes

•Relevant Government Departments

Private Sector (For Profit)

•Employers

•Marketing Linkages

•Service Providers

Private Sector (Non-Profit)

•Research Institions

•Capacity Bulding

•Pilot Projects

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Inventory of lands of SCs and STs will be undertaken in collaboration with MGNREGS

since once title is secured, works can be taken up under the scheme, to facilitate the

land development and increase incomes by accessing sustainable agriculture programs

like CMSA/RFSA etc.

Partnership is required to link both MGNREGS and Land Access data bases to track land

survey number so as to have information on whether the survey number is covered

under land development.

Convergence of the CMSA schemes NREGA will be done for taking up Rain Fed

Sustainable Agriculture (RFSA) activities, soil fertility management etc.

Another area where a partnership would be beneficial is with regard to establishment of

ECE centers at MNREGS sites through the Education unit of SERP. This would be towards

extending the care services of SERP to the children of the MGNREGS wage seekers

within the age group of 3 – 5 years.

8.2. Convergence with other line departments

Government institutions like SC Corporation, BC Corporation, MEPMA, NIRD, and APARD

are expected to work closely with SERP to amplify the effect of their Annual plans.

District Rural Development Agencies (DRDA) and Integrated Tribal Development

Agencies (ITDA) have collaborated with IKP to utilize the strength of CBOs for identifying

beneficiaries for its different need based schemes. SC Corporation and BC Corporation

scholarship are claimed by CBO members’ children through democratic identification of

children from poor families. MEPMA is taking the support of CRPs to replicate the model

among urban slum-dwellers and poor.

Non-farm interventions are expecting vibrant support from all potential public and

private partners like Dept. of Handlooms, Dept. of Sericulture, Khadi Board, NABARD,

NIFT and Banks, KVIC, PMAGY.

Through the Social Security Unit and the Disability Unit, most SHG households including

disabled people are now covered under LIC, AABY, JBY schemes of Government.

Bank Linkage Unit will actively seek partnerships with banks to provide financial

assistance for income generating activities

The POP Unit will build partnerships with all relevant government departments to

access their schemes for POP households

For the EGMM initiatives to be more inclusive, there are several schemes for various

caste/religious groups and budgets for those should be apportioned for conducting

similar trainings. Using these agencies to conduct trainings for those specialised groups

will improve efficient handling of available resources and thus help achieve the overall

objective of creating a working India.

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Early Childhood Education programme is implemented in convergence with ICDS

(GO.MS.55 Department for Women,

Children, Disabled & Senior Citizen).

The Giri Pragathi programme is running

under TPMU mandals of some districts

to bring them into mainstream

education facilities. Shodana Resource

Centre, Cheepurapally is the State

Resource Centre for induction training

for all the ECE instructors. MGNREGS,

Women & Child Welfare and Disabled

welfare Dept, Rajeev Vidya Mission

(RVM) are some of the other

departments where convergence will

be beneficial.

For Sustainable Agriculture related activities

o Convergence with National Horticulture mission is important for promotion of

food and nutritional security models at house hold level and kitchen gardens.

Further, collaboration with the National Horticulture Mission will be useful in

organic certification.

o Convergence with water sheds for promoting improved cropping pattern in

watershed areas.

o Convergence with social forestry for bringing tree component in dry land areas.

o Convergence with animal husbandry for combining livestock with agriculture for

creating multiple livelihoods.

o Government agencies like NCOF, APEDA are critical for organic certification,

marketing of organic products. These partnerships can be explored for systems

like Participatory Guarantee Systems, exports etc

For Livestock and Dairy Initiatives

o Milch animal induction can be taken up on a large scale to SHG members under

on-going schemes like CM Pashu Kranthi Pathakam, Rashtriya Krishi Vikas

Yojana, SGSY, Special Component Plan (SCP-SC) and Tribal Sub Plan (TSP-ST).

Similarly, sheep and goats can be inducted to SHG women under Jeeva Kranthi

Pathakam (JKP) implemented by Animal Husbandry Department, BC Corporation

and AP Sheep and Goat Federation.

o The Doctor on call service with help of DoA&H in 14 districts is in progress. Cattle

insurance is already in place with insurance company.

Figure 8.2: Innovation forms for partnership

Inclusive Development Unit

Centre for People with Disabilities’ Livelihoods (CPDL) was set up by Society for Elimination of

Rural Poverty (SERP) and Wadhwani Foundation (WF) with a vision of enabling the PWDs to avail better livelihood opportunities by introducing a

transformational business model at 14 centers to train PwDs on sectors like manufacturing, apparel

industry, IT, ITES, AutoCAD, Rural BPOs. Commitments, Akar-Asha, NIMH, Lions Club,

Rotary Club etc are other valuable partners of Inclusive development unit.

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o Project Directorate for Poultry and AICRP is supplying chicks for backyard poultry

farming

o Department of Horticulture is giving drip irrigation support in APBN activities of

Livestock and Poultry development unit.

Land Access Unit

o Land Access unit is completely dependent on Revenue department. Without its

cooperation and coordination, the land issues identified by the district IKP land

staff, will not be resolved. To bring effective convergence among the

departments, the Government of AP has already issued G.O. No.1148 in the year

2002 to constitute committees at various levels i.e. state, district, divisional,

mandal level and meet as often as need to resolve the land issues of the poor.

o Implementation of the Scheduled Tribes and Other Traditional Forest Dwellers

(Recognition of Forest Rights) Act, 2007: The Government of India has brought

out a landmark enactment impacting the land rights of lakhs of tribals in the

form of the Scheduled Tribes and Other Traditional Forest Dwellers (Recognition

of Forest Rights) Act, 2007. Lakhs of tribals are expected to get rights over the

land under their occupation in forest areas. IKP which is playing a key role in

implementation of this Act, has taken up the responsibility for complete

implementation of the Act in Utnoor, KR Puram, Paderu, Seethampet,

Parvatipuram and in other areas like Krishna, Mahaboobnagar, Kurnool,

Eturunagaram, Nizamabad, Khammam and Nalgonda is involved actively in select

Forest Blocks in enabling the tribals to get rights.

Community Marketing Unit has built up the following partnerships with Government

departments and agencies

o AP Forest Department

o Girijan Co-operative Corporation

o Food Corporation of India

o AP state cooperative marketing federation (Markfed) is the nodal agency for

procurement of Maize under MSP operations. VOs have taken up this

responsibility of procurement of Maize in the year 2005-06.

o AP State Civil Supplies Corporation (APSCC) is the nodal agency for procurement

of Paddy on behalf of Food Corporation of India (FCI). Due to various

administrative reasons and availability of human resources at the grass root

level, the AP State Civil Supplies Corporation entrusted the responsibility of

procurement of paddy under MSP operations through Village Organizations in

the year 2006-07.

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8.3. Partnership with NGOs and other CSOs

For capacity building and designing strategies Andhra Pradesh Mahila Abhivriddhi

Samstha (APMAS), CDF, CESS, COE, SOUCHORD, AKSHARA, CARE, MicroSave etc are

some well known national and international organisations sharing the knowledge

platform with SERP.

Centre for Development and Research is a partner in Adilabad and has established a

Resource Centre at Utnoor in collaboration with the CMES Unit.

The other partner NGOs in CMES are Jattu Trust, Centre for British Teachers (CfBT),

Koyathore Bata and M.V. Foundation.

To implement and coordinate the activities on the field in integration with health and

nutrition unit, LEPRA Society has positioned 7 District Coordinators in the districts and 1

Project Officer at SERP. These will work in close coordination with the IKP staff.

EGMM has come up with some initiatives with the help of knowledge partners like Dr.

Reddy's Foundation (DRF) and IL & FS clusters development initiatives.

Civil society organizations working on land issues attempt innovative experiments to

rectify inequities of land ownership in the rural areas. Their knowledge and experience

will be transmitted to the Paralegals and Surveyors.

Partnership with Praja Chetana, an organization affiliated to AP Vyavsaya Vruttidarula

Sangham, is required for imparting land-skill based training to the Paralegals and

Surveyors.

8.4. Partnership with academic, training and research institutions

A partnership deed is to be signed with Sri Venkateshwara Veterinary University (SVVU)

for promoting Back Yard Poultry as a major livelihood and nutritional supplementary

activity, particularly for PoP families. Besides ensuring an uninterrupted supply of Day

Old Chicks, the scientists from SVVU can conduct trainings to SHG members at village

level and organize Veterinary camps under NSS programme.

NALSAR University of law helped in imparting training to the functionaries. For training

and evaluation of Legal Coordinators, and organizing the Paralegal Certification Course,

partnership with NALSAR University of Law, which is one of India’s prestigious Law

Institutions, is needed. The NALSAR will do research and documentation of issues

pertaining to tribal land rights.

Partnership is required with other law colleges for utilizing the services of law students

especially in tribal areas. The law students will facilitate with access to the offices and

records of the Special Deputy Collectors, Tribal Welfare. They will scrutinize those LTR

court cases which go against the tribals and prepare grounds for filing appeals.

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8.5. Public-Public, Public to private, public-private-community partnerships

ITC Limited, ILTD Division Guntur, Himalaya Health Care Bangalore, and Natural

Remedies Bangalore have shown interest in collaborating with the Marketing Unit

Under NRHM, one of the major objectives related to Water and Sanitation, is to set up a

platform for involving the Panchayat Raj

institutions and community in the management

of primary health programmes and

infrastructure.

Partnerships are required with NGOs for

supporting innovative activities, development

and testing of new concepts, hand holding of

samakhyas on new and innovative concepts being

implemented by the CMSA unit.

EGMM intends to share the database of

unemployed youth survey with any organization

catering placement linked trainings to the

unemployed rural youth. EGMM also is looking

for convergence of various government schemes

intended for the neglected sections to help

EGMM in imparting more training programs

through support services by these organizations.

EGMM is looking forward to work with

departments/ NGOs and CSOs which can

o Provide space for training and take care of

food and accommodation as per the

requirement of EGMM

o Provide hostel facility in metros nearby

the place of work when youth join their

place of work

o Provide counseling to youth for reduction of drop outs

o Provide information and contacts for placing youth with better organisations

Partnership with IT companies like TCS/ Progmant for effective management of MIS etc

is required.

There are several organizations working in the employment linked training space.

Convergence of these with EGMM will help remove the duplication work that is

otherwise possible. All data hosted at common pool will help reduce the duplicate

trainings or train already trained.

Figure 8.3: Some Private Sector partnerships of EGMM

IL & FS clusters development

Ants and Partners

Apparel Retail Training

BIT Computers

CMC Ltd

Datapro Computers Pvt. Ltd

Design Operations Pvt. Ltd

Dr. Reddys Foundation

Global College

Hyderabad Gems SEZ Ltd

IIHM

India Skills

Jeans Apparels

Magus Technologies Pvt Ltd

National Academy of

Construction

NIIT

OCFIT

Redox Laboratories

Sahithi Systems Pvt Ltd

Satyam Computer Education

Skylark

Sri Ram Educational Society

Synchro Serve Global Solutions

Pvt. Ltd

Tally India Pvt Ltd

Windows Software Technologies

etc

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Bank Linkage- For training of e-bookkeepers, the organization called ‘Learners Link

Foundation’ (LLF) was involved. It is an organization representing the finest managerial

capacity in the development sector specifically in the areas of community development,

training and education. It was established in the year 2002. The aim of Learning Links

Foundation is to spread progress and quality training and education for all. It is working

in over 40 cities across 22 States in India and having a presence in Sri Lanka and

Malaysia. The LLF was involved in imparting community level trainings on acquiring

computer literacy skills in e-bookkeeping program. The Foundation’s, e-bookkeeping

initiatives cover a broad spectrum of activities ranging from module preparation,

training and counseling that address critical issues affecting skills to solve problems and

find solutions to diverse situations, in addition to developing digital literacy skills

The e-Bookkeeping program aims to enable real-time accounting for over 900,000 Self

Help Groups and building credit profiles on groups and their 10 million members. The

program intended that these SHGs should be able to track their financial strength and

repayment performance through a centralized information system with data collected

from the village itself. CGAP is collaborating with the Society for Elimination of Rural

Poverty (SERP) on the overall architecture of digitized recording and reporting system.

This includes the design of a system of remote rural transaction collection and the

compilation of this data into a centralized database. The CGAP initiative also facilitates

to create additional products and directly service individual customers, by gathering

SHG member and transaction-level data into a ‘Rural Credit Bureau’.

Blue Frog Mobile technologies is partnering with SERP for developing mobile application

for the Bank Linkage Program as well as for monitoring the Health and Nutrition

program. The technology enables the field representative to send SMS on a day to day

basis.This SMS technology is built with deep understanding of the needs of the SERP and

pin points using the latest software architecture models, proven and cost effective

technologies using the best in class processes. M-Governance is the strategy and

implementation involving the utilization of all types of wireless and mobile technology

services, applications and devices for improving benefits for all stakeholders.

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Chapter 9

Imperatives for State Perspective Plan

9.1. Emerging Challenges and Opportunities

SERP’s approach is path – breaking in many ways. However, in spite of an impressive and a

pioneering effort to usher in a new paradigm of development based on an empowerment

process of the poor, many challenges emerged during the later part of the decade.

Balancing scale, quality and multiple interventions: SERP scaled up its operations rapidly form

316 mandals in 6 districts to 1098 mandals in 22 districts in a span of 4 years. The social

mobilization process of the rural poor, being a very intensive human-centric process, did have

an impact in terms of securing quality human resources and also monitoring the purity of

processes that are so important in social mobilization. Also over the years, the SERP

interventions began to rise exponentially from a focused social mobilization, instructions

building and livelihoods to agriculture, Health and Nutrition, Education, Marketing, Land, Non-

farm, Insurance, Disability and Dairy. The expansion needs to be complemented by a

corresponding capacity building; IT based MIS and CBOs’ involvement.

