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1 | P a g eKudumbashree Mission DAY NRLM Annual Action Plan 2017-18

KUDUMBASHREE

DAY NRLM

Annual Action Plan

2017-18


CONTENTS

1 Introduction 3

2 Phasing plan 5

3 Review of Progress of AAP 2016-17 6

4 Social Mobilization, Institution Building andCapacity Building – Strategies and key activities

11

5 Financial Inclusion – Strategies and Key Activities 17

6 Livelihoods 19

7 Convergence, Pilots, Innovations and Partnerships 25

8 Systems 31

9 Other Activities 33

10 Timeline of Activities 34

11 Summary of Costs 35

12 List of Tables 36

13 Tribal special interventions in four districts Annexure – 1

14A Project towards the social, financial andlivelihood inclusion of endosulphan victims anddestitutes & mentally challenged persons Annexure – 2

15 Elderly Inclusion Project (NRLP) Annexure – 3

16 Comprehensive tribal and particularly vulnerabletribal group development project (Attapady) Annexure – 4

17 Kudumbashree NRO Annexure – 5


CHAPTER 1

Introduction

The NRLM programme started in the State in 2012–13 with an objective tofacilitate institution building and capacity building of grassroots institutions ofthe poor resulting in generation of social capital, social & financial inclusion andimprovement in livelihoods. Under the Annual Action Plans (AAPs) of 2013-14,2014-15, 2015-16 and 2016-17, Kudumbashree has undertaken variousinitiatives towards institution building and capacity building, social inclusionand social development and livelihood enhancement. Kudumbashree focused onsocial and financial inclusion of vulnerable sections like PwD and coastalpopulation, and capitalization of institutions of poor in 2016-17 under NRLM.Further, in order to sustain livelihoods of the poor, Kudumbashreecomplemented the livelihood collectives with capacity building and othertechnical trainings. The fund received and the expenditure over the yearsfurnished below.

Fund Received & Expenditure(Rs. In lakh)

Year Budget Allocation/Sanction Fund Released Expenditure

% ofExpendi

ture

RemarksCentral State Total Central State Total

2012-13

3938 1312 5250 1969 0 1969 1869 92 No state sharereceived during

the year2013-

142007 669 2676 2620.9 656 3276.9 3043.17 86 Central share of

2012-13Rs.1617.40 and

State shareRs.656 also

received duringthe year

2014-15

819 273 1092 1413 471 1884 2257.7 95 Central share of2013-14

Rs.1003.5 andState shareRs.471also


2015-16

849.05 566.03 1415.08 621.44 545.65 1167.09 1337.02 96.7 Central share of2014-15

Rs.267.67 andState share

Rs.207.14 also



2016-17 (up

toJanuar

y2017)

688 460 1148 996.26 664.17 1660.43 1345.90 61% Central share of2015-16

Rs.651.87 andState share

Rs.434.58 alsoreceived during

the year

Total 8301.05 3280.03 11581.08 7620.6 2336.82 9957.42 9957.42


CHAPTER 2

Phasing plan

DAY NRLM has strengthened Kudumbashree Mission in its endeavour toeradicate absolute poverty from the State by facilitating organisation, institutionbuilding and capacity building of the institutions of the poor. From its veryinception, Kudumbashree has attempted to bring every poor woman in the statewithin its fold and as a result, today Kudumbashree has universal coverage inevery ward and every Panchayat, and nearly every hamlet. TheKudumbashree/NRLM foot print is given below in a nutshell.

NRLM Foot print achieved Cumulativenumbers

Number of Districts / Blocks 14 / 152

Number of Neighborhood Groups (SHGs)/members 2,35,037 /35,60,659

Number of Area Development Societies (Village Organisations) 15,995

Number of Community Development Societies (Cluster levelFederations)

978

Number of JLGs groups / members 49,853/1,99,412

Number of Micro Enterprises (MEs received Kudumbashreesubsidy. MEs started with internal loan not included)

30,000

Number of Livelihood Collectives 10

However, Kudumbashree envisages inclusion of all vulnerable poor into NHGs(Self Help Groups and their federations), all NHGs followPanchasutras/Dashasutras, creation of large pool of social capital, poorhouseholds access multiple doses of investments, creation of sustainablelivelihoods and enhancement of household level income, as part NRLM phasingplan. In the coming years, Kudumbashree would focus on saturation/expansionof coastal and tribal population as well as inclusion of Elderly, PwDs,Transgenders, endosuphan affected families, mentally challenged, Migrantlabourers and destitutes.


CHAPTER 3

Review of Progress of AAP 2016-17

a. Physical progress in key areas of implementation :

No. Program Progress1 Institution

Building &Capacity Building

Capacity building of more than 100 State Mission Staffconducted. Training of 95 State & District level MasterTrainers in IB & CB and 175 District & Block levelMaster Trainers in ME also conducted. Transactionbased MIS has been piloted in Edapally block ofErnakulam district.

2 Social Inclusion &SocialDevelopment

Tribal interventions such as deployment of 225 CRPs,conduct of 15 Ooru Adalaths and identification &training of 260 book keepers for tribal NHGsundertaken. It is planned to train 50 Master Trainers(3 to 4 per district) in SI & SD with particular focus ontribal communities in the month of March, 2017.Kudumbashree has also undertaken several activitiesin tribal areas in convergence with ST Departmentsuch as Community Kitchen.

As part of social inclusion of vulnerable communitiesespecially PwDs and coastal population intofunctionally effective and self-managed institutions,provided Revolving Fund to 100 PwD NHGs and CIF to90 coastal CDSs as corpus to meet the members’credit needs.

As part of inclusion of mentally challenged andendosulphan affected families, a special programmeinitiated in Kasaragod District. Mobilisation of affectedfamilies into special NHGs initiated. A detailed plan ofaction developed and proposed to be submitted alongwith AAP of 2017-18.

Under Women Empowerment and Gender, 320Woman Counsellors have been selected and trained. Acounselling day observed at the grass root level withsupport of LSGIs. These 320 counsellors are workingas the community counsellors and collaborate withGender Corner and Snehitha Gender Help Desk ofKudumbashree.


3 FinancialInclusion

Kudumbashree provided Revolving Fund (RF),Community Investment Fund (CIF) and VulnerabilityReduction Fund (VRF) as resources in perpetuity tothe CBO, not only to meet their credit needs and toaddress their vulnerabilities, but also to strengthentheir institutional and financial management capacity.Rs. 84 lakhs has been disbursed to 560 NHGs as RF.Rs. 300 lakhs has been disbursed to 60 CDSs as CIF.37.5 lakh disbursed to 50 ADSs as VRF. Moreover,Interest subvention has been released for a sum of Rs386 lakhs for 51082 NHGS. (RF to PwD NHGs and CIFto coastal CDSs already mentioned under SI & SD). AFinancial Literacy Campaign has been conducted inall districts and training to 978 CDS Vice chairpersonshave been conducted with the support ofKudumbashree Training groups. Vidya LoanAwareness Campaign, an awareness regardingEducational loans conducted for 10th and 12th

students in 14 blocks of the State with the support ofRBI. Training for Bank Managers is scheduled forMarch, 2017. NHG - Bank Credit Linkage of Rs 1045Crores achieved till 31st January, 2017. 34,170 NHGslinked in this year. CDSs conducted Banks-NHGscamps as part of linkage campaign.

4 Livelihoods Under NRLM, Kudumbashree supported LivelihoodCollectives towards sustainable livelihoods and offeredaccess to livelihoods knowledge, skills, technology andcredit support through their federations with primaryfocus on scaling-up and layering of successful small-scale projects with the help of government agencies.45 Director Board members of 5 Producer Companies

have been trained in Cochin University of Science &Technology (CUSAT) in management of ProducerCompany. 30 Members of various Apparel Parks inKannur have been provided with advanced skilltraining in National Institute of Fashion Technology(NIFT). 10 members of Thennala Agro ProducerCompany, Malappuram have been trained indevelopment of a breakfast cereal in Council for FoodResearch & Development (CFRD). 75 members ofImashree Producer Company, Idukki have beentrained in dairying in Kerala Vetenary University.Imashree has further been supported for networkingwith Kerala Feeds Ltd., a government cattle fodder


production company. The Goat Farmers ProducerCompany, Kannur has been supported with a team of16 Veterinary CRPs. 177 Goat Farmers have beenprovided with training on farming as well as functionsof producer companies. Mobilisation of farmers hasbeen conducted towards formation of collectives inAlappuzha and Pathanamthitta. Approximately 500members have been sensitized towards collectivization.

Under NRLM, Kudumbashree also envisaged tosupport the purely un-organised sector of Non TimberForest Produce (NTFP). 5 Districts and 25 Panchayatshave been identified as potentially rich NTFP areasand interventions have been initiated in thesepanchayats to promote sustainable practices acrossthe entire value chain of NTFP - regeneration,collection, processing & marketing. Survey of NTFPs(commodities, expected collection, quantity, value) hasbeen completed in 25 Panchayats and a ResourceInventory has been developed to evaluate the presentstatus and availability of forest resources with usercommunity participation. Identification of NTFPcollectors have been completed and formation of NTFPSHGs or special NHGs is under progress. Furtherintervention planned in the next year.

As part of supporting Micro Enterprises to strengthenlivelihoods of the poor, 175 Micro EnterprisesConsultants (MECs), a pool of communitypractitioners (CRPs) have been trained by HLL LifecareTraining Division to ensure handholding and scale upof best practices. Further, an initiative wasundertaken under NRLM to facilitate the upscaling ofselected Micro Enterprises and develop their productsthrough a series of intensive design clinics for theentrepreneurs. The aim is to increase the women’scapacities to look at better product quality anddesigns, while raising their knowledge and confidenceto know about new markets for their products.Entrepreneurs of 80 individual/group microenterprises have been selected for furthercapacitation.


b. Component-wise financial Progress – Allocation vs. Expenditure duringFY 2016-17 by component under NRLP and NRLM :

NO Components Allocation

ApprovedplanAmount

Approved Amount forrelease

Exp upto Feb

CentralShare

Stateshare

Total

NRLM1 IB & CB 494 494 296.4 197.6 494 560.972 SI & SD 176 176 105.6 70.4 61.76 178.483 FI 211 211 126.6 84.4 211 243.94 Livelihoods 170 170 102 68 170 1705 Interest subvention 200 200 120 80 200 264.55

Total 1251 1251 750.6 500.4 1251 1417.9NRLP

1 NRO 646.07 646.07 251.57 0 251.57 361.442 Attapady 500.00 500.00 250.00 0 250.00 313.663 AHT 50.00 50.00 25.00 0 25.00 78.144 Elderly Inclusion 224.90 224.90 112.45 0 112.45 31.295 Rangashree 10.00 10.00 5.00 0 5.00 5.516 Study on Socio

Economic Changes15.10 15.10 7.55 0 7.55 0

SARAS1 SARAS 35 35 21 14 35 35

c. Administrative expenditure incurred during FY 2016-17 (projected upto March, 2017) and administrative expenditure projected for FY2017-18 :

Administrative Expenditure - Projected up to March 2017 Rs. 102 LakhsAdministrative Expenditure - Projected for 2017-18 Rs. 185 Lakhs

d. Key activities planned but not implemented/partially implementedwith reasons :

Particulars Reason for non-achievement Follow upplan

Community/Internet TV

This activity is scheduled under the third installment ofNRLM.

