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Terminal Evaluation

State Level Support to Livelihood Promotion Strategies-Rajasthan

Source: www.rajasthanlivelihoods.org

Final Report June 2012

Sutra Consulting

CONTENTS

ABBREVIATIONS...................................................................................................... 1

EXECUTIVE SUMMARY ........................................................................................... 2

CHAPTER 1: INTRODUCTION ............................................................................... 13

1.1 Project Background ......................................................................................... 13

1.2 Project Context and Environment ................................................................... 13

1.2.1 Policy Initiatives at National Level ............................................................... 13

1.2.2 Livelihoods in Rajasthan .............................................................................. 14

1.2.3. Employment Situation in Rajasthan ........................................................... 15

1.2.4 Rajasthan Mission on Skill and Livelihoods ............................................... 16

CHAPTER 2: EVALUATION PURPOSE & METHODOLOGY ................................ 17

2.1 Objectives and Terminal Evaluation ............................................................... 17

2.2 Evaluation Methodology .................................................................................. 17

2.3. Limitations of the Evaluation Study .............................................................. 20

CHAPTER 3: DESCRIPTION OF THE PROGRAM................................................. 21

CHAPTER 4: FINDINGS AND CONCLUSIONS ..................................................... 23

4.1 Scoring and Rating System ............................................................................. 23

4.2 Overall Rating of the Project ........................................................................... 23

4.3 Relevance (Appropriateness of Concept and Design) .................................. 23

4.4 Project Implementation and Management (Efficiency) ................................. 26

4.5 Effectiveness of the Project ............................................................................ 30

4.6 Assessment of Project Results ....................................................................... 34

4.7 Sustainability of the Project ............................................................................ 38

CHAPTER 5: FINDINGS - OUTPUT AND ACTIVITY LEVEL ................................. 42

5.1 Output 1: Capacity Building for Government ................................................ 42

5.2 Output 2: Institution Building .......................................................................... 43

5.3 Output 3: Livelihood Pilots .............................................................................. 45

5.4 Output 4: Skill Training .................................................................................... 48

5.5 Output 5: Knowledge Networking ................................................................... 49

5.6 Cross cutting Issue: Gender ........................................................................... 49

CHAPTER 6: LESSONS LEARNT .......................................................................... 51

6.1 General Lessons from the Project .................................................................. 51

Final Report, Terminal Evaluation, SLSLPS-Rajasthan

Sutra Consulting

6.2 Lessons from Specific Activities .................................................................... 52

CHAPTER 7: RECOMMENDATIONS ..................................................................... 54

7.1. Recommendations for UNDP / National Government .................................. 54

7.2 Recommendations for Government of Rajasthan ......................................... 55

ANNEXURE AND APPENDIX ................................................................................. 57

Annexure 1: Checklist for Stakeholders .............................................................. 58

Annexure 2: List of Stakeholders Consulted ....................................................... 65

Annexure 3: List of Documents Reviewed ........................................................... 69

Annexure 4: Project Logical Framework, NCIS, 2009 ......................................... 72

Appendix 1: Case Study: Dairy Cluster in Tonk District ..................................... 75

Appendix 2: Terms of Reference .......................................................................... 78

LIST OF TABLES

Table 2.1: Stakeholder Coverage for Evaluation ............................................................ 19

Table 3.1: Project Result and Outputs ............................................................................. 22

Table 4.1: Overall Scores for the Project on 5 Evaluation Parameters ......................... 23

Table 4.2: Scores for Appropriateness of Project Concept and Design ....................... 24

Table 4.3: Rating of the Project on Efficiency Parameters ............................................. 27

Table 4.4: Project’s performance on the parameter of Effectiveness ........................... 30

Table 4.5: Details of Factors that Facilitated or Impeded Achieving Outputs .............. 34

Table 4.6: Rating of Project Performance on its Results ............................................... 34

Table 4.7: Rating of the Project on Sustainability Parameters ...................................... 38

Table 5.1: Details of Activities under Output 1 ............................................................... 43






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ABBREVIATIONS

AWP Annual Work Plan

AI Artificial Insemination

BASICS Bhartiya Samruddhi Investments and Consulting Services Ltd

BPL Below Poverty Line

BRGF Backward Region Grant Fund

CBO Community Based Organization

CPAP Country Programme Action Plan of UNDP

DLE Department of Labour and Employment

DoF Department of Fisheries

DWCD Department of Women and Child Development

FGD Focused Group Discussion

GoR Government of Rajasthan

IEC Information, Education and Communication

ITC Industrial Training Centre

ITI Industrial Training Institute

KVK Krishi Vigyan Kendra

M&E Monitoring and Evaluation

MATU Mission Assistance Technical Unit

MIS Management Information System

MTR Mid Term Review

NCIS New Concept Information System

NGO Non Government Organization

NRLM National Rural Livelihood Mission

NSDC National Skill Development Corporation

NSSO National Sample Survey Organization

PPCP Public Private Community Partnership

PPP Public Private Partnership

PwD People with Disability

QPR Quarterly Progress Report

RCVET Rajasthan Council of Vocational Education and Training

REX Rural Employment Exchange

RFP Request for Proposal

RISE Rajasthan Institute of Security Education

RKVY Rashtriya Krishi Vikash Yojana

RMoL Rajasthan Mission on Skill and Livelihoods

SGRY Sampoorna Gramin Rozgar Yojana

SHG Self Help Group

SLSLPS State Level Support to Livelihood Promotion Strategies

SME Small and Medium Enterprise

TADD Tribal Area Development Department

UNDAF United Nation Development Assistance Framework

UNDP United Nation Development Programme


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EXECUTIVE SUMMARY

Background and Introduction Rajasthan Mission on Skill and Livelihoods (RMoL) was instituted under the Department of Labour and Employment, Government of Rajasthan (GoR) in the year 2004 with an objective of formulation and implementation of livelihood strategies for the poor in the state of Rajasthan. UNDP supported a preparatory phase during 2005-07 for developing an overall strategy for livelihood promotion based on various studies and consultations. BASICS Ltd. was engaged as the technical partner with RMoL. On the basis of the outcome of the preparatory phase a detailed proposal for livelihood promotion and skill development during 2008-12 was developed and approved for UNDP assistance under the name State Level Support to Livelihood Promotion Strategies (SLSLPS)–Rajasthan as part of the national programme of UNDP in 7 UNDAF states. Scope of Work The project will be completed in December 2012 and the terminal evaluation as per UNDP standard practice is intended to be a systematic learning for project partners. The evaluation exercise aims to generate and share experiences and knowledge from the implementation. It will also identify and document lessons and make recommendations that will be helpful in other similar projects. The recommendations include specific actions that might be taken to improve efficiency, effectiveness, impact and management arrangements of similar future projects. Specific objectives of evaluation include: To monitor and evaluate results and impacts, including an assessment of sustainability To provide a basis for decision making on actions to be taken post-project To assess the effectiveness and efficiency of resource use To document, provide feedback on, and disseminate lessons learned To assess the project’s response to, and the validity of, recommendations made by in the

mid-term review (MTR)

Evaluation Framework The terminal evaluation framework envisages capturing program relevance, efficiency of processes, outcomes and impact as well learning for future projects. This entails probing into project design and relevance, efficiency of operations and systems of the project, effectiveness of the project in achieving outputs as well achievement of desired results / impacts. The evaluation aims at compiling learning from the project and suggesting recommendations for future. Methodology of Evaluation The evaluation process adopted is mostly qualitative and includes both secondary review and primary study. Primary study includes interaction with several stakeholders in learning and sharing mode. Literature review includes studying all project documents including government correspondence, quarterly progress reports, annual work plans, project briefs, various studies and project design documents, project steering committee minutes. Different stakeholders were consulted through individual interviews and consultative meetings. The evaluation team interacted with key stakeholders from GoR, RMoL, UNDP, NGO partners and institutions involved in livelihood interventions and skill building and selected beneficiaries and trainees. Stakeholders were covered in four districts-Jaipur, Dungarpur, Tonk and Udaipur which covered most of the project activities in sample except few specific projects like sheep breeding in Bikaner, fish cluster in Banswara and Kanjar project in Jhalawar. Field visits and consultations were conducted during 14

th March to 2

nd of April 2012. Besides field visit and

interaction, a partner meeting was organized by RMoL on 3rd

April 2012 to share their experiences on the project for the evaluation team. The sharing workshop was attended by


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partners from different categories of interventions including those who were not included in the sample visits by the evaluation team. The evaluation reporting is based on the synthesis of information available from the documents provided by RMoL and UNDP and consultations at various levels. The findings are presented in standard UNDP evaluation reporting format given in the RFP. The project has been rated on evaluation parameters – relevance, efficiency, effectiveness, results and sustainability. For each parameter, multiple criteria have been developed and rated to arrive at a scoring system. Final rating is based on this scoring system. Evaluation process is limited to analysis of secondary documents, consultations and select field visits. Quantitative impact assessment survey of beneficiary was not undertaken owing to limited time. The findings are based on consultations and limited field visits which have been generalized and thus the findings may be limited to that extent. Evaluation Findings The overall rating of the project “State Level Support to Livelihood Promotion Strategies (SLSLPS)–Rajasthan” is “Highly Satisfactory” based on the scores on five evaluation parameters of relevance, efficiency, effectiveness, impact and sustainability. The project is rated satisfactory

1 to highly satisfactory on all the individual parameters. Each of the five parameters is

discussed in brief in the following section of this executive summary. Relevance: The first parameter is relevance which includes project need and contextual setting in State and national scenario, appropriateness of project design and its logical framework, achievability project objectives and adequacy of project inputs, stakeholder participation in design and appropriateness of selection of implementing partners and other stakeholders. The project is rated “highly satisfactory” on relevance aspect. Context of the Project: Establishment and promotion RMoL in 2004 was motivated by the need to address increasing unemployment and underemployment conditions in the State of Rajasthan. The State requires 8 lakh new livelihoods to be created every year for next ten years

2 and RMoL

was relevant in this context. The mission mandate is to build and disseminate knowledge, design livelihood promotion strategies, implement strategies through pilots, facilitate convergence and coordination, and promote policy reform and advocacy. Due to the unique structure and flexibility of RMoL with the public private partnership model involving GoR, UNDP and BASICS Ltd., it could engage with GoR significantly and made an impact in livelihood promotion and skill building arena in the State. As a result of its visible efficacy, the state government increased its budget allocation to RMoL from around Rs.20 Cr. in 2007-08 to Rs.60 Cr. in 2008-09

3.

Phase II project supported by UNDP was in continuation of RMoL’s active involvement in skill development and livelihood promotion space in Rajasthan and highly relevant in the context of development of National Rural Livelihood Mission (NRLM) and National Skill Development Mission. The project is as per the priorities of new Country Programme of GOI and UNDP for 2008-12 and Eleventh Five Year Plan, with poverty reduction as one of the focus areas. The project is part of UNDP’s poverty reduction programme and is relevant for GOI’s 11

th plan priority

and UNDP’s Country Programme Action Plan (CPAP) signed between the Government of India (GOI) and UNDP. The CPAP focuses on 7 priority UNDAF states - Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan and Uttar Pradesh. The focus is on disadvantaged groups including women, Scheduled Castes, Schedule Tribes, minorities, displaced persons and People with Disabilities (PwD). The UNDAF states including Rajasthan have relatively higher concentration of poor and disadvantaged community than other states. Poor people in these States have limited livelihood options and are highly dependent on

1 Moderately satisfactory, Satisfactory and highly satisfactory are in increasing order in UNDP rating system

2 Signed AWP 2008, calculated from NSSO 55

th round survey data, population estimate and unemployment rate

3 Agenda Note of the RMoL Sanctioning Committee Meeting, 27

th June, 2008


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agriculture and the informal economy. The project intervention of livelihood promotion for disadvantage group is thus relevant. The project, being part UNDP-India’s Poverty Programme is also relevant to UNDP’s global strategy for inclusive markets and pro poor business. Project Design: The project, State Level Livelihood Promotion Strategies–Rajasthan (2008-12) was designed after studies and action pilots undertaken during preparatory phase supported by UNDP during 2005-07. The project components are relevant as the interventions during 2008-12 have been planned on the basis of extensive ground work in preparatory phase. The studies in preparatory phase show that key segments seeking employment and livelihood include weaker sections such as youth from economically weaker sections with education less than 10

th class,

women, tribal, dalit, Muslims and slum dwellers. Possible solutions to address their livelihood issues were identified as skill training and placement, migration related services, access to credit, and entrepreneurship development training and assistance. RMoL conducted a series of workshops and consultative meetings at State, division and district level during 2006-07 with participation of various stakeholders working in diverse livelihood activities. This led to preparation of ‘Livelihood Strategy Paper’ for the State and created base for formulation of 5 year programme implementation work Plan which was submitted to UNDP. The project design was thus based on several studies and consultations and the outcome has been used to frame interventions. This process has involved multiple stakeholders including government departments, NGOs and livelihood promotion organizations and vocational training institutions. Stakeholder participation has been strong for the design process which was iterative and based on evidences and studies during the preparatory phase. The project logical framework was prepared during September 2009. The outputs are related to the broad outcome of poverty reduction and livelihood promotion of weaker section in Rajasthan. Project Outcome: Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced Project Output 1: State government capacity and coordination mechanisms strengthened for designing and implementing inclusive livelihoods strategies for vulnerable and disadvantaged groups and regions. Project Output 2: Institutions strengthened for providing effective coordination on towards livelihoods enhancement. Project Output 3: Innovative and scalable livelihoods promotion projects successfully developed with special reference to the vulnerable and disadvantaged communities and groups. Project Output 4: Skill development trainings for improving livelihoods opportunities. Project Output 5: Knowledge networking among all stakeholders for capturing and disseminating best practice, policy and learning.

It may be noted that QPRs from 2009 reported five different outputs.

4 This got revised in

September 2009 and five outputs were finalized as given in the M&E framework document by New Concept Information Systems. The QPRs from 2010 reflect the new outputs, but additionally keep project management as a 6

th component. QPR formats also changed from 2010 as per

UNDP guidelines. The outputs finalized are relevant and linked to the outcome. The logical framework if finalized earlier in the project could have helped for more effective reporting and results based management. The implementing partner is Department of Labour and Employment, GoR which is managing the project through RMoL (a section 25 company from 2010). UNDP is providing technical assistance through Mission Assistance Technical Unit (MATU) managed by BASICS Ltd. This is an innovative arrangement where the Mission has operational flexibility and a private technical support is available within the government structure which has been one of the key success factors for the project. SLSLPS-Rajasthan project deliverables are drawn from the broad outputs

4 First three QPRs for calendar year 2011


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of UNDP’s National and State Level Support to Livelihood Promotion Strategies. Three broad deliverables used in SLSLPS-Rajasthan AWPs till Q3 of 2009 from the five deliverables given in the national project brief include: State governments’ capacities and coordination mechanisms strengthened for designing and

implementing livelihood strategies for disadvantaged groups and regions Effective models of vulnerability reducing livelihood strategies and instruments demonstrated

in selected districts Increased opportunities created for diversifying livelihoods and skill development through

engagement with private sector and integration with market

The three deliverables used have been measured as reported in AWPs for RMoL through indicators such as number of state level livelihood strategies supported by UNDP, number of programmes undertaken to promote livelihood models and number of PPCP pilots supported by UNDP. RMoL adopted strategies concentrating on four aspects to achieve these deliverables. The means include the following: Knowledge building-case studies, thematic area studies, workshops, websites, research

studies and documentation of best practices Action pilots – action research on livelihood models for specific groups with partner

organizations Institution building – strengthening of existing institutions, creating new institutions in PPP

model for delivery of livelihoods program and skill training Policy advocacy – Research and policy recommendations to government in various sectors Overall, project design including its logical framework and choice of implementing partners and project components is found to be appropriate and the project components are in line with the objectives of the UNDP’s national project brief. The project scores very high on relevance. Effectiveness: Project effectiveness is broadly attributed to the appropriateness of planned activities to meet outputs, innovations, scalability and quality of outputs, ownership and value for money. The project is rated “satisfactory” on effectiveness. RMoL has been able to engage effectively with the government and the unique structure of the project implementation with government support and MATU support has been instrumental in making the project highly effective. The project has taken an exploratory approach and it is consistent with the innovation that is the key in RMoL. Diverse activities ranging from financial literacy to rehabilitation of kanjar community was piloted in the project. Most of these interventions were linked with government department for convergence. The diversity that the project offered is highly satisfactory. Further, the intervention has been planned on the basis of a systematic study and identification partners to ensure maximum impact and coverage. All partners are active in their domain of activity as well as locations of intervention, which enhances chances of quality outputs. RMoL had a robust start up with Shri M. L. Mehta, ex-chief secretary of Rajasthan as the first Deputy Chairperson and it has emerged as one of the key projects of GoR. Ownership of the project is found to be very high within the government and it is supported by the fact that RMoL is being converted to Rajasthan Skill and Livelihood Development Corporation in line with NSDC at national level and budget announcements have been made consistently for GoR support to skill building under RMoL. Total amount of GoR funds for RMoL was to the tune of 68 Cr.

5 An outlay

of Rs.140.16 Cr. is made for 12th Five Year plan document of GoR with FY12-13 plan standing at

Rs. 20 Cr. With additional allocations for urban BPL youth training, rural youth training and construction academy, total allocation for RMoL for FY12-13 is at Rs. 236.76 Cr which substantiates high level of ownership by the Government. GoR at the highest level has strong ownership with clear interest in the project. Key workshops were chaired by the Honourable

5 Data Till 2011


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Chief Minister and key meetings by the Chief Secretary. RMoL offered an open environment to function within the framework of government and had the opportunity to make attempts and innovations in livelihood sphere. This view, expressed by different stakeholders, demonstrates strong ownership. The budget of USD 2.6 million has been sufficient to achieve project objectives given that UNDP’s role was to facilitate the process with GoR and create replicable models. From the AWP it is clear that 42.5% of the budget has been spent during 2009 which is the highest till 2012 including planned expenditure in 2012. The activities picked up during 2009 and again withdrawal started during 2010 and 2011. The support for MATU human resources have also reduced during 2010-11 which has affected effectiveness to some extent. While the resources in terms of finance was adequate, delay in fund release and finance cycle wherein budget is allocated during March and utilization is asked during November had adverse effect on project delivery. There has been delay from GoR approvals in some cases. REX establishment in 7 divisional headquarters could not move forward after all selection process due to delay within the department of labour and employment and finance department. In terms of cost effectiveness the project has been able to achieve several outputs within the limited budget of USD 2.5 million (revised to USD 2.6 million). The project has achieved its objective of bringing in innovation in livelihood space and several learning and pilots are available for replication and scaling up. There has been significant achievements vis-à-vis the cost allocated for the project. Key achievements including the activities of preparatory stage may be summarized as: Engagement with GoR has been very strong and the project has been able to garner

Rs.57.45 Cr. from GoR during 2005-06 and 2010-11. Initiatives of RMoL has become the largest skill development programme in Rajasthan with

stakeholders convergence, curriculum development, mobile van based trainings, infrastructure support, e-learning module development, assessment and certification, skill vouchers (Akshat Kaushal Yojana) and job fairs. The skill training initiative has covered 1, 12,000 trainees so far. Training content for 171 courses in 30 sectors was designed for this activity.

Innovations in skill training: Construction training in Dungarpur and Banswara in PPCP mode, mobile van based skill training in 4 districts, development of e-learning modules in three areas

Policies recommendation to government has been offered through report on reasons for unemployment, study on fishery sector milestone 2010, draft state policy for People with Disabilities (PwD) 2011, consultation on domestic worker security related issues and convergence of livelihood schemes from various departments

Creation of knowledge resources through various studies, workshops and publications: 35 studies, 30 workshops and compilation of 29 best practices across India in the form of a livelihood compendium.

The project played a pivotal role in bringing out the effective convergence of various livelihood programmes and has worked in five districts to focus convergence for dovetailing 10 government schemes and have directly impacted 28,560 families.

Action pilots initiated for vulnerable groups and women: Working with 1,952 individuals in Jhalawar on rehabilitation of Kanjars, Promotion of micro enterprises for 160Tribal families in Udaipur district, financial literacy for women in Tonk district covering 10,000 women, establishment of Livelihood Resource Centre (LRC) in Partnership with NGOs in five districts, support services for migrant labour for 3,300 migrants at both source (Banswara, Dungarpur and Udaipur district) and destination (Ahmadabad) through capacity building of NGOs, and Skill training.

Sector specific pilots for livelihood promotion: Sheep rearing in Bikaner, strengthening women institutions for dairy in Tonk and rural tourism in Abhaneri, Dausa district


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Institution building: Facilitation for promotion of Rajasthan Institute of Security Education (RISE) and Construction Academies at seven divisional head quarters across the State

6,

establishment of Overseas Placement Bureau to cater employment opportunities overseas, piloting of Rural Employment Exchange (REX) at Dausa, facilitation of establishment of Rajasthan Council for Vocational Education and Training (RCVET) and Rajasthan Knowledge Corporation Ltd., establishment of Raj Kaushal Society for addressing the employment needs of the youth in the state.

Capacity building: Capacity building of government departments – training prachetas on entrepreneurship development for DWCD, training of employment officers on counselling, orientation of district officials on convergence in five districts, training of NGOs working for PwD.

Project effectiveness is also observed from the high quality outputs. Publications and dissemination documents like the livelihood compendium are of high quality. The institutions built due to initiatives under the project such as RISE, Construction Academy and Overseas Placement Bureau are forward looking, both for physical infrastructure and human resources. The quality of outputs in livelihood pilots like sheep breeding, dairy and fishery have also been significant. The evaluation team got a mixed observation during meeting with stakeholders on quality of training and skill development programmmes. Overall, it is felt that effectiveness could have been improved and higher effectiveness could have generated better results. Efficiency: Project efficiency is measured on parameters of project management system including project reporting and MIS, monitoring and evaluation, HR systems, financial systems, project management arrangement, resource usage and response of project to changing environment. The evaluation found the project was well managed and rates this as “highly satisfactory”. It is found that the project was well managed owing its government ownership and strong leadership. The project exhibits dynamic project management with quick response to changing environment and generating government support as per the need. This is demonstrated by the unabated progress even with change in government. The project has shown flexibility to change the interventions and budget allocation as per changing need. For example budget under REX got shifted to RISE and Construction Academy after the approval for REX got delayed. Activity 5 of AWP 2011 was changed to activity number 9 under promoting livelihood of tribal families through identification and adoption of several SMEs as income generating enterprises.

7 Project

anticipated risks due to change of government and incumbency in nodal departments, delay in fund flow and manpower reduction in MATU has been managed adequately. The project M&E framework was finalized during Sept 2009. Results based management would have been more effective if the log frame was available in the beginning. The MIS was expected to include monitoring of Government funding for the skill training programmes and other UNDP funded programme.

8 A software firm, STAM-Hyderabad was engaged for this activity, but could

not complete the same. Ideally the MIS agency and NCIS should have interacted together with RMoL and the M&E consultant and developed the MIS keeping everyone’s data need in mind. RMoL is using several progress reporting formats, however a comprehensive online MIS has not been established. PSC meetings for the project were organized regularly. The effective date for the project is 23.10.2008

9. MATU had submitted the AWP for 2008 which involved budget for the last quarter

of 2008. It was decided that BASICS Ltd. should open a separate account till registration of RMoL and receive funds from UNDP on the basis of project budget approved in the PSC. The project observed delay in project sanctioning from UNDP and subsequently release of funds.