Making SHG-Bank linkage the option of choice for credit: AP became synonymous with the

impressive SHG-Bank Linkage programme accounting for 40% of the entire linkage in the

country. Ironically AP also became synonymous with an equally impressive growth of the MFI

sector. Since SHG lending is the largest in the loaning portfolio of most of the Banks and the

reason for the very existence of the RRBs, much more has to be done pro-actively by the

Banking System to bring about systemic changes The challenge is to provide adequate and

timely credit to the POP households.

Impressive social capital and poor social indicators: The paradox is too obvious to ignore. The

low performance on Human Development Indicators is simply inexplicable in a situation where

1.11 crore women have been socially mobilized into 10 lakh SHGs and a 3 tier federation

structure with access to government programs and markets exists.

Improved convergence with mainstream departments: The demand side perspective of SERP

to engage in pilots to demonstrate the sustainability of community managed initiatives must be

converged with the work of the line departments concerned so that benefits of the proof of

concepts are seen in the smooth scaling of implementation

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Need to focus on poverty indicators for POPs: The biggest challenge for SERP remains

‘reaching the unreached’. The last mile solution even in this new paradigm of development still

remains elusive. The poverty alleviation of the 30 lakh SC and ST households with the existing

strategies are not showing any significant impact particularly the tribal areas and in SC colonies.

Some Positive Indications for the future: A decade is a long time for an Organization working in

the field of poverty alleviation. On the global front the new millennium ushered in new hopes

for the poor with the expectations of the dividends of the process of globalization to trickle

down to the poor and United Nation’s declaration of frontal attack on poverty through its

Millennium Development Goals (MDGs). The amazing growth story of India continuing into the

11th Five Year Plan period and the self-sufficiency achieved in food grains production raised

considerable hopes for a resurgent rural economy and the concomitant benefits trickling down

to the rural poor.

In the context of rising input costs agriculture almost became extinct for the small and

marginalized farmers. The resultant increase in fallow lands across the state was giving rise to a

new paradigm of corporate and co-operative farming through consolidation of farm lands and

bringing economy of scale through mechanization of farming. The CMSA and RFSA initiatives

of SERP brought back farmers to the field and the elusive agriculture extension became

possible with the SHGs and their federations providing the institutional architecture for a

robust community managed agriculture system that revived the traditional but scientifically

valid sustainable agricultural practices that for generations supported the billions of people of

this country before being replaced by a system of practices, which at that point of time became

the need of the hour. This breakthrough in agricultural livelihoods for the poor in terms of

sustainability and rising incomes came through increased yields and premiums on the pesticide

free agriculture produce.

9.2. Evolution of SERP Strategy

Against this backdrop of good breakthroughs in the SERP’s continuous pursuit for strategies for

eliminating poverty from the rural areas, the later part of the decade also saw changing

dynamics in both the functioning of the SHGs and their federations and the sensitive support

mechanisms particularly at the district and the village level. The last mile solution to the

problem of abject poverty of the bottom 30% Poorest of the Poor (POP) among the poor still

remains elusive. The decadal experience has shown that Universal Approach has proven

disadvantageous in providing focused interventions to the POP due to inability to provide

quality time by the project staff. Given this, SERP has clearly articulated the need for a new

149

vision and a fresh approach to finish the unfinished business of the poverty elimination of the

POP households.

Resurgent and Member Focused CBOs: SERP has lived up to its role of a sensitive support

organization in bringing out the potential of the poor through social mobilization of the poor,

organization of the poor into Community Based Organizations, capacity building, seed capital,

improved livelihoods, empowerment of rural poor women and improved respect to the poor in

the villages. However, there has been too much of emphasis on Mandal Samakhya and Zilla

Samakhya leaving the critical institutions of VO and SHG to degenerate slowly. It is now

realized that SERP needs to revive the basic fundamentals of the CBO structure and to facilitate

them to be self-managed, self-controlled and member-owned institutions to ensure access to

rights and entitlements to all its members. Efforts are to be made improve repayment of loans

and to improve the understanding of ‘Pavala Vaddi’ through strengthening of Community Based

recovery Mechanism. Further, as part of this strategy, all tribal Mandal will be saturated in

terms of all major components and Girijan Samakhyas will be strengthened. Social Action

Mechanisms of Gender initiative will be universalized.

Restructured and POP Focused SERP: The decadal experience has given a valuable feedback on

the quality of functioning of various sensitive support mechanisms. The thinly spread DPMU

with minimal support to the VOs and SHGs resulted in the current situation of poor quality

SHGs and a weak VO resulting in bad practices creeping into the system like multiple leading

through MFIs, little or no focus on ultra poor etc. The current universal approach of SERP has

resulted in quality time and resources getting thinly spread and losing the requisite focus on

POP households. The new approach is to focus on the poorest of poor in order to ensure that

all the 30 lakh poorest of poor households come out of poverty through focused strategy.

Under this revised strategy, SERP will reorganize itself to provide cost effective facilitation

support and demand based support to the CBOs.

Shift in Focus from SHG to Individual Household: The MFI crisis has shown very clearly that

the POP families require financial counseling to ensure that they make informed choices in both

accessing credit as well as investments to have stable returns. It is also now very apparent that

they require support to ensure avoidable expenditures. This is not possible in the present

system where the focus is only the SHG where it is presumed that the individual members

needs are automatically taken care of. The new approach shall ensure that the POP households

are not only focused but also tracked continuously till such time they come out of poverty. PoP

strategy will be universalized in all Mandals.

ICT to Power the CBO Processes: The scale of operations in AP and the increasing complexities

of the processes make out a good case for proliferation of IT systems as the cutting edge to

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bring in not only transparency and accountability but also efficiency and cost effectiveness into

the operations of the CBOs.

Converge to Bring Synergy: SERP, designed as a demand side mechanism, carved out a niche in

the governance structure of the state but found wanting in converting the supply side

mechanisms to the benefit of the poor. The new approach is to pro-actively seek the

involvement of the mainstream departments to converge in the CBOs for a win-win

arrangement that it in the interest of the poor.

Re-skilled and Re-oriented Human Resource: The SERP new strategy clearly recognizes the

importance of HR policy and the consequent redeployment of staff at all levels to be re-

oriented and also re-skilled to change from the traditional role of a trainer cum hand-holder to

a transformational facilitator.

9.3. SERP Vision

Every poor family in Andhra Pradesh comes out of poverty, is stabilized against shocks that

threaten their advancement, improves its livelihoods options, and enjoys a decent quality of

life. Through the Indira Kranthi Patham Project, Society for Elimination of Rural Poverty (SERP)

unleashes the creative energy of each household in rural Andhra Pradesh (A.P) to the benefit of

the households and of the society. This means that every family

Women lead lives with dignity, and, enjoy equality within the family and outside

Should be free from hunger

Earn decent incomes: >Rs.100,000 per annum, from 3 - 4 sources of livelihoods (agriculture, allied, non-farm, jobs in urban areas, etc)

Plan their household expenditure and economize on their household running costs

Secured from risks to - life, health, assets and enterprises

Enjoy secure shelter

Secure quality education, and,

Enjoy good health, through interventions that prevent ill health, promote good health and secure quality health services when they require it

This vision is within the reach of the poor and their institutions, provided this effort so far is

continued and pursued vigorously to make the foundation stronger, harness the platforms built

and add second generation collectives.

9.4. SERP Objectives

SERP aims at inclusive growth of the rural poor, including the poorest of the poor, and

enhancing opportunities for them to participate in the market, for products, services and jobs –

existing and emerging, while strengthening their institutions at the group, village, mandal and

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district level and eventually at state level, towards their full potential with self-reliance. Its

objectives are

Stronger institutions of the poor – SHG-VO-MS-ZS and SS:

o Mobilizing all poor on a saturation basis into existing or new SHGs and their federal institutions. Nurturing these institutions to become self governed, self managed and self reliant, leveraging technology where relevant

o Convergence of CBOs with other institutions of poor so as to make them more transparent and ensuring that institutions run programs and deliver services

o Visible empowerment of women socially and financially

Poorest of poor on par with others.

o Design special processes and initiatives to work with the poorest of poor, including SC/ST, coastal fisher-folk, disabled, elderly and other vulnerable and marginalized, so that they overcome their peculiar constraints and attain secure and sustainable livelihoods and good quality of life

Stable and diversified livelihoods and strong livelihoods based institutions

o Facilitate poor households to augment and convert their secure asset base into economically viable, improved, diversified and sustainable livelihoods,

o Promote self managed and self reliant institutions around key livelihoods; o Limit migration to urban areas for high-end employment. o Promote new livelihoods for the next generation

Human Development – basic foundation for a poverty-free generation

o Achieve Millennium Development Goals of Human Development through the institutions of the poor, in addition to contributing to eradication of extreme poverty and hunger, increased employment rate and increased gender equity and women empowerment

National Resource Agency.

o Build a full-fledged National Resource Agency in the broad domain of Social Mobilization, Livelihoods and Poverty Reduction, leveraging SERP’s experience, insights and resource pool(s) and resource agencies.

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9.5. SERP Strategy

PoP Strategy

Based on the Vision and

objectives, SERP has undertaken

programs to enable the poor to

come out of poverty through a

systems approach. It has been

the observation in the field that

though Institutions of the Poor

have been built and

strengthened, their outreach to

the Poorest of the Poor households still needs to be improved and it requires concentrated and

focused attention on these particular households. SERP, over the years has created an eco-

system where multiple opportunities are available for the rural households to access and come

out of poverty. But the 20-30% of the PoP households particularly those from SC &ST

communities lacked the requisite skills to grab the basket of opportunities available. It is now

evident that the CBOs of poor with their own continuous struggles to keep pace with the

vagaries of the rural socio-economic dynamics to come out of poverty are not able to provide

quality time and effort to the much more complex socio-economic dynamics that beset SC & ST

households. In addition, there are many BPL families who, even-after accessing the loans from

IKP, have fallen prey to the reins of poverty due to inability to absorb the shocks. In order to

connect the missing links (indeed the main links) with the SHG movement, it becomes crucial

for the programme to be PoP-centric. In this context, the need for a new strategy focusing on

the PoP household evolved along with the emphasis on enhancing the income levels and the

reduction in expenses. SERP is revisiting its strategy for facilitating the PoP Households to come

out of poverty. Here, the focus is on the household.

Total Households

Household Covered by IKP

Coverage Gap

SC 2364000 2087000 12%

ST 1192000 976000 18%

PTGs

Chenchu 8008 7882 2%

Yanadi 17982 13916 23%

Disabled (PWD Population)

1155000 306211 73%

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The non-negotiable principle of SERP is to facilitate the CBOs to provide end-to-end solutions

for the poor in all dimensions of poverty. SERP works on a comprehensive multi-dimensional

poverty alleviation strategy by focusing equally on both the Human Development Value Chain

and the Livelihoods Value Chain by empowerment of the poor through the networks of SHGs

and their federations leveraging the power of the collectives to access their rights and

entitlements. The livelihoods strategy of SERP aims to capitalize on all the livelihood assets

available in the local communities so that sustainable, relevant and effective poverty reduction

is possible. Physical, Natural, Social, Financial and Human capital must be nurtured and built

upon in order to achieve the rapid results that one would expect of a mature poverty

eradication strategy. Figure 9.1: SERP Poverty Eradication Strategy

Agriculture

•Land Access

•RFSA (through NREGS)

•CMSA

Livestock

•Dairy

•Poultry

Non-Farm

•NTFP

•Handloom

•Handicraft

EGMM Self-

Employment Community Marketing

Health & Nutrition

•NDCC

Education

•ECE

•Primary Education

•Secondary Education

•Scholarships for Corporate Education at +2 Level

Social Inclusion

•Disabled

•Gender Strategies

•Vulnerable Communities

Social Security

Human Development Value Chain

Livelihoods Value Chain

CBO: Community Based Organization; IB- Institution Building; CB- Capacity Building; TFI-Total Financial Inclusion; NDCC- Nutrition cum Daycare Centre; ECE-Early Child Education Centre; RFSA- Rain-fed Sustainable agriculture; NREGS- National Rural Employment Guarantee Scheme; CMSA- Community Managed Sustainable Agriculture; NTFP- Non-Timber Forest Produce; EGMM-Employment Generation and Marketing Mission.

CBO Rural HH

Income of Rs. 1, 00, 000 per year per family Improved Human Development Indicators

IB

TFI CB

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As can be seen from the diagram, the fundamental unit of development for SERP is the rural

Household. All interventions through the Human Development Value Chain as well as the

Livelihoods Value Chain are striving to achieve essentially two outcomes- sustainable income of

Rs. 100000 per annum from various sources and improved HDI. The means through which these

are achieved is by organizing all rural households in Community Based Organizations (CBOs)

and give them inputs on Institution Building, Capacity Building and adequate credit for a host of

activities- ranging from food security to self employment, which will eventually result in the

above stated twin outcomes for poor rural households. In the pursuit of truly empowered and

sustainable institutions, it is envisaged that independent agencies arise out of SERP

collaborations with either line departments or with private/public sector entities, or even the

community itself.

Next Generation CBOs

SERP has fostered institutions of the poor by creating an enabling environment for social

mobilization and empowerment. This movement of rural poor women in A.P has not been an

overnight phenomenon. It is the consistent and persistent effort spanning two decades, with

deep commitment of Government of Andhra Pradesh, to reaching out to all poor in the state,

particularly the poorest poor, and enabling them to enjoy a decent quality of life. SERP has

worked relentlessly to organize all rural poor women into Community Based Organizations

(CBOs). It has promoted member owned, member managed, self – reliant and financially

sustainable institutions of the poor in all the villages of Andhra Pradesh. The challenge lies in

taking this exercise to its next logical step.

Logical Evolution: Facilitate and strengthen the emerging state samakhya of the poor. Together

with state samakhya, the institutions of the poor need to become total implementers of the

efforts, including this project that services the poor, right away. The SHG-VO-MS-ZS have

already proved that they are self-governable, self-manageable and self-reliant. The time has

come for facilitating the community institutions to plan, manage and run their activities. They

need to have their own staff, deal with their viability and sustainability on their own. They need

to interact better with banks and other market based institutions and line departments. If need

be, they may have to hire appropriate resource persons or agencies. Finally, they have to

address the issue of not falling back into poverty. They need to build on the strong foundation

laid and continue in the upward virtuous spiral of prosperity/well-being paradigm.