Financial InclusionPromotion andLinkage incentive

A Financial Inclusion Campaign has been conducted inthe State. An incentive announced for CDSs (CLFs) thatachieve higher number of linkages in order to promotelinkage. This incentive will be released in the month ofFeasibility Study of


Streenidhi Bank March, 2017. (CDSs given time up to March, 2017). Anexposure cum study visit to Sreenidhi Bank in AndraPradesh was scheduled in the month of February, 2017.However, the Study has been dropped, as it found to benot feasible.

Livelihoodenhancement andcrisis Managementfund

The aim is to increase women entrepreneurs’ capacitiesto look at better product quality and designs, whileraising their knowledge and confidence to know aboutnew markets for their products. Entrepreneurs of 80individual/group micro enterprises have been selectedfor further capacitation. This activity will be partiallycompleted in this financial year. The finalization of theguidelines for the execution of this activity was delayed.

e. Constraints affecting implementation and utilization of funds duringFY 2016-17 :

During the first and second quarters of 2017, the deputation of most of theMission Staffs especially District Mission Coordinators and Assistant DistrictMission Coordinators have been expired. This has affected the successful projectimplementation in the Districts. This issue has now resolved by appointing newDistrict Mission Coordinators and Assistant District Mission Coordinators.

f. Quality of technical support received from NMMU :

The support provided by NMMU in terms of guidance especially in theconceptualisation of new projects like ‘Project for the Endosulphan affectedpopulation’ and in the implementation of NRLP programmes such as ‘AttapadiProject’ and ‘NRO’ has been valuable. The periodical review and course correctionmeasures were very helpful in achieving the targets.

g. Key learning and way forward :

Kudumbashree has to adopt a village saturation approach and to evolvestrategies for inclusion of tribal families, coastal population etc.

The convergence with other government departments and agencies showthat there are great resources available within the government system.

The Institutions of Poor can act as a medium for channelizing welfareprogrammes of the Government.

Community funds from NRLM helped the NHGs to strengthen theirinternal lending and also to start new livelihood initiatives.


CHAPTER 4

Social Mobilization, Institution Building and Capacity Building –Strategies and key activities

4.a Social mobilization including mobilization of vulnerable groups :

1. Tribal special interventions in four districts : Thirunelly Panchayat(Wayanad district), Aralam Farm (Kannur district), Nilambur Block(Malppuram district) and parts of Idukki district :

In line with the project implemented in Attapady, a comprehensive approach andsustainable development programme is envisaged in major tribal predominantareas of the State as an expansion. The project aims at effectively attainingsocio-economic development in these areas through the construction of strongsocial institutions of women and enable them to engage in micro-credit,sustainable livelihoods, upliftment of social status, accessing entitlements andrights and asserting agency as equal citizens in the development process. Theproject aims to alleviate the social and economic deprivation of kattunayakan,Adiya and Paniya tribal communities of Kerala. Women’s institutions would bebuilt up strongly in these areas to be able to lead towards total financialinclusion leading towards poverty alleviation and social development. Thisintervention under NRLM is planned exclusively for Thirunelly Panchayat(Wayanad district), Aralam Farm (Kannur district), Nilambur Block (Malppuramdistrict) and parts of Idukki (Edamalakkudi or Kanthalloor/Marayoor). It isexpected that strong and effective exclusive institution of women from the tribalcommunities would develop negotiation power, ability to critically analyse theirown situation and collectively work towards social transformation under thisproject.

The proposed activities include,

A) Revival and reorganisation of existing NHGs & formation of newNHGs/Federations : An effort to build exclusive tribal NHGs and Oorusamithiswill be undertaken in these areas.

B) Community Funds : This includes Revolving Fund (RF) and VulnerabilityReduction Fund for NHGs and its federations to meet the members’ credit needs,to address vulnerabilities like food security, health security etc., and to meet theneeds of the vulnerable persons in the village. (CIF will be linked to Livelihoodpromotion. It is proposed in Chapter 6 – Livelihoods)

C) Capacity Building : The women in the NHGs would be capacitated withrespect to all the non-negotiables of CBO. The focus would be on empowerment


of women with respect to various themes like education, health, violence againstwomen, legal rights etc. The thrust would be to enable women to access theirrights and entitlements along with livelihood enhancement. Further, training ofother stakeholders such as Community Development Society and AreaDevelopment Society will also be conducted. Training of PRIs will also beconducted in order to gain convergence and to ensure that the needs which arisefrom the gramsabha are taken to the working group and into the tribal sub-plan.Training of stakeholders from various departments will also be undertaken toachieve convergence with other departments. In addition, capacity building ofCRPs and the staff will also be undertaken. The facilitator within each resourcehub in the ooru would be trained in aspects of developing the resource hub.

Details given in Annexure - 1

Total Budget for tribal special interventions for FY – Rs. 650 Lakhs (NRLM B2.2)

3. Handholding support/CRP for tribal areas (Excluding special interventionareas - Attapady, Thirunelly, Aralam, Nilambur, parts of Idukki) :

Community Resource Persons will be deployed in tribal areas for buildingorganisations of the poor by mobilising them into NHGs, deepening the activitiesand addition of various layers such as health, nutrition, interventions for Personswith Disability (PwD), etc. The CRPs would be trained in mobilisation, institutionbuilding, managing books of accounts, preparing micro-plan and business plan,collectivisation and accessing rights and entitlements. 225 tribal CRPs will bedeployed for a year for helping tribal NHG members. practicingPanchasutra/Dashasutra and dealing with the banks. The CRPs will initiatecapacity building and social development activities in tribal areas and the cost ofthese programs will be met through convergence (fund from Kudumbashree statePlan schemes and funds from Tribal Development department).

Total Budget for CRP/IRP rounds for FY - Rs. 150.00 lakhs (NRLM B2.2.1)

4. Saturation of Coastal Panchayats :

Kudumbahsree proposes a saturation approach in Coastal Panchayaths asparticipation in institutions of poor by coastal population is comparably less inthe coastal areas of kerala. A large proportion of women in coastal region are alsounemployed and their economic position is pathetic. The major interventionswhich will be undertaken in Coastal Areas in the year will be the following.

a. Community Strengthening

Formation of NHG / Revival of NHG

i. Formation of NHG- Rs 1000/ unit


ii. Insuring NHG members- Rs 500/ unitiii. Training and capacity building of all NHGs in ward- Rs 2000/-iv. Bank linkage of NHG- Rs 2000/ unitv. Annual Auditing NHG- Rs 200/- unit

Ward level Activities

vi. Organizing NHG meetings of all coastal wards- Rs 200 permonth

vii. Training and capacity building of all NHGs in ward - Rs 1000/-viii. Training and capacity building of Volunteers- Rs

500/volunteerix. Vulnerability Mapping- Rs 1000/ ward

2. Formation of Special ADS with NHGs lying in coastal areas in multiplewards

3. Vulnerability mapping of coastal areasa. Training for CDS and ADSb. Conduct of Vulnerability Mapping

a. Interventions with focus on Social capital

1. Generation/Training and capacity building of Coastal CommunityResources and Social Mobilisation in to NHGs

a. 198 Coastal Volunteers

b. Livelihood interventions

It is also proposed to promote livelihoods using CIF/CEF. It is proposed inChapter 6 - Livelihoods

Total Budget for Coastal interventions for FY - Rs. 450.00 lakhs (NRLM B2.2)

4.b Promotion of SHGs, VOs and CLFs :

NHG School : To promote and strengthen the NHGs/ADSs/CDSs, Kudumbashreehad conducted a campaign, namely, ‘DISHA 2017’, in January, 2017. One of thehighlights of the program was that all the 2.58 lakh NHGs had conducted aspecial NHG meeting on 28th January (Morning 10 AM to 5 PM) and people’srepresentatives (from ward member to chief minister) attended the NHG meetingsin their constituencies. As part of follow up of ‘DISHA 2017’, it is proposed tointroduce a 12 hours of training course, termed as NHG School, to all NHGmembers. The thrust of the NHG School will be capacitate the NHGs and theirfederations to take up or function as the intermediary of various developmentprogrammes of State and Central Government departments. Two voluntaryResource person preferably retired hands or teachers from each ward will beappointed as NHG School faculty.


Legal Consciousness : Kudumbashree also proposes to conduct a LegalConsciousness programme by utilizing the mass base of Kudumbasree Mission.Kudumbasree Mission has 1073 CDS (Community Development Supervisors) inthe state who directly work with the grass root level people. Hence the projectenvisages to target the CDS as a whole and through them the majority of thepopulation of the state. Apart from the Awareness generation consciousnessgeneration programme, Projects aims at the setting up of Legal Aid Clinics at thePanchayat Level to address the issues of the affected people and to givecounceling and solution to the needy people with the help of experts in the fieldof law and justice. The Laws which are prevalent to address the issuesconcerning women will be covered in the training programmes. JusticeK.T.Thomas, Justice D.Sreedevi, Justice Lalithabhai and a team of eminentlawyers will lead this programme which will be conducted in association withKANFED Legal Consciousness Mission

The expected expenditure is Rs 250 Lakhs (NRLM B2.2.5)

4.c Capacity building of institutions

The most important focus of the Disha Campaign was to form special NHGs withthe inclusion of marginalized like persons with disabilities, transgenders, migrantlabourers and elderly. As per reports, 3954 Special NHGs were formed byKudumbashree in different categories. Institutional training is important to theseNHGs and their institutions, along with other newly formed institutions of poor.