6 GoR now plans to have RISE model in 33 districts and target to train 15000 youth per year

7 10

th PSC Meeting Minute July 25, 2011

8 RMoL QPR Q1, 2010

9 As per the 1

st PSC meeting held on 24

th October 2008


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UNDP release funds in four quarters as per the approved AWP. The total budget outlay for AWP 2009 was Rs. 5. 41 Crore. The first installment of Rs. 90.32 lakh under AWP, 2009 for the 1st Quarter was received on 2nd March 2009. An amount of Rs. 14.94 lakh was utilized till 31st March, 2009.

10 The second installment was received on 13

th August 2009 to the tune of Rs.1, 75,

25,000. These delays were managed by the project team, but has affected pace of the project implementation to some extent. In terms of contracting and management of partners, it was observed that contracts were short term in nature and renewed after one year after 2009-10. As the approval process for renewal of contracts took time, there were small periods of discontinuity. Longer duration contracts could have given the partners more space to work and made the intervention more efficient. For overall project planning of four years, the decision on MATU staff and resources if planned in advance would have made the project run more efficiently. Total funds allocated for the project was adequate and allocation to different components is satisfactory. GoR sanctioned an amount of Rs. 57.45 Cr for RMoL during 2005-06 to 2010-11. Receipt from UNDP was to the tune of Rs.10.77 Cr. from 2006 to 2011. The support from UNDP during 2008 to 2011 was budgeted at USD 2,611,718 (revised from USD 2,500,000). Budgeted figure for 2012 is USD 128,625 as per AWP 2012. USD 2,483,093 was spent till end of 2011 indicating complete expenditure against receipt.

11 Funds allocated against output 4, skill building

has been the least as the actual cost of training in this component is supported by GoR. Allocation of funds for output 5, conducting workshops, films and publications is the highest. Component 3, pilots for livelihood promotion instead could have got more allocation which has major activities and pilot projects. Financial management systems for the project have been sound for the project and audit reports for 2009 and 2010 by S P Chopra and Co. give a fairly unqualified opinion on statement of expenditure (combined delivery report for UNDP projects), assets and equipments and cash position. Only one item of high risk was indentified which was overstating of CDR with project balance fund of Rs.1.24 Cr. which was due to non-undertaking certain planned activities. Project Results: This evaluation parameter looks at use of project outputs produced, outcome achieved, impact on the target group or institutions and overall significance of the outcomes in the region. Project results are in support of 11

th plan priorities of Government of India and UNDAF outcome

and UNDP CPAP outcome. In line with 11th Plan focus State Level Support to Livelihood

Promotion Strategies (SLSLPS), Rajasthan has supported creation of employment opportunities for the deprived group, created opportunities for weaker section, improved access to financial services by the poor and skill development of weaker sections. The project outputs support UNDAF outcome and enhanced opportunities for disadvantaged groups such as Kanjars, women involved in dairy project, migrant labour, and tribal population through tribal SME interventions and skill training options through mobile vans for the weaker section. It has demonstrated options available for disadvantaged groups like the PwD through policy initiative and skill training. The skill training programme has taken about 30% women participants indicating focus on women in line with the UNDAF outcome. Case studies and success stories are available where individual women and SHGs have started sustainable micro enterprises due to project interventions in components like tribal SME, dairy project and capacity building of pracheta in DWCD. Skill training initiative has supported both placements as well as self- employment.

10

Agenda for PSC meeting held on 17th

April 2009 11

Figures till Dec 2011 provisional as given in AWP 2012


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The project was initiated as a pilot in number of interventions and created an impact in the livelihood promotion and skill building area in Rajasthan as well as at the national level. Some of the key impacts that can be attributed to the project include: The project has been able to create an environment of skill building in the state; it is taken as

a priority by government and included as part of state budget. Government has set the process of converting RMoL into Rajasthan Skill and Livelihood

Corporation and it is envisaged that the corporation will be the key entity to facilitate all skill development activity in the State in the line of National Skill Development Corporation

The project is cited as an example for UNDP and other UNDAF states have learned from this experiment. Jharkhand State Livelihood Strategies for Livelihood Promotion representative visited RMoL to learn and share experience in skill building and training

The reach of the project has been significant - 5 lakh12

people have been impacted under various skill development and livelihood promotion activities. 1 lakh jobs have been created of which 45% is self-employment. About 30% of the skill building trainees have been women.

On the basis of pilot for training to people with blindness, Social Justice Department has initiated adding learning software costs in the scheme for strengthening of Blind Schools in Rajasthan.

The project has trained prachets under DWCD, Rajasthan on enterprise development and the department has included the same as a regular internal process. Some prachetas have further conducted this training for sathins and SHGs and the SHGs have started enterprises after these training (ex: dona making, pitcher making).

The project was able to bring about strategic change in the policy for PwD for the first time: draft state policy 2011 for people with disability was formulated and adopted

The project conducted a study on fishery sector development and based on its recommendations fishery sector milestone 2020 for Rajasthan was prepared by GoR

Significant capacity was built for NGOs and government departments in terms of livelihood resource centres, convergence and skill building. The enhanced capacity of government departments has resulted in convergence of schemes and more than 28,560 families have been benefited

Pilot projects have been able to organize funds / support through convergence. Examples include Kanjar project in Jhalawar garnering support from Department of social justice, Department of fisheries and Ford Foundation for fishery project in Banswara, Rajsamand District Livelihood Centre garnering support from Hindustan Zinc Ltd. and from district administration through RKVY.

Sustainability: This parameter evaluates the likelihood of continuation of interventions initiated due the project, scaling of pilot activities, institutional and financial arrangement in post project scenario. The project is rated as “satisfactory” on sustainability though there are areas of concern. GoR is already in the final stages of converting RMoL into Rajasthan Livelihood and Skill Development Corporation

13 which will undertake the skill building initiatives in the State. It may

be noted that the institutional framework is not completely ready and GoR is in the process of finalizing it. Looking at the transition period and subsequent task of the corporation given the expectation of GoR it should have scope to have professional inputs through a system of open recruitment or consulting services ensuring competitive service terms that will attract best talent from the market. RMoL in the current form had enough flexibility with support from UNDP separately for MATU and exploratory interventions such as studies, research and dissemination were possible. The corporation needs to have an arrangement to retain this flexibility while making the private player or consultant accountable and monitored by the corporation. Most of the Skill building and training programmes in the project is supported by GoR and state budget provisions for RMoL has been made to continue the skill training initiatives including RISE

12

Of the 5,06,693 beneficiaries till date, 1.18 lac would be in the preparatory phase 13

AWP Jan-March 2012


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and Construction Academies. MATU through UNDP support has been assisting the implementation and coordinating these activities. The proposed corporation should have adequate and competent resources to manage large scale training activities to be undertaken through both government and private agencies like ITI/ITC/NGOs/large training providers and other specialized agencies. RMoL has already floated expression of interest from service providers and shortlisted agencies. GoR is planning to keep a high percentage placement condition for such training delivery. For quality outputs it is suggested that adequate monitoring mechanism is placed both for government and private institutions. Given the current situation, sustainability of the skill building programme is very likely. Quality and innovation in training would depend on the flexibility available to the corporation and its staffing. The livelihood interventions in the project were mostly pilots and many of these have been able to make an impact including tribal SME, Kanjar project, fishery, sheep breed improvement and dairy cluster. Interaction with partners indicate that they have been able to generate some funding for sustainability from government scheme / private company / donors, however these may not be sufficient to give the same impetus to the projects as available during UNDP support. Though success is limited in terms of area of operation and number, all of these projects require longer term support to make the impact felt on ground. It is suggested that the proposed corporation would have a separate unit looking at livelihood promotion which can look into these existing interventions or promote new projects that are relevant. If livelihood unit is not possible, the corporation should look at supporting or scaling up these good examples by linking them to Rajasthan Rural Livelihood Project (RRLP). At present this is not clear and the partners for these projects are raising funds to manage the activity on their own. Most partners, being already into the specific field of operation, are able to manage the activity trough their own sources to some extent. Besides livelihood pilots UNDP support were used by the project for capacity building of different stakeholders, policy studies, workshops and knowledge sharing and convergence efforts. These initiatives were directly managed by RMoL through MATU assistance. For Convergence district committees were formed in five districts, but withdrawal of district managers has affected this effort. Sustainability of these efforts is less likely in the corporation model unless a provision for technical assistance unit is created and budget provisions are made for the same. Some activities like REX pilot could not be extended to seven divisions as planned in the project. Other activities like training and workshop on convergence, training of prachetas and employment officers have been one time activities and further development on these activities can take place if the new corporation accesses support from a donor or have a dedicated unit to conduct these experiments with allocated budget. There are good examples like DWCD which has internalized pracheta training within the system, however capacity building of government departments need to be looked at on a continuous basis and there sustainability can come through institutionalizing it in the proposed corporation. Recommendations Post Project Institutional Framework and Scaling Up The proposed Rajasthan Livelihood and Skill Development Corporation should offer scope

for private sector participation with desired flexibility as it was available with MATU in the current structure of RMoL. Due monitoring and performance parameters can be designed for engagement of such private player.

The management structure of corporation should be independent and the corporation board / managing committee needs to be given freedom in operations and financial aspects

During the transition, the experience of professional staff of MATU involved currently in the project would be important as they have been involved closely with RMoL. GoR is already supporting some staffs for 2012, the extent and modalities can be decided by the government.

GoR funds have been supporting skill training under RMoL which is likely to continue in the corporation model; however livelihood promotion should also be given adequate importance.


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It is suggested that extended support to successful pilot interventions in livelihoods promotion for vulnerable and weaker section and their scale-up may be planned by the corporation for realizing the impact. In case this is not feasible within the corporation framework, the interventions can be linked and supported by Rajasthan Rural Livelihood Project (RRLP).

The corporation needs to have a specific unit for policy research which would engage in advocating specific policies that would facilitate livelihood promotion and skill development. For example, enabling legislation for making security guard job into a skilled labour category is an important finding from the evaluation study. The policy unit needs to engage with the state and central government and facilitate enabling such legislation.

As convergence and coordination are the key components for dovetailing the services of various stakeholders for the target beneficiaries, mechanism should be established for continuing these services in the project districts. District Livelihood Cell experiment in the project had a good impact on livelihood promotion during 2009-10 in the project. Based on this experience the corporation may think of a structure that will facilitate convergence at district level.

Operational Effectiveness of New Institution Skill building should be demand driven and reflect market needs at local level as well outside.

The training component can have budget for labour market survey, IEC campaign to generate enquires and candidates for the training, course structure updation, post training support facility for bank linkage / scheme linkage for self-employment, placement facility and student tracking mechanism for 2-3 years. These may not be ignored in a target driven approach with pressure for large number of people to be trained. A comprehensive end-to-end service may be assigned to the training institutes and agencies.

A general acceptance and demand for vocational courses and its prospects need to be conveyed to the youth who are school drop outs. The new corporation can take a lead role in communicating this message through adequate IEC support.

UNDP support has been vital for experimental learning, capacity building, innovative pilots, policy studies and knowledge building. Specific provisions should be there in the corporation structure to undertake these activities. The corporation can also look outward for receiving grants from possible donors to undertake these activities.

Project monitoring and evaluation systems including the MIS should be strong for understanding the progress and mid-course corrections. The new corporation must have a MIS designed from the beginning to track the progress of various activities and a set M&E framework including progress monitoring standards and indicators as well evaluation studies.

Suggestions for UNDP SLSLPS-Rajasthan has shown number of workable innovations that are in support of

reducing vulnerability and enhancing opportunity for the weaker sections. UNDP can support similar initiatives at national level or other states for the forthcoming Country Programme.

The current project in the new institutional format of corporation may need technical support at policy and strategy level, linkages with different state governments and facilitation of policy linkage at national level. If possible a follow up plan by UNDP at a higher level support can be thought of in UNDP’s country programme starting 2013.

There has been delay in release of funds to the project as well as partners due to approval process within UNDP. The system of short term contracts is not conducive for partners engaged in livelihood interventions. UNDP may review this process of contracting and look at possibility of longer duration contract and resource plan for the whole project in the beginning with periodic performance review options.

Learning from the Project Project design to be based on sound principles – The preparatory phase, associated studies

and initial pilots did contribute to effectiveness and results of the project. There was a


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systematic approach of study followed by identification of possible partners and their selection. This can be applied in other projects to reduce the risk of non-performance.

Key Success Factors needs to be kept in mind – Continuous support and ownership of Government, involvement of high caliber personnel and visionaries at the core, technical support from UNDP and flexibility offered to the implementing agency, RMoL have been key to success.

Benefits of private sector participation – There has been clear benefits of having a private player providing services through MATU to RMoL which is an unique model and this gave the project flexibility to experiment with various proposals and interventions. In terms of delivery, private players have been involved in training delivery, institution building and livelihood promotion which have been supportive of achieving targets for training and building effective institutions.

Convergence to leverage other government schemes – Convergence was an activity to build government capacities and promote development schemes impacting livelihood for poor. The impact has been laudable. The project and its interventions have been linked to some of the schemes, but the scope can be enhanced at district and below district levels. It is important to dovetail with existing schemes by various departments to make the project more effective.

Long term project planning – Project partners as well as implementing agency and resources involved can focus on the interventions more effectively if the plan for the entire duration of the project or pilot / intervention can be communicated in the beginning. It will reduce uncertainty, staff turnover and risk of inefficiency.

Institutionalization of Project M&E and MIS – A robust MIS and M&E system at the beginning of the project can help the management taking appropriate decisions, monitor progress and evaluate performance periodically. With large scale beneficiaries and institutions involved, MIS helps generating reports on partners, institutions, trainees and beneficiaries.

Continuous Correction Mechanism – The project needs to responds to changed environment with changes within the government, incumbency in implementing department, revision of budgets, and delay in approvals for subprojects or dropping out of partners or service providers. The project should be able to manage the risk on way, work in a dynamic environment and adapt to the need.


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CHAPTER 1: INTRODUCTION

1.1 Project Background

Rajasthan Mission on Skill and Livelihoods (RMoL) was instituted in Department of Labour and Employment, Government of Rajasthan in 2004 with an objective of formulation and implementation of livelihood strategies for the poor in Rajasthan. UNDP supported a preparatory phase during 2005-07 for developing an overall strategy for livelihood promotion based on various studies and consultation. BASICS Ltd. was engaged as technical partner with RMoL. On the basis of the outcome of the preparatory phase a detailed proposal for livelihood promotion during 2008-12 was developed and approved for UNDP assistance under the name State Level Support to Livelihood Promotion Strategies (SLSLPS)–Rajasthan as part of the national programme of UNDP in 7 UNDAF states. The policy framework for the Government of India-UNDP project SLSLPS-Rajasthan is provided by the India-United Nations Development Assistance Framework (UNDAF) 2008-12 and the UNDP country programme 2007-12. The objective of the UNDAF was "promoting social, economic and political inclusion for the most disadvantaged, especially women and girls". Rajasthan is one of the seven states in which the UNDP Country Programme 2008-12 is being implemented. The focus area of the UNDAF, which the project seeks to address, is facilitating and supporting convergence mechanisms to create and maximize synergies between government departments and other partners. The indicative project budget was of USD 2.5 Million (INR 125 million). The amount was later revised to USD 2.61 million (AWP 2012). The start date of the project was October 1, 2008 and the end date is 31 December 2012. Few significant changes, which occurred during the life of the project, are: Registration of RMoL as a section 25 Company Proposed conversion of the Company into a fully owned Government Corporation Two changes in the vice chairmanship of the Project steering committee Appointment of a Managing Director recently No mid-term evaluation was conducted. Periodic monitoring visits by UNDP took place as per schedule. RMoL staff also conducted periodic field visits. The training effectiveness for the skill development component was ascertained through assessors, appointed for the purpose. This final evaluation takes cognizance of all the above evaluations.

1.2 Project Context and Environment

1.2.1 Policy Initiatives at National Level

The major policy initiatives and enabling legislations brought out by Government of India to address the livelihoods and employment challenges, particularly for hitherto socially excluded groups were Mahatma Gandhi National Rural Employment Guarantee Scheme, Backward Regions Grant Fund (BRGF), Right to Information Act, National Rural Health Mission, Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act (passed in December 2006), Unorganised Sector Workers’ Social Security Bill (2007), Micro Finance Sector (Development and Regulation Bill) (2007) and the National Skills Development Policy (2008). Decentralized planning, convergence of various schemes and programmes, transparency and accountability, strengthened information channels for the poor, participatory monitoring and evaluation, livelihood promotion and skill building, etc. have became important instruments of state policy during the eleventh five year plan. Important lessons learnt from government, NGO and donor supported programmes in the past included the need for approaches which give primacy to vulnerabilities of the poor, involving


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them in identifying options and strengthening their capacities, removing social, political, infrastructural and institutional barriers, evolving mechanisms for multi-stakeholder engagement, effective convergence and coordination between departments/stakeholders, identifying options for private participation, effective monitoring, knowledge sharing and generating public feedback, improving access of the poor to credit and financial services as well as expand the social infrastructure and involving civil society and PRIs in livelihood promotion among others. The design of the project has taken into account the policy environment described above.

1.2.2 Livelihoods in Rajasthan

Rajasthan, India’s largest State, accounts for 10.4 percent of the total land mass of India and 5.5 percent of population. The State contributes only 2.7 percent of India’s Gross Domestic Product and 1 percent of water resources. The population of Rajasthan is 68.6 million (2011), with a density of 201 persons per square kilometre. The State is characterised by a non-nucleated, dispersed pattern of settlement, with diverse physiography ranging from desert and semi-arid regions of Western Rajasthan to the greener belt east of the Aravallis, and the hilly tribal tracts in the Southeast. In 1972-73, Rajasthan had a lower percentage of households living below the poverty line, compared to the rest of India. The rate of decline in the poverty rate has been faster than that for the country as a whole. The poorest region is southern sub-region comprising the districts of Udaipur, Dungarpur, Banswara, Rajsamand, whereas the western zone, comprising all the desert districts and the agriculturally prosperous districts of Ganganagar and Hanumangarh, has the lowest overall poverty ratio. The North Eastern region comprising districts of Jhunjhunu, Alwar, Bharatpur, Dholpur, Sawai, Madhopur, Jaipur, Sikar, Ajmer, Tonk, Bhilwara, and Dausa have 17.33 percent of people living below poverty line. The South-eastern region comprising Chittorgarh, Bundi, Kota, Jhalawar and Baran has 28.6 percent population living below poverty line. Most of the districts in Rajasthan have low Human Development Index (HDI) values, ranging from the highest of 0.656 in Ganganagar and low HDI of less than 0.5 in Dungarpur, Barmer, Banswara, and Jalore. A study sponsored by RMoL

1 showed that income poverty and food insecurity is the highest

among tribal population. Thirteen per cent families had monthly income of less than Rs.250 and another 16% less than Rs.500. In terms of land holding, 37% of SCs own no land and another 35% own less than 1 hectare. In comparison only 20% of STs are landless, while another 55% own less than 1 ha. 24% of BPL families did not own any land. The State has a predominantly agrarian society, with nearly 70 percent of its population depending on agriculture and allied activities. Agriculture is followed by manufacturing sector with 7.4% employment, and trade and commerce with 6.4% employment. The unequal distribution and poor quality of land, low agricultural productivity and water scarcity for irrigation are main constraints in agriculture. 61% area lies in arid and semi-arid tracts, where soils are of poor fertility, have low water holding capacity and high infiltration rate and are shallow in depth in some areas. Livestock rearing is the second most important source of livelihood in Rajasthan, especially for the poor and in the western regions of the State. Milk productivity of cows and buffaloes in Rajasthan has increased in recent years. However, the fodder requirement for large livestock is a matter of concern which is putting stress on the ecosystem. Small livestock like poultry, goats and sheep are important in the livelihood strategies of small and marginal landowners as well as of the landless. Goat rearing is widespread across the state. Western Rajasthan, particularly the desert areas, has a high concentration of sheep rearing activities. However, they are largely unorganized and lack quality veterinary services on time and greater value addition and marketing support is needed to increase household incomes.


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There has been a distinct shift of labour from agriculture as seen from the share of agricultural workers to total labour force which fell from 86.7% in 1983 to 72.9% in 2005

14. Although the

labour force in overall agriculture is declining, the growth in non-agricultural employment is not fast enough to compensate for this decline. Under-employment is widespread especially in the rural agriculture sector and very significantly in the urban informal sector. Forests are an important source of livelihood for the poor in Rajasthan, and approximately 5 million tribal people derive seasonal incomes through the collection, processing, transportation and marketing of Non-Timber Forest Produce (NTFP). There are often conflicts between the local people and the forest department; as these forests are often the only source of fuel-wood, fodder and timber for the people. Forest conservation in many cases appears antagonistic to people’s livelihood security, although there are increasing signs of cooperation and community participation. The non-farm sector, particularly mining and quarrying, leather, textile, repairs and small engineering, and tourism, is growing significantly in the State. More of informal sector livelihoods are expected to arise in the new economic activities like retailing, security, hospitality, entertainment, food and catering, field work in telecom, transport, financial services, and courier and freight movement. Rajasthan is rich in mines and minerals. Mining provides livelihood to a large number of migrant labourers, and quarrying constitutes a secondary source of income. As a large portion of the unorganised and unskilled workforce is recruited from the vulnerable sections of society, Workers’ benefits (such as minimum wages, insurance, pension, bonus, etc.) are normally unavailable to these groups, who often do not even get minimum wages, compensation for overtime, etc. Apart from dangers to life and limb (and livelihood), high levels of air pollution in mines lead to incidence of lung related diseases.

Rajasthan is famous internationally for its traditional craftsmanship in leather goods. Along with textile products, gems & jewellery, leather products (such as jutis, mojris and bags) are important earners of revenue for the State and income for its artisans. However, the growth prospects of the leather sub-sector are constrained due to poor technology, lack of infrastructure and appropriate linkages with markets. Communities that are traditionally connected with leather work have been subject to social discrimination. High school dropout rates and poor standard of education, inadequate infrastructure for hygiene, sanitation and safe drinking water, prevalence and spread of communicable diseases etc. are the major issues affecting the human capital in Rajasthan. Added to the above are the problems of natural disasters, social vulnerabilities and exclusion of the poor from decision making and exclusion of the poor from financial services.

1.2.3. Employment Situation in Rajasthan

Rajasthan has the lowest unemployment rate in the country. The NSS round on unemployment, conducted in 1993-94, estimated that chronic unemployment in Rajasthan was 0.4 per cent in rural areas and 1.8 per cent in urban areas as compared to the national unemployment rates of 1.8 per cent for rural areas and 5.2 per cent for urban areas. However, these figures hide the extent of under-employment. While under employment for males is only marginal (3% in rural and 2 % in urban), it is much more for females (16 % in rural and 14 % for urban areas). Also the size of the labour force is huge at 28 million which is growing at over 2% each year. The annual growth rate of employment at just over 1% has been unable to keep pace with the rate of increase of the labour force causing a rise in unemployment. Further, Rajasthan has about 2

14

State of Livelihoods in Rajasthan: An Assessment, 2008 by Srinivasan N & Srinivasan G.


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million “working poor”, who are employed for very low wages or are unable to earn enough from self-employment. Thus, a major challenge for Rajasthan is to ensure faster pro-poor growth which generates sustainable livelihoods. Generating livelihoods on such a large scale requires innovative strategies, build capacity of existing livelihood intervention agencies to expand services and greater convergence of stakeholders.