Leveraging Technology: The institutions of the poor need to take advantage of the available

Information and Communication Technology and improve monitoring the performance and

well-being of the member-households and institutions at various levels. This helps in leveraging

partnerships with stakeholders. This also helps in better accountability, transparency and

governance of the institutions, apart from informed and improved planning and performance

155

monitoring. The benefits, as already established, far exceed the costs even in the short-run. The

technology for this is in the process of development. The solutions are also being pilot tested.

Scaling-up these technology solutions universally need financing from this project.

Poverty Reduction to Poverty Proofing: The SHG movement enters the crucial last mile of

transitioning from poverty reduction paradigm to poverty proofing to prosperity paradigm,

special efforts are required to bring in the ultra poor/poorest of the poor into focus, exclusive,

consistent and persistent focus. Ultra poor are essentially the landless agricultural labour and

other casual labour, small and marginal dry-land farmers, coastal fisher-folk, artisans in

declining livelihoods, women headed households, widows, physically disabled, old aged

destitute, etc., mostly belonging to scheduled castes, scheduled tribes, and backward classes

including minorities. Many of them have come into the self-help group fold late and they need

more specialized attention to take them on par with the rest of the poor. The special efforts,

tested and proved on a reasonable scale (more than 4000 villages in the state), need to be

taken to the entire state, the poorest of the poor and left out poor need to be mobilized and

supported to come on par with the rest of the poor as fast as possible. Apart from being

proactive in ensuring conducive policy environment for the poor and their institutions, the

Government of AP, on its part, has significantly enhanced their allocations for anti poverty

programs and also increased the allocations for households belonging to scheduled castes and

scheduled tribes, the poorest of poor.

Livelihoods Diversification: Time is now to go beyond across-the-board needs of the poor. The

poor need support to have decent portfolio of livelihoods and decent quality of life on a

sustainable basis. Their livelihoods needs are varied, diverse and multiple. They have also begun

to initiate collective interventions appropriate to the level of their institutions. Many of the

public programs like MGNREGA, Social Pensions etc., are converged in these institutions, with

line departments seeing this convergence as critical to achieving their own departmental

objectives. These institutions have also taken up collective livelihoods activities like sustainable

agriculture (CMSA), marketing, dairy, etc., on a significant scale. These activities need to be

facilitated to emerge into livelihoods-based, second generation business collectives and

institutions with appropriate tiers and levels, with membership being limited to the poor who

participate in these activities and route their business through these institutions.

Jobs and Entrepreneurship Development: The educated and semi educated rural youth (both

young men and women) across the state are being supported with skill development to find

jobs on a significant scale. However, this needs to be diversified to include jobs within the rural

areas, within the institutions and collective enterprises of the poor. Further, entrepreneurial

youth needs to be supported to start and build micro-enterprises.

156

Targeted Interventions: Thus, this direct action on their targeted existing and emerging

livelihoods has to gain further momentum and this momentum needs to be supported with

special attention. The poor are demanding support in Education to their children. The pilots in

supporting some of them in education have been widely appreciated. In view of this, there is a

need to appreciate the entire Education value-chain, and the gaps that are limiting the poor

children in having good education need to be plugged and their choices need to be enhanced.

The existing foundation of the institutions of the poor offers hope in becoming the platforms to

achieve the UN Millennium Development Goals 2015 by addressing them from the demand

side, particularly with respect to - (1) Extreme Poverty and Hunger; and (2) Gender Equity and

Women Empowerment (institutions). With special attention and focus, these institutions of the

poor can also contribute to other goals relating to - (3) Universal Primary Education; (4) Child

Mortality; (5) Maternal Health; and (6) Environmental Sustainability.

Emergence of Self Sustainable Mandal Samakhyas

A member of SHG may not get another loan from bank during the currency of the existing loan

with bank, though the needs are urgent. The poor need short term loans to meet exigencies but

there is no loan product for the purpose from banking sector as of now. In order to meet their

credit needs in the interim members of SHGs are approaching MFIs for high cost loans.

Considering that there is huge credit gap in credit due to vacuum created on account of

withdrawal of operations by MFIs, the efforts are on to make the MS a micro finance hub at

mandal level so that it would be in a position to offer both financial and non-financial services

to their members more effectively. In order to overcome the issues discussed above, access to

bulk finance from banks and other channel like NBFC need to be explored by MS for on lending

and thus augment credit flow to SHGs.

9.6. Non Negotiables of SERP

Based on the Vision and objectives, SERP has undertaken programs to enable the poor to come

out of poverty through a systems approach. Principles that SERP considers non-negotiable are

Poverty eradication programs must be bottom-up and people centric

CBOs must be central to providing end to end solutions for the poor in all dimensions of

poverty

All the eligible poor and vulnerable sections will be facilitated welfare schemes

The future generations must be prevented from slipping into poverty

157

9.7. Key Results

At Household Level:

Improved access to basic health and education services

Reduced barriers in the area of higher education

Access to affordable credit for income generating activities at individual or collective

level

Increased income from existing livelihoods, livelihoods stabilization and enhanced

livelihoods

Greater opportunities in the farm, non-farm and services sector for skilled and semi

skilled employment and entrepreneurship.

Access to safety nets which will prevent the family from slipping into poverty

Mainstreaming of disadvantaged groups such as the PWDs

Improved gender equality in domestic decision-making, reduction in domestic

violence, child labour and other social ills

At CBO Level:

An information-intelligent institutional network of 12.0 million poor women Self

reliant and self managed CBOs including State Samakhya. The SHG federation

structure has reliable, up-to-date information on the structures below them.

Transparency makes the whole structure more accountable and better performing.

CBOs as Customer Service Providers and Financial Management by community for

Income Generation Activities (IGA)

Sense of collectiveness, cohesion and security among SHG members

Negotiation with policy makers, programme implementers, Government and

Community members. Ability to interact with officials at different level – village,

mandal, district and state

Livelihoods Support Organizations and Collectives in key sectors (dairy, sustainable

agriculture, NTFP, handlooms, marketing etc.) at various levels, with their total

membership in the order of 3 Million. The members access various technical services

and forward and backward market linkage support.

At State Level:

Reduced poverty and increased HDI for the state

Targeted and focused improvement in the standard of living and quality of life of the PoP and Poor families in the state

Reduction in economic disparities resulting in a more balanced social situation

30 Lakh poor households out of poverty on a sustainable basis.

158

Part III: State Perspective Plan

159

Chapter 10

Objectives, Strategy and Activities

SERP was designed as a demand side mechanism that carved out a niche in the government

structure of the State. The approach was to build self-managed institutions for the poor so that

they could voice out their concerns and bring out their potential and thereby empower and

improve their livelihoods. SERP has mobilized over 1.14 Crore women into 10.28 lakhs SHGs

federated into 38646 Village Organizations, 1098 Mandal Samakhyas and 22 Zilla Samakhyas.

This huge base of Social Capital and their aggregate power has facilitated linkages with markets,

finance and other government programmes.

However, though the project has built a strong base of social capital and demonstrated

improved livelihood and empowerment, it was realized that this universal approach had led to

a thin spread of resources across the entire state thereby leaving the challenge of reaching the

unreached wide open. The last mile solution even in this new paradigm of development still

remained elusive. The existing strategies have had low impact particularly in the tribal areas

and in SC habitations, with around 30 lakh SC/ST households being identified as most

vulnerable. The need for a fresh approach led to focusing on the promotion, strengthening and

revitalising of SHGs which led to the conceptualization of a Social Inclusion Strategy i.e. the PoP

Strategy.

The Social Inclusion Strategy of SERP is three pronged - it focuses on SC/ST Households, Gender

Specific Strategies and mainstrems the disabled into the beneficiary groups. This PoP centric

strategy involves intensive capacity building, nurturing and handholding support for formation

and strengthening PoP SHGs in PoP mandals. In addition to working through IB strategy in all

the Mandals, SERP concentrates on PoP strategy in select Mandals initially and this will be

scaled to all the Mandals over a period of time.

10.1. Vulnerability Diagnostics

A targeted sample study of the SC/ST households in the state was undertaken to get an

improved understanding of the issues that are specific to these households since this segment

constitutes a high percentage of the ‘Poorest of the Poor’. A detailed baseline data with 162

questions was collected in 337 Mandals across the state. 6,14,098 households were surveyed as

part of the study to understand the vulnerability situation of the households. The findings of

this study have been presented below:

160

Household Profile: The district wise, number of

SC/ST Households in the sampled mandals is

presented in Table 10.1. Of the households

surveyed, 68% were SC households and 32%

were ST households. Larger percentage of STs

households were covered in Srikakulam (63%)

and Khammam (61%) districts, while in the rest

the ST population reported was less than 50% .

The details of SC and ST population in the

sample are presented in Table 10.2. The average

size of the household is almost similar in both

SC and ST households (3.5). Data pertaining to

this is presented in Annexure 10. The age and

gender distribution of the head of the

household is a good indication of the strategy

that must be adopted to improve income and

standard of living.

Data collected from the survey is presented in

Table 10.3. The highest number of male headed

households (68%) is concentrated in the age

group of 30-59 years, while for Female headed households, the

number of heads of households with age over 60 is quite

significant. Education levels of the head of the household are

indicative of the communication and implementation strategies

to be followed while approaching issues. Data in this context is

presented in Table A10.2 of Annexure 10. As can be seen from

Table 10.4, although 36% households live in RCC houses, 23% still

live in huts. The Indiramma housing scheme has been aggressively

implemented in AP. However, from data it is seen that close to

50% of eligible households have not been sanctioned a house yet. 28% of surveyed households

have reported that their Indiramma house has been completed. (Table A10.3 of Annexure 10).

There might be a positive correlation between the number of RCC houses reported and the

offtake of the Indiramma scheme. 94% households report access to electricity. 78.7 %

households do not have vehicles and 66% have no access to television. 41% households have

access to phones. However, it is interesting to note that 40% surveyed households have access

to cell phones, which is an important indication for future communication and MIS strategies.

Table 10.1: Community-wise Number of Households

District SC ST Total

Adilabad 17246 9171 26417

Anantapur 41421 11121 52542

Chittoor 13585 3330 16915

East Godavari 4897 201 5098

Guntur 38774 9540 48314

Kadapa 21379 3960 25339

Karimnagar 18640 2705 21345

Khammam 31195 48888 80083

Krishna 6696 975 7671

Kurnool 14177 1377 15554

Mahabubnagar 19720 11176 30896 Medak 29982 6391 36373

Nalgonda 21867 6763 28630

Nellore 23716 8827 32543

Nizamabad 5579 3257 8836

Prakasam 5585 404 5989

Ranga Reddy 15460 9122 24582

Srikakulam 9898 17135 27033

Visakhapatnam 9295 8033 17328

Vizianagaram 13976 11855 25831

Warangal 25911 17856 43767

West Godavari 28355 4657 33012

Total 417354 196744 614098

%HH 68.0% 32.0% 100.00%

Table 10.2: SC/ST Total Population

Number %

SC_MALE 729587 50.2

SC_FEMALE 724247 49.8

SC TOTAL 1453834 67

ST_MALE 361737 50.5

ST_FEMALE 355159 49.5

ST TOTAL 716896 33

Grand Total 2170730 100

161

District wise dependency ratios are provided in Table

A10.4 of Annexure 10. For SC households, the

dependency ratios are the highest in Ranga Reddy, East

Godavari and Visakhapatnam and the lowest ratios are

found in Nizamabad, Prakasam and Vizianagaram.

Likewise, dependency ratios in ST households are high

in Kurnool, Ranga Reddy and Mahbubnagar districts

while they are low in Vizianagaram, Nellore and

Srikakulam.

Human Development Profile: Public taps and hand pumps are the

principal sources of drinking water to SC/ST households. More

households in Kurnool are dependent on public taps, and in

Nizamabad and Vizianagaram, hand pumps are the principal source of

drinking water. District wise percentage of households accessing

different water sources are provided in Table A10.5 of Annexure 10.

83% of the households do not have access to toilet facilities. 11%

households have their own toilets while 6% use public facilities. A

district wise table with sanitation facilities used is provided in

Table A10.6 of Annexure 10. Health indicators are an important

part of human development. The disease burden among SC/ST

families is presented in Table 10.5. Diabetes leads the chronic

diseases afflicting this group, and is closely followed by Asthma

and TB. Chronic diseases are an important and recurring part of

health expenditure for a household. 73% of surveyed households

had incurred health expenditure in the previous year. District

wise number of households reporting maternal deaths and infant

deaths is presented in table A10.7 of Annexure 10. Mahbubnagar

fares the worst on both indicators and the number of households

reporting infant deaths is very high. East Godavari has reported

very few maternal death or infant death incidents in comparison. Over 90% households

reported that they had access to Ante Natal Care, although 65% households were accessing

ANC at hospitals, the ANM, AWW and Asha Activist were also accessed for the same. 19%

households reported that deliveries were conducted at home while only 48% had accessed

Government services. The rest had availed of services from private hospitals- this is also a

significant part of typical household health expenditure.

Table10.3: Age Distribution of Head of Households

Age (years)

Type of Household (%)

Male headed

Female headed

Single Woman

18-29 16 8 1.0

30-59 68 48 3.6

Over 60 13 44 0.2

Total 89.9 10.1 4.8

Table 10.4: Type of House

Type of House %

Hut 23%

Cement roofed 9%

Slated roof 14%

Tiled roof 19%

RCC 36%

Two Storied 0.1%

Total 100%

Table 10.5: Households Reporting Chronic Diseases

Total %

Cancer 625 3.5

TB 3071 17.4

Asthma 3325 18.8

Heart Attack 2890 16.3

Diabetes 4460 25.2

AIDS 235 1.3

Flourosis 513 2.9

Paralysis 2566 14.6

Total 17685 2.9

162

A table with district wise reasons for drop out is

presented in Table A10.9 of Annexure 10. Financial

reasons are reported as the highest reason for drop

out, leading to the conclusion that if there were

means for financial sustenance; children would not

need to drop out of school. West Godavari,

Khammam, Anantapur and Adilabad have the highest

number of children out of school. Public

representation, a key indicator of empowerment is

very minimally reflected in the data reported by households.