The expected expenditure for capacity building of special NHGs for FY is is Rs.50 Lakhs (NRLM B2.2.5)

4.d Bookkeeping and auditing

Accurate bookkeeping and auditing are essential for the strength and long-termstability of institutions of poor for not only to maintain accountability of all groupmembers, but also for providing the data to resolve disputes, if any. A high-quality accounting and auditing provides tremendous value to the institutions ofpoor in maintaining its records in a compact, efficient and systematic mannerthat complies with general accounting practices. It is proposed to provideAccounting Training to 978 Community Accounting Persons who are in charge ofaccounting & auditing of CDSs (Cluster level Federations).

The expected expenditure for accounting training of CDSs accountants for FY isis Rs 25 Lakhs (NRLM B2.2.5)

4.e Registration of federations

NA


4.f Deployment of social capital

Now there are 2.72 Lakh NHGs in the State under Kudumbashree and it is feltthat there is a requirement to make continuous capacity building, hand holdingand monitoring of each CDS/ADS/NHG. For the continuous facilitation ofinstitutions of poor, it is proposed to further expend, capacitate and engage thetraining team members (District and Block Master Trainers in IB & CB) asCommunity Facilitators. Currently there are around 200 state and district leveltrained and experienced Master Trainers in IB & CB and SI & SD and it isproposed to enlarge this resource base so that training requirements of eachblock may be catered to by minimum 3 to 5 persons.

The expected expenditure is Rs 45 Lakhs (NRLM B2.1.4)

4.g Capacity building of Mission staff

Professional training to district and state level mission staff is proposed to beprovided with the support of major reputed institutions like IRMA, EDI, BIRD,SBIRD, NABARD, IIM, TISS etc in the financial year 2017-2018. Apart from IB &CB, SI & SD, FI and Livelihoods, it is proposed to provide trainings in aspectssuch as Leadership, Project Management, Human resource management,Marketing, Systems, Communication, Gender, conflict management, Strategicplanning, Time management/productivity, creativity/innovation etc.

The expected expenditure for capacity building of mission staff for FY is Rs. 50Lakhs (NRLM B1.2.1)

4.h Partnership with NROs/NSOs - NA

4.i Capitalization of SHGs, VOs and CLFs (RF and VRF)

Kudumbashree proposes capitalization of institutions of poor as resources inperpetuity; to strengthen their institutional and financial management capacityand to build their track record to attract mainstream bank finance. As part ofcapitalization, Kudumbashree will provide,

Revolving Fund (RF) to NHGs at the rate of Rs.10,000 - 15,000 as corpus tomeet the members’ credit needs directly and as catalytic capital forleveraging repeat bank finance. RF is given to SHGs that have beenpracticing ‘Panchasutra’. It is proposed to provide Rs. 1500 lakh as RF to10000 NHGs.


Vulnerability Reduction Fund (VRF) to NHG Federations at Village level toaddress vulnerabilities like food security, health security etc., and to meetthe needs of the vulnerable persons in the village. It is proposed to provideRs. 375 Lakhs as VRF to 2500 NHGs.

Community Investment Fund (CIF) as Seed Capital to CDSs to meet theworking capital needs of the micro enterprises and collectives of themembers of NHGs will also be provided. Details proposed in Chapter 6 –Livelihoods.

Total Budget for RF anf VRF for NHGs/ADSs/CDSs for FY is Rs. 2025 lakhs(NRLM B3.1.1 & B3.1.3)

4.j Strategies for non-intensive blocks - NA


CHAPTER 5

Financial Inclusion – Strategies and Key Activities

5.a Financial literacy and opening of individual bank accounts :

Lack of information and guidance regarding practices of savings and credit resultin women taking wrong financial decisions; this stands in the way of theirempowerment. Wise financial practices and right financial decision-making gohand in hand. To achieve this, increased information dissemination, knowledgesharing and promoting the practice of financial planning for the NHG members isimportant. As part of Financial Literacy Campaign, it is proposed to first identifyCDSs with bank linkage of less than 25% and less than 50% and then to identifyall potential NHGs in these CDSs for Bank Linkage. Bank linkage and BankAccount Opening Camps will be conducted in these CDSs. Training will beprovided to financial CRPs/Master Trainers who in turn will lead the campaign.

The expected expenditure for financial literacy is Rs. 28 lakhs (NRLM B2.3.3)

5.b Promotion of Panch Sutras/Dasa Sutras :

All the NHGs are following Panch Sutras/Dasa Sutras

5.c SHG-bank linkage including repeat linkage :

Please see 5.a

5.d Promotion of MCP-based lending :

Please see Chapter 6 – Livelihoods

5.e Last mile banking services &5.f Sensitization and training of bankers :

In order to ensure support of Banks in achieving the bank linkage target, BankManagers will be trained with the support of Lead bank, NABARD, public andprivate sector banks. It is also planned to conduct two state level workshops forLead District Managers and 14 district level workshops for controlling officers ofbanks to strengthen the bank support to institutions of poor.

Expected expenditure for bank Managers training is Rs. 10 lakh. (NRLM B2.3.3)


5.g Mainstreaming NRLM agenda in BLCCs, DLCCs and SLBCs &5.h Deployment of bank sakhi and promotion of CBRM :

It is decided to set up a state level support group for supporting Kudumbashree’sfinancial inclusion activities and the FI team. The group will form with thesupport of SLBC & NABARD and this group will consist of 5 to 10 bankofficials/retired senior bankers. This group will liaison between KudumbashreeState/District missions and SLBC/DLBCs. They will support Kudumbashree tosuccessfully implement various bank related schemes and to laison with bankerseffectively. This group will also support to resolve various bank related issues indistricts.

Expected expenditure is Rs. 10 lakh. (NRLM B2.3.2)

5.i Provision of interest subvention to all eligible SHGs :

During the FY 2017-18 it is expected that 35,000 NHGs would be accessinginterest subvention.

The expenditure for Interest Subvention for FY is Rs. 700 lakhs. (NRLM F)

5.j Promotion of Individual credit linkage (Mudra etc.,)

NA

5.k Insurance coverage of members

Kudumbashree is already promoting Insurance Schemes of Central/StateGovernments and LIC.

5.l Monitoring bank loan applications, sanctions, insurance through MIS

NA (Kudumbashree already monitoring this activity)

5.m Plan for setting-up of ‘Sthree Nidhi’ type bank in the state

NA

5.n Summary of project proposals, if any, under dedicated FI Funds(1/2page)

NA


CHAPTER 6

Livelihoods

The livelihood strategies under NRLM in the year 2017-18 are formulated in away that it compliments the interventions under State Plan Fund. The livelihoodstrategies and activities that would be executed by Kudumbashree Mission underNRLM in this year will be based on the overarching principle of ‘Local EconomicDevelopment’.

6.a Livelihood situation analysis in the state :

a) Farm Livelihoods

Agriculture and allied sectors is the most crucial sector of the Kerala economy asit provides livelihood to approximately two-third of the population and itcontributes a fourth of the SDP. In view of its suitability for combining with cropsub sector and sustainability as a household enterprise with the activeinvolvement of women, livestock based livelihoods is emerging as a very popularsupplementary avocation in the small farms. Collection of forest produce is theimportant occupation of tribes in the State, other than agriculture andMGNREGS.

Collective Farming is undertaken by Kudumbashree since its inception toencourage cultivation by neighbourhood groups. Kudumbashree, theimplementing agency for MKSP, has undertaken institution of Joint LiabilityGroup (JLG) of women farmers. The project promotes 49,853 JLGs, with1,99,412 women farmers undertaking cultivation in 40,197 Ha. MKSP projectfocuses on capacity building of the farming community through the identificationof best practices among the community. Resource persons are selected from thecommunity and act as the grass root workers of this programme. Trainings forman integral part of project aiming at providing scientific practices and solution tothe door step of the farmers.

b) Non-Farm Livelihoods

The role of non-farm sector in Kerala is becoming increasingly important. Sincepoor are not able to generate a fixed or regular income with their traditionallivelihood activities like agriculture, artisanal skills etc, migration to otherlivelihood options such as non-farm micro enterprises that generates income forthem become lucrative. Kudumbashree has been promoting establishment ofMicro Enterprises since its inception. There are around 30,000 functional MEs inKerala being managed by Kudumbashree members. Apart from regular MEs,there are special collective enterprises that have been specifically developed bythe Kudumbashree Mission in areas as diverse as nutrimix production and ITenabled services.


6.b Livelihood strategy and key activities :

a) Capacity building of NHG members/entrepreneurs towards sustainablelivelihoods :

1) Farm/ NTFP : Enhancing livelihoods of small producers has uniquechallenges. Kudumbashree will focus on a) Social capital formation, b) Capacitybuilding c) Eco system services d) Knowledge & resource convergence. Theseenterprises require professional & technical support, capacity building,technical/skill trainings and knowledge infusion from outside to enhanceproduction and increased linkages with external markets. Total number of people(agri and animal husbandry based & NTFP based) benefitted from this supportwill be 4000 entrepreneurs. The NHG members from tribal areas and coastalareas will be given priority, where special saturation initiatives will be conductedunder NRLM AAP for year 2017-18. (Also see Chapter – 4)

The total estimated expenditure for capacity building for FY is Rs. 160.00 Lakhs(NRLM B2.2.5)

2) Non–Farm :

a) Production Sector : Value-addition of various products of Kudumbashree MicroEnterprises and development of a Women’s Product Line is a priority task ofKudumbashree in 2017-18. A series (3 to 5) of product enhancement workshops(design clinics at state level or regional level with an interval of 1-2 months) forwomen micro entrepreneurs is proposed. The aim is to increase women’scapacities to look at better product quality and designs, while raising theirknowledge and confidence to know about new markets for their products. Thiswill strengthen the products and value-chains of microenterprises to bring moreeconomic value to their products. In these design clinics, an attempt to up-valuethese products in terms of quality, design, packaging and so forth will be made.The Design Clinic Series will include experts in the field of food products,packaging, designing, branding etc and various Government Departmentsengaged in Food Safety, Legal Metrology, Trade, Industry, Labor & Employment,Science and Technology, Local Self Government etc. The Intensive Design ClinicSeries will also bring in leading women entrepreneurs, product experts andrenowned designers to provide product development and design consulting forwomen micro entrepreneurs. This will also provide opportunities for women’sgroups to meet successful women entrepreneurs, experts on processed foodproducts and design of non-food products to get feedback and recommendationsto improve their products. At least Five rounds of design clinics will beconducted, within a period of one year. The first rounds will focus on key topicsaligned with the concerns of their business and giving recommendations andassignments. The latter rounds will focus on product development and branding.