1.2.4 Rajasthan Mission on Skill and Livelihoods

The Rajasthan Mission on Skill and Livelihoods (RMoL) was established in 2004 under the Chairmanship of the Chief Minister as an umbrella mechanism that could innovate and coordinate all these efforts. It was instituted in Department of Labour and Employment, GoR. The Mission is a think-tank comprising a board of 14 people. With UNDP support, BASICS Ltd. is providing technical assistance to the Mission in designing and implementing livelihood strategies, through the Mission Assistance Technical Unit (MATU). UNDP support to the Mission started in 2005 when BASICS Ltd. was inducted as MATU. From October 2008, the UNDP began its second phase of support with the signing of a tripartite agreement. In the first two years of its operation, the focus was on the following: Working with different departments and stakeholders to analyse livelihood issues of the poor

and disadvantaged groups (e.g., SC, ST, salt workers, pastoralists, urban poor) and for sectors on which the they depend heavily for subsistence and income (mainly agriculture, livestock, migration, crafts)

Assessing barriers to livelihood promotion for these groups Designing holistic strategies to address the specific needs of sectors and social groups Establishing mechanisms for partnerships and convergence of resources/expertise between

relevant departments and key stakeholders. This included reviewing schemes and budgets of line departments and suggesting ways of reorienting these to respond more effectively to needs of the poor and/or creating employment opportunities for them, identifying opportunities for the poor in emerging sectors such as tourism, services and industry in both rural and urban areas and accordingly worked with state departments to organise employment fairs, design market driven skill training modules, develop PPP models for skill delivery and restructure employment exchange.

RMoL’s operation in the preparatory phase aimed at developing an overall strategy for livelihood promotion for the poor and vulnerable segments of the population, particularly women based on various consultations, studies, demand and supply side analysis. On the basis of the outcome of the preparatory phase a detailed proposal for livelihood promotion during 2008-12 was developed and approved for UNDP assistance. During this period project focused on (i) strengthening government capacities for design and implementation strategies, (ii) establishing mechanisms for participation of disadvantaged groups and designing effective livelihood models for them, (iii) establishing partnership among government, technical institutions and private sector for diversifying skill development and livelihood and (iv) knowledge management and policy advocacy.


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CHAPTER 2: EVALUATION PURPOSE & METHODOLOGY

2.1 Objectives and Terminal Evaluation

The project will be completed in December 2012 and the terminal evaluation as per UNDP standard practice is intended to be a systematic learning for project partners. The evaluation exercise will generate and share experiences and knowledge from the implementation. It will also identify and document lessons and make recommendations that will be helpful in other similar projects. The recommendations would include specific actions that might be taken to improve the efficiency, effectiveness and impact and management arrangements of similar future projects, if taken up. Specific objectives of evaluation include: To monitor and evaluate results and impacts, including an assessment of sustainability; To provide a basis for decision making on actions to be taken post-project; To assess the effectiveness and efficiency of resource use; To document, provide feedback on, and disseminate lessons learned; and To assess the project’s response to, and the validity of, recommendations made by in the

mid-term review (MTR).

The Terminal Evaluation is intended to be a systematic learning exercise for all the stakeholders. The exercise is therefore structured so as to generate and share experiences and practical knowledge. To achieve this, the evaluation has taken place in a consultative rather than an advisory manner. It identifies and documents lessons learned and make recommendations that might improve design and implementation of similar projects, or maximize the impact of the project going forward. It is important to emphasize that the process is not about finding fault or a proxy for measuring individual or institutional performance. From the point of view of the design and implementation of the project, the key stakeholders are Department of Labour and Employment, Government of Rajasthan

Other State Departments of Government of Rajasthan

Rajasthan Mission on Skills and Livelihoods (RMoL)

NGOs/CBOs associated with the project

Communities in the field districts

UNDP India country office

2.2 Evaluation Methodology

Evaluation Framework

A framework was developed for this terminal evaluation to capture program processes, outcomes and impact as well learning for future projects. This required probing into both operations and systems of the project as well achievement of desired outcomes / impacts. The evaluation focused on:

Learning from the project on situation specific strategies and contextual success factors that

lead to desired outcome / impact in different project areas / communities Processes and systems supporting implementation of the project and if they have supported

the desired outcome Extent of external factors and community attributes and capacities influencing the outcomes Output achievement in for various components over the duration of the project.


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The evaluation framework measured project relevance, achievement of the project goal, its effectiveness, efficiency, impact, learning and sustainability. This Final or terminal evaluation

15 is

a summative evaluation undertaken towards the end of the implementation phase of the project with the objective of determining the extent to which anticipated outcomes were produced. It is intended to provide information about the worth of the programme. Summative evaluations go a step beyond mid-term evaluations which have a formative nature as they are undertaken around the middle period of implementation of the initiative and the findings are used to improve performance. Terminal evaluation also differs from ex-post evaluation, which though summative in nature, is conducted usually two years or more after completion. Its aim is to study how well the initiative served its aims (long term results or impacts) and to assess sustainability of results and impacts and to draw conclusions for similar initiatives in the future.

According to the terms of reference provided to the consultant, this evaluation though terminal in nature, combines certain elements of ex-post evaluation like sustainability and lessons for future. However, the assessment of these aspects presented in the report is based on medium term effects of project interventions.

In the UNDP framework, a distinction is also made between outcome evaluation, project evaluation and impact evaluation. Outcome evaluations assess UNDP contributions towards the progress made on outcome achievements, which are generally identified in the project logical framework.

Project evaluations are commissioned by UNDP programme units for their respective projects. The purpose of project evaluation is to make improvements, to continue or upscale an initiative, to assess replication in other settings, or to consider alternatives and are carried out within the clearly defined scope of a single project. On the other hand, impact evaluation is an evaluation of the effects—positive or negative, intended or not—on individual households and institutions, and the environment caused by a given development activity such as a programme or project. Such an evaluation refers to the final (long-term) impact as well as to the (medium-term) effects at the outcome level.

Some elements of each of the above types of evaluations are contained the Terms of Reference, but basically the evaluation focus is the individual project and on linkage of outputs to the outcome.

15 http://web.undp.org/evaluation/handbook/ch5-3.html

Project Design

• Influences

• Resources

• Situation, Need Assessment

• Participation of stakeholders

• Relevance, selection of activity and partner

Activities - Output-Short term Outcome

• Log frame design

• Processes, Effectiveness

• Systems, MIS, Efficiency, M&E

• Project Management

• HR, Finance and operations

Outcome, Results - impact-Learning

• Ownership

• Sustainability post project

• Realization of impact

• Unintended outcomes

• Policy adoption

http://web.undp.org/evaluation/handbook/ch5-3.html


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Methodology and Stakeholders The evaluation process is mostly qualitative and contains both secondary review and primary study. Literature review included studying all project documents including government correspondence, quarterly progress reports, annual work plans, project briefs, various studies and project design documents and project steering committee minutes. Different stakeholders were consulted through individual interviews and consultative meetings. The assignment started on 1

st of March and documents on the project collected from UNDP were reviewed before the

initial meeting of the consultant with RMoL team. The consultants met RMoL implementing team (MATU) during 13

th and 14

th of March. On the basis of discussion a tentative list of stakeholders

to be covered for the evaluation was prepared. The stakeholders were identified in consultation with RMoL and meetings were organized with prior circulation of the inquiry frame to the stakeholders. The data collection was mainly of qualitative nature with semi-structured interviews based on the key questions, referral of relevant documents and small group meetings whenever possible. Annexure 1 gives the enquiry tools that were used to collect information from various stakeholders. It was decided to cover Jaipur, Dungarpur, Tonk and Udaipur districts which cover most of the project activities in sample except few specific projects like sheep breeding in Bikaner, fish cluster in Banswara and Kanjar project in Jhalawar. Besides field visit and interaction, a partner meeting was organized on the 3

rd of April 2012 by RMoL to share their experiences on the

project for the evaluation team. The sharing workshop was attended by partners from different categories of intervention which could not be visited by the evaluation team. Annexure 2 gives the list of people consulted.

Table 2.1: Stakeholder Coverage for Evaluation

SL Stakeholder Category Target Groups Consulted

1 Policy makers and advisors

GoR functionaries from Labour and Employment Department, Past office bearers and deputy chairmen of RMoL, UNDP country office representatives, BASICS senior management

2 Project Implementation Team

Team Leader and other members of MATU and RMoL, responsible officials for skill training and Overseas Placement Bureau

3 Partner NGOs and organizations

CECOEDECON main office and field sites, Aajiveeka Bureau at Udaipur and Dungarpur, CEE, SRIJAN, B-Able, District Livelihood Resource Centre at Tonk and Dungarpur, select government officials involved in convergence activities

4 Institutions for Training SIS, JEWCSL (RISE), Construction Academy (Govt. ITIs), SIS, some private ITCs selected in four districts

5 Beneficiary Tribal SME at Udipur, Financial Literacy at Tonk, beneficiary of trainees at Institutions being visited

The documentation related to the project, which were examined by the mission team comprised the following. A detail list of documents reviewed is given in Annexure3.

Project design document – situation analysis, project brief, phase II proposal Outputs Documents- livelihood strategy papers, workshop proceedings, research papers,

guidance notes, studies and reports Project Administration related- Minutes of Project Management Board and Project Steering

Committee Project Monitoring related- monthly/ quarterly reports, events/activity end notes, Back to

office notes by UNDP project management unit etc.


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2.3. Limitations of the Evaluation Study

The evaluation is based on secondary documents, consultations and select field visits. Though the project started during 2008 October, several interventions started during June-Nov 2009. Full-scale impact of the project is yet to be observed in the field in terms of community experiencing the benefit of intervention by having sustainable livelihoods and earnings. Initial results are positive and highly encouraging; the findings are based on such these observations. With the limited time available for evaluation and reporting, findings are based on secondary review, consultations and deliberations with key project members, partner NGOs, institutions and few beneficiaries. Quantitative impact assessment survey is not undertaken. A full scale survey of beneficiary could have thrown light on extent of changes in income levels at the beneficiary level. Though there has been a baseline study, no follow up survey has been conducted to show the impact on a micro level quantitatively as a secondary reference. The evaluation method uses consultation, learning and sharing method with a selected partners and stakeholders ensuring complete coverage of different types of interventions. Generalization of issues and impact has been made after these consultation and reflections which indicate presence of some bias as sampling of partners and beneficiaries like training institutes or trainees was not possible.


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CHAPTER 3: DESCRIPTION OF THE PROGRAM

The project was designed as a policy enabling one. It has one outcome (result) and 5 outputs. The five outputs envisaged in the project document are highlighted in this section. The detailed log frame of the project is appended in Annexure-4. Project Outcome: National (UNDP): UNDP Country Programme Outcome 1.1.: Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for the inclusion of poor women and men from SC and ST groups, minorities and the displaced groups. Outcome Indicators (i) 7 state level livelihood promotion strategies formulated for disadvantaged groups and regions in 7 UNDAF States (ii) 7 states level poverty reduction schemes and programmes which reorient their budgetary allocations in favour of livelihood promotion for disadvantaged groups in 7 UNDAF States State Level Outcome as per UNDP project brief: Improved livelihood security and employability of poor and marginalized groups in both rural and urban areas and expansion of employment opportunities in disadvantaged regions. (NCIS: Contribute towards reduction of Vulnerability by promoting livelihoods in Rajasthan; Phase II proposal: contribute to the reduction of poverty in Rajasthan by promoting gender sensitive, equitable and sustainable livelihoods for urban and rural poor through appropriate policies and responsive system.) Outcome indicators as per NCIS report are: Address Exclusion and vulnerability, Convergence, Policy impact, Access and Control and Institution strengthening Indicators as stated in Phase II proposal (i) Policy documents to the state government to develop, implement and monitor

programmes and schemes on sustainable livelihoods generation in farm and non-farm sector;

(ii) Enhanced capacities of government departments & non-government institutions for effective implementation of livelihood and poverty alleviation programmes;

(iii) Enhanced capacities of poor and marginalized people towards reducing their vulnerability, and promotion of financial inclusion services;

(iv) Community-NGO-Public-Private Partnerships models promoted to harmonize skills and resources and better targeting of weaker, marginalized and excluded groups for livelihood improvement.

(v) Best practices demonstrated through pilots on innovative approaches, and mainstream the learning in government programmes and schemes

The major difference in the statement of result is that the UNDP emphasises the effectiveness of poverty reduction and livelihood promotion programmes at the State level as a whole, and hence addresses the capacity of delivery mechanism of the State through its line departments. The restatement at state level restricts the mandate to project level, in isolation of the state level machinery. It may be noted that project design is in line with the national project brief of UNDP, National-State Level Support to Livelihood Promotion Strategies. AWP 2008 and 2009 for SLSLPS-Rajasthan used CPAP Output. From 2010, AWP is using three outputs that are based on three broad deliverables used national project brief. These three outputs in national brief include:


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State governments’ capacities and coordination mechanisms strengthened for designing and implementing livelihood strategies for disadvantaged groups and regions

Effective models of vulnerability reducing livelihood strategies and instruments demonstrated in selected districts.

Increased opportunities created for diversifying livelihoods and skill development through engagement with private sector and integration with market

The three deliverables used have been measured as reported in AWPs for RMoL through indicators such as number of state level livelihood strategies supported by UNDP, number of programmes undertaken to promote livelihood models and number of PPCP pilots supported by UNDP. The QPR reporting outputs are however little different from the AWP. The current QPRs are using five outputs developed with NCIS consultation with RMoL. In addition a sixth component of project management is also reflected in QPR reporting.

Table 3.1: Project Result and Outputs

National Rajasthan (as in current QPR)

Disadvantaged people benefit from national poverty programmes & livelihood strategies through enhanced public expenditure, private sector engagement & better delivery mechanisms.

State governments’ capacities and coordination mechanisms strengthened for designing and implementing livelihood strategies for vulnerable and disadvantaged groups and regions.

At least 4 state governments adopt and implement inclusive monitoring systems to track coverage and impact of poverty reduction schemes and programmes

Institutions strengthened for providing effective coordination towards livelihoods enhancement.

Mechanisms established for participation of disadvantaged groups at national and state for them to reflect their voices in design and implementation of programmes and policies.

Innovative and Scalable Livelihoods Promotion Projects successfully developed with special reference to the vulnerable and disadvantaged communities and groups

In 4 states, at least 8 effective livelihood models developed that reduce the vulnerabilities of disadvantaged groups in the long-term

Skill development trainings for improving livelihood opportunities

Partnerships established in 4 states among communities, CBOs, private sector, technical institutions and government for diversifying livelihoods and skill development

Knowledge Networking among all stakeholders for capturing and disseminating best practice, policy and learning.

Note: Disadvantaged groups refer to poor women and men from SC and ST groups, minorities and the displaced. The project aimed at improved livelihood security and employability of poor and marginalized groups in both rural and urban areas and expansion of employment opportunities in disadvantaged regions. The goal as per NCIS’s M&E framework is to contribute towards reduction of vulnerability by promoting livelihoods in Rajasthan. UNDP Country Programme Outcome is improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for the inclusion of poor women and men from SC and ST groups, minorities and the displaced groups.


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CHAPTER 4: FINDINGS AND CONCLUSIONS

4.1 Scoring and Rating System

A scoring and rating system has been adopted to assess the performance of the project on the standard UNDP evaluation parameters. The evaluation parameters as per UNDP guidelines include relevance, efficiency, effectiveness, impact and sustainability. For each parameter few evaluation points or sub criteria (maximum 10 points) has been identified which explains the parameter. Each evaluation point under a given parameter has been assigned a total score of 10. Maximum possible score for each parameter is a multiple of 10 (maximum 100), depending on number of sub criteria. On the basis of the total scores obtained for each parameter and percentage of score obtained from the total, the following ranking

16 is given.

Highly satisfactory : 80% or more Satisfactory : 75- 79% Moderately Satisfactory : 66-74% Moderately unsatisfactory : 50-65% Unsatisfactory : 33-49% Highly Unsatisfactory : less than 33%

4.2 Overall Rating of the Project

On the basis of the analysis and review of primary and secondary information against the sub criteria for each parameter overall performance of the project has been rated as “highly satisfactory” by the evaluation consultant. This is the highest level of rating in the UNDP rating system and speaks very well of the performance of the project.

Table 4.1: Overall Scores for the Project on 5 Evaluation Parameters

Sl. No. Parameter Score (%)

1 Relevance 86

2 Efficiency 85

3 Effectiveness 75

4 Results 83.75

5 Sustainability 77

Average of All Parameters 81.35

4.3 Relevance (Appropriateness of Concept and Design)

The evaluation team finds the performance of the project on this aspect as highly satisfactory. The justification of this assessment is detailed in the ensuing section. The scores obtained on relevance are depicted in Table No 4.2. 4.3.1 Problem identification The problem identification was based on Livelihood Strategy paper, developed over a period of one and half years, involving around 25 specific livelihood studies and consultations with a range of stakeholders comprising government, corporate, technical and research Institutions, NGOs and experts. The problem was stated precisely. The design of the project which is based on a phase II proposal was clearly based on a detail research and consultation involving all stakeholders.

16

Ranking terminology is taken from the RFP as per UNDP guideline


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Table 4.2: Scores for Appropriateness of Project Concept and Design

Sl.No. Evaluation Question Score

1 Was the problem identified correctly 10

2 Whether the project approach was sound, and if the identification of stakeholders, nodal agencies, operational partners and beneficiaries done appropriately

10

3 Whether the objectives were the correct ones for solving the perceived problem

9

4 Whether the underlying assumptions were accurate 8

5 Whether the objectives and outputs were stated precisely and in verifiable terms

8

6 Whether the objectives were achievable 8

7 Whether linkages between objectives, inputs, activities, outputs, expected outcomes and impact was logical

8

8 Whether the outputs, activities were commensurate with the time and resources available

8

9 The adequacy of the quantity and quality of project inputs relative to the targeted outputs

7

10 If the project was relevant to the development priorities of the GoR and UNDP area of focus

10

Total 86 (86%)

4.3.2 Soundness of Approach The multi stakeholder approach, engagement of civil society and the involvement of a private sector management and technical support assistance agency were appropriate and practical. The approach of securing sustainable livelihoods through the twin strategy of piloting innovative small scale projects for strengthening rural livelihoods and enhancing the skill base of the youth in both rural and urban areas was sound and appropriate to achieve project objectives. The socio economic features for selecting the target group was identified correctly at the design stage itself and followed at implementation level. Another feature of the project approach was value addition to livelihoods through convergence of the programmes of different line departments of Government. However some important schemes and stakeholders like the National and State level Literacy Missions, Rashtriya Krishi Vikas Yojana (RKVY), Backward Region Grant Fund (BRGF), District Planning Members and PRIs, etc. were not directly linked to the project. The State Literacy Mission is engaged in a programme of spreading literacy in the age group of 18-45 and also has evolved equivalence programmes for providing formal recognition to the skills of the neo-literates under its continuing education programme. It also has Janshikshan Kendras in 7 districts of Rajasthan, which provide skills training. District planning activity has been launched on a massive scale under the Panchayat Raj Department, particularly in BRGF districts, through which at Panchayat level itself convergence plans are worked out. Project approach of convergence could have been further strengthened with linkage with these schemes. 4.3.3 Framing of Objectives The overall objective was the appropriate one to tackle the problems identified and reflected the collective inputs from studies and consultations at various levels. The state level objective, though differing from the UNDP objective in terms of scale, was more or less in conformity with the latter. Problem identification and goal setting as well as activity planning involved multiple stakeholders including government departments, NGOs and livelihood promotion organizations and vocational training institutions. Stakeholder participation has been strong for the design


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process which was iterative and based on certain amount of evidences and studies during the preparatory phase. 4.3.4 Soundness of Assumptions Most of the assumptions were unstated. The major underlying assumptions appeared to be the following: Willingness and ability of the civil society and private sector partners in taking care of the

sustainability of interventions in skill training and livelihoods Effectiveness of the innovative arrangement between UNDP-BASCIS-GoR Continued support and ownership from GoR for RMoL throughout the project Capacity of grass root institutions to carry on the activities after the support stops The ability of the District Livelihood Cells and District Livelihood Resource Centres to form

sound and sustainable convergence initiatives

Broad assumptions of GoR ownership and effectiveness of implementation arrangement has been correct and the project exhibits complete support and ownership from the government. However the assumptions that partner organizations for innovative livelihood pilots and skill training would support the sustainability aspect are also found to be correct to some extent. Though few partners have been able to mobilize funds from other sources to replicate and continue the interventions, in other cases, the implementing partners need further support. Similarly, community based organizations where applicable like the dairy project in Tonk district have not come to a self sufficient model within the project period. Convergence activities were undertaken to achieve output1 i.e. enhanced capacity of state government to implement livelihood programmes. District Livelihood Cells and District Livelihood Resource Centres have given a support to convergence of schemes at district level and created a major impact; however continuation of such efforts on sustainable basis may not be always possible. The assumption that district managers’ set-up for livelihood cells would be effective in terms of institutionalizing the convergence efforts has not been fully correct. 4.3.5 Preciseness in Statement of Outputs All the outputs are relevant and if achieved, would definitely contribute to achievement of the objective. Of the five outputs, framing of last three outputs is clearer and more appropriate in verifiable terms. The framing of the first and second outputs could have been more precise. The first output speaks of strengthening government capacity and coordination mechanism for designing and implementing livelihood strategies for vulnerable and disadvantaged groups and regions while the second output speaks of institutions strengthened for effective coordination on livelihoods enhancement. Both the output framing is little more towards longer term outcome and could have been more specific. 4.3.6 Achievability of Objective The objective was achievable given four years duration, but in practice, the time span allotted for the activities was too short and this was due to the contracting procedures, which was beyond the control of the project management unit, as will be explained in the section on efficiency. A project with such an overarching objective requires much longer duration and more substantial resources. 4.3.7 Linkages between Objectives, Outputs and Inputs Logical linkages between the different project elements were clearly stated in the design. All the outputs are linked to the overall outcome of the project. However there were some gaps in the logical relation between different project elements at the activity to output level specifically for the first output dealing with enhanced capacity of government. Major activity for output one was the


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setting up the District Livelihood Cells and the Livelihood Resource Centres. The inputs and resources allocated to these instruments for strengthening coordination mechanism did not appear to be sufficient and their operations were short lived. Further, the District Convergence Committees did not have the requisite legal back up like the District Planning Committees and relied mainly on the initiatives of the district manager and his facilitation of the activities with the district administration. At the State level a similar structure was absent, except the Project steering committee, which had representation from line departments. 4.3.8 Time and Resource Availability The relationship between project outputs and corresponding activities were to a large extent commensurate with the time and resources available. Project period of four years was sufficient to achieve the outputs and undertake design activities. The resources committed in terms of budget and planned technical support through MATU were adequate. However there were design issues related to structuring of livelihood components, timeline of implementation and fund allocation. In general livelihood interventions need more time for realizing the outcomes. The project risks on fund delay and contract management could have been anticipated and necessary measures could have been taken to ensure at least four years clear support to livelihood interventions. 4.3.9 Inputs Relative to Targeted Outputs Quality of inputs is appreciable and the project inputs to achieve the outputs in terms of technical support through MATU, studies, research, process of selection of partners and project management is laudable. In terms of quantity however there could have been more focus on livelihood and institution building components. The quantity of inputs for skill development component was adequate due to State Government support. However, the livelihood and government capacity building components appeared to have some inadequacy of resources in terms of budget, manpower and required handholding support for the partners. The design could have included longer duration support for project partners, full MATU technical manpower strength for the whole four years project and increased inputs for M&E functions for the project. 4.3.10 Relevance to GoR Priorities and UNDP Focus UNDP support during 2008-12 to the project was in continuation of RMoL’s active involvement in skill building and livelihood promotion space in Rajasthan and highly relevant in the context of development of National Rural Livelihood Mission (NRLM) and National Skill Development Mission. The project is in line with new Country Programme of GOI and UNDP for 2008-12 and Eleventh Five Year Plan, with poverty reduction as one of the focus area. The project is part of UNDP’s poverty reduction programme and is relevant for GOI’s 11

th plan priority and UNDP’s

Country Programme Action Plan (CPAP) signed between the Government of India (GOI) and UNDP. The CPAP focuses on 7 priority UNDAF states-Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan and Uttar Pradesh. The focus is on disadvantaged groups including women, Scheduled Castes, Schedule Tribes, minorities, displaced persons and PwD. The UNDAF sates including Rajasthan have relatively higher concentration of poor and disadvantaged community than other states. The poor people in these States have limited livelihood options and are highly dependent on agriculture and the informal economy. The project intervention of livelihood promotion for disadvantage group is thus relevant. The project, being part UNDP-India’s Poverty Programme is also relevant to UNDP’s global strategy for inclusive markets and pro poor business.