Only 0.57% of the households surveyed reported having public

representatives. Of these, 61% of households report having

ward members and 19% SC/ST families have reported having a

Sarpanch. (Table 10.6)

Livelihood Profile: Table A10.10 presents the livelihood profiles

of the households surveyed. Close to 50% households have

reported dependence on daily wage labour and a further 26%

have reported agricultural labour as occupation. One

household may have more than one source of livelihood so this

does not reflect absolute percentages, but must be seen as an

indicator of a dependence trend. Khammam has the highest

number of agricultural labourers, as well as daily wage

labourers and East Godavari is on the lower end of the

spectrum for both indicators. Child labour has been

reported in 20 households. Skill profiles of household

members were collected (Table A10.11 in Annexure 10). It is

interesting to note form this that the highest number of

households reported skills in driving and masonry, both of

which are jobs for which employment is available, if only

their skills are channeled to the right market. EGMM has a

key role to play in this. From Table A10.12 of Annexure 10, it

can be seen that 61% households were landless while a

further 12% had landholdings of less than 1 acre. This point

in the direction of land independent employment or

improvement in land access situation, both of which are addressed through the PoP strategy.

Khammam, Guntur and Anantapur have the highest number of households which are landless

and Nizamabad, East Godavari and Prakasam show the least number of households that are

Table 10.6: PRI Representation

Total %

Ward Members 2231 61%

Sarpanch 682 19%

MPTC 293 8%

ZPTC 38 1%

Others 427 12%

Total 3671 100%

Table 10.7: : Purpose of Migration

Total %

Agriculture_Labor 21596 41%

Carpentry 949 2%

Electrician 860 2%

Masonry 12670 24%

Driving 3373 6%

Mining 1639 3%

Stone_Cutting 514 1%

Business 1083 2%

Others 10250 19%

Total 52934 100%

Table 10.8: Purpose of Loans

Total %

Agriculture 35745 9.8%

Livestock 9374 2.6%

Other IGA 9880 2.7%

Asset Purchase 4970 1.4%

HH Consumption 98492 26.9%

Health 63490 17.4%

Education 27400 7.5%

Function/Festival 31023 8.5%

Marriage 13489 3.7%

Debt Swapping 29617 8.1%

House Construction 42096 11.5%

Total 365576 100%

163

landless. It is further interesting to note that Khammam is also the district where maximum

number of households reported land in excess of 10 acres. This points to a disparity in land

ownership in particular and in the standards of living in general in the district.

Livestock ownership is presented in Table

A10.13 of Annexure 10. As can be seen, 79% of

the households had no animals. Combining this

with the fact that most of them are landless, it

can be seen that there is no access to what are

considered to be the principal sources of rural

employment for the households that are

intended to be covered under the PoP strategy. Only 1.4% households have insured their cattle,

which means that the rest of the families are vulnerable from a livelihood perspective if

something were to happen to the animal. District wise number of households that have had at

least one migrant is provided in Table A10.14 of Annexure 10. 9% households have reported

migration, with Agricultural labour and Masonry being the principal work for which migration

took place. (Table 10.9) Telangana districts of Mahbubnagar, Rangareddy and Warangal

reported the highest number of households while Krishna, Visakhapatnam and Kadapa

reported the least number of households.

Financial Access: Access to finance and facilitating a viable formal source of funding is one of

SERP’s objectives, especially with regard to the PoP families. In spite of the percolation of

SERP’s activities, only 36% of SC/ST households surveyed

reported having accessed finance through SERP’s

facilitation. A district wise, finance option wise table is

presented in Table A10.15 of Annexure 10. Of the loans

being facilitated by SERP, Bank Linkage is the most

important source with over 71% households availing of SERP

facilitated loans reporting Bank Linkage. Khammam, Guntur

and West Godavari have reported the highest number of

households with Bank Linkage. Mahbubnagar, Nalgonda and

Warnagal, all in Telangana have the highest number of

households reporting internal lending as a source of finance.

Khammam, Anantapur, Guntur and Medak have the highest

number of households that have availed of finance through

SERP facilitation. 73% households have reported taking loans from private sources. Of these,

relatives, money lenders and MFIs are the principal private loan sources. A district wise table

with households accessing loans from private sources is presented in Table A10.16 of Annexure

10. Khammam, Warangal and Anantapur have reported the highest number of households

Table 10.9: Comparison of Average Loan Amount from Formal and Informal Sources

Source of Credit

Average Loan Amount Taken Per HH (Rs.)

Average Loan Amount Outstanding per HH (Rs.)

Formal Sources

6133 4041

Informal Sources

12564 9914

Table 10.10: Pensions Access

Total %

Widow 56589 35.3%

Old Age 68805 42.9%

Disability 10836 6.8%

Weaver 566 0.4%

Abhayahastham 11079 6.9%

AIDS 79 0.0%

Beedi 252 0.2%

Employee pension 922 0.6%

Others specify 11245 7.0%

Total 160373 100.0%

164

availing of loans from private soruces. Consumption and Health expenditure are the leading

purposes for taking loans. (Table 10.8). House construction has also appeared as a priority from

this table, which is in consonance with the earlier data on the Indiramma scheme.

With the PoP strategy focusing on providing access to improved healthcare, it must be an

endeavor to bring down health expenditure, thereby impacting the purpose for which loans are

availed of. The gap between the percolation of formal sources of credit and informal sources is

apparent when we look at Table 10.9. The average amount availed per household from

informal sources is close to double the average amount

taken from formal sources. The amount outstanding is 1.5

times higher in the case of informal sources. This makes a

strong case for schemes like Pavala Vaddi where high cost

loans are paid off through lower cost formal credit. Only

30% households have accessed insurance whereas 27%

have accessed pensions, indicating a clear need for greater

reach of services to this segment. (Tables 10.10 and 10.11).

10.2. PoP Strategy Rationale

SERP, over the years has created an eco-system where multiple opportunities are available for

the rural households to access and come out of poverty. But the 20-30% of the PoP households

particularly those from SC &ST communities lacked the requisite skills to grab the basket of

opportunities available. In order to connect the missing links with the SHG movement, it

becomes crucial for the programme to be PoP-centric. In this context, the need for a new

strategy focusing on the PoP household evolved out along with the emphasis on enhancing the

income levels and the reduction in expenses. SERP is revisiting its strategy for facilitating the

PoP Households to come out of poverty by positioning a dedicated facilitation unit which

comprises of the IKP staff and trained community members to work intensively for these

households. Here, the focus is on the household.

Table 10.11 Insurance Access

Total %

AABY 91740 50%

Abhayahastham 77671 43%

Others 13027 7%

Total 182438 100%

PoP Household

Desired State

Rs. 1,00,000 p.a. income

Improved HDI

PoP Household

Current State

Institution

Building

Financial

Access

Capacity

Building

Human Development Value

Chain

Livelihoods Value

Chain

Figure 10.1: SERP Strategy for PoP

Households

165

The PoP strategy brings together all the existing interventions of SERP and applies them with

targeted precision to the PoP households so that the highest social returns possible are

generated. This would move the PoP households from their present state of peripheral benefits

to the desirable state of being central to the implementation of various interventions, and

would move them up both in terms of human development outcomes as well as in terms of

income. This is presented in Figure 10.1 above.

10.3. Objectives and Outcomes

Every poorest of poor family in the state comes out of poverty with increased and sustainable

livelihood opportunities and with significant human development established with the aid of an

intensive handholding support. The objective of the PoP Strategy is to enable every poorest of

poor family in the state to come out of poverty with increased and sustainable livelihood

opportunities established with the aid of an intensive handholding support in a phased manner.

The same has to be done in a focused manner starting with organizing them, strengthening

their institutions, increasing their asset base, mitigating risks, expanding their livelihoods and

increasing their incomes. The expected key outcomes from this strategy are

All target households earn a minimum of Rs. 1.00 lakh income per annum from multiple

livelihood sources over a period of 3 years

Significant improvement in human development indicators.

10.4. Activities

As the PoP Strategy encompasses various components of SERP being converged to a PoP

household, key activities under each component is listed here.

Table 10.14: Key Livelihood Enhancement components & Expected Outcomes

Institution Building All eligible PoP households are in SHG fold.

Dormant and defunct groups are revived.

All PoP SHGs are trained on SHG concepts

CBOs at all level will have PoP members as OB

E-Book Keeping EBook keeping will be made operational in all PoP GPs

Linking of all VOs to MS will be established

MGNREGA All wage seeking PoP households access 100days under NREGA

Development of the lands of the PoP households identified through Land inventory

Land The land issues of the PoP households identified from land inventory resolved

Land leasing is facilitated for landless households for taking up CMSA activities

RFSA/CMSA Income enhancement to the land-based PoP households through RFSA/CMSA

Nutrition supplement to the PoP households

Dairy/ Livestock Income enhancement to the PoP households through dairy and small ruminants like goat/sheep or poultry birds

Para vets are positioned for continuous assistance to PoP household

Cattle insurance is provided

166

Marketing Surplus produce from PoP households under CMSA/RFSA will be ensured premium gains

Food security of the family will be ensured to PoP households in all PoP VOs by enabling procurement of all essential items like rice, dhal, oil, chilli, salt etc at affordable prices

Credit Linkage Each PoP SHG accesses the bank linkage according to its eligibility.

Cash Credit Limits are put in place to enable timely availability of credit

Jobs At least one eligible youth of every PoP household is provided with a Job as an entitlement under EGMM

Non-Farm Employment

The skill set available in every PoP household is identified and provided specific training to enhance their skill set and enable them to access enhanced non farm livelihoods.

Key Human Development components & Expected Outcomes

Health & Nutrition Complete immunization and reduction in malnutrition

Reduction in NMR/IMR/ MMR

Reduction in anaemia among women and children

Education No out of school children in PoP households

Students from PoP households are supported for pursuing higher education

Disability All PWDs are brought under SHG network and provided bank linkages as per their eligibility

Social Security pensions and SADAREM Certificates for eligible PWD

Job opportunities to PWDs

Eligible persons are provided insurance coverage under JBY

Insurance / Pension

All PoP families are covered either under AABY or JBY insurance.

Proper and timely redressal of any insurance claims raised from PoP families

Provision of scholarships under AABY/Abhayahastham to children from PoP households studying in 9th, 10th, Intermediate, Polytechnic or ITI.

All eligible pensioners from the PoP families will be covered under SSP or Abhayahastham or NPS lite

Gender No child labour households

No child marriages in PoP households

No domestic violence in PoP families

10.5. Proposed activities to generate additional income

Proposed Component Expected Rise in Income

Wage employment from NREGS Rs.10000

Sustainable Agriculture Rs.25000 to Rs.40000

Premiums from Collective Marketing Rs.5000 to Rs.10000

Dairy / Livestock Intervention Rs.15000 to Rs.25000

Income from Non-Farm activities, Jobs in urban areas, etc.

Specific to PoP HH

167

Chapter 11

Implementation of Perspective Plan While the strategies are described in Chapter 5, the implementation plan for PoP strategy and

all the programme components – both for livelihood enhancement and human development

related are described in this chapter. The implementation of the Institutional Building and

Financial Inclusion strategies have been described in detail in their respective chapters and the

Component wise implementation process is described in this chapter.

11. COMPONENT WISE IMPLEMENTATION

11.1. POP Strategy -Implementation

11.1.1. Geographical Focus and Expansion Plan

The PoP strategy will be implemented in all mandals in the state in a phased manner. 3166

Grama Panchayaths (GPs) of 337 mandals, where Community Managed Sustainable Agriculture

(CMSA) initiative was operational during 2009-10, have been taken for POP strategy during

2010-11. It will then expand to remaining 3834 GPs of the 337 mandals and another 3500 GPs

of 166 new mandals planned in 2011-12.

By 2014/15 – reach every village in the state will be covered. In 2 years of entering a village all PoP SC/ST families will adopt these practices. By 2015/16 it is proposed to reach out to every PoP family in the state. By 2017/18, the last batch of PoP families (covered in 2015/16) achieves livelihoods security through agriculture and livestock intervention. Detailed expansion plan is depicted in the figure below in three phases.

Figure – 11.1: Different Phases of PoP Strategy

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Table – 11.1:Year wise Expansion of PoP Strategy

Sl. No Year No. of Mandals No. of GPs

1 2010-11 337 3166

2 2011-12 500 10500

3 2012-13 700 14600

4 2013-14 900 18800

5 2014-15 1099 21943

At the project level, a separate team will be constituted in State Project Management Unit for

dedicated monitoring of PoP strategy. This PoP unit will co-ordinate with different components

of SERP to ensure that all those needed in the PoP mandals and PoP households reach them

accordingly. Similarly, the Project Directors of DRDAs will be supervising at district level with

the support from Additional PD (General) and District POP Coordinator (DPC). At Mandal level,

the PoP Community Coordinator will be implementing the strategy in letter and spirit. The DPC

will be the anchor person for information dissemination between the APDs and the CCs.

11.1.2. Key Arrangements

Each PoP household will be monitored and followed up for the next 5 to 10 years or till they

come out of poverty. This can only be done through dedicated external facilitators and internal

animators such as community resource persons and community activists, the strategy of which

has been proved successful in every programme implemented by IKP. Hence, a trained

Community Activist, who is again from a PoP household, will take the responsibility of

continuously guiding 100 PoP households till the above objective is achieved. These CAs will be

provided external facilitation support from the community resource persons (CRPs). The PoP

community coordinators will nurture, train and guide the work of the CAs and CRPs and ensure

that the long term objective is achieved.