500 members of NHGs who run successful micro enterprises will be benefittedfrom this activity.

Capacity building initiatives will be undertaken in the following productionsectors also. Apparel Parks - Apparel Consortiums were formed in districts inorder to bring sustainability to the garment making enterprises especially indistricts such as Kasaragod, Kannur, Kozhikode, Kollam, Idukki etc.Kudumbashree proposes professional training to existing consortiums as well asformation of new such Apparel Parks. Amrutham Food Supplement units -Nutritional food supplement is provided by Kudumbashree units through the33000 anganwadis to children in the age group of 6 months to 3 years. Thesewomen will be provided with skill upgradation. Similarly, NHG members who runmicro enterprises in the field of Food Products (Curry Powder /Flour/Masalaproducts/Pickles/Squash/Jam/Coconut Oil Products), Health & Hygieneproducts (Sanitary Napkin/Personal Care Products - Cosmetics &Toiletries/Cleaning Solutions) and Handicrafts will also be provided with capacitybuilding training under NRLM.

b) Service Sector : Performance Improvement Training of selected clusters of non-farm micro entrepreneurs will be undertaken by Kudumbashree in 2017-18under NRLM. Santhwanam : Santhwanam entrepreneurs will be trained inchecking the height, body weight, body mass index, cancer detection, bloodpressure, blood glucose and cholesterol of people. They visit houses periodicallyto check these parameters. Kudumbashree proposes to impart performanceimprovement training to these entrepreneurs. Cafe Kudumbashree : More than1000 units of Café Kudumbashree serving ethnic delicacies are functioningacross the state. Kudumbashree proposes to impart performance improvementtraining to these entrepreneurs. Home shops : It is an avenue for marketingproducts made by Kudumbashree beneficiaries to the local community throughthe support of CBOs in the local community. These shops function as homeunits. Currently, there are around 1000 Home Shops in the State.Kudumbashree proposes to capacitate such units in 2017-18. WomenConstruction Teams : Women are trained in masonry and given skill upgradation training in construction techniques and grouped as constructionteams. Women having civil engineering background are trained as consultantsand diploma/ITI holders in civil engineering are provided site supervisiontraining. Kudumbashree envisages to upgrade, diversify and certify the skills oflabourers in new technologies and emerging standards in the constructionindustry under NRLM. Unnathi IT unit : Kudumbashree IT enterprises will beprovided with advanced skills. Kudumbashree Travels : The women taxi servicepiloted in Thiruvananthapuram is expanded to almost all the districts. Thesewomen drivers will be provided with necessary skills.

Total number of NHG members/entrepreneurs (non-farm) capacitated will be6000 entrepreneurs.


The total estimated expenditure for capacity building for FY is Rs. 240.00 Lakhs(NRLM B2.2.5)

b) Capacitation of MECs

Over the years, Community Resource Persons – Training programme has enabledmany of the Micro Enterprise Consultants to obtain first-hand understanding ofmicro enterprise management techniques. Currently, many trained MECs havebeen promoted and placed in various responsibilities of Kudumbashree. One ofthe major achievements is that many of the trained MECs are now acting asMentor MECs in other states replicating the successful kerala model as part ofKudumbashree NRO. Kudumbashree is in the process of identifying, capacitatingand engaging more MECs by providing advanced trainings for assisting the microenterprises, considering the twin objective of strengthening the microenterprisesand creating livelihood opportunities to MECs. Focus will be to transform MECsas a dedicated and expert Community Cadre for Livelihood promotion. The MECswill assist CDSs for all kinds of Economic Empowerment activities.

The total estimated expenditure for capacity building of MECs for FY is Rs. 25.00Lakhs (NRLM B2.2.5)

c) Community Investment Fund/Community Enterprise Funds to 800 CDSs:

Under NRLM, Kudumbashree proposes to provide Community Investment Fund /Community Enterprise Fund as Seed Capital to 800 rural CDSs (SHGFederations at Cluster level) to meet the working capital needs of MicroEnterprises and collectives member-owned by NHG members. The objective is toenhance the livelihood opportunities for the poor through investment into assetcreation and improvement in productivity and income. The most importantaspect in implementation of CIF / Community Enterprise Funds would be theinclusion of ‘micro level livelihood planning’ (Micro Credit Plan) as anempowerment tool for the marginalised communities. A Micro Credit cumLivelihood Action Plan will be a prerequisite for availing the funds under the CIFcomponent. Livelihood action plan should contain schedule of activities,interventions, no. of NHG members to be assisted and expected outcome. NHGscan undertake any permissible activity jointly as a group or the group may decideto support individual(s) for the activities under the umbrella of the mainSHG/ADS/CDS. In case of individual support under the SHGs, the individualswill be accountable to the main SHG for finances and performance. The financialsupport to enterprising individuals who prepare and submit a viable livelihoodproposal shall be considered on the recommendation of the group.

1) Productive and value addition infrastructure for existing and new microenterprises, collectives and producer groups : Kudumbashree envisages


development of small scale productive and value addition infrastructure for itsCollectives, and technologies to be developed and/or innovated geared towardssolving specific production/value addition problems that hinder building theprofitability of these Collectives. The issues that are related to new productdevelopment, incremental product and process innovation and processes ofproducing the product or delivering the services will be addressed under NRLM.Efforts and initiatives will be undertaken to create Common Facilitation Centresfor value addition including packing and labeling in Government owned existingindustrial estates or industrial parks. Improving value chains, development ofbasic infrastructure to facilitate productivity enhancement, value addition,market access and enhance competitiveness and, establishing the necessaryinfrastructure for compliance with accreditation systems – food quality, hygieneand safety standards as well as social and environmental standards that may bedemanded by specific markets or buyers is a priority task in 2017-18. However,activities that can achieve significant improvements along the value chainwithout requiring major infrastructure investments will only be focused underNRLM.

2) Under NRLM, Kudumbashree envisages to support NTFP sector through thefollowing activities using CIF/CEF.

Storage, value addition and marketing facilities to increase income fromavailable forest resources.

Setting up of processing & value addition units (village value additionunits) at potential areas

Plantations of important species

3) Value-addition of selected products of Kudumbashree Micro Enterprises anddevelopment of a Women’s Product Line : The aim is to increase women’scapacities to look at better product quality and designs. This will strengthen theproducts and value-chains of micro enterprises to bring more economic value totheir products. As the first step, Kudumbashree has developed a ProductInventory of 75+ best products, which are usually exhibited in Fairs/IITF etc.These MEs will be assisted financially and technically using CIF/CEF toundertake the recommendations of the design clinics, which will be held underNRLM capacity building initiatives. The women micro entrepreneurs will receiveCIF/CEF for value-adding the products, developing new product collection,managing the microenterprise, strengthening production capacities, properpackaging and labeling, and assistance with food and nutrition requirements andtechnologies. MEs are expected to improve products or variants, form,maintaining quality, color and costing. Proper packing, Food & Safetyrequirements, tie-ups with potential markets, catalog production etc will also beaddressed by the groups.


4) Amrutham Nutrimix consortium : It is a women collective in which 2025women from the Kudumbashree community is engaged in the production andsupply of weaning food through more than 240 production units in 14 districts.The food is supplied through anganwadis under the state government scheme inwhich the social Justice Department and Local Self government is equallyinvolved. Apart from capacity building and skill building to adopt newtechnologies and package of practices, these women require technical assistanceto improve product design, for product diversification and increasingproductivity.

The total estimated expenditure for providing CIF/LH Funds to NHGs for FY isRs. 2000 Lakhs (NRLM B3.2.3)

6.d Other livelihood interventions

Promotion of MCP-based lending :

In order to promote Micro Credit / Livelihood Action Plan based lending,especially Community Investment Fund as seed capital to SHGs or livelihoodgroups to meet the working capital needs of the livelihood activities, capacitybuilding training to district and block financial inclusion/livelihoods team and toMECs or MCP CRPs is planned in the financial year 2017-2018. Training to CDSand ADS officials will also be provided to strengthen their ability to managecommunity funds.

The expected expenditure for promotion of MCP-based lending is Rs. 50 lakhs(NRLM B2.3.3)


CHAPTER 7

Convergence, Pilots, Innovations and Partnerships

7.a Convergence with PRIs and government programmes

Kudumbashree will ensure that mutually beneficial working relationship andformal platforms for consultations between Panchayats and institutions of the poorare put in place in a manner that PRIs are actively involved in various activities ofKudumbashree but the autonomy of the institutions of poor is also preserved/protected. Kudumbashree proposes a training of elected representatives ofPanchayati Raj Institutions (PRIs) in the State and to explore ways for womenrepresentatives to involve themselves in the democratic governance process. TheObjectives of the programme will be to explore ways for women representatives toinvolve themselves in the democratic governance process, to enable electedrepresentatives to upgrade their knowledge and skills to perform theirresponsibilities and to excel in these in the development of the Panchayat, to buildtheir confidence in the planning, implementation and monitoring of the Central andState programmes which have defined roles for Panchayat, to integrate them in theplanning process by incorporating their demands in the Plan pertaining to theirareas and to provide orientation to the key officials and other stakeholders likemedia, CSOs, representative of legislatures and key citizen resources associatedwith the functions devolved to the Panchayat. Further, familiarization about theprocess of developing Village Development Plans, understanding on the reasons forpoverty and exclusion, and building a vision for developing a model panchayat willbe the focus of the PRI – CBO convergence programme.