4.4 Project Implementation and Management (Efficiency)

The overall rating of efficiency of the project is “highly satisfactory”. The following table displays the score obtained on different parameters.


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Table 4.3: Rating of the Project on Efficiency Parameters

Sl. No. Evaluation question Score

1 Quality and timeliness of inputs and activities 7

2 Responsiveness of project management to changes in the project environment and of the monitoring/ backstopping of the project by all concerned parties

9

3 How well the project used its resources (including human and financial) to produce outputs and carry out activities

9

4 Whether the project strategy was clearly articulated and followed; a work plan was prepared and followed and the timeliness of the project inputs deployed in relation to the AWPs

8

5 The extent to which local expertise (by gender), indigenous technologies and resources have been used

10

6 Appropriateness of the Institutional arrangements for execution and implementation

9

7 How well the project was managed 8

8 The adequacy of the monitoring and reporting mechanisms 8

Total 68 (85%)

This assessment is backed up by comments and evidences on each of the assessment parameters given below. 4.4.1 Quality and Timeliness of Inputs and Activities A total of 32 activities were taken up during the preparatory phase to achieve the five project outputs. These activities were formulated through need assessments or through project ideas mooted by potential implementing partners. Most of these activities could be implemented except for a few like the rural employment exchange replication to seven divisional head quarters. Of the total funds, the percentage of funds available during 2009 and 2010 was 49.4% and 34.2% respectively. During 2011 and 2012 the percentage dropped to 13.4% and 2.8% respectively. Utilization during first three quarters of 2009 was low (Overall utilization was 76.05%), but it improved in the later years. From 2009 onwards, budgetary support by GoR increased substantially, however during the year 2009 funds could not be fully utilized due to the elections and delayed funding from GoR as well as receipt from UNDP, resulting in shifting of funds to 2010 (amounting to 1.24 Cr.) Quality of inputs including support from UNDP, MATU and GoR to the project has been very effective. Input flow for implementing the activities was somewhat untimely. The contracting procedure limited the span of activities for less than optimum duration. This had more to do with the system of UNDP disbursements. For example, the MOU were to be signed for the period of January to December. However, the process took longer and got signed during Feb/March, resulting in 2-3 months gaps. During the year 2011, reduction of the funds and the resultant reduction of staff was a challenge for the project. RMoL however has been able to manage the delays on procedures and fund release and performed efficiently given these constraints owing to dynamic leadership and effective engagement with GoR, UNDP as well project partners.

4.4.2 Responsiveness to Changes in Project Environment / Flexibility Changes in the political set up did not affect government support to RMoL, which continued to be a major instrument for giving shape to the pro-poor policy. However, elections to the local bodies and the state legislature assembly put brakes on implementing some of the planned activities in the Annual Work Plan (as noted by UNDP in one of its back to office notes). Changes in the steering committee and project management, though had some effects, did not cause major disruptions or discontinuity, though on certain occasions in the life of the project there was a


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disconnect between MATU and the nodal department. The project was able to respond to interim challenges and had the flexibility to make changes in original plan owing to high government ownership and a dynamic leadership. Project could manage to change fund allocation within the components, start new initiatives within the project timeframe and respond to the progress as per AWPs. Meetings of the Project steering committee provided an effective mechanism for review and a follow up action. The PSC permitted necessary changes when required. For example, on finding the potential and demand of the mobile vans, RMoL could get approval of the PSC to procure 4 mobile vans for the skills development courses. From the fund allocated for State level convergence workshop planned for 2011, funds were transferred to Sheep pilot. When the continuation of REX was not feasible, Rs. 50 lakh was used for the RISE/ Construction Academies in 2009. The project has been effective in solving risks and perceived issues to a large extent. It has been able to been able to garner continued support from GoR after change in State Government in 2008 and change of the first deputy chairman, Sri M L Mehta who was one of the key members behind the concept of RMoL. It was anticipated that RMoL might not get strong support with change of government. The project has been able to engage with government and election commission during 2009 general elections to minimize delay for the project activities. The project anticipated problems owing to discontinuity of partners between 2009-10 and 2010-11. It has consulted the partners and ensured that project activities continue during the gap. The project has been able to manage the fund allocation to work within the constraints that came across and were perceived during the project. Fund allocation for REX was diverted to RISE when it was understood that REX could not be expanded. 4.4.3 Resource Use Efficiency Human and financial resources were utilized satisfactorily in carrying out innovations/policy development and knowledge dissemination. The project undertook pilots like sheep breeding, fisheries, RISE which demonstrated how livelihood opportunities could be undertaken successfully. Skill development modules and e-learning modules were developed to ensure uniformity and quality delivery of the content. The mobile vans were used for improved targeting in the outreach areas. The development of the software for the blind is another example, which the project used its resources innovatively. 4.4.4 Preparation of AWPs & Timeliness of inputs for AWP The project strategy was clearly articulated and Annual Work Plans were regularly developed and agreed upon. The plans were implemented and reviewed regularly at different levels The MOUs were signed, the key staff was oriented before initiating implementation of the activities. Information was received from project partners at the prescribed monthly, quarterly and annual intervals. At year end, the partners had also to submit completion reports. However delayed and inadequate funding affected implementation in 2011 and 2012. 4.4.5 Use of Indigenous Resources and Technologies The resources of local NGOs, local units of social entrepreneurship companies (e.g. EEE, B-able, IIGS, ASEEFA, IWSM etc.) were used effectively in implementing various activities. In fact most of the project ideas emerged from the proposals submitted by local NGOs/social enterprises. Local NGOs included URMUL, SRIJAN, Saheli Samiti, Prayatna Kendra and Ajeevika bureau among others. 4.4.6 Appropriateness of Institutional Arrangements The multi stake holder institutional arrangement, Project Implementing Committee as the decision making and oversight body, MATU as the project implementing agency at state level,


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involvement of NGOs and social entrepreneurs in implementing livelihood pilots, involvement of BASICS Ltd. staff in district livelihood cells in 5 districts for convergence and the engagement of NGO partners as livelihood resource centres in five districts, was highly appropriate and efficient. The NGOs and social entrepreneurs had their own niche in various segments of livelihood promotion and this expertise was efficiently used for achieving the project outcome. This also enabled creation of human resources at the cutting edge level - e.g. Pashu sakhis in Tonk dairy project and water users associations and paravets in the Dungarpur fishery cluster project. The services of different line departments of government were also harnessed for the benefit of the “excluded”. The effects were felt even beyond the state – e.g. the migrant services activity gave the required social protection to Rajasthani migrants in different Indian cities. 4.4.7 Project Management Efficiency The project operated under a uniquely efficient tripartite model, with GOR/ UNDP/RMoL. GOR provided adequate budgets for the skills training component as well as overall policy guidance. In addition to technical advisory role, UNDP also provided annual budgetary support for the project management component and for livelihood pilots. The RMoL provided operations, project management support through a team comprising a Project Director, senior managers, project advisors, district managers, livelihood managers and the support staff. However, the MATU felt depletion of professional staff strength for 19 in 2009 to 7 in 2012. This decline was despite the fact that the State Government is committed to fund the MATU from June to December 2012 and mainly due to concerns among the project staffers about its continuity beyond 2012.

Annual Work plans/Annual reports/ quarterly reports were generated which had details of targets and activities. Quarterly progress reports along with UC were submitted by partners to track the end use of fund. Reports on receipt were reviewed and necessary follow up action was undertaken in case of gaps. The budget, physical and financial targets were prepared on and approved by the Project Director on a monthly basis. Internal audit of ‘RMoL’ is carried out by a team of ‘BASICS Ltd’ annually. The “Rajasthan Mission on Skill and Livelihood” managed by RMoL through ‘BASICS Ltd’ were audited timely by M/s. V. Nagarajan & Co, Gurgaon. So far no accountability issues pertaining to ‘RMoL’ were brought out in the audit reports of the last three years. UNDP also facilitated audits of RMoL’s Annual work plans through independent Consultants/ firms. UNDP audits of the SLSLPS-Rajasthan project by S Chopra & Co. for 2009 and 2010 have also been mostly unqualified.

Every month, field visits were carried out by the RMoL staff for reviewing and providing supportive supervision at the field level. District managers were also instrumental in providing support, creation of convergence at the district level. The reporting formats were also helpful in facilitating in tracking project indicators regularly. 4.4.8 Adequacy of the Monitoring & Reporting Mechanisms The M&E system included the M&E Plan, monitoring formats and arrangement and the evaluation system (baseline study, MTR, end term). It also included annual, monthly & quarterly plans, budgets and targets. External agency was appointed to develop the MIS, but it the online MIS could not be grounded due to glitches in the software developed. The M&E plan and logical framework was development by NCIS. The project has developed its own MS-Excel MIS formats and reporting systems and information flow at monthly, quarterly or annual intervals as prescribed was regular and appeared to meet the requirements of day to day decision making. Apart from the system of Daily Diary, Visiting and Monitoring Chart and Movement analysis were also developed for district offices. Experts from UNDP’s Poverty Unit also made regular visits and reported progress and suggested mid-course correction measures. A number of formats were designed (Margdarshika 2010-11, Format 7/8) and used to monitor the skill development trainings, which ensured training activities were being carried out as per plan and also feedback from the participants was sought at the end of the training. Each training


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course was evaluated by “assessors” by using format 2 and format 6 designed by RMoL. A provision for monitoring of trainings during the sessions would have made a difference to final outcome. For all the regular skill training programs of RMoL, a comprehensive preparatory workshop of one week duration is carried out for all the training providers before starting the training programs, where issues and problems faced by agencies, methodology, details on content of the courses, etc. are discussed in detail and problems sorted out immediately. This provides opportunity to new agencies to learn many aspects related to organizing the skill training programmes. Though monitoring mechanism for skill training was adequate, it could have been further strengthened by a system of aligning the course content with market and employer demands through labour market surveys. Further, a system of developing master trainers and Training of Trainer module would have ensured orientation of selected faculties from various institutions for uniformity in training delivery.

4.5 Effectiveness of the Project

Effectiveness of a project refers to the achievement of outputs or the likely achievement of the outputs by using available resources. This is measured through six indicators of effectiveness. Table number 4.4 provides the scores on the six indicators and the cumulative score. The table is followed by the rationale used by the team to justify the scoring. On the basis of the cumulative score, the mission rates the performance of the project on this aspect as “Satisfactory”.

Table 4.4: Project’s performance on the parameter of Effectiveness

Sl.No. Evaluation question Score

1 Cost effectiveness in problem solving 8

2 Activity to output level efficiency 7

3 Innovation of activities 7

4 Scalability of outputs 7

5 Quality of outputs 8

6 Factors that Facilitated or Impeded achieving project outputs 8

Total 45 (75%)

4.5.1 Effectiveness in Solving the Perceived Problems The five outputs that were included in the project design were the ones that could effectively address the core problem identified, namely, the low skill base of the growing segment of a youthful labour force, the low productivity base and absence of diversification of livelihoods of the poor and the excluded. By strengthening State governments’ capacities and coordination mechanisms for designing and implementing livelihood (output 1), institutional strengthening for delivery of livelihood options and support to the target group (output 2), developing Innovative and Scalable Livelihoods Promotion Projects for vulnerable and disadvantaged groups (output 3), broadening livelihood opportunities through Skill development trainings (output 4) and knowledge networking (output 5) the project was expected to initiate a process for making a significant dent on the livelihoods of the poor. The mission is of the view that these were the best and cost effective options to tackle the identified core problem. 4.5.2 Effectiveness of Activities for Delivering the Outputs From UNDP perspective, the investment was clearly value for money as a small investment from UNDP has been able to initiate several interventions and impacted over 5 Lac beneficiaries. A set of 32 activities were implemented to achieve the designed outputs. Most of these activities


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have delivered the desired outputs to a large extent, but there was scope for better planning for few activities. Support for convergence at state and district level through District Livelihood Cell and District Livelihood Resource Centres was effective in sensitizing the officials and district managers in five districts could facilitate convergence of livelihood schemes of various departments. District Managers apart from being coordinators of Convergence Committees were also included in other important committees such as District Planning Committee which was an effort to link the convergence process with district planning process. However integration of convergence activities under the project into district planning was not planned which would have strengthened sustainability of convergence efforts by the project. The presence of district managers for a little extended period and developing specific district official to perform the role of district manager in the project would have been more effective to deliver the output of strengthening government capacities for delivering livelihood programmes. Capacity building of government department staffs, NGOs and other stakeholders was another activity to achieve output 1. The training has been effective and some of the initiatives of RMoL have been adopted by the line departments as regular activity such as DWCD adopting the entrepreneurship training programme for Prachetas and Sathins in the line of pilot training conducted by RMoL However, a systematic follow-up plan for all these training could have been in-built into the design stage with provision of Training of Trainer to ensure continuation of these activities within the line departments. Institutional strengthening process was sought to be achieved through the establishment of construction academy and a security education institution, training and capacity building of NGO personnel, setting up of rural employment exchanges and establishment of Livelihood Resource Centers (for training of selected NGOs in specific intervention areas and providing minimal infrastructural support like equipping their offices). The Construction Academy and security education institution did not really become autonomous educational and certification institutions, but specific training programmes delivered through selected partners. RISE and Construction Academies in the current form are not full scale institutions as they have limited role in curriculum planning and development, training of instructors or any role in conducting examinations or awarding certificates. From the lessons learnt, of course, a more professional approach can evolve in empowering these as real institutions with defined powers and functions. There were some activities which did not contribute completely to the output. The rural employment exchanges planned at divisional level did not take off and the funds allotted to this activity were diverted for building of construction academies in ITI premises. Online MIS for the project could not be finalized. Some of the issues that affected effectiveness as already indicated in other sections of this report, emerged from delay in project timeline and actions due to approval and funds disbursement processes at UNDP during the initial stages, time lag in renewal of short duration contracts with partner organizations, delay owing to state and general elections and change of incumbency in implementing department and within RMoL staff. The project has managed these issues and moved ahead to achieve its objective; however there was definite scope to improve its effectiveness. 4.5.3 Innovation in the Project At a micro-level, the livelihood pilots are successful, and in some cases innovative (e.g. the rehabilitation project for Kanjars or fishery pilot in Banswara). The project has met the objectives of demonstrating the success of several pilots which have shown the way for replication and adoption by GoR. For example Navjeevan Scheme of Excise Department is to some extent result of demonstration of Kanjar project under RMoL. As a result of the success, GoR has in fact directed RMoL take up a similar initiative with the Sansi community.


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Highlights of Activities and Output The involvement of the Ajeevika bureau, facilitated provision of support services (ID

cards, to 4000 migrants, at source and destinations. The sheep breeding project demonstrated a low cost method of breed improvement

through provision of quality bucks (in a flock of about 25 female sheep).

Under the innovative fisheries cluster in Banswara, the fisheries department was involved in seed development by revival of the defunct hatcheries for future supplies of the seed enabling the local participants to have good profit

In all, 1952 Kanjars were rehabilitated under a pilot project in Jhalawar district through convergence of various government sponsored schemes.

350 families undertook dairy as a major livelihood activity in Tonk district in the dairy cluster, a system was established for collection and marketing of milk through 15 Milk collection centers. Other highlights include para vets, fodder demonstration and linkage with Rajasthan Dairy Co-operative Dairy Federation (RCDF).

Under the financial literacy project, 10,000 women (50 % minority) were empowered on various dimensions of financial literacy improving their awareness on government schemes.

In 192 skill courses were developed in 34 diversified sectors, which besides improving technical skills helped to provide livelihoods through jobs or in the form of some entrepreneurial activity.

Three policy recommendations were made for Skill Promotion in the State. The policy recommendations will be helpful in developing future strategies for migrants and PwD. Multilateral framework on labour migration/ PwD/ Employment and relevant information need to expanded and updated for the development of livelihood scenario. One of the policy recommendation made on the PwD is awaiting GOR cabinet’s approval. The recommendation of fishery study was the basis of development of fishery sector milestone 2020, GoR.

The sheep cluster is innovative in view of its locally adapted approach to sheep breed improvement and improved rearing practices and availing of services through convergence. The fishery project too was innovative due to introduction of this livelihood option successfully in a non-traditional area and the close involvement of organizations of the local community at every stage of the activity. In case of tribal SME intervention, establishment of Gram Nidhi as a registered trust by the participants for investment needs beyond the SHG route can be considered as an innovation though there can be critique on the reach and sustainability of Gram Nidhi after the project period. 4.5.4 Scaling Up Skill training programmes increased its reach with budget enhancement over the duration of the project and for FY 2012-13; GoR has made significant budgetary allocation for RMoL / new corporation for which the RMoL also needs to gear up to manage these massive training agenda. The skill development scale up has been confirmed with Rajasthan State 12

th Five Year Plan and

Annual Plan of FY2012-13. The government is targeting training of 10 lakh people over five years. It is important that the proposed corporation have adequate manpower and institutional arrangement to manage this. On contrary, scaling up has not been possible for any of the livelihood action pilots as it needs time and replication was not planned within the project intervention. Looking at the outreach of these pilots, it is important that significant scaling up happens under the proposed corporation.


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4.5.5 Quality of Outputs The knowledge products of RMoL were of good quality and were used by the Government of Rajasthan to make appropriate policy formulations/changes. The project has produced outputs which have been appreciated and used by GoR. The policy recommendations for employment creation, migrant workers, fishery sector, livelihood promotion for PwD and domestic workers security act have been relevant for the government and these have been inputs to policy formation within GoR. The project could provide quality support and facilitated establishment of Rajasthan Council of Vocational Education and Training. The publications and studies have created a good knowledge resource on livelihoods for the disadvantaged community. The studies include specific areas which can act as reference such as rehabilitation of beggars in Jaipur, livelihoods of tribal community in Sothern Rajasthan, mainstreaming disabilities development on PwD and study on migration. Training infrastructure created at RISE and construction academies is of quality and meets the requirements and these are going to be used post project through GoR budget for skill building. The project’s outputs are mostly in the form of capacity building. Capacity building outputs across various NGOs, institutions and government departments has been appreciated; however there has been limited training material or pool of trainers for future Training of Trainers. Skill building training quality also needs introspection. Monitoring and tracking of students and their post training activities has not been done very effectively. An evaluation of skill training programme of the RMoL indicates that only 23 percent of the trainees found that training helped them in either getting a job or setting up a new enterprise. Of these, more than 52 percent said that it helped in setting up an enterprise related to training. The incidence of those getting jobs was however lower and most of them were self-employed

17. The skill training programme will continue with

GoR budget provisions, but to ensure quality a complete monitoring system for demand analysis, training modules adaption and post training status of students needs to be established. There are many who could not take up self-employment due to absence of start -up funds and non-awareness of avenues for the funds. Training through mobile vans was a success but the number of vans available was not enough. At the micro level the sheep, fishery, dairy and kanjar clusters were successful and the benefit on participants was observable and lasting. The sheep breeding project brought about effective behaviour change in the community with respect to breeding and rearing practices, income generation and aided the efforts of the partner agency (URMUL) in evolving locally acceptable models of sheep breed improvement in Bikaner. The partner agency was able to establish convergence with the wool board and the animal husbandry department for quality assessment for wool marketing and health and veterinary camps respectively. In association with the partner agency (SRIJAN) the dairy project in Deoli, Tonk district, was able to harness the capacity of SHG clusters for increasing milk yield from dairy animals and enhance incomes of the participants. The success of the Kanjar project was mainly due to the enthusiasm of some retired police officials, the commitment of the partner agency and the willingness of IFFCO, the parent company of the NGO partner to support the project beyond the project period. The results were of good quality and it has been accepted as a model. 4.5.6 Facilitating /impeding Factors Table 4.5 gives the factors that facilitated or impeded the project from achieving its outputs and performing its activities. It is evident that there have been a number of enabling factors that provided space for the project to function effectively, but there were also an equal number of impeding factors.

17

An Evaluation of Skill Training Programme for Livelihood Promotion under Rajasthan Mission on

Livelihoods (RMoL), by Research and Development Initiative Pvt. Ltd., New Delhi, 2008


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Table 4.5: Details of Factors that Facilitated or Impeded Achieving Outputs

Sl.No. Facilitating factors Impeding factors

1 Highest level of Government involved in Project Management, with Chief Minister as Chairman, Chief Secretary as Vice Chairman

Delays and uncertainty in disbursement of funds by UNDP at critical stages

2 PSC headed by persons with vision and commitment to the livelihood cause

Implementation period for livelihood pilots was too short

3 MATU brought in a professional management approach and was given space in day to day decision making

In 2009 GoR could not release the allocated funds due to assembly elections. Rs.1.23 crores was transferred to 2011-12.

4 UNDP support was a bridge fund for activities that could not be funded through normal government channels

Non availability of the infrastructure for the construction trades in ITIs, gaps in conducting of exams under ITIs/ English modules / Irregular availability of faculties

5 Intensive study of livelihood scenario through professional consultants in Rajasthan helped in formulating appropriate strategies and activities

Inadequate tracking system of trainees after completion of training/ inadequate placement support/ non-existence of counseling and linkages for finances for starting self-employment ventures after training.

6 Project partners have been identified with strong experience in the respective intervention which has enhanced chances of success

Difficulty in finding people with the desired qualification; linkage with Literacy mission through its continuing education centers must be explored

7 Flexibility and adaptability of the project to the changes in environment has been able to manage the perceived risks

Absence of legislation making it mandatory for employers to recruit skilled persons in security, catering and other services and the need to consider the trained persons as skilled manpower/ absence of accreditation of the courses

4.6 Assessment of Project Results

The project has been able to contribute satisfactorily to the overall goals envisaged by the project and livelihoods of poor and disadvantage has been improved through demonstrated livelihood models and skill building initiatives. Overall score is 82.5 percent on the basis of following parameters and the mission’s rating of the project on this parameter is “highly satisfactory.”

Table 4.6: Rating of Project Performance on its Results

Sl.No. Evaluation Question Score

1 Use of project outputs 8

2 Project’s impact on target groups or institutions 9

3 Unforeseen effects on non target groups and any unintended effects 8

4 What was the adequacy of the project self monitoring 6

5 Was the results achieved are of significance of the region 10

6 Degree of support given by the government in integrating the project objectives and goals into the national development programme and other related projects and vice versa how well the project fits into the national development policy.