The arrangement is as follows:

Focused PoP livelihoods interventions will first happen in those Gram Panchayats

corresponding to 4024 villages where NPM is operational in 2009-10 and it will then

expand to another 3500 villages planned in 2010-11. These 7500 villages will fall in 1500

NPM clusters at the rate one cluster for every 5 villages.

The participatory identification of all PoP SC/ST families will be completed in the first

round and the remaining PoP families in the 2nd round in all villages. It will be initially

focused on the NPM villages of 2009/10 and later on 2010/11 villages. Subsequently all

villages in the state will be covered.

169

In addition to identification, the status report of each identified family and SHG through

a much comprehensive baseline survey.

PoP C.C will be accountable for IB, NREGS and NPM for identified SC/ST households in all

the NPM clusters of his/her mandal. PoP C.C will be strictly accountable for income

enhancement of these SC/ST households.

The Community Activists, at the rate of one per 100 households, will be accountable for

IB, NREGS and NPM.

Until every PoP HH gets an additional income of Rs.60000, the household focus will be

continued.

The major steps involved in the implementation of PoP strategy is as mentioned in the

figure below.

Figure – 11.2 : Major Steps in Implementation of PoP Strategy

11.2. Health & Nutrition

11.2.1. Activities:

The two types of activities under H&N intervention are universal interventions and intensive

interventions. The activities under universal interventionsa are:

Fixed Nutrition and Health Days (NHD), Regular health savings, Regular trainings for SHG

members, Community gardens, promotion of weaning foods and the activities under Intensive

interventions are: Nutrition cum Day Care Centers (NDCCs), Water and sanitation

interventions, interventions for adolescent health and Community managed health insurance.

170

It takes 24 months to saturate a village with both universal and intensive interventions and to

establish a path to its sustainability. The implementation plan for 24 months is as follows:

Figure 11.3: Implementation Phases – H & N

Implementation of health and nutrition interventions will be done in 2 phases. All the universal

interventions will be covered in phase I and intensive interventions will be done in phase II.

11.3. Community Managed Education System (CMES)

11.3.1. Details on Different Phases of Implementation (Year-Wise)

As above mentioned, the interventions, undertaken by CMES in the State, yielded satisfactory

result, CMES is going to scale up all the existing intervention in coming years. Once when a

program stabilises in its course of action, new programs will be started on a pilot basis. As the

social welfare department will look after corporate education, the major work will be done in

ECE and Residential bridge school. Expansion of these two projects will be done for two years

and by then, new projects will be started on pilot basis. The detail expansion plan of each

Programme is given below-

Table 11.2: Early Childhood Education - Implemenation

Sr. no.

Financial Year No. of ECE

Centres ( Estimated)

No. of Children Enrolled

(Estimated)

2 2012-13 2231(200) 36,000

3 2013-14 2431(200) 40,000

4 2014-15 2631(200) 44,000

5 2015-16 2831 (200) 48,000

6 2016-17 3031 (200) 52,000

7 2017-18 3231 (200) 56,000

*Average number of children per ECE centre will be around 17

1-4 Months

• Implementation of Universal Interventions

5th Month

• External Spear head team strategy

6-12th Month

• Internal spear head team strategy (1 Health Activist, 2 Health subcommittees, 1Cook)

13-24th Month

• Sustainability of NDCCs

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Table 11.3: Residential Bridge Course - Implementation

Sl. No Financial year Target centres

(Cumulative)

2 2012-13 6

3 2013-14 7

4 2014-15 8

5 2015-16 9

6 2016-17 9

7 2017-18 9

11.3.2. Phasing

The strategy followed in implementation of the program in various phases is done in such a way

that there is enough handholding support given to each project and once a particular project

stabilises in the way of implementation, a new programme will be undertaken on a pilot basis.

This would be an efficient way of delivering the services of both the existing and the new

programs.

Table 11.4: Phasing of Education programmes during the 7-year period

Y1 Y2 Y3 Y4 Y5 Y6 Y7

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

RBC Expansion

New Project Pilot Testing

11.4. Gender

11.4.1. Details on Different phase of Implementation Year-wise

The Gender Unit is working already in 374 mandals of 14 districts, out of which 130 mandals are

POP mandals and 256 mandals are in 5 Districts of Gender Resource Base Area. Gender Unit is

planning to expand to the remaining 207 POP mandals in 2011-12 through Gender CRP Strategy

and all village coverage plan. A detailed implementation plan is attached as Annexure 10.3. The

Gender unit focuses on creating quasi-autonomous institutions for Gender based engagement.

This will be strongly supported by a technical and administrative structure.

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Table No: 11.5 – Year wise Implementation Plan for Gender Component for the Plan Period

Year wise Implementation Plan

Y1 Y2 Y3 Y4 Y5 Y6 Y7

Geographical and activity wise

2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Gender point persons (GPPs) in every SHG/ strengthening of GPPs

256 mandals in resource base dts & 130 POP mandals (13510 Villages)

207 POP mandals (7245 Villages)

593 mandals (20755 villages)

9275 villages

8750 villages

1096 1096

Formation of Gender forums in every Village

386 207 (new) 593 consolidation

265 250 1096 1096

Formation of VO SAC in every village

386 207 (new) 593 consolidation

265 250 1096 1096

Formation of Adolescent girls groups

386 207 (new) 593 consolidation

265 250 1096 1096

Training to all SHG women and Girls in the villages

386 207 (new) 593 consolidation

265 250 1096 1096

Formation of MSACs in all mandals

593 Strengthening 593

Consolidation 593

265 250 1096 1096

Setting up of Gender Point persons in every mandal

1096 Strenthening 593

1096 1096 1096 1096 1096

Setting up of CMFCCs in every mandal

130 POP mandals

Strengthening 593

593 265 250 1096 1096

Setting up of ZSACs in every dt and working along with CMFCCS and help lines

22 22 22 22 22 22 22

Setting up and running of CMFCCs in every District

22 22 22 22 22 22 22

Conducting Deaddiction camps – making resolutions at panchayaths – counseling sessions for men of SHG families

581 Strengthening 593

Consolidation 593

265 250 1096 1096

Conduct trainings to enhance the participation in decision making bodies

581 593 593 265 250 1096 1096

Conducting of births, deaths and marriages registration camps - registration at village level , victims meetings, lokadalaths

581 593 593 265 250 1096 1096

Training to Social Action Committees on Gender, women laws, counseling, negotiation and conflict resolution skills

581 593 593 265 250 1096 1096

Conduct temple entry Programmes, Sahapankti bhojans, monitoring mid day meal programmes , SC girls hostels on regular basis

130 337 593 265 250 1096 1096

Formation of State Gender Resource pool

State Gender Resource pool formation

Updation of the pool based on the needs

Updation of the pool based on the needs

Develop campaign materials POP women rights & responsibilities

Child labour

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Child marriages Girl child education

Develop Training modules Adolescent girls training Running of Community Managed Family Counseling Centers Women laws Gender

Module on Module On Conducting victims meetings/Adalaths Module On linkages and Convergence

Upgradation of all modules Module on management Module on monitoring

Conducting Gender Studies and publication of periodical Gender status Reports

State level activity of Gender Institute

State level activity of Gender Institute

State level activity of Gender Institute

State level activity of Gender Institute

State level activity of Gender Institute

State level activity of Gender Institute

State level activity of Gender Institute

Trainings to POP CCs /Dt POP CC

337 pop mandals 337 POP mandals

593 265 250 1096 1096

Trainings to POP CAs 337 pop mandals 337 POP mandals

593 265 250 1096 1096

Trainings to Gender CRPs 374 Gender mandals

207 POP mandals

593 265 250 1096 1096

Trainings to SACs 337 POP mandals 337 POP mandals

593 265 250 1096 1096

Trainings to NGOs civil society members

22 dts 22 dts 22 dts 22 dts 22 dts 22 dts 22 dts

Trainings to All SHG leaders on political conduct

337 POP mandals 337 593 265 250 1096 1096

11.5. Disabilities

11.5.1. Details on Different phase of Implementation Year-wise

Table No. 11.6 – Year wise Implementaiton Phases for Disabilities component Year Mandals Activities

2011-12 500 Social Mobilization-Formation of SHG

2012-13 621 Social Mobilization-Formation of SHG

2013-14 Follow-up on Uncovered

Habitation

Social Mobilization-Formation of SHG

* Upto 31st March, 2011, project has covered 343 Mandals out of 1099 Mandals in 22 districts. Among

that, 2,79,161 PwDs have been mobilized in 30,239 SHGs by forming 141 MVS and 3 ZVS.

11.5.2. Formation of CBOs of PwD

Table No.11.7 – Year wise Formation of CBOs of PwDs Year Federation Nos. Federation Nos. Federation No

2011-12 Formation of MVS 137 Formation of ZVS 10

2012-13 Formation of MVS 330 Formation of ZVS 9

2013-14 Formation of MVS 330 Formation of ZVS - State

Federation

1

2014-15 Formation of MVS 161 Formation of ZVS -

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11.5.3. Implementation of ATR Services

Table No.11.8 – Year wise implementation of ATR Services Details on ATR services 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Neighbourhood Centers 15 25 50 50 50 50 50

Maintenance of Existing

NHC 88 103 128 178 228 278 328

11.5.4. Skill Development Plan

Table No.11.9 – Year wise Skill Development Plan for the Plan period for PwDs 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Project Staff 362 524 524 524 524 524 524

Community Staff 694 1263 1863 1434 2280 2280 2280

Community 685 1760 1760 915 915 685 1760

Line Department /Institutions 15 20 25 30 35 40 45

CRPs 1540 1540 964 784 440 440 440

11.6. Social Security

11.6.1. Implementation of Insurance Schemes

At the entry level, a ‘Social Security Point Member/person' to coordinate with Mandal

Samakhya /Call Centre with regard to all the social security aspects /issues pertains to the rest

of the members of her SHG, like enrolment/ renewals/ distribution of scholarships / pensions

/Claim settlements / procurement of documents etc. She will facilitate all her respective SHG

members at the time of enrolment / renewal etc and also she will act as a point person

between Call Centre and the client / insured member. All the phone numbers of such SHG

members shall be kept at Call Centre for intimation of any information.

The VO Sub Committee facilitates the community with regard to intimation of death to Call

Centers, obtaining the Death Certificates from the GP Secretaries. The VO level sub-committees

are also responsible for creating awareness at the time of enrolment/ renewals, distribution of

monthly pensions, distribution of scholarships and to review all the issues pertaining to social

security schemes in the regular/monthly VO meetings.

At MS level Social Security Sub-committees have been constituted with 3 MS EC members to

shoulder the responsibility of implementation and monitoring the process. The sub-committee

is also responsible for positioning of Bima Mithras and to accompany Bima Mithras while they

visit to bereaved families for payment of interim relief and documentation of claim proposals.

Sub-committees shall convene a Monitoring Committee meeting to review the claim settlement

175

process once in a month with Police department, Medical Officer, Mandal Parishad

Development Officer (MPDO) etc for issue of Death Certificates, Post-mortem Reports, FIR etc.

The Zilla Samakhyas appoints Project functionaries and have formed Social Security Sub-

committees consisting of 4-5 members including 2 ZS Office Bearers (OB) exclusively for day to

day management of Call Centres and resolving the issues raised by the community relating to

the implementation like enrolment, claim settlement etc.

Table No: 11.10 – Year wise Targets for the 7-year Plan Period 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Coverage under various schemes

1.00 Cr 16.67 lakhs

16.67 lakhs

16.67 lakhs

16.67 lakhs

16.67 lakhs

16.67 lakhs

VO sub-committees 38125 38125 MS sub-committees 3300

Bhima Mithras 1099

Corporate Agents 600 600 600 600 600 600

SHG Point members 142857 142857 142857 142857 142857 142857 142857

Cattle Insurance 50000 50000 100000 200000 200000 200000 200000

Establishment of Central Record Keeping Agencies

22 in 22 Districts

11.6.2. Activities

Training to ZS/MS/VO Sub-committee members and SHG Point members on the effective implementation of the schemes and on the self -management skills, social audit etc.

Training / monthly review meetings for Bima Mithras on the claim settlement process and the issues faced during the settlement of the claims.

CRPs training for internal evaluation, creation of awareness among the SHG members in the remote areas, particularly tribal areas where there is low enrolment, remarkable delay in intimation of claims, submission of documents etc.

Workshops with people’s representatives and line department official for convergence and awareness of the scheme for their support.

District / Mandal level monitoring committee meetings with line department officials with regard to settlement of long pending claims and proactive mechanism for speedy disposal of the claims once in a month.

Construction of Call Centres cum Central Record keeping Agencies for safeguarding the documents /applications of the enrolment members under Dr.Y.S.R.Abhaya Hastham scheme in all the 22 Districts in the State.

176

The activities, timelines and the responsibility assigned have been presented in the table below:

Table No: 11.11-Activity /Time/Responsibility Chart

S.No Activity Time Responsibility

1 VET team members Training April –May Nov-December

ZS/ MS

2 Training to MS sub-committee March –May Oct- Nov

APM /CCs /Bima Mithra

3 Training to VO sub-committee March –May Oct- Nov

MS /CCs /Bima Mithra/ VET team

4 Training to ZS sub-committee March –May Oct- Nov

DPM/ APM SS

5 Training to Bhima Mitras Quarterly DPM/ APM SS

6 Training to MS point persons and other field functionaries

Quarterly DPM/APM

7 Field visit-Resource fee to MS subcommittee members for creating awareness and impact study

Bi monthly ZS Sub committee /DPM SS/APM MS Co-ordination

8 Trainngs to CRPs on Social Audit Quarterly DPM/APM

9 MS level monitoring committee meetings

Monthly APM/MS Sub committee

10 ZS level monitoring committee meetings

Monthly DPM/APM SS/ ZS Sub committee

11 Workshops with line Departments /Peoples Representatives

Monthly PD/ZS/DPM

12 Grants for construction of Call Centre cum Central Record Keeping Agencies(CRA’s)

One time grant SPMU/DPMU

13 Maintenance of CRAs Monthly SPMU/DPMU

14 Call centre support staff salaries Monthly ZS/DPMU

Total

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11.6.3. Service Delivery System

The utmost concern of SERP is to provide quick and quality services to the most vulnerable landless agricultural /poor household. Hence, SERP has laid down the following procedure for quality and prompt service delivery for this purpose in the implementation of the insurance schemes.