Total Budget for PRI – CBO convergence programme for FY Rs. 80 lakhs (NRLMB3.2.5)

7.b Social development initiatives:(i) Food, Nutrition, Health and Sanitation (WASH)(ii) Access of the vulnerable to the entitlements and public services(iii) Mainstreaming of gender in all activities

1. Gender Sensitization and Capacity Building

A. Gender sensitization Training for Kudumbashree Officials(PO, PMs,Consultants, DMC, ADMC, OSS,& Block Coordinators)

B. Gender sensitization Training for CDS Chairpersons

C. Capacity building training for Gender Resource persons andCommunity Counselors


2. Counseling and psycho social support

A. Adolescent age group Programme- Special education programme

B. Ward level theme based counseling Session

C. Counseling support for the Buds school students parents and elderlygroup

D. Mental health enhancing programme

Total estimated expenditure for Gender activities for FY is 150.00 Lakhs (NRLMB2.2.5)

7.c Partnerships – with NROs/NSOs/implementation agencies forconvergence, FNHW and livelihoods

NA

7.d Innovative pilots

1. Project towards the social, financial and livelihood inclusion of the mostvulnerable sections of the society, especially the endosulphan victims ofKasaragod district, destitutes and mentally challenged persons in the state

An project towards the social, financial and livelihood inclusion of the mostvulnerable sections of the society, especially the endosulphan victims of Kasaragoddistrict and destitute persons across the State has been developed and proposedunder Innovative Projects. The core of these projects is to adopt a new approachtowards social and economic development of most vulnerable sections of thecommunity.

a) Social and economic development of Endosulphan victims :

In early 1960s, the Agriculture Department began planting cashew trees inKasargod District. In 1978, Plantation Corporation of Kerala (PCK) took over theplantations. Endosulfan, a highly toxic organochlorine pesticide was sprayed in thecashew plantations since 1978 till 2001 regularly three times every year. The aerialspraying of endosulfan was undertaken to contain the alleged menace of the teamosquito bug. By 1980s, stunted growth and deformed limbs were noticed amongnew born calves. By 1990s, health disorders of very serious nature among thehuman population came to the lime light. Children were found to be the worstaffected with congenital anomalies, mental retardation, physical deformities,cerebral palsy, epilepsy, hydrocephalus etc. Men and women were also affectedwith various chronic ailments. Around 6000 patients with diseases which can be


associated with exposure to endosulfan have been identified in the area, andaround 1000 persons have died out of diseases that can be caused by exposure toendosulfan. Physical deformity, reproductive morbidity including infertility, cancer,congenital abnormality etc. were found to be high in the local population, incomparison to the control populations. Among the affected, more than 500 victimsare bed ridden, around 2000 require help of care takers for daily routine. Fromyear 2000 onwards various committees of Government and Non-GovernmentalOrganizations have conducted visits to the area and submitted reports to theGovernment regarding this issue. Various rehabilitation activities are beingundertaken by the State Government since then. However, environmental and socio– economic impact of the aerial spraying of endosulfan continues to be a burningissue not only in Kasaragod, but also at the state level. It is in this background,Kudumbashree would like to implement a special project for the affected familiesliving in the 11 most affected Panchayaths in the district.

Budget for the programme for endosulphan affected families for FY is Rs. 500 lakhs(3 years - Rs. 1000.00 lakhs)

b) Bio Metric Monitoring & Management Information System for ASRAYA -Destitute Rehabilitation Program :

Asraya is a destitute identification and rehabilitation program designed andimplemented by Kudumbashree. The program targets the poorest of the poor ordestitutes. The main activities are providing the destitute families with basicnecessities such as food, housing, drinking water, sanitation, health care, clothingand other needs. The project is being implemented through convergence withLSGIs. The first phase of Ashraya started in year 2003 and Asraya second phaseand ST special project started in 2013 covering all Grama Panchayats. There are1,44,000 Asraya beneficiary families in the State.

The challenges faced in its successful implementation are a) lack of delivery ofservice on time, b) lack of proper monitoring system for providing services, c) lackof transparency in distribution of services. In order to overcome these challenges,Kudumbashree proposes a Bio Metric Monitoring & Management InformationSystem which will facilitate a better implementation of the project through bringingtransparency in distribution of services, putting in place systems for district andState level monitoring & evaluation and by ensuring quality and accountability inthe project implementation.

The activities include Software Development/Hardware requirements, Training forCDS Chairperson/Member Secretary/Accountant/Social Development Convener,Procurement of BIO Metric devices, Issuing of special ID Cards for Asrayabeneficiaries, Internet Connection for all CDS and Digital registration of all Asrayafamilies. The MIS will be updated in the first week of each month. Digitalmonitoring includes a) Beneficiary details, b) Amount allocated in each component,


c) Details of utilisation in each component, d) Details of unutilised component ande) Bio - metric receipt from beneficiary family. This will enable a systematicmonitoring & evaluation of the project through MIS.

Budget for Bio Metric Monitoring & Management Information System for ASRAYAfor FY - Rs. 200.00 lakhs

Total Budget for Programme for endosulphan affected families and Bio MetricMonitoring & Management Information System for ASRAYA for FY - Rs. 700.00lakhs

A detailed Project Proposal enclosed as Annexure – 2

7.e NRLP Projects

1. Elderly Inclusion Project under NRLP

The Elderly Inclusion (Pilot project) project is implemented in 2blocks in 2 districtsnamely, Chavara Block (Kollam District) and Mulamthuruthy Block (ErnakulamDistrict). The project launched in the month of September 2015 in 5 villagesnamely Chavara, Neendakara, and Thekkubhagam of Chavara Block andMulamthuruthy and Edakkattuvayal of Mulamthuruthy blocks. Now the projectcovers six villages namely Panmana & Thevalakkara of Kollam District andAmballoor, Chottanikkara,Udayamperoor,and Maneedu of Ernakulam District. Theprogram would mainly focus on,

Mobilization of elderly in to Neighbourhood Groups.

Mapping of vulnerabilities through a participatory process at the communitylevel with will help identification of active, assisted and destitute elders.

To ensure an income for active and assisted elders though livelihoodprogrammes.

To provide social and psychological support for elderly. To create a system forprotecting the rights of elders at panchayath level

The detailed project enclosed as annexure

Total Budget for elderly inclusion programme for FY - Rs. 328.00 lakhs (NRLP C1.2)


2. Comprehensive tribal and particularly vulnerable tribal group developmentproject (Attapady) under NRLP :

The Attapady pilot project plans to mobilise 10,000 families of Irula, Muduga andkurumba tribal communities in Attapady block of Palakad district into self-


sustaining institutions and endeavours comprehensive development of thesefamilies with reduced vulnerabilities, improved socio-economic and livelihoodstatus and maximized access to their rights and entitlements. This pilot project willbe developed as an immersion site and training ground for tribal and PVTGcommunities across the state/country and the pilot would nurture the socialcapital of community resource person/ trainers along with protocols and modulesdeveloped for deployment where needed to support and guide the tribal and PVTGcommunities across the country. The focus of the project for 2017-18 would be asfollows:

A) Strengthening Block Samithi and Panchayat samithis : Trainings would beimparted to block samithi and panchayat samithi in book-keeping, preparation ofvulnerability plans, micro-plan based on vulnerability indicators and trainings indifferent themes.

B) Centres of excellence - Capacity building to build resource groups ofwomen on various themes like gender, education, health, legal rights : Eightoorusamithis would be developed as centres of excellence, two under eachpanchayat samithi in order to conduct trainings.

C) Block Resource Centre : Gender resource centre, youth resource centre, childresource centre and legal aid centre would be developed into a full -fledged BlockResource Centre.

D) Ward- level village enterprises : Capacity building would be undertaken for theOorusamithi in micro-enterprises and other livelihoods. Forty four ward levelvillage enterprises would be developed in various sectors.

E) Finishing school : It will extend residential facilities and supportive educationto youth who have failed in some subjects in their graduation and post-graduation.

F) Cultural centres : It is an endeavor to channelize the attention of the youth andmen to cultural activities and gradually into developmental activities and livelihoodenhancement.

G) VRP for convergence and action : Vulnerability reduction plans would bedeveloped in thematic areas for convergence with MGNREGA, social forestry, forestdepartment, education department, SSA, RMSA, health department, NationalHealth Mission, Social Justice and Local Self –governments.

H) Funds to the community : 93 oorusamithis would be given Rs one lakh aslivelihood fund for enhancement of livelihood. Bank linkages would be improved bytraining bankers and grading the NHGs and providing report to the bankers by thepanchayat samithi.

I) Project Management Unit transferred to block samithi : The projectmanagement unit would be transferred to the block samithi. The block samithiwould be trained in governance and planning for development and utilizing the


technical and professionalized service of the PMU in implementing their plans.

J) Process Documentation : Process documentation would be prepared so thatthe lessons learnt from the national model can be up scaled.

K) Community Cadres : Cadres would be trained in various themes so that theirservices can be utilized in other parts of the state/country.

Total Budget for Comprehensive tribal and particularly vulnerable tribal groupdevelopment project (Attapady) for FY – Rs. 956 Lakhs (NRLP C1.2)


3. Kudumbashree NRO

The Kudumbashree NRO project for the year 2017-18 enclosed as Annexure - 5

Total Budget for NRO for FY - Rs. 883.04 lakhs (NRLP NRO A1.2)

7.e Summary of project proposals, if any, under dedicated funds forconvergence promotion (1/2 page)

NA


CHAPTER 8

Systems

a. Implementation structures established and plans for 2017-18

Human Resources proposed to be enhanced and strengthened in line withenhancement in allocations. Plans for capacity building of SMMU, BMMU andDMMU teams are in place.

b. Human resources deployed and plans for 2017-18

Currently there are 2 COOs, 4 SPMs, 2 ASPMs, 14 DPMs and 40 BPMs aredeployed. It is proposed to place more professionals in SMMU, DMMU and BMMU.As per the revised HR structure, there will be 2 COOs, 6 SPMs, 12 ASPMs, 56DPMs and 152 BPMs.

c. Use of performance management system, if any

Annual performance management system is in place in SMMU and DMMUs. APerformance Appraisal Committee functions in Districts and at State level. TheState level Performance Appraisal Committee includes Kudumbashree GoverningBody members and representatives of the Department of LSG.

d. Procurement of goods, services and works completed, in pipeline and plansfor 2017-18 -

NA

e. Procurement plans under dedicated funds for FI, livelihoods andconvergence

NA

f. Financial Management plans for staff, automated IUFRs, use of FMTSA andinternal auditors

It is proposed to provide tally and PFMS training to DMMU and CDS Accountants.Training will be provided in IUFR also.

g. Plans for M&E and thematic studies

NA


h. Plans for adoption, piloting and scaling-up of transaction-based MIS anduse of MIS data & i. Training of staff and community resource persons inMIS reporting

The estimate for Transaction based MIS is given below. The tasks/activities includeprocurement of tablets and training of staff and e-CRPs. MIS training for CDSAccountants and recurring charges such as data collection and data entry chargesand internet charges are also included.