10

7 Mechanisms in place to ensure the sustainability of project results 7

8 Success in maintaining interest of the NGOs, government sector, relevant research institutions and other financial institutions

9

Total 67 (83.75%)


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4.6.1 Use of Project Outputs Key project outputs have been appreciated and used by GoR. The policy recommendations for employment creation, migrant workers, fishery sector, livelihood promotion for PwD and domestic workers security act have been inputs to policy formation within GoR. The project could provide quality support and facilitated establishment of Rajasthan Council of Vocational Education and Training. The publications and studies have created a good knowledge resource on livelihoods for disadvantage community in Rajasthan. The studies include specific areas which can act as reference such as rehabilitation of beggars in Jaipur, livelihoods of tribal community in Sothern Rajasthan, mainstreaming disabilities development on PwD and study on migration. The livelihood pilots in fishery, sheep breed improvement or dairy has created quality outputs and it is reflected in the expansion plans by the partner NGOs through convergence with other schemes. Training infrastructure created at RISE and construction academies is of quality and meets the requirements and these are going to be used in post project scenario through GoR budget for skill building. GoR now plans to have RISE model in all 33 districts and train at least 15000 youth in security sector. Capacity building outputs across various NGOs, institutions and government deportments has been appreciated. DWCD has adopted the training of prachetas by RMoL as a regular practice within the department. The project had limited outputs in terms of training material and Training of Trainer modules which could have been developed and used by departments for future use. 4.6.2 Impact on Target Groups The target group has been positively affected at the macro level, however micro effects needs to assessed more carefully and given the rapid evaluation it is difficult to estimate the micro impact at individual beneficiary level and long term benefits in terms of poverty reduction of the target group. Their capacities have improved, they have better opportunities and some have benefited with placements or self employment and reduced their vulnerability. While livelihood and special projects like Kanjar, tribal SME and migrants labour are quantifiable with their direct involvement, effect of skill training programme in terms of placements or self employment is difficult assess without a strong follow-up system. The reach of the project has been significant - 5 lakh people have been impacted under various skill development and livelihood promotion activities. 1 lakh jobs have been created and of which 45% are self employed. About 30% of the skill building trainees have been women. Most of the activities are planned aimed at weaker section, women, tribal, disabled and vulnerable groups. The disabled group has been strongly benefited with policy recommendations on PwD, workshops on PwD and training of organizations on livelihoods promotion of disabled. 9 blind students have been trained on computer skills during 2009. Social Justice Department is under consideration to install software for blind students in the specialized institutions managed by the department. Women have been benefited under the various interventions including 10,000 women trained on financial literacy, 500 women supported under dairy project in Tonk district, training to 201 women in sheep breed improvement project, skill training of 40 women in Kanjar rehabilitation project, training of 150 pracheta from DWCD who have in-turn trained SHG members and enterprise development has taken place. The skill training programme had also a significant composition as women candidates. Besides women and disabled, the project has targeted tribal communities under Tribal SME project benefiting 160 families and migrant communities affecting 3300 individuals. The project has supported GoR for conducting district level job fairs which has created employment opportunities for the targeted group. PPCP for construction training, RISE and Construction Academy has also give placement to about 3000 candidates and with expansion into seven divisions both RISE and construction academies will get stronger and provide opportunities to large number of targeted population. RISE has been able to record almost 100% placements. Overall the project has been able to directly impact livelihoods of large population from the targeted group.


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4.6.3 Unintended Effects due to Project There was no unintended or unanticipated negative impact of the project – social or environmental. On the other hand, the project has been able to create a space for itself as a knowledge agency for skill development and positive unintended effects have taken place where RMoL, the executing body for the project has been requested to support different concerned departments. For example, under BRGF, the department of Panchayati Raj and Rural Development has entrusted RMoL the task of implementation of Skill Training Programs in 12 backward districts of Rajasthan. It is proposed that the responsibility of designing implementation plan, identification of implementing agencies and release of fund would rest with RMoL. Similarly a policy decision has been taken that RMoL would help the department of Tribal Area Development and SC/ST Corporation in implementing their projects in the state. 4.6.4 Adequacy of Project Self Monitoring The project logical framework was finalized during September 2009, a baseline study took place during that period, and however no mid-term study was conducted for impact evaluation. Mid-term review of the project also did not take place. UNDP had periodic monitoring through project officers visit and the project reported the progress through QPRs. The training institutes were supplied with a format for keeping records of the students trained and placed, the information on trained student status was collected through two feedbacks via post cards. This collected information on students to some extent; however self monitoring tools taking care of feedback on training method, training facility and content was not in place. Similarly there was no tracking mechanism in place for the passed out students. For livelihood intervention partners reporting format on their progress was used to compile information on various activities, however self monitoring tools for the beneficiary / SHG / economic activity group was not designed through which they could monitor their own performance. Staff constraints probably impacted self- monitoring to an extent. 4.6.5 Significance of Results in the Region As indicated in project situation analysis the State requires 8 lakh new livelihoods to be created every year for next ten years. The size of the labour force is huge at 28 million which is growing at over 2% each year. Further, Rajasthan has about 2 million “working poor”, who are employed for very low wages or are unable to earn enough from self-employment. There is a need for the State thus to expedite pro poor growth, create opportunities, bring in innovative models, and develop skills among youth to be able to absorb the huge labour force as well as enhance income of the working poor. The results are achieved so far due the project are highly significant as the livelihood pilots show encouraging results at micro-level and a platform for large scale skill development for the youth has been established (though gender ratio still needs to be improved). The project has been able to acheive the broader goal of livelhiood promotion and porvety reduction for weaker section and disadvnatage group. There is an overall support for skill development within GoR and RMoL in the form of new corporation is paved as the nodal agency for skill development. The project Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced. Singnificance of results have been demonstrated throgh policy initiatves by government, awarenss on skill building, similar projects by various NGOs and linkage with government schmees. Some of the signficat ressults are: The project has been able to create an environment of skill building in the state; it is taken as

a priority by government and included as part of state budget. Reorganization of RMoL as the nodal agency for skill development in the state and

Rajasthan Livelihood and Skill Development Corporation establishment is underway


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On the basis of pilot for training to people with blindness, Social Justice Department has initiated adding learning software costs in the scheme for strengthening of Blind Schools in Rajasthan

The project has trained prachetas under DWCD, Rajasthan on enterprise development. Some Prachetas have further conducted this training for Sathins and SHGs and few of these SHGs have started enterprises after these training (ex: dona making, pitcher making).

The project was able to bring about strategic change in the policy for PwD for the first time draft state policy 2011 for people with disability was formulated and adopted

Rajasthan Fishery Milestone 2010 has been prepared with recommendations from the fishery sector study conducted by RMoL

Significant capacity was built for NGOs and government departments in terms of livelihood resource centres, convergence and skill building. The enhanced capacity of government departments has resulted in convergence of schemes, formation of District Level Convergence Committees (DLCC) and more than 28,560 families benefited

Efforts of the project facilitated establishment of Rajasthan Council of Vocational Education and Training and Akshat Kaushal Yojana for skill upgradation of unemployed graduates

4.6.6 Project’s result in National Context Project results are in support of 11

th plan priorities of Government of India and UNDAF outcome

and UNDP CPAP outcome. In line with 11th Plan focus SLSLPS-Rajasthan has supported

creation of employment opportunities for the deprived group, created opportunities for weaker section, improved access to financial services by the poor and skill development of weaker section. The results of the project are also highly relevant and acted as inputs in the context of schemes like National Rural Livelihood Mission and National Skill Development Mission. The project outputs support UNDAF outcome and enhanced opportunities for disadvantage groups such as Kanjars, women involved in dairy project, migrant labours, and tribal population through tribal SME interventions and skill training options through mobile vans for the weaker section. It has demonstrated options available for disadvantage groups like the PwD through policy initiative and skill training. The skill training programme has taken about 30% women participants indicating focus on women in line with the UNDAF outcome. The project is cited as an example for UNDP and others UNDAF states have learned from this experiment. Jharkhand State Livelihood Strategies for Livelihood Promotion representative visited RMoL to learn and share experience in skill building and training 4.6.7 Mechanism for Sustaining Project Results The project is rated high overall on sustainability of the results though there are areas of concern. At the project level it looks projects results will be maintained with policy level decision of GoR to have continued focus on skill development and livelihood promotion. GoR is already in the final stages of converting RMoL into Rajasthan Livelihood and Skill Development Corporation

18 which

will undertake the skill building initiatives in the State. It may be noted that the institutional framework is not completely ready and GoR is in the process of finalizing it. Looking at the transition period and subsequent task of the corporation given the expectation of GoR it should have scope to have professional inputs through a system of open recruitment or consulting services ensuring competitive service terms that will attract best talent from the market. It is likely that most of the training activities of the project will continue as they have been running with funds from GoR. It is less likely that current livelihood intervention activities will be considered by the new corporation for scale up and additional support for longer term. The partners for livelihood interventions have been able to dovetail with other schemes and organized limited funds to continue the activity and sustain the results of intervention, however this is inadequate.

18

AWP Jan-March 2012


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While the mechanism for RMoL moving to a corporation is under process with GoR, this transition period needs to be taken an opportunity to draft the role and structure of the corporation in both skill development and livelihood promotion. Besides livelihood pilots UNDP support were used by the project for capacity building of different stakeholders, policy studies, workshops and knowledge sharing and convergence efforts. These had a strong influence on project results. These initiatives were directly managed by RMoL through MATU assistance. Convergence efforts formed district committees in five districts of operations, but withdrawal of district managers has affected this effort. Sustainability of these efforts at district levels is less likely in the corporation model unless a provision for technical assistance unit is created and budget provisions are made for the same. 4.6.8 Interest of Stakeholders in the Project The project has been able to generate considerable interest among all stakeholders; government, NGOs, training institutions, UNDP and donor agencies as well as the beneficiaries. Government ownership is visible in its support in terms of budgetary announcement which has increased over the years. The project has conducted national level workshops and participation from several projects in different states and institutions shows high interest levels. Some examples include conferences on convergence, national workshop on livelihood promotion for PwDs and sharing workshop on livelihood compendium. The project has involved and undertaken training for several NGOs on livelihood issues, skill building and specific areas such as livelihoods promotion for PwD or issues for migrant workers. NGO participation has been significant in all trainings and workshops. Some of the partners have been able to link the intervention with other government schemes and programs such as Kanjar project in Jhalawar from Department of social justice, Department of fisheries and Ford Foundation for fishery project in Banswara, Rajsamand District Livelihood Centre garnering support from Hindustan Zinc Ltd. and from the district administration through RKVY. Interaction of evaluation team with partner NGOs and training institutes indicate their keen interest in the project and willingness to get involved in future.

4.7 Sustainability of the Project

This is defined as the likely ability of an intervention to continue to deliver benefits for an extended period of time after completion of all planned activities. A total of 8 points have been considered, and the project has scored 77% with respect to sustainability, which can be termed as Satisfactory. Table 4.7 below depicts the scores on sustainability parameters.

Table 4.7: Rating of the Project on Sustainability Parameters

Sl. No. Evaluation Aspect Score

1 Adequacy of institutional arrangements in attaining the long-term objective of the project, the infrastructural, logistical, and financial implication of sustaining the project objectives beyond the project duration/after completion of UNDP funding.

7

2 Cross cutting Issues 7

3 Knowledge transfer 8

4 Strengthening country ownership 9

5 Strengthening stakeholder participation 7

6 Efforts to secure sustainability 8

7 Significance of the results achieved for the country or region 8

8 How successful has the project been in maintaining interest of the NGOs, government sector, relevant research institutions and other financial institutions?

8

Total Score 62 (78%)


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4.7.1 Adequacy of Institutional Arrangements after UNDP Funding Rajasthan Mission on Skill and Livelihoods was converted into a non- profit company mid- way through the project. Steps are afoot to convert this company into a Government Corporation so that the institutional mechanism for a massive skills creation mission is available. The corporation is planned in line with NSDC at the centre and its Council headed by the honourable Chief Minister will oversee the Corporation. Adequate budgetary allocation has been provided in 12

th

Plan for the State. A massive and ambitious target of 1 lakh skilled livelihoods every year is being set for the Corporation which will have outreach up to block and district levels. Adequate budgetary support is also being provided by GoR. Necessary policy support also exists at National and local levels. Thus RMoL can take pride in the fact that it would be one institutional form that would survive and sustain at the end of the life cycle of a mission or project. A word of caution may be given here that the proposed Rajasthan Skill and Livelihood Development Corporation is more focused towards skill development and livelihood promotion and several learning within SLSLPS-Rajasthan may go unattended. The proposed corporation should give adequate importance to livelihood promotion and have scope for experiments and scaling up. Alternatively it should link livelihood activities to RRLP which is the flagship livelihood programme in the State. 4.7.2 Engagement on Cross Cutting Issues The project has been able to initiate several pilots in diverse range of thematic areas related to livelihood promotion for the weaker section and cross cutting issues like gender has been given a priority. However some issues such as convergence with decentralized district planning process was not adequately focused. Though district managers were member of district planning committee, a step further would have been to integrate convergence plans with district plan. Mission also provides critique on scope of convergence of skill training activities. There are a number of institutions within the same State to take care of almost similar functions. For example, there are a number of agencies supporting skills training activities – SC/ST and Minorities Corporations, erstwhile DPIP, Grameen Ajeevika Vikas Parishad, the RRLP, and its training institutes, National Literacy Mission, etc. It would be good if all activities and funds for skills training can be dovetailed and coordinated from a single institution like the emerging Rajasthan Skill and Livelihood Development Corporation. 4.7.3 Knowledge Transfer This is one area in which RMoL has taken a lead, not only within the State but also for concerned quarters outside the state. If the proposed Corporation has to succeed, it needs to continue with the knowledge generation and dissemination function that the RMoL has been performing effectively. 4.7.4 Country Ownership GoR budgetary support has been several times more than the UNDP support despite political changes. This is one of the reasons why the institutional structure and the processes evolved by the project would continue to be sustainable in the future. The Chief Secretary headed the project throughout even during its transition from a mission to a Corporation. Its transition from the mission to a permanent entity as a corporation is also indicative of Government commitment. The fund flow during the project increased steadily from 2005-06 to 2011-12. The fund during this period was to the tune of INR 57.5 Cr. Besides, a provision of INR 236.67 Cr. for FY2012-13 has been allocated to RMoL by GoR. This clearly demonstrates high degree of ownership. 4.7.5 Stakeholder Participation The initiatives in this respect have been involvement of grassroots NGOs in implementation of livelihood pilots, involving public and private training institutions for skills training, engagement of private agencies in such activities as RISE, establishment of livelihood resource centres by


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capacity building and essential infrastructural support. NGOs will continue to support the pilot activities in so far as they form integral components of their own field of action and alternative funding is available. Partnership private institutions in respect of RISE/Construction Academy/REX are unlikely to continue after withdrawal of project support as they will not be able to run the activities in a self -financing basis by levying fees. Such partnerships work only with large private companies which have philanthropic wings as part of corporate social responsibility. The Overseas Employment Bureau is another institutional innovation, but its operationalization has been delayed. 4.7.6 Efforts to secure Sustainability The Mission was converted into a non-profit company and is being upgraded to the level of a government corporation, Rajasthan Skill and Livelihood Development Corporation. GoR has huge plans to establish it in the line of NSDC and budget provisions have been made in the five year plan document. The skill training component is definitely going to continue in an up-scaled manner and it is hoped that the livelihood component would continue to get the attention it deserves. 4.7.7 Policy Significance of Results for the Region As indicated in project situation analysis, the State requires 8 lakh new livelihoods to be created every year for next ten years. Further, Rajasthan has about 2 million “working poor”, who are employed for very low wages or are unable to earn enough from self-employment. There is a need for the State to expedite pro poor growth, create opportunities, bring in innovative models, and develop skills among youth to absorb the huge labour force as well as enhance income of the working poor. The results achieved so far are highly significant as the livelihood pilots show encouraging results at micro- level. Also a platform has been created for large scale skill development for the youth. The project has been able to push the agenda of livelhiood promotion and porvety reduction for weaker sections and disadvnatage groups. There is an overall support for skill development within GoR and RMoL in the form of new corporation is conceived as the nodal agency for skill development. The project Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced. Singnificance of results have been demonstrated throgh policy initiatves by government, awarenss on skill building, similar projects by various NGOs and linkage with government schemes. Some of the signficat results are highlighted in box below:

Highlight of Signigicant Results

An enabling environment of skill building in the state created; it is now a priority by government with budgetary provision.

Reorganization of RMoL as the nodal agency for skill development in the state and Rajasthan Livelihood and Skill Development Corporation establishment is underway

On the basis of pilot for training to people with blindness, Social Justice Department has initiated adding learning software costs in the scheme for strengthening of Blind Schools.

The project has trained prachetas under DWCD, Rajasthan on enterprise development. Some Prachetas have further conducted this training for sathins and SHGs and few of these SHGs have started enterprises after these training (ex: dona making, pitcher making).

The project was able to bring about strategic change in the policy for PWD for the first time draft state policy 2011 for people with disability was formulated and adopted

Convergence training and district manager’s facilitation has built capacity of government departments and has resulted in convergence of schemes, formation of District Level Convergence Committees (DLCC) and more than 28,560 families benefited

Efforts of the project facilitated establishment of Rajasthan Council of Vocational Education and Training and Akshat Kaushal Yojana for skill upgradation of unemployed graduates.


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4.7.8 Interest of Government Sector, NGOs, and other Stakeholders Tribal Area Development Department (TADD) has assigned its skills training programme in Udaipur to RMoL The project has been able to attract the interest of several departments and agencies through convergence initiatives at district level (e.g. Navjivan programme of Excise department, Kanjar rehabilitation programme initiated by Police department, MGNREGS, SC/ST Corporation, etc.). The RMoL also has taken initial steps in revival of the Dungarpur Dairy. The support for providing access to the participants (whether under skills training or livelihood pilot activities) about information about other government programmes could have been enhanced and the impact could be maximized if special efforts were made for this. This is a lesson that needs to be borne in mind for future programmes. The project has been able to generate considerable interest among all stakeholders; government, NGOs, training institutions, UNDP and donor agencies as well as the beneficiaries. Government ownership is visible in its support in terms of budgetary support, which has increased over the years. The project has conducted national level workshops and participation from several projects in different states and institutions shows high interest levels. Some examples include conferences on convergence, national workshop on livelihood promotion for PwD and sharing workshop on livelihood compendium. The project has involved and undertaken training for several NGOs on livelihood issues, skill building and specific areas such as livelihoods promotion for PwD or issues for migrant workers. NGO participation has been significant in all trainings and workshops. Some of the partners have been able to link the intervention with other government schemes and programs such as like Kanjar project in Jhalawar from Department of social justice, Department of fisheries and Ford Foundation for fishery project in Banswara, Rajsamand District Livelihood Centre garnering support from Hindustan Zinc Ltd., district administration through RKVY. Interaction of evaluation team with partner NGOs and training institutes indicate their keen interest in the project and willingness to get involved in future.


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CHAPTER 5: FINDINGS - OUTPUT AND ACTIVITY LEVEL

SLSLPS-Rajasthan is an innovative project which has significantly contributed to improvement of the livelihoods in disadvantaged regions of the state and for the weaker section. The project results have supported the livelhiood promotion and skill building inititives of GoR. The project has been able to reach the target gorup-poor men and women, SC, ST and disadvantage group of population. The project results were achieved due to strong leadership, close ownership of government, flexibility in implementation arrangement and effective NGO partenrs and trainig institutions. OUTCOME: Improved effectiveness of poverty reduction avnd livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced. Achievements against each output, activities and related constraints were analyzed and it was found that activities were linked to the output. Some of these activities are sub-component of a main theme, but falls into different outputs. The activities were planned after initial studies, piloting and discussion with selected partners with relevant experience. The partners, location and selection of activity have been relevant. In terms of effectiveness some activities have been able to contribute more effectively to the output than others. A summary of key issues in each of the outputs is offered below.

5.1 Output 1: Capacity Building for Government

State government capacity and coordination mechanisms strengthened for designing and implementing inclusive livelihoods strategies for vulnerable and disadvantaged groups and regions. The allocated budget for the activities from 2008 -2011 was 285.88 lakh Emphasis on convergence has laid the foundations for the success of the project and the key activities include convergence building and capacity development of staffs of Government departments and NGOs. Convergence brought synergies between different government programmes and schemes in terms of planning, process and implementation. Dovetailing of various government departments’ schemes/ livelihood programmes and non – government initiatives in the state has played a crucial role in the project. The convergence of schemes was done appropriately as local issues, schemes and the vulnerable section all were assessed together relating to the local livelihood needs. For effective implementation District Level Convergence Committees were established in five districts (Dungarpur, Banswara, Rajasmand, Tonk and Baran) with engagement of District Managers by RMoL to facilitated activities locally. Regular follow-up of the committee meetings brought about effective convergence of 10 government schemes which is a significant impact of the intervention. MGNREGS and NHM in district Dungarpur, SGSY and Dairy Union in district Banswara, SGSY infra fund and SARAS and Navjeevan Yojna and MGNAREGS in district Rajasmand, linking youth with RUDISET, ITI, KVK, SC ST Corporation, DIC training schemes, etc. in district Baran are some of the examples of convergence of schemes. Strategies established were effective in establishing appropriate coordination and participation among the government departments and non government organizations for promotion of livelihoods. Convergence intervention with 28,560 beneficiaries has demonstrated that synergy among the programmes can help better targeting. The time span however was limited and withdrawal of district managers during 2011 would have affected the process. Though department staffs are oriented on convergence, a facilitator is needed to reinforce the concept and understanding. In the new model of RMoL getting into corporation, facilitation of this input can be thought about. The project has built the capacities of government departments including Rural Development, Department of Women and Child Development (DWCD), Labour and Employment, Agriculture, and Animal Husbandry as well as NGOs on convergence. Specific training on counselling was conducted for the District Labour Officers and Prachetas from DWCD. The training has built an


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understanding among the participants about the possibilities of convergence of various government schemes and its benefits. Training of Prachetas was done efficiently, and the training curriculum for Prachetas was modified based on the recommendations of the evaluation study. Follow up of Pracheta training in districts of Alwar, Jaipur, Jodhpur and Udaipur led to modified training for better learning and practical usage for Prachetas and SHG members. This indicates that project was responsive to the feedback and adopted mid course corrections. Training enhanced the capacities of Prachetas on various aspects of entrepreneurship development which enabled them to further act as trainers for SHG members. It is reported that some of the SHG members did start micro enterprises post training. The project would have yielded better results if Training of Trainers provisions have been made to replicate the activity and carry it forward after completion of project intervention.