As soon as an insured member dies, the Village Organization shall intimate at Call Centre within 1 hour.

Call Centre shall direct Bima Mithra to visit the family. Then Bima Mithra along with Mandal Samakhya Sub-Committee member shall visit the family with 12 hours and pay Rs.5000/- after inquiry and fills the Claim Application / Discharge forms. Bima Mithra shall get the signatures of the bereaved Nominee and informs them to submit the required Certificates with 5- 6 days.

The Village Organization sub-committee member shall follow up for obtaining the Certificates.

Bima Mithra with help of Village Organization shall collect the Certificates and send the Claim Application forms with all the required Certificates to the Mandal Insurance Point Person (Project Field Functionary) who will verify the documents with check list within 5-6 days.

Call Centre Operator shall scan the documents and upload in the web-portal by on-line

LIC shall verify the claims Documents and remit the amount depending on the type of death to SERP through on line. And SERP shall remit the final amount to the nominee account through online.

11.7. Land Access

11.7.1. Different Phases of Implementation

Land Access program is operational in 367 mandals

in all districts. Land inventory program was taken

up during the year 2010 in 956 mandals. It is

planned to expand land Access program in the 956

mandals in the year 2011-2012 and all 1099

mandals in 2012-13.

Land Centers have been set up to function as single window support centers in Zilla Samakhyas

for the poor from where they can access the services of paralegal professionals working on

land, surveyors, Revenue functionaries and lawyers. All the important Land Records and other

relevant land enactments etc are being made available to the poor in these centers. These

Centers will be of great utility to the poor to get their land issues resolved.

Table No: 11.12. Phases of

Implementation

Year Mandals Revenue Villages

2011-12 956 22833

2012-13 1099 26614

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Ultimately it is the community which has to be empowered to handle their land issues capably.

The support mechanism strives towards transfer of land knowledge and information to the

village communities.

11.8. Community Managed Sustainable Agriculture (CMSA)

11.8.1. Details of Different Phases of Implementation

Table No: 11.13: Details on Different phases of implementation - Year Wise

2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Districts

Man

Dals

Vill

ages

Man

Dals

Vill

ages

Man

dals

Vill

ages

Man

dals

Vill

ages

Man

dals

Vill

ages

Man

dals

Vill

Ages

Man

dals

Vill

ages

Srikakulam 21 507 28 617 30 717 30 700 31 750 31 750 31 760

Vijayanagaram 24 460 29 570 30 670 30 650 30 700 30 700 30 710

Visakapatnam 27 516 30 626 30 726 30 700 33 750 33 750 33 760

East Godavari 20 226 25 336 25 436 25 550 30 650 30 650 30 660

West Godavari 20 229 25 339 25 439 25 450 30 550 30 550 30 560

Krishna 12 100 20 210 23 310 23 400 25 500 25 500 25 600

Guntur 28 424 33 534 33 634 33 650 35 750 35 750 35 800

Prakasam 20 191 27 371 27 471 27 550 30 650 30 650 30 700

Nellore 21 355 28 465 30 565 30 550 32 600 32 600 32 650

Kurnool 25 325 30 435 30 535 30 550 35 600 35 600 35 650

Ananthapur 39 800 39 850 42 950 42 850 45 900 45 900 45 950

Chittoor 23 440 28 620 29 720 29 800 32 900 32 900 32 950

Kadapa 27 365 32 475 32 575 32 550 35 600 35 600 35 650

Ranga Reddy 20 205 24 315 27 415 27 450 30 500 30 500 30 550

Nizamabad 20 400 25 510 27 610 27 550 30 550 30 550 30 600

Medak 33 472 36 582 36 682 36 700 38 750 38 750 38 800

Mahabubnagar 34 525 37 635 37 735 37 800 40 900 40 900 40 950

Nalgonda 25 400 30 510 32 610 32 700 35 800 35 800 35 850

Warangal 25 380 30 490 32 590 32 650 35 700 35 700 35 750

Khammam 34 430 34 540 36 640 36 600 38 600 38 600 38 650

Karimnagar 27 370 31 480 33 580 33 650 35 750 35 750 35 800

Adilabad 28 380 32 490 34 590 34 530 36 600 36 600 36 650

Total 553 8500 653 11000 680 13200 680 13580 740 15050 740 15050 740 16000

11.8.2. Action Plan

A detailed action plan and an Activity chart has been presented to provide an outline of the activities

involved in the implementation of the programme.

Table 11.14: Action Plan for Two years 2011-12 2012-13 Total number

of beneficiaries

Mandals GP Mandals GP

1 Srikakulam 21 507 28 617 80000

2 Vijayanagaram 24 460 29 570 70000

3 Visakapatnam 27 516 30 626 85000

4 East Godavari 20 226 25 336 45000 5 West Godavari 20 229 25 339 50000

6 Krishna 12 100 20 210 25000

7 Guntur 28 424 33 534 70000

8 Prakasam 20 191 27 371 45000

9 Nellore 21 355 28 465 65000

10 Kurnool 25 325 30 435 65000

11 Ananthapur 39 800 39 850 120000 12 Chittoor 23 440 28 620 75000

179

13 Kadapa 27 365 32 475 80000

14 Ranga Reddy 20 205 24 315 60000

15 Nizamabad 20 400 25 510 50000

16 Medak 33 472 36 582 65000 17 Mahabubnagar 34 525 37 635 60000

18 Nalgonda 25 400 30 510 60000

19 Warangal 25 380 30 490 100000

20 Khammam 34 430 34 540 160000

21 Karimnagar 27 370 31 480 60000

22 Adilabad 28 380 32 490 60000

Total 553 8500 653 11000 1550000

11.9. Livestock, Poultry & Dairying

11.9.1. Details of different phases of Implementation

Table: 11.15: Phase-wise Implementation Plan for 7-year Period

S.No. PARAMETER 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 Total

1. No. of BMCUs managed by IKP

199 200 200 200 200 200 200 200

2. No. of Village Milk Procurement Centers

4215 5000 5000 5000 5000 5000 5000 5000

3. No.of women milk pourers 140000 150000 160000 165000 170000 180000 200000 200000

4. Quantity of milk procured Lts./day

270000 300000 325000 350000 375000 400000 450000 450000

5. Amount paid to milk pourers Lakhs./day

44.50 60.00 71.50 84.00 93.75 120.00 144.00

6. Mini feed mixing plants operated

49 50 50 50 50 50 50 50

7. Breeding bulls managed by VOs

40 100 100 100 100 100 100 100

8. APBN Fodder nurseries established

189 200 200 200 200 200 200 200

9. APBN Fodder propagated (Acres)

3003 5000 7500 10000 15000 20000 30000 30000

10. No. Of Fertility camps conducted

1266 2000 3000 3000 3000 3000 3000 3000

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11.10. Community Marketing

11.10.1. Details on Different phase of Implementation

Table No 11.16 – Year-wise Phases of Implementation in Community Marketing

Year No .of

Districts

No. of

Mandals

No. of

VOs

Qty in

Tons

Value

in Crores Beneficiaries

2011 - 12 22 600 5000 750000 825.00 300000

2012 - 13 22 700 6000 850000 977.50 350000

2013 - 14 22 725 7000 900000 1080.00 375000

2014 - 15 22 750 8000 950000 1168.50 400000

2015 - 16 22 750 8000 1000000 1250.00 425000

2016 - 17 22 760 8050 1000500 1275.00 450000

2017 - 18 22 775 8100 1001000 1300.00 475000

6451500 7876.00 2775000

11.11. Marketing for Tribal Communities

11.11.1. Details on Different phase of Implementation

Table No: 11.17 – Implementation of Marketing for Tribal communities over the Plan period

Sl. No 1 2 3 4 5 6 7 TOTAL

Year 2011-12 2012 - 13 2013 - 14 2014 - 15 2015 - 16 2016 - 17 2017 - 18

Districts 15 15 15 15 15 15 15 15

Mandals 80 85 95 100 105 110 115 115

No. of VOs 400 500 600 700 800 950 1000 1000

Qty in Tons 750 850 900 950 1000 1500 2000 2000

Value in Crs 5 7 10 15 20 25 30 30

Beneficiaries 20000 25000 30000 35000 40000 45000 50000 50000

11.11.2. Marketing Season.

Marketing activity commences by trainings for the Community and Staff in March and

procurement from April to June and July to August reconciliation every year for Rabi crop

season. Again trainings will commence in September for Kharif season from October to January

followed by reconciliation and Direct Marketing in the month of Feb to March.

181

11.12 Employment Generation (Jobs)

11.12.1. Phasing Plan

Table No.11.18 – Implementation Phase-wise of Employment generation programme S No

Fin Year Phase Details Primary Secondary

1 2011-12 Phase 1 Trainings through training partners

Expansion of EGMM own trainings Initiating the process and Working with NSDC

2 2012-13 Phase 2 Identifying and evaluating training partners

Identifying new training partner for 2 years

Work closely with NSDC

3 2013-14 Phase 2 Identifying and evaluating training partners

Identifying new training partner for 2 years

Work closely with NSDC

4 2014-15 Phase 3 Strengthening training partners

Strengthening existing partners to handle trainings efficiently and transparently

Implement quality module for NSDC training partners

5 2015-16 Phase 3 Strengthening training partners

Strengthening existing partners to handle trainings efficiently and transparently

Implement quality module for NSDC training partners

6 2016-17 Phase 4 Up gradation trainings for EGMM alumni

New trainings will be proposed for those who are working

NSDC partners will start functioning without major hiccups

7 2017-18 Phase 4 Up gradation trainings for EGMM alumni

New trainings will be proposed for those who are working

NSDC partners will start functioning without major hiccups

At the community level, Zilla Samakhya, Mandal Samakhya and Village Organization women

belonging to Self Help Groups will closely supervise the youth to be sent to the Training

Programs of EGMM. 2 members per VO are designated as Jobs Committee members who in

turn work with members of the Mandal Samakhya. At the district level, a Zilla Samakhya Jobs

Committee of 2 persons will coordinate, and will work with the State Mission Manager directly

as well.

11.12.2. Activity / Time /Cost / Responsibility Matrix - Implementation Plan

Table No: 11.19 – Activity Time Cost Responsibility Matrix Activity Time Cost Responsibility Remarks

Recruitment of staff at various levels

August 2011 30 lakhs SMMs and CEO Non availability of qualified manpower with compassion towards development projects is limiting the implementation

Training of entire staff Across 7 years 3 crore Various people at various levels

Building of training modules for all trainings

Sep 2011 50 lakhs Counsellor manager for CBOs, community staff while third party agencies for other staff

Market scan March and April of every year

20 lakhs Marketing team SMMs

Coordination with other organizations working in skill development field

Across 7 years 50 lakhs Marketing team SMMs

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11.13. Non Farm Livelihoods

11.13.1. Implementation Plan

The Initial 3 years will be spent on strengthening of subsector/ activity based clusters identified

by stabilizing the existing enterprises and promotion of ancillary units in the clusters. From

fourth year SLNP aims at promoting at least 7000 enterprises per year there by creating new

sub sector clusters with the support from Knowledge partners, KVIC, other government line

Department programs.

Table No: 11.20 – Details of Different phases of implementation Year wise.

S No

Fin Year Phase Details Primary Secondary

1 2011-12 Phase 1 Identification and strengthening of enterprises.

Identification of enterprises and knowledge partners for subsectors.

Cluster feasibility study and promotion of activity based clusters.

2 2012-13 Phase 2 Promotion of subsector/ activity based clusters.

Strengthening of existing enterprises by extending the support required in all aspects.

Promotion of ancillary units.

3 2013-14 Phase 2 Strengthening of clusters

Strengthening of ancillary units and stabilize the systems.

Identification of New potential clusters. Establish dedicated stores.

4 2014-15 Phase 3 Promotion of Subsector/ activity based clusters.

Strengthening existing enterprises in the clusters and promotion of New enterprises.

Pilot buyers sellers meet. E-business portal creation.

5 2015-16 Phase 3 Market expansion and promotion of new clusters.

Strengthening the clusters promoted and ensure increase in market reach

Network of artisan entrepreneurs formed which is subsectoring specific. Strengthen e-business portal.

6 2016-17 Phase 4 Promotion of new enterprises and second generation entrepreneurs from SHG HHs.

Strengthening existing enterprises in the clusters and promotion of New enterprises.

Provide professional training to younger generation of SHG HHs with an intention that they take care of the future business. They form consortium of entrepreneurs.

7 2017-18 Phase 4 Promotion of new enterprises and second generation entrepreneurs from SHG HHs.

Consortium of entrepreneurs take active participation in conducting buyers sellers meet and promotion of new enterprises.

e-business portal will be fully functional.

11.13.2. Project Implementing Agency:

The structure and role of PIA is as follows: For state level PIAs at the organization level will have

a team of functional experts who are good in domains like marketing, capacity building,

183

Monitoring and evaluation etc. At the project level PIA will have one Cluster Development

Agent per cluster indentified.

The roles and responsibilities of PIA are:

• Conduct Cluster feasibility study

• Conduct Cluster Diagnostic study for the entire value chain.

• Enterprise wise GAP analysis and Action plan preparation.

• DPR preparation and seeks approval of PMU and AC

• Project Implementation as per the Action Plan

• Update the database

11.13.4. Phasing

The details of the various phases of the project along with expected focus areas are set out in

the table above. The following table gives the phase wise activity over the Plan period.