1 Tablet procurementNo. of tablets to be procured at CLF(CDS) level 2500Unit price of tablet 10000(1) Total amount 25000000

2 Training of Staff & CRPsUnit amount of TWO trainings per block 53000No. of blocks 152(2) Total amount 8056000

3 Data collection & Format printing- Cutoff sheetsUnit amount of printing THREE A4 sheets 3No. of rural NHGs 237000(3) Total amount 711000

4 Data collection & Format printing- Transaction sheetsUnit amount of printing 12 page book of A3 sheets 38No. of rural NHGs 237000(4)Total amount 9006000

5 Data collection&data entry charges to CRPs for 6monthsUnit amount 20No. of rural NHGs 237000(5) Total amount for 6 months 28440000

6 Internet charges for 12 monthsUnit amount montly 500No. of tablets to be procured at CLF (CDS) level w.r.t no. of CLFs 2500(6)Total amount for 12months 15000000

7 (7) Total amount (5+6) 434400008 Total Financial Estimate of Transaction based MIS

(8) Total (1+2+3+4+7) amount of Transaction MIS 862130009 Common nrlm MIS training for CDS accountants(2nd level federations)

Unit amount of training 25000No. of districts 14(9) Total amount 350000GRAND TOTAL ESTIMATETotal (8+9) 86563000

Total Budget for Transaction based MIS for FY - Rs. 865.63 Lakhs (NRLM B2.3.1)


CHAPTER 9

Other Activities

a. Infrastructure and marketing development activities – market fairs

1. Market fairs

Kudumbashree as part of promoting the rural products and rural enterprises,conducts special trade fairs along with food fests and cultural fests featuringKerala’s cuisine, art forms and various products made by Kudumbashree women,including annual SARAS Fair. Kudumbashree enterprises will also take part in IITFand Aajeevika Mela. NRLM will facilitate the participation of women entrepreneursin these trade fairs.

Total Budget for fairs for FY - Rs. 25 lakhs (NRLM E)

b. Any other activity proposed by the state

NA


CHAPTER 10

Timeline of Activities

Activity Q 1 Q 2 Q 3 Q 4

Tribal special interventions

Handholding support / CRP for tribal areas

Saturation of Coastal Panchayats

Promotion of SHGs, VOs and CLFs

Capacity building of institutions

Bookkeeping and auditing

Deployment of social capital

Capacity building of Mission staff

Capitalization of SHGs, VOs and CLFs (RF, VRF)

Financial literacy

Sensitization and training of bankers

Mainstreaming NRLM agenda BLCC/DLCC/SLBCs

Provision of interest subvention to all eligible SHGs

Promotion of MCP-based lending

Capacity building – Farm & non Farm

CIF/CEF/LH Funds

Gender activities

Transaction based MIS

Fairs

PRI – CBO convergence programme


CHAPTER 11

Summary of Costs and Sources of Finance

1. NRLM Budget Summary (Figures in Rs. Lakh)

ComponentsExpected

Achievement– March 17

Budget forFY 2017-18

CentralShare (%)

StateShare (%)

Institution & HumanCapacity Building - ASMMU + DMMU – B1 102 264.5 158.7 105.8Institution Buildingand Capacity Building –B2

500 4056.234 2433.74 1622.494

Community InvestmentSupport Fund – B3

575 3955 2373 1582

Special projectinitiatives –throughpartnerships – B4

0 0 0 0

Innovation, Pilots ,Studies – C

0 700 420 280

Implementationsupport - D

0 0 0 0

Marketing &Infrastructure – E

25 15 10

Interest Subvention - F 400 700 420 280

RSETI - G

TOTAL 1577 9700.734 5820.44 3880.293

2. NRLP Budget Summary (Figures in Rs. Lakh)

ComponentsExpected

Achievement –March 17

Budget forFY 2017-18

CentralShare (%)

Innovations & Partnerships (C)– Attapady & Elderly

1373 800.00 800.00

Total 1373 800.00 800.00

3. NRO Budget Summary (Figures in Rs. Lakh)

Rs. 884 Lakhs


CHAPTER 12

List of Tables

Table-1Human Resource – Status

As of Jan’17S.No Particulars Positions

ApprovedStaff in

PositionPositions

Vacant

1 SMMU 39 12 27

2 DMMU 11 x 14 2 x 14 126

3 BMMU 152 40 112

Total 345 80 265


Table-2AAP 2016-17: Targets and Achievements1

S.No. Particulars

NRLP NRLM Total(NRLP+NRLM)asApproved in AAP

2016-17*

Total(NRLP+NRLM)

Achievement – Upto Jan'17

As Approved inAAP 2016-17*

Achievement-Jan’17

As ApprovedinAAP2016-17*


A.

1 No. of districts whereintensive implementation hasstarted2 No. of blocks where intensiveimplementation has startedB.3 Total No. of SHGs Promoted 599 8140 9892[as per

nrlm site]4 No. of Households Mobilizedinto SHG Fold 599 93475 125422[asper nrlm site]5 No. of village organizationsformed 1206 No. of SHGs federated intoVOs 599 8140 9892[as pernrlm site]7 No. of Cluster LevelFederations (CLF) formed 4

C.8 No. of internal CRPs deployed 120 120D.9 No. of SHGs with Savings Bankaccount 599

1All indicators are incremental targets/ achievements for FY 16-17 only. Please do not indicate the cumulative progress in any of the columns above.* States which have modified/ changed their targets post AAP approval, should indicate the final figures as communicated to NMMU in the quarterly target sheet.


S.No. Particulars

NRLP NRLM Total(NRLP+NRLM)asApproved in AAP

2016-17*

Total(NRLP+NRLM)

Achievement – Upto Jan'17

As Approved inAAP 2016-17*


As ApprovedinAAP2016-17*

Achievement-Jan’1710 No. of SHGs provided RF 599 979 560(as per mf

report)11 Amount of RF disbursed (inRs. lakh) 1,53,59,000 146.85 84 (as per mfreport)12 No. of SHGs prepared MicroCredit Plans 599 530 4028[as pernrlm site]

13 No. of SHGs provided CIF 248 530671 [as pernrlm site], OR60 cds(as permf report)14 Amount of CIF disbursed (Rs.lakh) 4,70,10,000 265 300 (as permf report)15 No. of village organization(VO) received VulnerabilityReduction Fund 120 255 50 (as permf report)16 No. of SHGs accessing bankcredit2 74 87000 (as per

mf report)34170 (asper mf report)17 Amount of bank creditaccessed (Rs. in Lakh)3 74,00,000 240000 (as per

mf report)104500 (asper mf report)

2Number of all SHGs which have accessed bank credit (first dose or subsequent doses) in FY 16-17 should be indicated, double counting for number of SHGs should be avoided for SHGsaccessing repeat bank credit within the same FY3The total amount of bank credit (first dose or subsequent doses) accessed by the SHGs in FY 16-17 should be indicated, amount should be added-up for SHGs accessing repeat doses of bankcredit within the same FY


Table-3Key Activities and Outputs: FY 2017-18 (NRLP)

Amount in Rs. LakhsS.

No. Indicators Q1FY 17-18

Q2FY 17-18

Q3FY 17-18

Q4FY 17-18 Total

A. Outreach1 Number of Districts in which Intensive Strategy is beingImplemented -2 Number of Blocks in which Intensive Strategy is beingImplemented -3 Number of Gram Panchayats in which intensive strategyinitiated 11 114 Number of villages in which intensive strategy initiated 11 11B. SHGs and Households5 Number of new SHGs promoted by SRLM 200 250 65 5156 Number of other SHGs brought into the NRLM fold (afterrevival/ strengthening/ compliance checks)7 Total number of SHGs under NRLM fold (7+8) 200 250 649 10998 Total Households mobilized into all SHGs (9) 3000 3750 945 7695C SHG Micro Finance and Training9 Number of SHGs that have opened saving bank A/c 200 250 649 109910 Number of SHG bookkeepers deployed 200 250 649 109911 Number of SHGs provided basic training 100 200 699 100 109912 Number of trained Internal CRPs in the intensive blocks 130 130 130 10 400D RF13 Number of Total SHGs provided RF 250 250 749 50 129914 Amount of RF provided to all SHGs (in Rs. Lakh) 37.5 37.5 176.09 7.5 258.59E CIF to SHGs15 Number of MCP trainers deployed 5 5 844 5 85916 Number of SHGs that have prepared Micro InvestmentPlan(MIP)/ Micro Credit Plan (MCP) 50 40 609 10 70917 Number of all SHGs provided CIF 50 288 20 35818 Amount of CIF disbursed to SHGs (in Rs. Lakh) 25 341.30 10 376.3


S.No. Indicators Q1

FY 17-18Q2

FY 17-18Q3

FY 17-18Q4

FY 17-18 Total

F VOs19 Number of VOs formed 50 50 627 72720 Number of SHGs holding membership in VOs 500 500 400 140021 Number of VOs provided training on basic VO management 60 50 170 28 30822 Number of VOs having trained Bookkeeper 60 50 50 28 188G Start-up Fund, CIF and VRF23 Number of VOs provided start-up fund 100 10024 Amount of startup fund disbursed to VOs(in Rs. Lakh) 10 1025 Number of VOs provided VRF 20 50 170 24026 Amount of VRF disbursed to VOs (in Rs. Lakh) 15 37.5 191.09 243.5927 Number of VOs provided CIF 120 12028 Amount of CIF disbursed to VOs (in Rs. Lakh) 321.30 321.30H CLFs and Start-up Fund to CLF29 Number of CLFs formed 4 430 Number of CLFs provided start-up fund 4 431 Amount of startup fund disbursed to CLFs (in Rs. Lakh) 1.50 1.5032 Number of CLFs provided CIF 4 433 Amount of CIF disbursed to CLFs (in Rs. Lakh) 321.30 321.30I SHG-Bank Credit34 No. of SHG members having individual savings bank account 7000 7000 3099 1935 1903435 Number of Branch Managers trained 30 3036 Number of Bank Mitras deployed 10 5 5 2037 No. of SHGs accessing bank credit4 150 100 100 100 45038 Amount of bank credit accessed (Rs. in Lakh)5 45 30 30 30 135