Table 5.1: Details of Activities under Output 1

Activity Partner / Location Achievement Sustainability

National workshop on convergence of Govt. schemes / programmes

RMoL 1 national workshop

One time

State level Strategic Convergence meet for promoting Livelihoods in Rajasthan

RMoL 6 workshops, one at the state level and other at divisional level

One time

Convergence of various livelihood schemes/programme through 5 Districts Livelihood Cell

RMoL / Dungarpur, Banswara, Rajsamand, Tonk & Baran

Convergence of 10 government schemes, 28,560 benefited

No specific plan, likely district office to carry out, needs a facilitator

Training to institutions on convergence of government schemes for livelihood promotion

The Livelihood School, Hyderabad/Rajasthan

20 institutions One time, no follow up plan

Training of Prachetas of Department of Women and Child Development

EDI, Ahmedabad /Rajasthan

139 No ToT, but DWCD has adopted

5.2 Output 2: Institution Building

Institutions strengthened for providing effective coordination on towards livelihoods enhancement. Strengthening of institutions for livelihood enhancement is another key component of the project. For livelihood enhancement several institutions and NGOs were strengthened and new institutes were established to provide employable skill training. The output includes two major activities; 1) Establishment of new institutions 2) Strengthening of existing institutions. The activities in the output were planned to provide employment services to the rural poor in a cost effective and sustainable manner and to create opportunities for employment in the secondary and tertiary sectors in the state. RISE and Construction Academy are the two innovative institutes established during the tenure of the project. Establishment of RISE and Construction Academy in seven divisional headquarters in Rajasthan through PPP mode (mostly training being conducted in existing institutes) were quite relevant given the increased demand for skilled security personnel as well as skilled construction masons and workers. Both the institutes are successful in bridging the increasing gap between demand and supply of work force in the security and construction sector. RISE was formed in collaboration with three professional institutes; Security Intelligence Services Pvt. Ltd (SIS), New Delhi, Central Association of Private Security Industry


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(CAPSI) and Jaipur Ex-Servicemen Welfare Cooperative Society Ltd. Construction Academy establishment was established in collaboration with NAC (National Academy for Construction, Hyderabad) in government ITI. RISE commenced only in April 2011 due to delay in obtaining the security training license by the two agencies. To cater to employment opportunities in overseas, an overseas placement was initiated for training and placement of passport holders to the Overseas. All these initiatives are supported majorly from GoR budget is very likely to continue. Sustainability related to placement, placement options and salaries and enquiry generation needs to be reviewed. There is a need to promote the opportunity among the youth to ensure enrolment as well as retention. Policies related to minimum wage being offered to security personnel is also an area of concern and needs to be debated at the State and national level. The impact created by activities like RISE and Construction Academy are visible with 100% placement in the initial stage and expansion to multiple locations by GoR support. These are very likely to continue with the new corporation model. The institutional structure however needs to be strengthened with plan for curriculum development, certification, faculty training, quality control, etc. A PPCP model in construction training was initiated in Dungarpur and Banswara district in May, 2010. The partners included Consolidated Construction Consortium Limited (CCCL), Chennai and Ajeevika Bureau, Jaipur. The purpose was to provide placement support in the emerging construction sector in Rajasthan. The intervention was successful in placing youth in AIIMS Jodhpur after the completion of their training in the Construction Trade and costs were supported by CCCL. In institution building output, Rural Employment Exchange (REX) was initiated on pilot basis in Dausa district of Rajasthan to cater to the employment needs of the rural segment. The main activity of the project comprised of registrations of youth and employers, job placements, counselling, skill and entrepreneurship training, information on various government schemes and provision of financial services for undertaking skill related trainings. REX utilized the database of the existing employment exchange and was effective as it not only provided employment to increasing number of rural youth but also resulted in increased employers’ registration. To yield efficient results district employment officers were placed and trained for counseling skills and facilitation with potential employers in districts. The REX project was successful in generating revenue as was set up on revenue mode it generated total revenue of Rs. 6.40 Lakh through various services to youth. Though planned for seven divisions and partners were finalized, the activity could not be extended owing to delay within government. Institutions and NGOs were strengthened on livelihood, financial literacy, PwD. Livelihood Resource Centers (LRC) were established across 5 districts namely Baran, Tonk, Dausa, Dungarpur and Rajsamand with PEDO, CECOEDECON, SRIJAN, Saheli Samiti and Vishwas Sansthan respectively and the capacity of NGOs were enhanced for delivering livelihood services, support was provided for infrastructure development, training was imparted to the staff, workshop, study, exposure visit and other need based support were also provided. LRCs at the district level have been supported with a small budget, but they have been able to make a mark by leveraging funds from other sources. For sustaining LRCs handholding support would be required to establish linkage for fund. LRCs would continue in districts where the partner is strong and have been able to link the activity to other schemes like the LRC in Rajasmand district. This is however location and partner specific. This particular activity is unlikely to continue unless there is manpower support for the DLRC. Training on financial literacy was imparted to 10,000 women in district Tonk. Women were educated on various dimensions of financial literacy to choose the best financial products (Saving, credit, insurance, and pension and remittances services) and to enhance their awareness on availing related government schemes and financial institutions. The intervention would be sustained by the partner with support of NABARD and other donors. The agency has identified 100 potential women to further build the capacities of other beneficiaries on various financial aspects.


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Capacities of NGOs working on PwD were strengthened through training to serve the disabled, adequate Training of Trainer should have been carried out to keep the scope open for future replication.


Activity Partner /Location Achievement Sustainability

Rajasthan Institute of Security Education (RISE)

Security Intelligence Services Pvt. Ltd (SIS), New Delhi, Central Association of Private Security Industry (CAPSI) and Jaipur Ex-Servicemen Welfare Cooperative Society Ltd / Udaipur, Bharatpur, Jaipur, Ajmer, Bikaner , Kota and Jodhpur

2,390 GoR

Establishment of Construction Academy

ITI’s/ Udaipur, Bharatpur, Jaipur, Ajmer, Bikaner , Kota and Jodhpur

850 GoR

Public Private Partnership (PPCP) model

Ajeevika Bureau, Jaipur/ Dungarpur and Banswara

80 One time

Overseas Placement Bureau

JAS consultant, RKCL, ILFS /Rajasthan

450 GoR

Rural Employment Exchange (REX)

RMoL/ Dausa, expansion plan did not materialize

2,390 (2000 in preparatory phase)

No specific plan

Employment Fair RMoL 3,08,000 (About 1 Lac prep. phase)

GoR

Capacity building of employment officers

PSSCIVE (Pandit Sundarlal Central Institute of Vocational Education)

22 districts employment officers trained

One-time, no ToT for replication

Livelihood Resource Centre

Saheli Samiti, Vishwas Sansthan, PEDO, Ceceodecon and Srijan / Dausa, Rajasamand, Dungarpur, Baran and Tonk

407 No clear plan, Partner will support from other source; e.g. Rajassmand

Financial Literacy CECOEDECON and Indian School of Microfinance for women (ISMW)/Tonk

10,000 Partner will continue

Develop Capacities of NGOs on PwD

Consultant (Mr. Sameer Ghosh)/ Rajasthan

46 One time, no repeat plan

5.3 Output 3: Livelihood Pilots

Innovative and scalable livelihoods promotion projects successfully developed with special reference to the vulnerable and disadvantaged communities and groups. Several Innovative pilot projects such as sheep breed improvement project in Bikaner, kanjar rehabilitation in Jhalawar, capacity building of dairy project in Tonk, tribal SME in Udaipur and fishery cluster in Banswara were initiated in this output. The interventions were successful as were launched on the basis of the studies conducted after assessing the need. All partners were chosen carefully with technical knowledge on the particular intervention. The interventions have not only promoted livelihood and supported inclusion of disadvantage groups and women.


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Sheep Breed Improvement Project

Urmul Trust /Bikaner 500 Community, GoR, Urmul Trust and SHG

Rehabilitation of Kanjars

IFFDC/Jhalawar 1,952 Community, GoR, and IFFDC

Promotion of Dairy cluster

Srijan/Tonk 959 Member contribution, earnings, and partner

Tribal SME CEE and five local partners/Udaipur

160 Gramnidhi Trust through other NGOs in area

Establishment of Fishery Cluster in Banswara

IGS and ASSEFA /Banswara

150 Department of Fishery, Ford Foundation, cluster association and GoR

Support services of Migrant labour

Ajeevika Bureau/ Banswara and Dungarpur

3,300 (preparatory phase 1000)

TADD fund to serve the 4000 migrants in other three bordering districts

Sheep breed improvement project was basically prompted by a concern to preserve and improve the quality of two indigenous breeds, i.e. Chokhla and Magra with high yield level but get mixed due to regular migration to Punjab, Haryana and Western Uttar Pradesh in search of pasture during lean period. The project was demand based as the sheep and wool being the major source of livelihoods (the wool from Magra and Chokhaka is supposed to be the best yarn for Indian carpets) in Bikaner and the problem of breed deterioration started affecting the incomes of sheep rearing communities, wool market and the carpet industry. The intervention was successful in improving the breed of sheep by best quality ram, wool quality and better price, behaviour change of the community, reducing the sheep mortality and inculcating the practice of regular savings. The intervention would have been better effective if the duration of the project would have been longer with adequate funds with more interest of insurance companies for sheep insurance, sufficient fund for human resources and travel to be provided according to the geographical situations of desert area while working with migratory animals and communities, government linkages and a follow up program must design with pilot project to scale /replicate it. Kanjars have a criminal record and the project was started to bring them back to mainstream. Rehabilitation of Kanjars in the Jhalawar district was successful in building the capacity of the community with emphasis on vocation training in stitching for women, agriculture, livestock & poultry management training, motor cycle repairing, carpentry and motor binding, etc. The intervention also contributed to livelihood enhancement and institutional development through providing fish net, distributing PVC pipe, diesel engine set etc and formation of dera vikaas samiti (Gangdharand and jhalrapatan block), two block kanjar vikaas samiti and 24 groups. Through convergence the project also helped in admitting 32 children to a Residential School in Kota with the support of the Department of Social Justice and Empowerment, linked 42 beneficiaries to the ‘Poorest of the Poor’ scheme, with the room from KVK for various technical training programme related to Crop Productivity Enhancement, etc, linked 37 youths to the District Transport Department for getting Driving Licences etc. The intervention could be more effective with further support with a programmatic approach to kanjar livelihoods improvement through convergence of existing welfare programs/schemes into a `Kanjar Development Fund' at the State and at the District level, review of the Habitual Offenders Act and its implications for a policy dialogue to amend the act for mainstreaming the community and develop the capacities of Institutions (Dera Samities) so that they are able to diversify their activities and effectively establish an operational and governance system. The implementation partner has managed some funds from their own sources, but it further sources need to be explored.


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Dairy project was launched in Deoli block of Tonk district with SRIJAN as the partner. Women SHGs were formed and nurtured during the project and system was established for collection and marketing of milk. Milk route (Deoli cluster), 15 MCCs and AI centre with support of BAIF in Deoli were also established. For procurement of milk by the communities an agreement with Rajasthan Dairy Co-operative Dairy Federation (RCDF) was also done. A cadre of Para Vet developed to carry out AI service. Linkages were established with Animal Husbandry department for AI, PD check and other Vet services. The intervention led 350 families to undertake dairy as a major livelihood activity and has strengthened the economic capacity 100 beneficiaries who are women. The initiative also strengthened the capacities of implementing staff and federation members through training and exposure visits. The cooperative business has increased, but they are not self sufficient. SRIJAN would continue to support the federation to the extent possible through other programmes. A follow-up plan to support implementation activities and scaling up would strengthen the impact of the initiative. Tribal SME was initiated to promote microfinance and entrepreneurship among the tribal families in Udaipur district. The project is providing technical, financial and handholding assistance to the 160 tribal families to enable them to become potential entrepreneurs. The intervention was successful in initiating various types of enterprises; cow rearing, goat rearing, grocery shop, dairy, poultry, horticulture, nursery, oil engine, flour mill, etc. The intervention has established Gramnidhi Trust, a registered mechanism for sustainability from which beneficiary would take loan for micro enterprise. The intervention facilitated local tribal in identifying geer breed of cows, birds like poultry and goats as the sustainable enterprises for expansion. Package of Practices (PoP) and risk mitigation tools also developed for these 3 identified enterprises. The initiative has also built the capacity of SHG members, cluster leaders and NGO staff. Fishery pilot project was launched after the study findings and recommendation of CIFE. The pilot project was initiated in Banswara district in November, 2009. The project was implemented in 2 sub clusters (Arthuna and Rohida) of Garhi block of Banswara district. The project is successful in building the capacities of the fishermen through training and exposure visit the community gained knowledge on scientific fish culture to enhance the fish productivity and self harvesting and retailing on cooperative based approach. Several community members in the area have taken up fishing as a livelihood option, success and impact is visible with some of the CIFE project staffs taking into seed rearing activity as entrepreneurs and supplied fish seed to cluster members during 2012. Competition among buyers for better price for farmers before harvesting is also a good indicator of the potential the activity offers. One fishermen group has been able to access bank loan for fishing – first time in Banswara district. Government also recognizes the potential of fishing and promoting GPs to undertake pond cleaning activity under NREGS, Govt. fund being utilized for fishery training, project has created demand for services of Govt. hatcheries. One private hatchery and one private seed rearing farm established in just one year in the vicinity. The project would be sustained as DoF through RKVY has principally agreed to provide support for demonstration of scientific fisheries in community pond (one each in four blocks of Banswara amounting to 27.5 lakh). Ford Foundation has also approved a project to strengthen the marketing activities of fishery cluster. (Rs 3.5 lakh) Migration is a major livelihood strategy for the rural poor of the tribal dominant districts of Southern Rajasthan and also of the poverty stricken districts of Western Rajasthan. Migrant pilot project was on providing the technical assistance and support services provision to migrants. The pilot’s main focus was to address the issues related to migrants and enables them to resolve them through support and services which includes photo id provision, skill trainings, placement and other facilitation services to migrants at source and destination. The intervention was successful in benefitting the migrants of Aaspur block in Dungarpur and Garhi block of Banswara districts. Overall it is observed that contracts for these partners were for a short duration for less than a year and this was extended during 2011. There have been discontinuous contracts with a break in between 2010 and 2011 due to approval procedure. This has affected the livelihood interventions; however partners being very strong in the domain were able to manage the gap


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funding. The NGO partners have been able to generate some funds from other sources to continue the intervention post project, but support from RMoL in the corporation form is desirable to continue the efforts and scale up the activities to include more beneficiaries. This was also prominently found that no activity has moved completely to business model and thereby becoming self sufficient to operate without support from the partner NGO.

5.4 Output 4: Skill Training

Skill development trainings for improving livelihoods opportunities One of the objectives of RMoL since beginning has been to generate more than a lakh livelihood every year. The focus of the skill training programmes is to cover around 80% youth, who could not complete education up to 10th Standard level due to various impediments. The emphasis is on experiential learning, where participants have greater hands on training / practice. The project has strongly emphasized skill training at various levels being crucial for improving livelihoods opportunities. Skill training was supported by GoR and MATU monitored and managed the activities. Initially all the training was routed through EMI and later on RMoL itself managed the training programmes. About 1, 12, 000 people have been trained since inception of RMoL through government institutions, NGOs and large training providers. Skill training programme was very efficient as the budget for the programme was revised from time to time by BFC (Budget Finalisation Committee) on the basis of the training need suggested by the agencies KVKs, ITIs, RKCL, large training provider viz., ITC, RUDSETs, JSS, DCTC, Polytechnics, etc, been implementing the short term skill training programme. Innovations like e-learning module, training for PWD students and mobile van based training are note worthy in this output. E-learning material (multi media) has proved to be an effective solution for imparting better quality and uniform teaching inputs across the state in very cost effective manner. The training programme planned for the blind was very effective, as the extra computer classes for blinds in the school not only helped them in learning software like Microsoft Word, Power Point and Excel but also helped them becoming net savvy despite their physical challenges and boosting their chances of employment. Training content for 171 courses in 30 sectors were prepared by RMoL and allocated to various institutions depending on their strength and districts. The critical areas which could have been given improved attention include ongoing demand and labour market analysis, quality monitoring of training, syllabus modification according to the market, post training support like credit linkage and placement and tracking the students for a long duration to assess their status with respect to earnings through employment or self employment. It is suggested that both private and government agencies are contracted on an end to end basis solutions including demand analysis, placements and self employment and tracer analysis. In the corporation mode training activities are most likely to continue as GoR budget has been provided for the same. This output has been most visible and owned by government at the highest level with RMoL being considered as the nodal point for all skill development activities.


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Mobile Skill Training Program

Gramin Vikas Trust, B-able, Bhoruka Charitable Trust / Baran, Barmer, Tonk and Rajasamnd

800 Recurring and training cost of buses are borne by GoR

Skill Training More than 400 partners consisting of Govt ITI, ITC, KVKs, RSETIs, Large Training Providers, Industries and NGOs/ 33 districts

1,12,00 (preparatory phase 11,967)

Regular fund provision through GoR for running skill training program

Development of e-Learning material in Hindi

STAM

3 CDs One time, no plans for future material development

Empowerment and strengthening of the blinds

Eye Bank Society of Rajasthan/ Netraheen Vikas Santhan /Jodhpur

9 One time, scale up to be planned from GoR training budget / Social Justice Dept.

5.5 Output 5: Knowledge Networking

Knowledge networking among all stakeholders for capturing and disseminating best practice, policy and learning The project has generated significant amount of knowledge resource through publications, workshops and other IEC material. It may be noted that studies and workshops were more in number during the preparatory phase. During the project duration of 2008-12, 14 studies, 14 reports and 3 policy recommendations have been made. Policies recommendations include studies on fishery sector, skill promotion and PWD. RMoL website and a film was also prepared as part of this output. It became possible due to UNDP’s support and can continue in the new institutional structure only if the corporation earmarks budget for research and publication.


Activity Achievement

Conducting relevant studies / workshop/ publication

14 studies, 2 workshops conducted and 11 publications (preparatory phase 21 studies and 22 workshops)

Policy Recommendations 3

RMoL Website Development Website developed and maintained

Film Making 1 film developed

5.6 Cross cutting Issue: Gender

UNDP focuses on gender equality and women’s empowerment not only as human rights, but also because they are pathways to achieving the Millennium Development Goals and sustainable development. In SLSLPS-Rajasthan women empowerment has been kept as a focus area in planning of the activities. There are activities which are focused on women such as in financial


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literacy activity under output 2 under which capacity building training was organized for 10000 women on financial literacy aspects in Tonk district and 50% of the beneficiaries were from minority community. Furthermore 100 successful trainees were identified as potential business and banking facilitators. In the dairy project under output 3 for enhancing milk productivity under dairy project in Tonk district about 959 SHG members were mobilized to take of dairy activity. In the same output under sheep breed improvement project 201 women benefited in the project in Bikaner district where target group is provided with technical knowhow and improved rams. In Rehabilitation of Kanjars project, skill training programme on stitching was organized specifically for 40 women of Jhalawar district and six health camps were organized to benefit the women Kanjars. In Output 1 the exercise taken up with Department of Women and Child Development (DWCD) for capacity building of Prachetas also signifies gender focus. DWCD had also been provided financial assistance to support the operational of Amrita Society (Amrita is a marketing society created by DWCD for assisting marketing of SHG products. Amrita society is formed with the objective to support in marketing of women SHG (WSHG) products within the state and outside). In skill training programme under output 4 out of the total youth trained under the skill training programme, 30% are women and through the programme 4600 SC women, 2400 ST women, 5000 Minority women, 5600 OBC women and 3500 general women have been impacted.

19

19

As on 31st March 2011


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CHAPTER 6: LESSONS LEARNT

6.1 General Lessons from the Project

6.1.1 Strong learning and dissemination supports the project - Rajasthan can take credit of the fact that the experience and learning from RMoL has been shared at national level for NSDM as well as NRLM. At the state level, Jharkhand State Level Livelihood Promotion Society has drawn from the learning of the project. The project had a high visibility owing to state and national level workshops and consultations this garnered strong support from different stakeholders and backed innovation.

6.1.2 Project design based on comprehensive study - Project design was evolved after large number of sectoral studies (25 in number) and workshops (30) followed by identification phase. This job was undertaken by competent professionals from different disciplines. The resultant output was evolution of 37 skill development activities and road map for execution of action pilots through partners. Such baseline exercise is a must for launch of any project or program.

6.1.3 Key success factors must be intact during the project - Critical success factors included the strong leadership and support provided by a committed think tank, which had a vision to formulate innovative ideas, uninterrupted support by political and administrative leadership through the project period and managerial and technical support by a private entity, which was given a modicum of operational flexibility within the government system.

6.1.4 Comprehensive skill training contract with agencies – Gaps were observed in skill training activity was observed that skill training Skill training if supplemented with labour market survey before training and tracer study and tracking mechanism post training can be really effective. Comprehensive contracts with agencies for conducting all aspects such as market study, designing modules tailored to market, conducting training, ensuring quality of training, placement and tracking of trainees for a period of three years.

6.1.5 Follow-up activities need to be planned in advance: Interventions like training of prachetas or financial literacy training in Tonk required additional inputs beyond training, like SHG formation and bank linkage. These if planned earlier could have strengthened the impact. 6.1.6 Strong M&E and MIS should be available from the start: With multiple stakeholders and large scale training online MIS is necessary. All M&E systems, plan should be completed at the beginning of the project. The project was found to be weak on this aspect; online MIS could not be grounded, mid-term review could not take pace, follow up study on baseline study was not conducted. 6.1.7 Project plans need to be for the complete period – Continuity of partners, training institutes and technical support agency is important for success. Contracts for delivery, manpower planning and project plans need to be for the entire duration with annual review to ensure commitment and interest. Adequate monitoring and review conditions can be designed into such contracts.

6.1.8 Benefits of private sector participation – There has been clear benefits of having a private player providing services through MATU to RMoL which is an unique model and this gave the project flexibility to experiment with various proposals and interventions. In terms of delivery, private players have been involved in training delivery, institution building and livelihood promotion which have been supportive of achieving targets for training and building effective institutions.

6.1.9 Convergence to leverage other government schemes – Convergence was an activity to build government capacities and promote development schemes impacting livelihood for poor. The impact has been laudable. The project and its interventions have been linked to some of the schemes, but the scope can be enhanced at district and below district levels. It is important to dovetail with existing schemes by various departments to make the project more effective.

6.1.10 Continuous Correction Mechanism – The project needs to responds to changed environment with changes within the government, incumbency in implementing department,


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revision of budgets, and delay in approvals for subprojects or dropping out of partners or service providers. The project should be able to manage the risk on way, work in a dynamic environment and adapt to the need.

6.2 Lessons from Specific Activities

While forming pilots or a specific trial intervention in skill training or livelihood promotion it is useful to prepare in advance a future road map for continuation of that activity, besides proper care in selection of partners and tying up all the necessary links. Few observations and critique on select pilots point to their strength and weakness which can act as learning for future projects.

6.2.1 Construction academy: Providing trained personnel for the Construction industry, being the green field sector of economic activity in India, was correctly perceived as a major agenda for skills training. However several issues have been identified for rectification including due to the location of the construction academies within ITIs (can cater only to people in semi urban and urban centres), delay in conducting examinations and certification, absence of insistence of quality standards in such trades as plumbing and house wiring. With seven academies operating in divisional head quarters the new corporation is expected to take care of these issues. One of the good examples has been the PPCP training coordinated by Ajeevika bureau, Udaipur.

6.2.2 RISE is one institutional innovation that has succeeded to some extent in meeting the requirement of trained security personnel. However, only one of the training partners has been able to provide employment to all the successful trainees by absorbing them in their own security business. Here the system of certification in distance mode varies across institution and include universities like IGNOU, Nagaland University and Kota Open University. The trained persons are mostly employed, if at all, in the lowest rung of the unskilled labour category. Only when there is an enabling legislation acknowledging security guard as a skilled labour category and mandating minimum training standards for employment, opportunity can improve for the security guard trainees. GoR is planning to have RISE model in all districts of Rajasthan and key issues of certification, identification of students and placement policies will be addressed with the proposed corporation.

6.2.3 Dairy Pilot in Tonk: This is a successful pilot scaling up with additional funds will be helpful. The activity can become sustainable and replicable through provision of long-term professional support to the SHG-dairy federation in quality maintenance, livestock rearing and management including breed improvement, and dovetailing with the existing animal husbandry, veterinary services and dairy development schemes. Exposure visit to small scale dairy ventures in other parts of the country to SHG members would improve their knowledge levels. The SHGs also should be enabled to take advantage of the skill development activities of RMoL.

6.2.4 Sheep Breeding Pilot in Bikaner: The success of this pilot was limited by the short duration of the contract with the NGO partner (a total of 24 months in two annual contracts). The partner is strong and it is required to support this activity for a long duration to realize its impact.