Table No. 11.21 – Phasing of the project over the Plan period

Phase 1 Identification and strengthening of existing clusters and enterprises.

Phase 2 Market expansion (buyers sellers meets and e-business) Network of artisan

entrepreneurs.

Phase 3 Promotion of ancillary units in the existing clusters and identification of potential

clusters.

Phase 4 Promoting second generation entrepreneurs form SHG HHs. They handle the

future business expansion.

It is expected that at the end of the 7 years, the clusters will be self sustainable in their own

way with built-in support and ancillary units. And next generation entrepreneurs would be

responsible for accelerating the growth of clusters.

184

Chapter 12

Project Costs

12.1 Results Framework

The overall results framework during the next 7 years :

Institution Building

o 100% coverage of left over Poorest of the poor into SHG fold and accessing

services of both project and their institutions to come out of poverty

o 75% of the SHGs would adopting “ Pragathi Ki Padhi Sutralu” and would be in “A”

Grade

o All SHGs would be having 100% loan repayment rate for their internal loans,

bank loans and CIF loans

o 50% of the SHG members would be accessing more than one savings products

o All SHGs and their federations mobilize internal funds in ratio of 1:10 ( own

capital Vs borrowed funds)

o 75% of Village organizations, 90% of MSs and 100% of ZSs would be meeting

their operational cost and financially sustainable

o 50% of MSs would be accessing bulk lending from bank.

o At least 25 Resource Centres would be existing and providing services to SHGs

and their federations

SHG-Bank Linkage

o Credit flow to the tune of Rs 15000 crore to SHGs

o Credit flow to the tune of Rs 3000 through MS

o Promotion of IGA activities with PoP targetting

o Increased incomes to women

o Increased corpus with SHGs

o Conduct of Village Investment opportunities survey and building up data base on

the investment opportunities at village level

Social Security

o 2.00 Crs SHG members enrolled under Abhaya Hastham and insurance schemes.

o 80.00 lakh (52.00 lakh under AABY and 28.00 lakh under ‘Unorganized Worker’s

Social Security Act 2008) men either the spouses of SHG members or the landless

agricultural labour enrolled under various insurance schemes.

o Loan insurance for 80.0 lakh SHG members for Rs.20, 000 crores to provide

credit shield.

185

o 76250 VO Subcommittee members, 3300 MS Subcommittee members and 66

district level subcommittee members are identified and nurtured.

o 10.0 lakh milch animals belong to SHG members are covered under cattle

insurance to protect credit worth of Rs.2000 corers.

o 10 lakh students who are the children of SHG members benefitted with

scholarships value of Rs.120 Crs.

o 1000 Bhima Mitras(Social capital) are identified and trained to provide quick and

quality service in all respects by replacing the field functionaries.

o 3000 community members identified and trained as corporate agents as a

livelihood opportunity.

o 10.00 lakh SHG Social Security Point members would be positioned to coordinate

all the social security interventions on behalf of the SHG members.

o All the enrolled members’ data shall be digitalized and each and every individual

members should be provided with a comprehensive Smart Cart for the purpose

of all the social security nets and risk migration of assets.

o A strong sensitive social capital from among the SHG members developed to

provide front and back end services in respect of community risk management.

o Centralized Call Centre at State level with simple toll free number like 108 to

easily access and to quick and quality services with the support of District Call

Centres for payment of interim relief as immediate funeral assistance,

procurement of claim proposals etc.

CMSA

o 16000 Villages Covered

o 1 Crore Acres

o 45 Lakh Farmers

o 12000 families

o 200000 36X36 Models

o 3 Lakh Acres through RFSA

o 20000 Acres under SRI Paddy

o 150 Seed Banks

o 15000 Farmers' livelihoods integrated with livestock for multiple livelihoods

o 150 Villages food secure at village level

o 2000 farmers accessing premium pricing through organic certification

o Aggregation of perticide free produce from 10,000 farmers for collective

marketing

LPD

o 200 Mandal Level BMCUs

o Collection of 4.5 Lakh Litres per day

186

o 200000 milk pourers over 5000 villages

o Payment of Rs. 1.5 Crore per day to SHG milk pourers

o 200 APBN Fodder Units in 30000 Acres of Land

o Established feed credit line for milk pourers in 5000 villages

o MMSs set up and operate 50 mini feed mixing plants

o 3 Regional Training Centres Established

o 4500 Spear Head Teams Trained

o Fodder security to nearly 3 lakh milch animals and would result in a net increase

of nearly 10 lakh litres of milk every day.

o Area specific mineral mixture would be supplied to the milch animals through

VDDCs.

o Breeding services would be provided at the farmer’s doorstep either through

breeding bulls or AI services through Gopalamitras.

Community Marketing

o 48,000 procurement committee members & book keepers, 1098 MS functional

committee members , ZS functional committee members will be Trained &

Employed in Marketing.

o 18,50,000 farmers, small and marginal farmers in particular will be benefited by

the collective marketing of VOs.

o Each farmer will be benefited to the extent of Rs. 50 to 75 per Qtl by selling their

produce at IKP procurement center at Village level thereby saving an amount of

Rs 522 crores to farmers mostly belonging to SHG families.

o 135 Crores services charges are expected from MSP operations for next seven

years.

o An estimated 1,20,000 hamalis will get employment during procurement of IKP

VOs at their village.

o Food security to 20 lakh Pop and Poor families through village grain banks.

o Bargaining power of the Poor is increased.

o Permanent Rural Infrastructure is created in rural areas.

EGMM

o 7,00,000 families supported with jobs

o Income Increase per family on an average at Rs. 60,000 per annum

o Drought Proofing Livelihoods

o Positive channelization of unemployed youth

Non-Farm (SNLP)

o 60000 SHG Enterprises supported by SNLP

o 200000 HHs helped out of poverty

o Average income increase per family per annum is Rs. 30,000

187

Health & Nutrition

o 35000 Villages with NDCCs

o >95% NDCCs with financial sustainability

o 98% safe deliveries

o No Child with Low Body Weight

o No child born with disability

o No underweight children

o No women with low BMI

o No stunted or wasted children

Education

o Children are ready for formal primary school. They are equipped with pre-

number- pre-reading skills

o Children at Class I attained desirable learning outcomes- in School subject

o Ensured that every child in all the 9000 villages is enrolled in the ECE centre

o Reduced drop-out rate in the tribal areas.

o Improved quality of studies and confidence build for the students through

Balamitra.

Capacity Building

o All SHGs introduced E-Bookkeeping in their meetings.

o All Bookkeepers are trained to conduct transactions in E-Bookkeeping.

o All VOs introduced E-Bookkeeping in their meetings.

o All VO-Activists conduct their transactions in E-Bookkeeping.

o All Mandal Samakhyas introduced E-Bookkeeping in their meetings.

o All MS-Accountants are trained to conduct their transactions in E-Bookkeeping.

o All Mandal Samakhyas emerge as self-reliant and self-managed by meeting their

operation costs from their earnings.

o All VOs emerge as self-reliant and self-managed organizations by meeting their

operation costs from their earnings.

o All 4 Maha Samakhyas emerged as excellent resource centers for trainings,

Capacity Building and institutional development activities by generating al large

pool of social capital and Community Resource Persons(CRPs), trained

Community Staff in all the thematic areas.

o All Mandal Samakhyas emerge as best performing institutions by inclusive

development of POP-HHs and achieving institutional autonomy.

o All the Chenchu CBOs emerge as strong organizations adequately addressing

chenchu poverty issues and achieving their socio economic up liftment.

188

o All the Fisher Women CBOs emerge as strong organizations adequately

addressing Fisherwomen poverty issues and achieving their socio economic up

liftment.

o All the Yanadi CBOs emerge as strong organizations adequately addressing

Fisherwomen poverty issues and achieving their socio economic up liftment.

o Transaction based MIS created from SHG, VO, MS to the State Level.

Land

o Entire land data base of SCs and STs is available in public domain

o All identified land issues of SCs/STs get resolved

o Required land developments for every survey number is covered under

MGNREGA

o All land owners of SC/ST household enjoys their land with clear title

PoP Strategy

o No eligible SC/ST household is out SHG

o No SC/ST defunct SHGs

o Every SC/ST household income is above one lakh

o Every child below 14 years of age goes to school

o Nutritional and Health conditions are improved

Gender

o Presence of Gender point persons in all SHGs, VO forum, VO SACs, Adolescent

Girls Groups in a village

o Conducting Regular gender enquiries

o SHG women and Girls Resist all types of violence on women and vulnerabilities

of POP

o No untouchability

o No liquor

o No Child marriages

o No Child Labor

o Education for all Girls

o All births, deaths, marriages will be registered.

o Enhancing women’s participation in Local Governing Bodies

o Active counselling for men in SHGs’ families on liquor and on loans from MFIs

and other Private Money Lenders

Disability

o Functioning of SHGs, MVSs, ZVSs and state level federation of PwD

o Increased role of MVSs in Decision making process of Line Departments.

o Increase in Income levels in families of PwD through Financial Support (CIF &

Bank linkages )for IGA

189

o Creation of Own Social capital by CBOs

o Enhancement of Skill Development

o Promotion of livelihood support

o Extension of ATR services

o Effective Convergence with Line departments

o Formation of Srama shakti Sangams providing of wage employment under

MGNREGS.

o Follow up and maintenance of Aids and Appliances through CBOs

o Surgical Corrections to all identified persons

o Community managed NHCs in identified mandals.

o Early Intervention Centres @ one per District in all 22 Districts.

Monitoring and Learning

o Regular MIS Reports

o Report On Data From SHG Audit Reports

o Chenchu Development Study

o Study On Sustainability Of Institutions

o Study On Effectiveness Of Strategic Innovations

o Study On Marketing Initiatives

o First Report On Monitoring Mission

o First Report Of Development Audit Report

o Reports On Best Practices In The Project

o Facilitation Of Web-Based General Module

o Study Of 8500 SHG Member Households – two studies

o Preparation of District Development Reports

o Preparation of Draft Implementation Completion Report for World Bank Mission

o Reports of Process Monitoring

o Household, Village and Bank branch Survey – Baseline, Mid term and end term

o Survey for General Impact Assessment – Base line, mid term and end term

o Facilitation of Publication of Analytical Papers based on APRPRP End Term

Evaluation.

o Community Audit Reports

o Volume on SHG member profiles

o Thematic Studies on Major Components at SERP

o Case Studies

o Analytical papers based on important initiatives at SERP

HR

o Redeployment of staff at all levels

190

o Reskilling of staff to enable them to meet the challenges of building sustainable

institutions

The detailed schedule of activities along with costs is presented below:

12.2 Schedule of Activities

The schedule of activities along with cost for the first year of operation are as follows:

Table No.12.1 – ANNUAL ACTION PLAN for 2011-12

S.No Component Activity Budget (Rs. Lakhs)

1 POP Strategy Expansion of Implementation in 500 mandals and 10,500 GPs 1184.11

2 Institution Building & Capacity Building

Intensive Capacity Building of POP SHGs

- Capacity Building of SHG/VO/MS in E-bookkeeping - Training of Bookkeepers / VO activists / MS Accountants - Capacity Building of VOs/MSs in Self Management - Capacity Building of Maha Samakhyas to emerge as

National Resource Centres - Incentivization of best performing MSs - Chenchu Development Plan for Strengthening of

Chenchu CBOs - Formation & Strengthening of Fisherwomen – SHGs &

MSs in Coastal Districts - Yanadi Development Plan for strengthening Yanadi CBOs

State Reviews, Workshop & Training Training and Positioning

- SHG Trainers - IB Master Trainers

Training and Strengthening of

- SC/STs SHGs / Dormant/Defunct/Default and 1st & 2nd Linkage SHGs

- Functional Committees at VO / MS / ZS levels Designing of computerized software for enhancing management skills Establishment of Special Institutions Establishment of Resource Centres

2225.27

3 Bank Linkage - Linkage to cover 4 lakh SHGs - 19% coverage of SC SHGs in Bank linkage - 7% coverage of ST SHGs in Bank linkage

931.98

4 Land - Land Access Programme to be expanded to 956 mandals covering 22823 villages

94.59

5 CMSA - Coverage in 8500 GPs in 553 mandals - Soil moisture and Conservation works - Trainings - Farmer Field Schools - Sub Committee Meetings - Soil Fertility Management - Pest Management

1000.00

191

Table No.12.1 – ANNUAL ACTION PLAN for 2011-12

S.No Component Activity Budget (Rs. Lakhs)

- Video Conferences - MANA TV - Monthly Review Meetings - CRP Rounds

6 Livestock, Poultry & Dairy

Dairy – CIF

- Establishment of Fodder Nurseries – 139 - Establishment of Mineral Mixture Plants – 3 - Conduct Fertility Camps – 34000 - Supply and Maintenance Support of Breeding Bulls –

1509 units - Trainings and Formation of Spearhead teams - 139 - Trainings and deployment of Community Managed

Livestock Extension workers Poultry

- Supply of Rajashree chicks – 182000 units - Establishment of 66 poultry mothering Units – 182000 Ram/Sheep/Goat Rearing

- Supply of Ram Lamb Units to POP families – 50300 units - Supply of Sheep Goat Units to POP families – 5030 units

677.35

7 EGMM Training through training Partners a) Expansion of EGMM own trainings b) Initiating the process and working with NSDC c) Employment Linked Training Programmes for ZS Jobs Committees

Budget given separately under Skill

Development

8 Non- Farm Livelihoods

Identification of Enterprises & Knowledge Partners for sub-sectors Cluster Feasibility Studies Promotion of activity based clusters

Budget given separately under Skill

Development 9 Marketing (incl.