4Number of all SHGs which have accessed bank credit (first dose or subsequent doses) in FY 16-17 should be indicated, double counting for number of SHGs should be avoided for SHGsaccessing repeat bank credit within the same FY5The total amount of bank credit (first dose or subsequent doses) accessed by the SHGs in FY 16-17 should be indicated, amount should be added-up for SHGs accessing repeat doses of bankcredit within the same FY


Table-4

Key Activities and Outputs: FY 2017-18 (NRLM)Amount in Rs. Lakhs

S.No. Indicators Q1

FY 17-18Q2

FY 17-18Q3

FY 17-18Q4

FY 17-18 Total

A Outreach1 Number of Districts in which Intensive Strategy is beingImplemented2 Number of Blocks in which Intensive Strategy is beingImplemented3 Number of Gram Panchayats in which intensive strategyinitiated4 Number of villages in which intensive strategy initiatedB SHGs and Households5 Number of new SHGs promoted by SRLM 3000 3000 3000 3000 120006 Number of other SHGs brought into the NRLM fold (afterrevival/ strengthening/ compliance checks)7 Total number of SHGs under NRLM fold (7+8) 3000 3000 3000 3000 120008 Total Households mobilized into all SHGs (9) 39000 39000 39000 39000 156000C SHG Micro Finance and Training9 Number of SHGs that have opened saving bank A/c 3000 3000 3000 3000 1200010 Number of SHG bookkeepers deployed 3000 3000 3000 3000 1200011 Number of SHGs provided basic training 3000 3000 3000 3000 1200012 Number of trained Internal CRPs in the intensive blocksD RF13 Number of Total SHGs provided RF 2500 2500 2500 2500 1000014 Amount of RF provided to all SHGs (in Rs. Lakh) 1500E CIF to SHGs15 Number of MCP trainers deployed 200 20016 Number of SHGs that have prepared Micro InvestmentPlan(MIP)/ Micro Credit Plan (MCP) 300 600 600 500 2000


S.No. Indicators Q1

FY 17-18Q2

FY 17-18Q3

FY 17-18Q4

FY 17-18 Total17 Number of all SHGs provided CIF 1000 2000 1000 400018 Amount of CIF disbursed to SHGs (in Rs. Lakh) 2000F VOs19 Number of VOs formed20 Number of SHGs holding membership in VOs21 Number of VOs provided training on basic VO management22 Number of VOs having trained BookkeeperG Start-up Fund, CIF and VRF23 Number of VOs provided startup fund24 Amount of startup fund disbursed VO (in Rs. Lakh)25 Number of VOs provided VRF 1000 1000 500 2500 NHGs26 Amount of VRF disbursed to VOs (in Rs. Lakh) 37527 Number of VOs provided CIF28 Amount of CIF disbursed to VOs (in Rs. Lakh)H CLFs and Start-up Fund to CLF29 Number of CLFs formed30 Number of CLFs disbursed startup fund31 Amount of startup fund disbursed to CLFs (in Rs. Lakh)32 Number of CLFs disbursed CIF33 Amount of CIF disbursed to CLFs (in Rs. Lakh)I SHG-Bank Credit34 No. of SHG members having individual savings bank account35 Number of Branch Managers trained 2000 200036 Number of Bank Mitras deployed37 No. of SHGs accessing bank credit 10000 15000 15000 10000 5000038 Amount of bank credit accessed (Rs. in Lakh) 45000 80000 80000 45000 250000

43

Table - 5

Financial Allocation and Expenditure Incurred in FY 2015-16

Rs. in CroreS.

No. Parameter NRLP NRLM Total1 AAP Allocation 11.45 14.15 25.602 Opening Balance (As on 01/04/15) 1.93 1.83 3.763 Central Allocation 11.45 8.49 19.944 Central Release 7.33 6.21 13.545 State Release 0 5.42 5.426 Other Receipts 0.28 0.53 0.817 Total Available Funds 9.54 13.99 23.538 Expenditure 9.54 13.37 22.919 Administrative Expenses (included in Item 8) 0 0.68 0.6810 Closing Balance (As on 31/03/2016) 0 0.62 0.62

44

Table - 6

Financial Allocation and Expenditure Incurred in FY 2016-17

Rs. in CroreS.

No. Parameter NRLP NRLM Total1 AAP Allocation 8.00 11.48 19.482 Opening Balance (As on 01/04/16) 0.00 0.62 0.623 Central Allocation 8.00 6.88 14.884 Central Release 9.72 9.96 19.685 State Release 0.00 6.71 6.716 Other Receipts 0 0.24 0.247 Total Available Funds 9.72 17.53 46.938 Expenditure (As on 31/01/17) 7.73 8.48 16.219 Anticipated Expenditure (Jan’17-March’17) 6.00 7.50 13.5010 Total Anticipated Expenditure (As on 31/03/17) 13.73 15.98 29.7111 Administrative Expenses (included in Item 10) 0 1.02 1.0212 Closing Balance (As on 31/03/2017) 0 1.55 1.55

45

Table-7

Source of Funding in FY 2017-18

Rs. in CroreS.

No. Parameter NRLP NRLM Total1 AAP Allocation 8.00 90.00 98.002 Opening Balance (As on 01/04/17)3 Central Allocation 8.00 54 62.004 State Allocation 36 36.005 Other Receipts 8.84 (NRO) 7(Innovation) 15.846 Total Funds 16.84 97.00 113.84

46

Table - 8

NRLP Component-wise Financial Requirements*: FY 2017-18

S. No. Component/Sub-Component Expenditure Projected by State(Rs. in Crore)

A A1A2A3**A4***B B1B2B3B4B5****C C1 Attappady Special Project 6.00C2 Elderly Inclusion 2.00C3 NRO 8.84D D2D3D4D5

Notes: (1) *Based on Unit Cost Norms circulated; (2) **Includes funds earmarked for IPPE-II; (3)***Includes funds earmarked for convergence pilots; and (4) ****Includes funds earmarked forFinancial Inclusion, livelihoods and convergence initiatives.

47

Table-9

NRLM Component-wise Financial Requirements: FY 2017-18

(Rs. in crore)S. No. Component/Sub Component Expenditure Projected by State

AA1A2BB1 SMMU + DMMU 2.645B2 Institution Building and CapacityBuilding 40.56

B3 Community Investment SupportFund 39.55B4 Special project initiatives –throughpartnerships Nil

C Innovation, Pilots , Studies 7.00C1C2C3D Implementation support NilD2D3D4D5E

Marketing & Infrastructure 0.25E1E2F

Interest Subvention 7F1F2GHH1H2H3

48

Table-10

NRLP Procurement Summary:-------------SRLM

Rs. Lakh

Sl.No. Category

Approved for 2016-17Procurement

Completed/expected to becompletedby Jan.‘17

Plan forFY 2017-18

No. ofItems

AmountApproved

No. ofItems Amount Spent No. of

ItemsAmount

Required

NRLP1. Goods NA NA NA NA NA NA2. Services NA NA NA NA NA NA3. Works NA NA NA NA NA NA

Sub-Total NA NA NA NA NANRLM1. Goods NA NA NA NA NA NA

2. Services NA NA NA NA NA NA3. Works NA NA NA NA NA NA

Sub-Total NA NA NA NA NAGrand Total NA NA NA NA NA

49

Table-11Progress made under Non-Intensive Strategy (Applicable States)

S.No. Particulars

Year-wise Coverage of Non-Intensive Blocks(Indicate the year in which Non-intensive

implementation started)

Progressup to

Mar.’16

ProgressDuring

2016-17(Jan'17)

ExpectedProgress

up toMar.’17

Plan/Targetfor 2017-18

A. OUTREACH AND COVERAGE UNDER NON-INTENSIVE APPROACH1 No. of districts implementing non-intensivestrategy NA NA NA NA2 No. of blocks implementing non-intensive strategy NA NA NA NA3 No. of villages implementing non-intensivestrategy NA NA NA NAB. PROMOTION OF COMMUNITY INSTITUTIONS4 No. of new SHGs promoted NA NA NA NA5 No. of old SHGs revived/ strengthened NA NA NA NA6 Total No. of SHGs Promoted NA NA NA NA7 Households Mobilized into SHG Fold NA NA NA NAC. FINANCIAL INCLUSION/MAINSTREAMING AND BUILDING ACCESS TO FINANCE8 No. of SHGs having opened Savings Bank accounts NA NA NA NA9 No. of SHGs provided RF NA NA NA NA

10 Amount of RF disbursed (in Rs. lakh) NA NA NA NA11 No. of SHGs accessing bank credit NA NA NA NA12 Amount of bank credit accessed (Rs. in Lakh) NA NA NA NAD. OTHER ACTIVITIES INITIATED13 NA NA NA NA14 NA NA NA NA15 NA NA NA NA16 NA NA NA NAE. PROJECT MANAGEMENT17 No. of staff deployed NA NA NA NA

51

Table 12HR checklist

S.

No.

HR Management Status/PROCESSES inplace Remarks

1. Has the HR Manual been adapted, approvedby EC and implemented across the SRLM? Kerala State Service Rules followed inKudumbashree2. As per ASH Policy, has the ICC (InternalComplaints Committee) been constituted? Yes3. Is there GRM in place for the Staff? Has theGRC (Grievance Redressal Cell) beenconstituted for redressal of grievances? Yes4. Is there GRM in place for the Community?Has the process as well as the members’names been shared with the Community? Yes5. Do all positions in SRLM have JDs? Has PMSbeen rolled out in your State? Yes / Yes6. Fieldwork, Field stay and Area Anchoring byHR at various levels Yes7. Are Hygiene factors being taken care of asper laid down timelines? Yes8. Have all staff undergone Induction andImmersion programmes as per statedmodules? Yes9. HR Structure/Organograms at Block, Districtand State level Yes (structure given below*)

10. STAFF DATAa) How many staff are required by theSRLM (State/District /Block levels) asper Normative Structures 2 COOs / 6 SPMs / 18 APMs / 4Managers / 98 DPMs / 152 BPMsb) How many staff are in place? 72c) Is there a plan for redeployment ofexcess staff / recruitment againstvacancies Yes (recruitment against vacancies)d) Any progress/plans for staffing withCommunity Professionals? (One Community Professional given toevery CDS as MIS/Accountant cumGeneral Duty Assistant under State Plan

52

Fund)* SMMU COSTS 2017-18

NRLM B1.1.1

SlNo Designation

StateMission

Unit cost(Rs.)