6.2.5 Tribal SME pilot, Udaipur: This pilot consisted setting up 25 new small and micro enterprises and strengthening 150 existing enterprises. The project contributed small seed money to set up a Gram Nidhi (village resource fund). This fund is usually used to provide loans to Self Help Groups at 12% rate of interest for on-lending to individual members by the SHGs at 24% percent interest. The Nidhi has been now registered as a section 25 company. There is no linkage with any bank for the individual members to take loan at lower interest rate. Nor is there any tie up for subsidized funding from the SC/ST Corporation. The enterprises were goat units (2+1 sirohi breed), petty business, small handicraft units etc. Few enterprises have been successful under this pilot. This initiative was marked by under financing and short implementation period. Scale up support if provided needs to strengthen activities that have potential and make it demand driven with the partner giving technical support to the entrepreneur.

6.2.6 Livelihood Resource Centre with NGOs: The partners selected for the activity have long standing and credibility. Further, it also matches with their institutional goals and activities. The inputs involved infrastructure and training to NGO staffs on livelihood promotion. It was a small


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intervention, but location like Rajsamand district has leveraged this activity to get linked to other projects and government department. The success was more location and partner specific. This activity was a small scale intervention and a follow up plan to make the DLRC active for longer duration could have given good results.

6.2.7 Capacity Building of Government Officers: Short term training programmes were organized for Employment Officers (Labour Department) and Prachetas (Women Development Department) besides orientation of officers on convergence at district level. The programme has helped in raising awareness levels and thereby improving the government delivery mechanism in the spheres of these two departments. DWCD has adopted this training in their regular orientation activities. In future activities of such nature need to have an in-built mechanism of training of trainers for possible replication. There is also a need for convergence of such training by one department which can then ensure sustainability.

6.2.8 Programme for Persons with Disability including the Blind: The RMoL has been successful in bringing out a draft policy to be adopted by the Government of Rajasthan for PwD. Some activities have been taken up for developing skills of the visually handicapped. It is hoped that the catalytic role of RMoL will be helpful in optimal spending of budgeted funds by the social welfare department for the disabled.

6.2.9 Kanjar Livelihood Pilot: Though relevant, innovative and successful, such activities cannot be taken up in short duration and requires hand holding support after the project. Fortunately, the partner NGO, being an agency sponsored by IFFCO, has been able to draw further support for the project. There is also a need to align the skill development programme in areas where such pilot projects are operational to optimize impact.

6.2.10 Development of Migrant Livelihood: This is a continuation of the ongoing activity of the implementing partner, Ajeevika Bureau, and the services provided has impacted the lives and livelihoods of the target group. But again, limited by the finances and time, RMoL did not much impact on shaping the activity and this activity would have taken place even without project support


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CHAPTER 7: RECOMMENDATIONS

Based on the learning from the project, the following recommendations are provided.

7.1. Recommendations for UNDP / National Government

7.1.1 The PPP model for promotion of livelihoods, as experimented in Rajasthan, has demonstrated a fair amount of success. It would be useful in all livelihood models to build in appropriate business model under PPP, as public resources are limited to achieve the Millennium Development Goals. The Mission mode of RMoL had the advantages of time bound and result based performance. The success of RMoL as a pilot needs to be reflected in national and other state level livelihood promotion programmes. UNDP country programme starting at 2013 can also plan projects in similar model.

7.1.2 The skill development component suffered from certain quality aspects with respect to standardization of course content, training of trainers, placement, certification and accreditation and post training hand holding and support. As skill training is going to be a massive national programme, appropriate standards can be developed to address these issues in a comprehensive manner.

7.1.3 Demand for training was not commensurate to the assessed need. This is a paradoxical situation in all development programmes – the absence of demand for services despite the dire need for it. Actually, demand needs to be created through well designed Information Education and Communication (IEC) campaign. Though efforts were made to provide information about the training programmes through newspaper advertisements and job fairs, it was not adequate. In future, an IEC strategy should form an integral part of skill training. The institutions of local self government, like Panchayats, can be involved in the IEC activity.

7.1.4 Training through mobile vans helped the programme to reach distant habitations and there was very good response by the “excluded”. However the number of vans and the trades offered was not sufficient to cater to the needs. The learning suggests that mobile training options should be offered under skill development programmes with adequate capacity and trades based on demand.

7.1.5 Though there was affirmative targeting of women, their participation appeared to be lower than the desired extent. Most women were unable to go for residential training progrrammes, particularly for security guards training. Discussions revealed that there is an emerging demand for women security guards in malls, hospitals and other service based industries. The training institutes must be encouraged to tailor courses for women’s job market and needs.

7.1.6 Presently the eligibility for skills training is based on minimum prescribed formal qualifications. A significant category of people who have become literate through the national literacy programme and have become formally literate through equivalence programmes of National Open School, open universities etc. have been left out. There is a need for convergence of the skills training programme and the programmes of national literacy mission.

7.1.7 It is also important to make optimum use of existing human resources at grass roots level (village literacy workers, community health and sanitation works, paravets, etc.), developed under various government and non-government programmes. A lot of physical infrastructure has also been developed under various programmes (e.g. rural library cum resource centres under literacy mission, rural training institutions in SGSY, community meeting cum resource centres under various programmes, Jan Shikshan Sansthans, etc.). These resources and infrastructure can be utilized for skills development and livelihood promotion programmes.

Linking trainees to banks and other institutions can help candidates for self-employment. Job fairs initiative by RMoL has been a step in the right direction.

7.1.9 The project picked up momentum in 2009 with district managers in place and a full strength RMoL team which was adequate to support ground several project activities. UNDP assistance was reduced during 2010 and RMoL started withdrawing the team which had some negative effect. Project management staffs need to be available for the complete duration of the


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project and planning of activities for the same timeframe. UNDP project planning may be carried for the complete period with annual review which will ensure more commitment and interest of all stakeholders. 7.1.10 The current project in the new institutional format of corporation may need technical support at policy and strategy level, linkages with different state governments and facilitation of policy linkage at national level. If possible a follow up plan by UNDP at a higher level support can be thought of in UNDP’s country programme starting 2013.

7.2 Recommendations for Government of Rajasthan

Most of the above recommendations and observations are applicable for State level as well. In addition to the above, the following suggestions are offered:

7.2.1 Though convergence of different programmes was attempted through establishing District Livelihood Cells and Convergence committees, the approach could have been more holistic if this could be included in the process of decentralized planning through institutions of local government and planning committees at village, block and district levels. In fact these decentralized plans have become the road map for convergence at all levels. Government of India has also issued convergence guidelines for the major programmes. The proposed corporation’s agenda of livelihood promotion and skill development can have linkages with district planning mechanism.

7.2.2 While giving shape to the Rajasthan Skill and Livelihood Development Corporation it would be useful to consider the following:

(a) Maintain balance between administrators and professional staff.

(b) Adopt participatory management system with flexibility for midterm revision based on field experiences.

(c) Establish a livelihood resource centre to separately look at innovative livelihood interventions. Additional support for pilots initiated by RMoL can be thought of under this unit. It will facilitate linkage with other project like RRLP.

(d) Establish a policy research centre which would be engaged in policy debates, studies, dissemination and learning

(e) Keep flexibility in program design, implementation and fund flow.

(f) Identify partner organizations with proven track record and having clear terms of references for fund flows and deliverables

(g) Incorporate MIS and M&E into the programme management processes and using it as a tool for learning and mid-course correction at all levels.

(h) The RMoL provided innovation, pilots and knowledge generation because of strong management and technical support from a resource agency. The future organizational model could build in a similar but strengthened model, drawing on the strengths and weaknesses of the current model.

7.2.3 Rajasthan Government’s commitment for providing skills training to one lakh youth every year for the next five years seems to be ambitious. It is suggested that the proposed corporation keeps the flexibility and approach of a mission mode and not lost in a target driven approach to complete skill training. The strength of RMoL has been innovation and experimental learning which should continue even with the proposed large scale training plan. It is important to have separate units in the corporation for dissemination, learning, experiment, research and studies.

7.2.4 The outputs achieved (including the new institutional structure i.e. RMoL as Corporation) and selection and performance of partners shows good chance of sustainability of the planned outcome. The new Corporation should be provided operational independence and flexibility and adequate manpower, including subject matter specialists sourced from the market.


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7.2.5 There is substantial learning available from pilots on livelihood promotion. It should feed into project planning of other livelihood projects in the State like RRLP.

7.2.6 There is a need for an enabling legislation for making security guard job into a skilled labour category and thereby increasing their remuneration. RMoL can work engage with the State and Central government to facilitate steps for required policy change.


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ANNEXURE AND APPENDIX

Annexure 1: Checklist for Stakeholders

Annexure 2: List of Stakeholders Consulted

Annexure 3: List of Documents Reviewed

Annexure 4: Logical Framework Finalized during Sept 2009

Annexure 5: Case Study – Dairy Intervention in Tonk District

Appendix 1: Terms of Reference for the Assignment


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Annexure 1: Checklist for Stakeholders

A. Checklist for UNDP representatives, Department of L&E, GoR, RMoL senior members,

previous Deputy Chairpersons / Senior GoR officials Project context and relevance

What have been the changes in strategies and policies related to livelihood promotion in Rajasthan during RMoL operations from 2004 till date? What was the environment during 2004 and what is the change till 2008 and subsequently now?

When was livelihood promotion and skill development discussion started in Rajasthan and how RMoL contributed to the same? What was the environment and what has been the change? (NREGS, District Planning and BRGF / RKVY, SGSY for livelihood promotion, DPIP, training by industry department for craftsmen / artisan, RUDA by industries department, L&E Department’s earlier work – vocational training / RUDSETI, JFMCs by forest department and forest based livelihoods, SC/ST Department offering assistance for livelihoods by weaker section, etc. – Are these now converged has there been changes in last decade and was RMPL relevant given the context)

Is there a change in livelihood promotion agenda due to NSDC and Central government promotion of NRLM and has RMoL played a role in this context?

How relevant was RMoL to GoR’s developmental priorities? How it could have been made more relevant? Has this been relevant in political setting of Rjasthan?

How relevant was RMoL in UNDP’s new Country Programme 2008-12 and UNDAF 2008-12, GoI proprieties for 11

th five year plan 2007-12? (For UNDP staff)

Was the design relevant as per UNDP’s state partnership programme in UNDAF states? (UNDP Staff)

Significance

What has been the special contribution of RMoL to overall livelihood context of Rajasthan? How this has been utilized and what has been the utility to further the cause of livelihood promotion?

Important policies on livelihood promotion, policies for PPP, fishery sector policy document, Policy on Persons with Disability

• New concepts like REX, Migrant Labour Project – first time in any UNDAF state? • Database created or documentation – Livelihood profile of specific community, national

workshops, database of trained youth, any guideline for livelihood promotion, livelihood compendium, etc.

New systems - any online / off line model which can be replicated – REX / tracking system for training institutes?

New Forums -Livelihood conclave, State Livelihood Forum / Think Tank, District Level Livelihood Mission

Ownership of the project

What has been the ownership of GoR / UNDP for RMoL? How it was demonstrated – CM as chairman, fund transfer for capital expenses, Chief Secretary’s direct involvement, etc.

What has been the interest/ownership of other stakeholders? BASICS/ Training Institutes – IT/KVK/ Partner NGOs, Other Line Departments – Fishery, Cooperative, DWCD, Labour and Social Justice, AHD, Panchyati Raj Department ; District Collectors for District Level Convergence

Resources adequacy and flexibility


Page | 59

Has RMoL resources been sufficient to achieve its outputs? – Resources in terms of funds and budget allocation, manpower, infrastructure, etc. Could it have been improved?

Was there enough flexibility within RMoL to change fund allocation into different components? Change the activities to suit the change in environment – Give examples of interim changes and what was the result?

Sustainability

Post 2012, RMoL continues to work in which manner? E.g. Rajasthan Skill Development Corporation – RMoL will become an autonomous body – are the funding and institutional arrangement final?

What are the outcomes that are to be mainstreamed / continued after RMoL – PPP projects – will they continue, e-learning material publication, livelihood clusters for sheep / Kajar project – all components what is the plan for future sustainability? – scaling up / undertaken by NGO / funds already identified? This can given outcome wise and for each activity / component within

Design Effectiveness and Learning

Do you think that RMoL input-processes-outputs-outcome well designed? What could have been the improvements possible? Specifically project relevance (Outputs and its related activities were correctly drafted for the outcome?) and project effectiveness (which of the outputs and corresponding activities were most effective and which was less to achieve these outcomes).

What other success stories you would like to highlight? What are the lessons learnt in RMoL for

livelihood promotion projects?


Page | 60

B. Checklist for MATU and RMoL Implementation Team Members Achievement of Outcome / Output / Components The project outcome as given by RMoL is - “Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced”. Following five outputs have been identified by RMoL team. 1. State government’s capacities and coordination mechanisms strengthened for designing and

implementing inclusive livelihoods strategies for vulnerable and disadvantaged groups and

regions.

2. Institutions strengthened for providing effective coordination towards livelihoods enhancement

3. Innovative and Scalable Livelihoods Promotion Projects successfully developed with special

reference to the vulnerable and disadvantaged communities and groups

4. Skill development trainings for improving livelihoods opportunities 5. Knowledge networking among all stakeholders for capturing and disseminating best practice,

policy and learning For each of the outputs, specify the following parameters for evaluation. Achievements: Extent of achievement e.g. state and district livelihood missions formed, 3 PPP models established, livelihood promotion clusters established with four NGO partners, etc. Significance- How the outcome has been used further after achievement of particular policy / partnership? What have they contributed to livelihood strategy / debate in Rajasthan? Sustainability- To what extent this outcome will be (probably/likely to be) scaled up / utilized in future in larger context of livelihood promotion in Rajasthan? – Are their policy / system / institution / funding / support from government or private sector available which can be used or furthered? Learning lessons- What have been the learning of this outcome? How could it been achieved in a better manner? Could the interventions to achieve this outcome be different? – may be different activities? Implementation Arrangement Questions The enquiries are broadly efficient with respect to HR, cost and time taken to achieve each output / activity-essentially value for money

What is the implementation structure (DL&E, BASICS, UNDP), state and district staffing arrangement, decision making set up, relationship between different institutions

Drawing of network structure with all stakeholders (institutional structure, funding arrangement, reporting, achievement of different components)

Please give a date / month wise start date of the project and important milestones – contract signing, approval, society formation, infrastructure set up, staff recruitment, key meetings, etc. Please prepare a matrix of key milestone, anchors, date, reasons for delay if any. This can be prepared for two periods – 2004-08 and 2008-12

Prepare a summary of Annual Work Plan and Quarterly progress Reports – matrix – year, targets and achievement and reasons for delay and its solutions, lessons for the project – This may be taken for 2008-12 year wise and for 2004-08: Combined achievement and backlog if any. (Collect all AWP and QPRs from RMoL if already not given by UNDP Delhi office)

Does GoR / DL&E won the project and how is this established?

What are the ToRs of BASICS or MATU and individual members? Are the tasks in the TOR are completed in all respect? Were the tasks assigned specifically and delivered as planned?

Reporting structure / communication flow / MIS systems established with RMoL (state, district, GoR, UNDP), was there any M&E set up, data collection formats, etc.


Page | 61

Was there a mid-term review? What are the main points highlighted with respect to efficiency of the project

Any process monitoring / learning mechanism? Systems of adopting best practices within the project and from outside in similar projects of UNDP? Any evidence?

What is the exit strategy? Is it documented?

How has been the fund and financial management for the project? Give component / outcome wise spending against allocation, any unspent funds and reasons? Significant over spending or under utilization. Has there been any interim budget modification / reallocation – Did it help achieve the project outputs? Were there any changes in the logical framework affecting the budget line?

Fund transfer – please give fund transfer phase wise / tranche wise – any delay and issues?

Efficiency in spending – was the money spent in most economical ways? Is the amount spent justified the outcomes / outputs achieved?

What flexibility existed in the project? Was there operational flexibility for MATU


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C. Checklist for NGO Partners

1. Basic Details: Name of NGO, Key contact person, Years of operation, Main Area of work (Health /Dairy / Agriculture, etc.), District / Area of operation 2. Background to the partnership and Date of commencement of project with RMoL with ToR 3. Area of operation for RMoL project (Village /block/district/urban ward) 4. Staff strength assigned for implementing activities under the RMoL project (Male/Female) 5. Physical and financial targets and achievements (Year-wise from start of involvement)

Activity Year No of Beneficiaries

Amount (Rs) Remarks

6. Institutions of beneficiaries – any CBO formed during the project – give details 7. Relevance – Does the program of RMoL matches with the priority of NGO, local need of target group and is it demand based? 8. How do you rate effectiveness and relevance of your activity to overall outcome of ““Improved effectiveness of poverty reduction and livelihood promotion programmes in disadvantaged regions and for inclusion of poor women and men from SC and ST groups, minorities and the displaced” What could have been done better? 9. Financial management: Audit conducted in time? / UC process for RMoL project, fund flow from RMoL to NGO and further to beneficiaries – any time lag? Please give aspects that have improved or deterred your project performance 10. Monitoring arrangements and flow of communication: Internal (within NGO for the RMoL project to project staff, project MIS followed or practiced) and external to RMoL (monitoring formats / reporting on time to RMoL) 11. HR systems for the project – staff retention and issued related to recruitment 12. Impacts / results realized through your intervention with evidence (significant ones) 13. Important challenges faced during project and at present? 14. Advantages to the organisation from this partnership (e.g. Staff increment, Staff capacity increment, Infrastructure increment, leveraging of the project for dovetailing with other department or donors, etc) 15. Sustainability: (Whether partnership with beneficiary will continue after project completion, how, any exit plan through which beneficiaries can manage to continue the benefits of the project, any future funds already garnered) 16. Can this activity be carried out on a users’ fee / economic model? Have you tried to explore the possibility of running it on such a model? 16. Suggestions / recommendation for improvement of the scheme that is implemented with support from RMoL


Page | 63


Page | 64

D. Checklist for Training Institutes / Organizations

1. Basic details of the Organization (Name, establishment, type of training offered)

2. Basic details of RMoL programme: person responsible, start and end date, total trainees and total budget allocated

3. Method of inducting trainees (media publicity, seminars, networks) – any issues in getting trainees for RMoL programme

4. Value addition to the institution due to participation in the RMoL programme :

(Strengthening of infrastructure, increase in the number of trainers, capacity development in course design, increased outreach, increased business)

5. Management issues that affected or supported efficiency (funds from RMoL, availability of trainees, infrastructure, etc.)

6. Issues in quality control mechanism (course content design and market relevance, quality of

trainers, attendance record, etc.)

7. Trainee training tracking system, follow up and placement support, issues in placement (salary,

interest and expectation of candidates, relocation, job image, etc.)

8. Certification/ accreditation

9. Trade wise progress information

Trade Number of trainees

Number successfully completed training

Number engaged in self- employment

Number engaged in wage employment

10. Sustainability ( plan for carrying on the training programme after RMoL support is withdrawn; possibilities of carrying it on in self -financing mode)

11. Suggestions / Learning for future training programme of such nature


Page | 65

Annexure 2: List of Stakeholders Consulted

Date Name of the Person Designation Location Tool of

Evaluation

14.3.2012 Mr Ishtiaque Jaffaree Team leader- RMoL Jaipur Group Consultation

14.3.2012 Mr Rajnesh Kumar Senior Manager- RMoL Jaipur Group Consultation

14.3.2012 Ms Pallavi Singh Manager- RMoL Jaipur Group Consultation

14.3.2012 Mr Prabhas Chandra Dubey

Manager- RMoL Jaipur Group Consultation

14.3.2012 Mr Amit Khandelwal Accounts Officer - RMoL Jaipur Key Informant Interview

16.3.2012 Mr M.L.Mehta Ex Chief Secretary, First Deputy Chairman RMoL

Jaipur Key Informant Interview

16.3.2012 Mr T.S.Srinivasan Ex Chief Secretary cum First Chairman RMoL


15.3.012 Col. I.S Rathore RISE, Ex serviceman Welfare Cooperative Society

Jaipur Group Consultation

15.3.2012 Major Laxman Singh RISE, Ex serviceman Welfare Cooperative Society


15.3.012 Ex Subedar B.S Rathore

RISE, Ex serviceman Welfare Cooperative Society


16.3.2012 Mr PM Paul Director, CECON DECON Jaipur Group Consultation

16.3.2012 Mr R.K.Mishra Deputy Director – CECON DECON


16.3.2012 Ms Manju Bala Joshi Co-Director – CECON DECON


16.3.2012 Mr Zaid Mohammad Khan

Financial literacy trainer –CECON DECON


16.3.2012 Dr Avant Kumar Sancheti

Project Advisor, Skill Development


16.3.2012 Mr Ashish Mathur Jr. Consultant, RMoL Jaipur Key Informant Interview

17.3.2012 Mr. B.S.Verma Principal, ITI Jaipur Group Consultation

17.3.2012 Mr. D.P.Sharma Vice Principal, ITI Jaipur Key Informant Interview

17.3.2012 Mr. Ashok Gupta Group Instructor, ITI Jaipur Key Informant Interview

17.3.2012 Mr. Sarvanlal Kumawat

Crafts Instructor, Construction Academy


17.3.2012 Mr Ashok Luthra Group Instructor, Construction Academy


17.3.2012 Mr. Dinesh Chandara Saini

Manager, District Craftsmen Training & Entrepreneurship Development Centre


19.3.2012 Mr. Puran Chandra Kishan

M.D. Grameen Ajeevika Parishad


19.3.201217.3 Dr Rakesh Malhotra Project Director (Livelihoods), Grameen Ajeevika Parishad



Page | 66


Evaluation

21.3.2012 Mr Amrat Singh District Manager, RMoL Udaipur Key Informant Interview

21.3.2012 Mr Krishna Avtar Sharma

Director, Ajeevika Bureau Udaipur Group Consultation

21.3.2012 Mr Sanjay Chittor Coordinator, Skill training and placement, Ajeevika Bureau

Udaipur Group Consultation

21.3.2012 Mr Santosh Poonia

Coordinator, Migrant resource unit, Ajeevika Bureau


21.3.2012 Mr Ramesh Bunkar Coordinator, Aspur, Ajeevika Bureau

Aspur block

Key Informant Interview

22.3.2012 Mr Sugar Singh Meena

Principal, Boys ITI, Udaipur Udaipur Key Informant Interview

22.3.2012 Ms K.G.Pameri Principal, Girls ITI, Udaipur Udaipur Key Informant Interview

23.3.2012 Ms Prerka Bhandari Centre Manager, De Action Udaipur Key Informant Interview

23.3.2012 Ms Purva Shukla Regional In charge, Aide De Action

Udaipur Key Informant Interview

23.3.2012 Mr Sarfaraz Bhandari

In charge training, Micro-Soft, Aide De Action

Udaipur Key Informant Interview

23.3.2012 Mr Raj Kumar Trivedi Senior Manager RMC, RISE Udaipur Group Consultation

23.3.2012 Mr Santosh Pathak Accountant , RISE Udaipur Group Consultation

23.3.2012 Mr M.S Shekhawat Training officer , RISE Udaipur Group Consultation

23.3.2012 Mr Suman Rathore CEE, Deputy Programme Coordinator


23.3.2012 Mr Kamlendra Singh Secretary, Samarthak Samiti Udaipur Group Consultation

23.3.2012 Mr Ladu Ram Garasia

Secretary,Sangam, Sarthak Udaipur Group Consultation

23.3.2012 Mr Mohan Lal Dangi Director, Priyatna Samiti Udaipur Group Consultation

23.3.2012 Ms Sunita Sen Social worker, Sangam Sansthan


23.3.2012 Mr Darpan Chhabra Project Manager, Prayatna Samiti, Udaipur

Udaipur Field visit

23.3.2012 Smt Munni Devi Field Worker, Prayatna Samiti,

Udaipur Field visit

23.3.2012 Lakshmi Mahila Mandal, Kelathalai

Group members Girwa, Udaipur

Field visit

23.3.2012 Mr Kah Devi Garasi Social worker, Kotra Adivasi Sansthan


22.3.2012 Mr Uday Lal Social worker, Prayatna Samiti


24.3.2012 Mr Hemant Dikshit Programme Coordinator, B’ABLE

Tonk Group Consultation

24.3.2012 Mr Khem Singh Chaudhary

Programme Coordinator, B’ABLE


24.3.2012 Mr Santosh Kumar Instructor, Mobile Van, B’ABLE



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Evaluation

24.3.2012 Mr Mahavir Singh Driver cum Mobiliser, B’ABLE


26.3.2012 Mr Jitendra Kumar Team leader, SRIJAN Deoli Group Consultation

26.3.2012 Mr Atul Madame Project executive trainee, SRIJAN

Deoli Group Consultation

26.3.2012 Mr Naresh Aggarwal Accountant, SRIJAN Deoli Group

Consultation

26.3.2012 Mr Suquesh Dhakad Dairy route monitor, SRIJAN Deoli Group

Consultation

26.3.2012 Mr Mahesh Suwalka Plant operator, SRIJAN Deoli Group

Consultation

26.3.2012 Mr Satya Narain Chaudhary

Dairy route monitor, SRIJAN Tonk Group Consultation

26.3.2012 Ms Kajori Devi Leader , Dairy Federation Village Balajee

Village Group Consultation

26.3.2012 Ms Pista Devi Member Dairy Federation Village Balajee


26.3.2012 Ms Sampat Devi Member Dairy Federation Village Balajee


26.3.2012 Ms Sarita Devi Member Dairy Federation Village Balajee


2.4.2012 Mr R.S.Yadav M.D. RMoL, Commissioner Labour Deptt.


3.4.2012 Ms Shashi Sudhir Programme Analyst, Poverty Unit, UNDP, New Delhi


3.4.2012 Mr Arvind Ojha Chief Executive and Secretary – URMUL Trust


3.4.2012 Ms Jaishree Bhojwanee

Programme Coordinator – CECON DECON


3.4.2012 Ms Priti Sudha Programme Coordinator – SRIJAN


3.4.2012 Mr Darpan Chabbra PRAYATAN- Programme Manager


3.4.2012 Mr Dileep Gupta State Head IGS Jaipur Group Consultation

3.4.2012 Mr Arvind Parakash Programme Manager, Aide de action


3.4.2012 Mr Rishi Bhatnagaar Ilead executive , Aide de action


3.4.2012 Mr Hiranya Mohanty Assistant Vice President, SIS, New Delhi


26.4.2012 Mr. Ratnesh Programme Analyst, UNDP New Delhi

New Delhi

Group Consultation


Page | 68

Field Visit and Consultation Schedule Date

Initial Meeting in Delhi during February 3rd

week before commencement of task with Ms. Prema Gera and Mr. Ratnesh of Poverty Unit, UNDP New Delhi