Tribal Area Produce Marketing)

a) Coverage - No. of beneficiaries: 300000 - Value of Procurement is Rs.825 crores - Quantity of Procurement is 7,50,000 tonnes - No. of Procurement centres (VOs): 5000 b) Training to VO/PC members/Bookkeepers/Advisory

Committee & Farmers c) Procurement Operations d) Reconciliation of Procurement Operations e) Training on Direct marketing f) SHG Point Persons Training g) Food Security & Grain Bank Committee training

334.64

10 Social Security Unit

- Training to ZS/MS/VO Sub-Committee members and SHG Point members

- Monthly Review meetings/Training of Bima Mitras on Claim Settlement Process

- CRPs training - Workshops with people’s representatives and line

268.67

192

Table No.12.1 – ANNUAL ACTION PLAN for 2011-12

S.No Component Activity Budget (Rs. Lakhs)

departments - District / Mandal level Monitoring Committee meetings

with line department officials - Construction of Call centre and Record Keeping Agencies - Call Centre Support

11 Health & Nutrition

Nutrition cum Day Care Centers (NDCCs)

- Fixed Nutrition and Health Days (NHD) - Regular health savings - Regular trainings for SHG members - Community gardens - Promotion of weaning foods.

602.54

12 Education - ECE expansion to 3031 with estimated enrollment of 45,465 children

- RBC Koyathore Bata expansion to 2 mandals. - Establishment of 16 DRCs

209.08

13 Disability Social Mobilization

- Formation of SHGs/ZVS ATR Services

- Establishment of Neighbourhood centres (NHCs) - Maintenance of Existing NHCs

Skill Development Plan

- Project & Community Staff - Community - Line Departments - Institutions - CRPs

1032.31

14 Gender - Appointment of Gender Point Persons in 256 mandals in resource base districts and 130 POP mandals, 13,510 villages

- Formation of Gender forums in every village - Formation of VO SAC in every village - Training to all SHG women and Girls in the villages - Formation of MSACs in all mandals - Setting up of CMFCCs in very mandal - Setting up of ZSACs in every district and working along

with CMFCCs and help lines - Setting up of CMFCCs in every district - Conducting De-addiction camps - Conducting training in decision making bodies - Training of Social Action Committees - Conduct temple entry programmes, Sahapankti

bhojans, monitoring mid day meal programmes, SC girls hostels on a regular basis

- Formation of State Gender Resource Pool - Development of Campaign materials & Training modules

291.23

193

Table No.12.1 – ANNUAL ACTION PLAN for 2011-12

S.No Component Activity Budget (Rs. Lakhs)

- Conducting Gender Studies and publication of periodical gender status reports

- Training to Staff – POPCCs/CAs/CRPs/SACs/NGOs/Civil society members/all SHG leaders

14 Monitoring, Evaluation & Learning

- Regular MIS Reports - Report on Data From SHG Audit Reports - Chenchu Development Study - Study on Sustainability Of Institutions - Study on Effectiveness Of Strategic Innovations - Study on Marketing Initiatives - First Report on Monitoring Mission - First Report of Development Audit Report - Report on Best Practices In The Project - Facilitation of Web-Based General Module - Repeat Study of 8500 SHG Member Households - Preparation of District Development Reports - Preparation of Draft Implementation Completion Report

for World Bank Mission - First Report of Process Monitoring - Household, Village and Bank Branch Survey - Baseline Survey for General Impact Assessment - Cornell Study on Disability Initiative - Internal Diagnostic Study of reasons for mortality rates –

differences between Abhayahastham and AABY subscribers

- Internal study on the impact of Masothsavalu in 3 districts

- Internal study on functioning of smart card system for delivery of pensions

- Preparaton of Andhra Pradesh State Perspective Plan for NRLM

- Preparation of IKP Annual Report (2010-11)

41.68 (Additional Budget for Studies is

given separately

under State Social

Observatory)

16 Support Functions - Administration 8500.00

- Procurement 181.85

- ICT 1117.81

- Communication 81.00

- Finance 153.37

- HR 38.81

Total 18966.35

In addition to the above normal budget, SERP has special programmes under which the budget

for 2011-2012 is as follows:

194

Table 12.2 Budget for Special Programmes for 2011-2012

Sl. No. Program Budget (Rs. Crores)

1 Skills Development under EGMM and Non-Farm Livelihoods 23.62

2 NRLM contribution under MKSP 20.51

3 State Social Observatory 5.70

The budget under State Social Observatory is to be financed under Programme Implementation

Support of NRLP. The details of the budget for Social Observatory are as follow:

Table No. 12.3 - Support for State Social Observatory (Rs. Crores)

Monitoring Missions, Community Audit reports, Best Practices, Case Studies 0.20

Impact Assessments 5.40

Process Monitoring 0.10

Grand Total 5.70

Given the above components of the overall budget for 2011-2012, the overall budget for 2011-

2012 is given below:

Table No. 12.4 - Overall Budget for 2011-2012 (Rs. Crores)

Component Source Rs. Crores)

NRLM GoI 123.19

GoAP GoAP 66.47

Skills Development GoI 23.62

NRLM Social Observatory GoI 5.70

MKSP GoI 20.51

Total GOI NRLM 123.19

GoI Skills Development 23.62

GoI Social Observatory 5.70

GoI MKSP 20.51

GOI Sub-total 173.02

GoAP Sub-total 66.47

Grand total 239.49

Thus, the contribution under normal NRLM by the GoI is at 51.42% of the total budgeted

expenditure for 2011-2012. From the above table it can be seen that the total amount to be

released by the MoRD, GoI form NRLM funds to SERP for the year 2011-2012 is Rs. 173.02

Crores. Given this, a sum of Rs. 57.36 Crores has already been released by the Department of

Rural Development, GOI, and, a sum of Rs. 115.66 Crores is to be released.

195

Project Costs from 2011-2012 to 20117-2018

The total estimated cost of project implementation over the next 7 years is Rs. 5255.52 Crores out of

which a sum of Rs. 1805.58 Crores (34.36%) is expected from NRLM program. The seven year plan

includes fund from World Bank*, GoI, GoAP. GoI sources include funds from NRLM, MKSP, NRLP Skills

Developmnent and NRLP Social Observatory. A summary of different sources and amounts are given in

the following table:

Table 12.5 : Summary of Different Sources of Funds (Rs. Crores) Source 2011-

2012 2012-2013

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Total

World Bank 0.00 68.52 87.18 160.09 204.30 229.91 0.00 750.00

GoAP 66.47 340.93 429.46 383.09 372.32 279.71 348.96 2220.94

GoI

NRLM 123.19 200.36 201.61 241.33 289.31 334.71 415.07 1805.58

Skills Development 23.62 35.00 35.00 35.00 35.00 37.00 33.00 233.62

MKSP 20.51 73.83 94.34 0.00 0.00 0.00 0.00 188.68

Social Observatory 5.70 7.97 5.60 10.72 5.60 5.60 15.50 56.70

GoI Total 173.02 317.16 336.55 287.05 329.92 377.31 463.57 2284.58

Grand Total 239.49 726.61 853.20 830.23 906.53 886.93 812.53 5255.52

*GoAP is in the process of submitting proposals for $150 million World Bank funding.

The component-wise details of budgeted expenditures are given in the following table:

Table 12.6 : Component-wise Budgeted Expenditure (Rs. Crores)

Component-wise Year-wise Budget (Rs. Crores)

Sl.No. Component

Source 2011-2012

2012-2013

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Total

1 IB

WB 11.9 11.9 25.2 38.6 39.6 127.2

GoAP 62.66 67.42 54.33 10 194.41

NRLM 22.25 12.00 9.02 1.38 30.98 75.63

Sub-total 22.25 86.56 79.32 79.53 47.62 40.98 40.98 397.24

2 CB

WB 0.00

GoAP 0.00 NRLM 15.00 22.00 18.00 17.00 16.00 12.00 100.00

Sub-total 0.00 15.00 22.00 18.00 17.00 16.00 12.00 100.00

3 PoP

WB 28.67 27.43 57.74 92.35 102.71 308.90

GoAP 60.00 85.00 62.50 60.00 0.00 267.50

NRLM 11.84 6.95 0.00 0.00 40.00 40.00 72.65 171.44

NRLP Skills Development 0.00 0.00 0.00 0.00 0.00

0.00

Sub-total 11.84 95.62 112.43 120.24 192.35 142.71 72.65 747.84

4 Land WB 0.00

196

Component-wise Year-wise Budget (Rs. Crores)

Sl.No. Component

Source 2011-2012

2012-2013

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Total

GoAP 0.00 NRLM 0.95 4.17 4.17 4.17 4.17 4.17 4.17 25.95

Sub-total 0.95 4.17 4.17 4.17 4.17 4.17 4.17 25.95

5 CMSA

WB 10.00 10.00 20.00 40.00

GoAP 10.00 15.22 25.11 33.06 34.77 0.00 0.00 118.16

NRLM 36.92 46.92 83.84

MKSP 20.51 73.83 94.34 188.68

Sub-total 30.51 89.05 119.45 43.06 44.77 56.92 46.92 430.68

6 LPD

WB 0.00

GoAP 0.00

NRLM 6.77 40.00 50.00 50.00 26.77 5.89 2.34 181.77

Sub-total 6.77 40.00 50.00 50.00 26.77 5.89 2.34 181.77

7 EGMM/Non Farm

WB 10.00 10.00 10.00 10.00 40.00

GoAP 0.00

NRLM 0.00 NRLP Skills Development 23.62 35.00 35.00 35.00 35.00 37.00 33.00

233.62

Sub-total 23.62 35.00 45.00 45.00 45.00 47.00 33.00 273.62

8 Marketing

WB 0.00

GoAP 0.00

NRLM 3.35 5.00 10.00 10.00 17.00 17.00 16.00 78.35

Sub-total 3.35 5.00 10.00 10.00 17.00 17.00 16.00 78.35

9 NTFP

WB 0.00

GoAP 0.00

NRLM 0.00 9.75 14.00 14.75 16.50 11.25 8.75 75.00

Sub-total 0.00 9.75 14.00 14.75 16.50 11.25 8.75 75.00

10 H&N

WB 27.95 37.85 57.15 53.35 57.60 233.90

GoAP 10.00 40.00 0.00 10.00 0.00 60.00

NRLM 6.03 34.83 10.59 35.78 32.57 40.37 97.97 258.13 Sub-total 6.03 72.78 88.44 92.93 95.92 97.97 97.97 552.03

11 Disability

WB 0.00

GoAP 0.00

NRLM 10.32 15.00 20.00 26.15 30.00 30.00 28.85 160.32

Sub-total 10.32 15.00 20.00 26.15 30.00 30.00 28.85 160.32

12 Gender

WB 0.00

GoAP 0.00 NRLM 2.91 5.00 18.00 18.00 20.00 25.00 14.00 102.91

Sub-total 2.91 5.00 18.00 18.00 20.00 25.00 14.00 102.91

13 CMES

WB 0.00

GoAP 0.00

NRLM 2.09 30.00 30.00 40.00 50.00 50.00 50.00 252.09

Sub-total 2.09 30.00 30.00 40.00 50.00 50.00 50.00 252.09

14 SSU

WB 0.00 GoAP 0.00

NRLM 2.69 12.96 14.26 15.68 17.25 18.98 20.87 102.69

Sub-total 2.69 12.96 14.26 15.68 17.25 18.98 20.87 102.69

15 M&L

WB 0.00

GoAP 0.00

NRLM 0.42 0.42

NRLP Social Observatory 5.70 7.97 5.60 10.72 5.60 5.60 15.50

56.70

Sub-total 6.12 7.97 5.60 10.72 5.60 5.60 15.50 57.12

16 Admin WB 0.00

197

Component-wise Year-wise Budget (Rs. Crores)

Sl.No. Component

Source 2011-2012

2012-2013

2013-2014

2014-2015

2015-2016

2016-2017

2017-2018

Total

GoAP 47.15 172.81 190.09 209.10 241.44 279.31 307.25 1447.15 NRLM 37.85 37.85

Sub-total 85.00 172.81 190.09 209.10 241.44 279.31 307.25 1485.00

17 Finance

WB 0.00

GoAP 0.00

NRLM 1.95 2.14 2.35 2.59 2.85 3.13 15.00

Sub-total 0.00 1.95 2.14 2.35 2.59 2.85 3.13 15.00

18 Support Functions

WB 0.00 GoAP 0.00

NRLM 14.65 3.92 2.62 2.62 2.62 2.62 2.62 31.65

Sub-total 14.65 3.92 2.62 2.62 2.62 2.62 2.62 31.65

19 IT

WB 0.00

GoAP 0.00

NRLM 2.50 2.50 2.50 2.50 2.50 2.50 15.00

Sub-total 0.00 2.50 2.50 2.50 2.50 2.50 2.50 15.00

20 Procurement

WB 0.00

GoAP 0.00

NRLM 1.08 1.33 1.33 1.33 1.33 1.33 1.33 9.08

Sub-total 1.08 1.33 1.33 1.33 1.33 1.33 1.33 9.08

21 Bank Linkages

WB 0.00

GoAP 9.32 19.44 21.39 23.52 25.88 0.00 31.31 130.86

NRLM 0.00 0.00 0.00 0.00 0.00 28.46 0.00 28.46 Sub-total 9.32 19.44 21.39 23.52 25.88 28.46 31.31 159.32

22 Sthree Nidhi

WB 0.00

GoAP 0.80 0.46 0.58 0.23 0.40 0.40 2.87

NRLM 0.00

Sub-total 0.00 0.80 0.46 0.58 0.23 0.40 0.40 2.87

23 All Components

WB 0.00 68.52 87.18 160.09 204.30 229.91 0.00 750.00

GoAP 66.47 340.93 429.46 383.09 372.32 279.71 348.96 2220.94

NRLM 123.19 200.36 201.61 241.33 289.31 334.71 415.07 1805.58 NRLP Skills Development 23.62 35.00 35.00 35.00 35.00 37.00 33.00 233.62

MKSP 20.51 73.83 94.34 0.00 0.00 0.00 0.00 188.68

NRLP Social Observatory 5.70 7.97 5.60 10.72 5.60 5.60 15.50 56.70

Grand Total 239.49 726.61 853.20 830.23 906.53 886.93 812.53 5255.52