Meetings and Field visits at Jaipur

Consultation and discussion with MATU Members, Individual and Group Consultation (Team Leader, Senior Manager, Managers)

13th and 14

th March

Visit to Rajasthan Institute of Security Education (RISE), Jaipur Ex -serviceman Welfare Cooperative Society, Jaipur – Meeting with Administrator, Faculty and Trainees

15th March

Meeting with key personnel at Jaipur: - Principal Secretary, Labour and Employment, GoR - Dr Avant Kumar Sancheti, Project Advisor for Skill Development - Mr M L Meheta, Ex-Chief Secretary and First Deputy Chairman of RMoL - Mr T.S. Srinivasna, Ex-Chief Secretary and First Chairman, RMoL - Senior Consultant at Overseas Placement Bureau

15th and 16

th March

Visit to CECONDECON, Jaipur office, Group Consultation with representatives of the organization

16th March

Visit to Government ITI, Jaipur, Consultation with Principal, Vice Principal, Faculty and Trainees

17th March

Field Visit to Districts, Udaipur and Durgapur

Visit to Udaipur, Consultation with Mr Amrit Singh, RMoL - District Manager 21st March

Field visit to Ajeevika Bureau for skill training and placement, migrant resource unit, field visit to Aspur block of Udaipur – meeting with Officials and Community

21st March

Visit to Boys ITI and Girls ITI in Udaipur – Consultation with Faculty, Administrators and Trainees

22nd

March

Interaction with skill building partner Aide De Action - Representative, Faculty Members and Trainee, visit to RISE Udaipur its Officials and Trainees

23rd

March

Visit to CEE and NGO partners (for Tribal SME), their representatives and beneficiary at Kelathalai village, Girwa Block, Dungarpur

23rd

March

District Livelihood Centre at Dungarpur 23rd

March

Visit to District Tonk

B’ABLE office at Tonk for skill training and mobile van 24th March

SRIJAN office and field sites (dairy project) at Deoli, Tonk, meeting with Community / Members of Dairy Federation at village Balajee

26th March

Meetings at Jaipur

Meeting with Sri R S Yadav, MD RMoL and Commissioner Labour Department

2nd

April

Meeting in group with Ms Sashi Sudhir, UNDP Poverty Unit 3rd

April

Consultative workshop with partners at Jaipur (Additional partners besides field visit include URMUL, PRAYATAN SAMITI, IGS, SIS Delhi, IFFDC (Fishery cluster)

3rd

April

Discussion on draft report at UNDP Office, New Delhi – 26th April


Page | 69

Annexure 3: List of Documents Reviewed

SL.No.

Name of the Document

1. RMoL project brief updated-040507

2. Salient activities of RMoL in 2008

3. Second Phase proposal Rajasthan Mission on Livelihoods 2008 -12, Jitendra Kumar Sinha Consultant-UNDP

4. Rajasthan Mission on Skills and Livelihood, Activities 2006 – 2011

5. State of livelihoods in Rajasthan an assessment: N. Srinivasan and Girija Srinivasan

6. Government of India - United Nations Development Programme - Project Brief

7. Fact Sheet- State level Support to Livelihood Promotion Strategies Rajasthan

8. Rajasthan Mission on Skill and Livelihoods: Institutional Mechanism to Address Livelihood Issues in Rajasthan: A Presentation

9. State Assessment for a livelihood programme in Rajasthan, Poverty Reduction Unit, UNDP, 20th March 2008

10. Strategy for Establishment of RISE, RMoL-2009

11. Strategy for Construction Academy in Rajasthan, RMoL 2009

12. The Rajasthan Mission on Livelihoods Skill Training Programmes: An overview

13. Innovative approach in creating livelihoods, RMoL,UNDP : RMoL Compendium on Livelihood

14. Rural Employment Exchange, Strategy, RMoL 2009

15. Perspective Plan for Fisheries Development of Rajasthan Part 1: Resources Status and Utilization (Preliminary Draft)

16. ISMW Report on Financial Literacy, RMoL

17. Rajasthan Milking Profits from Dairy Farming, Sanchita Ghosh, Samik Sundar Das and Asmeen Khan

18. RMoL data bank 2009

19. RMoL introduction 2010

20. Rajasthan Mission on Livelihoods : Institutional mechanisms to address livelihood issues in Rajasthan

21. State wide livelihood missions: Addressing challenges through analysis and coordination

22. The RMoL: Assistance towards a strategy development and Promotion of livelihoods for the poor and women in Rajasthan

23. Annual Work Plan for State Level Support to Livelihood Promotion Strategies-Rajasthan, UNDP – AWPs from 2008-2012

24. Annual Work Plan, Project Steering Committee Order, October 2008

25. Project Annual Work Plan budget, 2010

26. The Rajasthan Mission on Livelihoods: Assistance towards a strategy development and Promotion of livelihoods for the poor and women in Rajasthan: Annual work plan, October to December, 2008

27. Memorandum of understanding between Rajasthan Mission on Skill and Livelihoods (RMoL), A Government of Rajasthan Initiative and M/s Security and Intelligence Services (India) Limited

28. Tribal Micro Enterprises Capacity Building and Education Contract

29. Annual Progress Report, December 2009//December 2010/December 2011

30. Quarterly Progress Report, March 2009/June 2009/September 2009, March/June /September /December 2010

31. Rajasthan Mission on Skills and Livelihoods, Monthly Progress Report April 2010/May2011/June 2011/July 2011

32. Monthly information Tonk AWP 2010, revised

33. Quarterly Progress Review Report, March 2010, June 2011

34. Annual Progress Report, December, 2010/December 2011

35. Annual Project Review Report 2009

36. Progress Report ,Tribal Rural Livelihood Project January 2011- July 11

37. Promoting women's dairy business collectives in Rajasthan, May-Dec’09


Page | 70

SL.No.


38. Livelihood Resource Centre, Tonk, Rajasthan Report July 2009 to Jan 2010

39. GramNidhi Monthly Progress report, CEE Ahemadabad

40. TOR- Consultancy Contract , Dairy

41. Issues and Impact of Government programmes, A study on impact of Government Sponsored Schemes in Baran and Churu districts of Rajasthan

42. Developing Women SHGs into Micro Enterprise. A study on the ways and possibilities of developing women SHGs into Micro Enterprises in Rajasthan

43. Developing Rural Economic Clusters for livelihood Promotion

44. Children, Work and Education in the context of Migration: A study on Education status of Migrant children in South Rajasthan

45. Success stories – RMoL

46. Profile Ilead Udaipur

47. Report on Policy initiation on Migration-RMoL

48. Rajasthan State Disability Policy details of new and added dimensions

49. National Workshop on Livelihoods for Persons with Disability : Issues and Options 15th -

16th December,2009

50. Report on desk review of People With Disability (PwD)

51. Experience Sharing workshop on Livelihoods and skill development , organized by RMoL, Jaipur

52. Disseminating Learnings, Innovations in livelihood promotion. Workshop Proceedings Innovative Approaches in Livelihoods, June 2008

53. National Workshop on Convergence of Government Schemes for Livelihood promotion, October 2010

54. Final Tribal report revised December, 2010

55. Public Private Partnerships for Community Roundtable Proceedings

56. Fishery Final Report, 2010

57. State wide livelihood missions: Addressing challenges through analysis and coordination

58. TOR -Consultant for financial inclusion, Profiling State-Level Products, Services and Programmes for Financial Inclusion

59. Experience sharing workshop on livelihoods and Skill Development organized by Rajasthan mission on Skill and Livelihoods (RMoL)-Jaipur, June 2011

60. Minutes of Project Steering Committee (PSC) of GoR-UNDP Project to Support the Rajasthan Mission on Livelihoods (RMoL),October 2008 (1

st), January 2009 (2

nd), October

2009 (4th),December 2009(5

th),May 2010 (6

th),October 2010(7

th), December 2010(8

th),

April 2011(9th),July 2011(10

th)

61. Monthly Information - Partner agencies AWP 2010

62. Monthly Deliverables for Kanjar Project in Jhalawar district

63. Convergence deliverable of 5 district convergence cells

64. Monthly monitoring deliverables, TSME project, Udaipur

65. Monthly monitoring deliverables for establishment of Construction Academy project in 7 divisional headquarters

66. Monthly monitoring deliverables for Fisheries project in Banswara District

67. Monthly monitoring deliverables for Sheep Breed Improvement Project in Bikaner District

68. Monthly deliverables for RISE project in 7 divisional headquarters

69. Dairy cluster AWP, Deoli 2010

70. RMoL Audit report 2009,2010

71. Audit follow up action RMoL August 2011

72. Coverage National Workshop in Media

73. A vision full of ambitions : Times of India, October 22,2009

74. Mission Report Summary(UNDP) : April 2009

75. Minutes of the governing body meeting, Rural Development Department, Government of Jharkhand, December 2009


Page | 71

SL.No.


76. Back to Office Report : November 2007/March 2008/April 2008/January 2009/April 2009/ September 2009/October 2009/November 2009/December 2009/February 2010/April 2010/June 2010/October 2011/April 2011

77. Business Linkages : Supporting Entrepreneurship at the base of the Pyramid, March 3, 2009, Kazuhiro Numasawa

78. Mission Report Summary (UNDP) : April 2009

79. M&E Plan and Project Log frame, New Concept

80. Final Report of Baseline Survey of RMoL, April 2010

81. RMoL assessment Jaipur, UNDP Evaluation team 2003, Media

82. Promoting Public Private Partnership (PPCP) under RMoL in Rajasthan, Market Analysis Report by MART, July 2009

83. PPCP Plan for Sustainable Livelihood through Skill Up gradation Training and Market Linkage Support to Weavers in Jaipur and Dausa district

84. PPCP Plan for Dairy promotion in Maitree federation promoted by SRIJAN

85. PPCP Plan for Livelihood Generation through skill training in Construction sector, Telecom sector and placement assistance

86. PPCP Plan for Dairy promotion with Saheli Samiti in Lalsot block of Dausa district

87. PPCP Plan for Goatery Promotion in Southern Rajasthan and Dausa

88. Promoting Public Private Partnership (PPCP) under RMoL in Rajasthan, Work Plan June 2009

89. Minutes of the governing body meeting, Rural Development Department, Government of Jharkhand, December 20009

90. Rajasthan’s 12th plan document, chapter 24, Labour and Welfare


Page | 72

Annexure 4: Project Logical Framework, NCIS, 2009

Project Title: State Level Support to Livelihoods Promotion Strategies for Rajasthan Mission on

Livelihoods 2008-12

Narrative Summary

Objectively verifiable indicators Means of Verification Key Activities

Goal:

Contribute

towards

reduction of

vulnerability

by promoting

livelihoods in

Rajasthan

I. No. of Institutions

Strengthened

II. No. of Livelihoods created/

impacted

Baseline Midterm review Final evaluation

Output 1:

Governments’

capacities and

coordination

mechanisms

strengthened

for designing

and

implementing

inclusive

livelihoods

strategies

I. Coordination mechanisms developed among identified government departments & other stakeholders

II. Policy change identified at department level

III. No. of departments strengthened

IV. No. of areas of strengthening

V. No. of livelihood impacted

Baseline Midterm review Final evaluation Six monthly report Annual report Annual Planning and Review of previous year by RMoL Special Reports on vulnerability Peer Review of Learning and Policy recommendations

Output 2 Institutions strengthened for providing effective coordination towards livelihoods enhancement

1. No of institutions strengthened

No of trainings

Assets and infrastructure created

Knowledge resources built(learning materials including curriculum)

Perspective built of the institutions on understanding and integrating key vulnerability and livelihoods issues including migration, gender and exclusion

Repositioning of the institution

Baseline Midterm review Final evaluation Six monthly report Annual report Annual Planning and Review of previous year by RMoL Annual Review and Feedback from the Institutions(supported

Training programmes Investment in infrastructure


Page | 73

Project Title: State Level Support to Livelihoods Promotion Strategies for Rajasthan Mission on Livelihoods 2008-12

Narrative Summary


for effective service delivery 2. Institutional collaborations

and networking

by RMoL) and Peer Review Experts

Output 3

Livelihoods Promotion Projects successfully developed and contribute to programme and policy change

I. Priority sectoral & segmental clusters identified

II. Research done & number of proposals developed based on research Number of projects taken up and successfully completed

III. Number of people impacted (socially and economically)

IV. Policy recommendations given

V. Recommendations accepted for programme and policy change by Raj. Gov. and Training Institutions

Baseline Midterm review Final evaluation Six monthly report Annual report Annual Planning and Review of previous year by RMoL Gender and Social Exclusion indicators of participation and benefits, are monitored for all projects

Research undertaken Convergence of efforts among institutions and partner NGOs

Output 4

Skill

development

trainings for

improving

livelihoods

opportunities

with special

focus on

vulnerable

communities

1. Number of participants (disaggregated data of vulnerable groups) attending the training.

2. Number of new economic sectors covered

3. Number of people employed

4. Number of people self employed

5. Number of methodologies adopted by partner training institutions and NGOs to increase outreach

Baseline Midterm review Final evaluation Six monthly report Annual report Annual Planning and Review of previous year by RMoL Trainee Feedback for each programme attended Annual Feedback from Training Institutions on Quality of Skills Training programme, as part of the ToR from RMoL Gender and Social Exclusion indicators of participation in trainings

Training programme conducted Collaborations forged with training institutions

Output 5

Knowledge

Networking

among all

stakeholders

for capturing

and

1. Number of stakeholders attend

the meetings and actively

contribute to the identification of

strategies for skills and livelihoods

promotion.

2. Number of targeted tools for

knowledge networking and

dissemination added by RMoL

Baseline Midterm review Final evaluation Six monthly report Annual report Annual Planning and Review of previous year by RMoL Learning and Policy work peer reviewed for

Meetings held (workshops, seminars, consultative meeting, FGDs, convergence meets etc.). Studies


Page | 74

Project Title: State Level Support to Livelihoods Promotion Strategies for Rajasthan Mission on Livelihoods 2008-12

Narrative Summary


disseminating

best practice,

policy and

learning

and partner institutions

3. Number of Policy

recommendations made and

number of them accepted by the

institutions and agencies engaged

in skills building and livelihoods

promotion

quality and impact once in two years.

conducted for showcasing best practices Documentation of issues Issue based learning compiled New partnerships, MoU developed, networks added)


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Appendix 1: Case Study: Dairy Cluster in Tonk District

Livestock rearing for milk production is one of the activities that hold immense promise for improving the livelihoods in many of the rural areas of Rajasthan. This has been confirmed by the study on livelihood options commissioned by Rajasthan Mission on Skill and livelihoods and by the experience of NGOs working in this field. Tonk district was found to have abundant potential for dairy based livelihoods. However the poor families in the district lacked sufficient skills and quality services in adopting this activity as their major source of livelihood. Poor market extension support and absence of institutions providing input services further jeopardized the situation. To address these issues in the district Self Reliant Initiatives through Joint Action (SRIJAN), an NGO had established a community based women milk federation (Maitri) and provided support to 1000 women in Duni cluster for Dairy based activity. Based on the success of this project, SRIJAN requested support from the project SLSLPS-Rajasthan for expanding the intervention in Deoli block of Tonk district. RMoL received the proposal, analyzed the field situation and as per the allocation of this activity in Annual Work Plan (AWP) 2009 sanctioned the project to SRIJAN. Dairy project of the Deoli block in Tonk district is a good example of women empowerment centred around a viable economic activity. The project was successful in developing excellent linkages in the value chain of dairy business among women and minorities. The project established a system for collection and marketing of milk.The project has not only uplifted the economic status of the beneficiaries including women but also has generated awareness among women about their rights, built their capacities, built collective organization, improved the productivity and quality of milk and upgraded knowledge about the business, scientific principles, practices in dairy collection, skills, breed of animals, control of normal livestock diseases and scientific feeding practices. The duration of the project was June 2009 to December 2011. The total financial assistance from RMoL was Rs. 29.77 lakh. Project activities included institution building, common resource persons (CRP) development, fodder development, productivity enhancement and dairy programme. The institution development component comprised formation of 114 SHGs with 1303 members, and their organization into 4 federations. The groups have raised savings to the tune of Rs.9.39 lakhs through which the groups have been able to do inter-lending to the tune of Rs. 19.99 lakh. The combined earnings through inter-lending have been to the extent of Rs.0.98 lakhs. 11 groups have been able to raise loans from banks to the extent of Rs.5.27 lakh. The constraints in the area of SHG nurturing has been the shortage of trained professionals, subsidy mindset which took deep root due to the operation of District Poverty Initiative Programme, procedural and other problems in bank linkage, and lack of willingness among members for paying user charges for services provided. A total of 15 women with leadership qualities have been selected as CRPs of which 10 are actively engaged as CRPs, providing services to group members. This has ensured long term sustainability of the movement. The CRPs have been selected on the basis of their interest in SHG work. They have been provided class room as well as hands on training. The constraints in this sphere have been restrictions on women’s mobility and their obligations as household care givers. In fact some of the male counterparts of the CRPs complained to the study team about their over indulgence in public work resulting in limiting their role as family care givers. A potential strategy for overcoming this mindset would be to provide more financial incentives and social recognition to the CRPs. The strategy adopted for productivity enhancement was the following:

Generating awareness creation through regular trainings at the group level Fortnightly follow up of the selected families by Para veterinarian Opening of Community Service center for doorstep supply (presently six centers are

functioning)


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Monthly analysis of data and filling the gaps by SRIJAN professionals Follow up meetings/trainings at the village level by Professional, CRP or Para Vet

The project also spearheaded a cattle breed improvement initiative through Artificial Insemination (137 AIs done in 25 villages till January 2012). An agreement with BAIF has been done for input supply in AI center for a term of 5 years. Success rate of AI has been 55%. PD is done after 3 months of AI and 57 PDs have been done so far. Productivity enhancement has also been attempted through provision of improved cattle feed and micro-nutrients, which has resulted in reduced expenditure on medicines and increased milk yield. Producer groups have been organized and given capacity building training. Livestock support assistants help in supply of inputs. Vaccination has been done on cows, buffalos, oxen and goat. Three veterinary camps were organized during the project. Six pashu sakhis (friends of animals) have been selected and trained and are taking care of the health and nutrition needs of animals maintained by 320 families in 20 villages. Various types of trainings have been conducted at village level for creating awareness regarding inter-calving period, calf mortality, colostrum feeding, balanced diet and preventive and remedial measures for cattle health.

Another major initiative, having beneficial impact has been encouragement of Fodder cultivation- 63 farmers are now cultivating jowar, 101 households are cultivating bajra, 25 cultivate lucerne for fodder. Scientists and agricultural department have actively lent their support in developing these practices. The major interventions in this area were seed replacement by improved varieties, seed treatment & seed inoculation, basal dose of fertilizer application, use of balance & timely dose of FYM & fertilizers, timely weeding, pest & disease reduction, seed germination test and control measures focused on bund cleaning to remove the habitat of pests. The core activity was, of course, dairy development through capacity development of SHG members for undertaking dairy activity, formation of 13 Milk Cooperative Clusters (MCC) and capacity building of Milk Cooperative Clusters. The activity has been decentralized, a computerized system of payment is in force, Fat vs. SNF system of quality checking has been adopted against the earlier system of Fat vs. LR and MIS is maintained regularly. A chain of milk collection centres has been established. In 2011-12, the Deoli cluster had a milk volume of 2.13 lakh litre against 1.24 lakh litre in the previous year. Fat content rose to 6% from 5.6% earlier;


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SNF rose to 8.6% from 8% earlier. During 2011-12 the venture earned a profit of Rs. 0.37 lakh compared to net loss earlier. The initiative has demonstrated the success of decentralized dairy activity led by poor, uneducated women by organizing them into SHGs and milk collection centres at village level, based on systematic planning of milk routes, building their capacity for joint action and undertaking profitable economic ventures, imparting the requisite skills in livestock rearing and caring, encouraging farmers to take up cultivation of green fodder and changing the entire behaviour pattern in animal feeding. The project also developed a cadre of Para Veterinarians and trained them to ensure quality artificial insemination (AI) and established linkages with Animal Husbandry department for AI. The project even established agreement with Rajasthan Cooperative Dairy Federation for procuring milk. This step by step action contributed to the success of the project and benefitted the community at large. Of course challenges still remain but they are to be overcome by the concerted participation and efforts of women power. These include increased competition, low volume leading to high transport cost, difficulties in managing operating cost, absence of reliable business partner, seasonal fluctuations in yield and price and difficulties in market accessibility. Project sustainability remains an issue, as the project still needs technical back up support. SRIJAN is planning to continue to support this initiative through other sources.


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Appendix 2: Terms of Reference