TotalAmount in ayear (RsLakh)

Travel andRelatedCosts (RsLakh)

1 COO (S) 1 1,20,000 14.4 3.62 COO (L) 1 80,000 9.6 2.41 Programme Manager 6 60,000 43.2 10.8

2

Asst. ProgrammeManagers /Consultants 18 40,000 86.4 21.6

4 Hardware Engineer 1 30,000 3.6 0.96 Accountant 1 30,000 3.6 0.97 Financial Manager 1 40,000 4.8 1.211 Manager- MIS 1 50,000 6 1.5

Total 171.6 42.9GRAND TOTAL 214.5

* BLOCK MANAGEMENT UNIT COSTS (BMMU) 2017-18

NRLM B2.1.2

Sl No Designation Number

Unitcost(Rs)

TotalAnnualCost (Rslakh)

Travel andotherrelatedcosts (RsLakh)(@6%

1 NRLM Acoountant 14 30,000 50.4 3.022 DPM/Consultants 98 40,000 470.4 28.2243 BPM 152 20000 364.8 5.76

Total 885.6 37.004Grand Total 922.604

53

Annexure - 1

A Comprehensive approach and sustainable development program in TribalPredominant area (THIRUNELLY-ARALAM-NILAMBUR)

I---THIRUNELLY

Background

The project proposal to be implemented in the predominantly tribal block ofTirunelli has been not been able to achieve high social developmental indicators asin other parts of kerala. The project aims at effectively attaining socio-economicdevelopment through the construction of strong social institutions of women andenable them to engage in micro-credit, sustainable livelihoods, upliftment ofsocial status, accessing entitlements and rights and asserting agency as equalcitizens in the development process. Attapady would also be the training groundfor social inclusion and development work in similar marginalized and extremelyvulnerable tribal areas of Kerala. The experiences of collectivization, institutionbuilding and capacity building and building sustainable livelihoods can beupscale.

The project in Attapady is being implemented by Kudumbashree and NRLM,MORD. The project would be an innovation and pilot from which lessons can belearnt for the particularly vulnerable tribal communities in the country. Theformation of resource group of community resource persons and creation of acadre of thematic experts in social development, institution building and capacitybuilding, education, health, gender issues, etc. can support the up scaling of theprogramme to other parts of the state. The resource hub would be the pivotalpoint for collectivization and institution building, discussion and awarenessbuilding on all entitlements.

The community resource persons and the resource groups of women wouldbe trained to undertake institution building and capacity building work amongother vulnerable tribal communities of the country. The Attapady projet canextend training for women from the vulnerable tribal communities in institutionbuilding and enhance their capacities to express their voices, assert their agencyand develop awareness of their entitlements and through their institutions be ableto claim the entitlements. The institutional architecture can be developed toenable the most deprived communities to be able to gradually engage in thriftactivities and benefit from the micro-credit activities and build up sustainablelivelihoods. Social development aspects like health, education, gender issues, etc.can be taken up through the institutions. Modules and methodology would bedeveloped to systematically build up the capacity of the community cadre.

54

Attapady would serve as the immersion site for the work to be undertaken in theextremely vulnerable tribal communities in other blocks of Kerala. Modules wouldbe developed for the community resource persons to undertake expansion andcapacity building processes in other parts of the state. The community resourcepersons from other areas can visit Attapady for training and exposure in areassuch as mobilization, institution building, capacity building, livelihood, etc

Vision

The project aims to alleviate the social and economic status of kattunayakan,Adiya and Paniya, tribal communities of Kerala. Sustainable livelihoods likeagriculture and allied activities need to be developed where the community can beself-reliant. Women’s institutions would be built up strongly to be able to leadtowards total financial inclusion leading towards poverty alleviation and socialdevelopment. Awareness generation would be enhanced on all issues for thecommunities to be able to access all entitlements and schemes. The institutionswould enable women to access credit, engage in sustainable livelihood, build upentrepreneurship, marketing and negotiation capacities and capacity to asserttheir agency in all realms from the domestic front to the various forums like thearea of work, panchayat, various departments, etc. The social, economic andpolitical status is enhanced and they are able to assert their cultural identity astribal community. The project area would be an immersion site for the communityresource persons from the most vulnerable tribal communities of Kerala. Similarly,the community resource person’s in this area can engage in the mobilization andinstitution building processes in other parts of the state. Modules and protocolswould be developed for building the capacities of the community resource person’sand professionals for this upscaling process. The needs of the other vulnerableareas would be understood before the mobilization processes are undertaken.

Expected Achievements

Strong and effective exclusive institution of women from the tribalcommunities which would develop negotiation power, ability to criticallyanalyse their own situation and collectively work towards socialtransformation

Strong and empowered NHGs with women members formed Institution at the hamlet called ooru-samithi formed in all hamlets Panchayat samithi formed in all panchayats NHG’s members trained in the basic non-negotiable like savings, internal

lending, maintaining books and accounts, repayment and micro-planning NHG leaders trained in basic tenets, preparation of micro-plans,

maintenance of registers and building strong NHG’s oorusamithi accountants trained in book-keeping

55

Institution at the ooru level and panchayat level for tribal women wouldenable them to access all entitlements and schemes of eachdepartment and engage in the proactive process of preparation of tribalsub-plan.

women leaders from oorusamithi trained about institution, its role andstrength, disbursement of fund for the community, convergence with variousdepartments

panchayat samithi leaders trained in institution building, disbursement offund, vetting of micro-plans, convergence with various departments

bankers trained in extending bank linkages NHG members trained in social developmental issues like reproductive

health, health and nutrition, sanitation and hygiene, education, gender,trafficking, violence intervention, NREGP, decentralization, etc.

children mainstreamed through residential bridge courses

Institutions ensure availability of nutritious food, access to healthcare, education, etc.

educational and nutritional centers catering to children, pregnant womenand lactating mothers

Institutions prevent social issues like child marriage, domestic violence ,trafficking and other forms of violence which affect the status ofwomen

Intervention in issues of domestic violence and violence against women inpublic places

Anti-human trafficking campaign Campaign against child marriages Supporting women with mental illnesses, physical disabilities,etc.

Skill training to youth

Skill built and training imparted to youth Youth resource centre for counselling and mentoring youth built up

Livelihoods in agriculture and micro-enterprises that would lead toeconomic development

women farmers and self-employment opportunities developed

Funds disbursed to the community

corpus fund and revolving fund disbursed to the community The women in the oorus (hamlets) in the tribal areas would form collectives

called NHGs. The women’s faith in collectivization and its long –term role in

56

capacity building, enhancement of livelihood opportunities, access to creditand empowerment would have to be communicated. All the women would beincluded in the NHG by orientation on collectives and institution building.Orientations in each ooru would be held for understanding the importanceof collectivization and the activities that can be undertaken, the importanceof savings, internal lending, ability to access credit, gender issues that affecttheir lives and the programmes that can be undertaken to redress theirissues and the significance of the collectives in being able to redress theseissues.Ooru –based organization

The office-bearers of the NHGs would come together at the ooru level to forman ooru-based organization. This organization which may consist of 20 to 22women would comprise of the president and secretaries of each NHG andeach ooru may have 5 to 6 NHG’s. The ooru-based institution will be trainedin administrative, accounting and auditing work and they will be primarilyresponsible for the disbursement of corpus funds, monitoring and auditing.The institution would also be the forum for the disbursement of thecommunity investment fund. The institution will look at the micro-plan ofthe NHG’s and the individual member and decide the disbursement offunds, They will also be the focal point for the flow of information and thepressure building mechanism for redressal of gender issues and varioussocial evils like alcoholism, child marriage, etc.

The ooru-based institution would be the primary organization to strengthencollectivization and ensuring the flow of information and upward flow ofopinion and knowledge and build up capacities to influence programmes,plan and policies. The institution would be primarily responsible for buildingup the NHG’s and ensure that all women are included especially the womenwho are extremely vulnerable like the disabled, women living on their own,etc. The disabled, aged women and women with mental health issues wouldbe specially brought into the NHG’s so that they benefit from the corpusfund. It would be ensured that they receive the social security benefits of thegovernment and livelihood initiatives would be taken up with them. Theinstitution would work towards the building of an environment which wouldensure the opinion of most vulnerable woman and her needs are prioritizedand incorporated in the plan and programmes and she receives the benefitwhich would pull her out from extreme forms of vulnerability.

Panchayat based institution

The ooru based institution will converge at the panchayat level. There wouldbe around 40 to 45 ooru-based instituions at the panchayat level. Thepanchayat based institution can engage in planning with the local self-governments, departments like ITDP, social welfare department, etc. andclearly engage in a timely review of the implementation of the schemes, look

57

at the lacunae in the implementation like the construction of roads,housing, water supply, electricity, agriculture, animal husbandry,education-primary, secondary and higher secondary, higher education, etc.They can review and evaluate the functioning and performance of the ooru-based institution and look at the utilization of the community investmentfund and whether it has reduced the vulnerability level, opened up betterlivelihood options, improved the quality of life and reduced drudgery andenhance decision making capacity of women.

The resource groups will assist the panchayat based institution in the base-line study of the condition of women and the mid-tem status and finally, thestatus at the end of three years. Hence, the panchayat based institutionwould be responsible in undertaking the study and provide timely inputs intaking forward the study. The office-bearers of the panchayat basedinstitution can be ex-officio members of the CDS and vice-versa. This willensure sharing on information at all levels.

Capacity building for building up the institutional structure of NHG’s,ooru based institution, ward based institution and panchayat basedinstitution

Capacity building of neighbourhood group members incollectivization, adhering to basic tenets of NHG’s, managing registersand accounts

Orientation in each ooru would be held for understanding the importance ofcollectivization and the activities that can be undertaken, the importance ofsavings, internal lending, ability to access credit, gender issues that affect theirlives and the programmes that can be undertaken to redress their issues andthe significance of the collectives in being able to redress these issues. womenwill be trained by the animators over a period of three years.

Capacity building of NHG’s leaders in relevance of collectivization,basic tenets of NHG, maintaining accounts and books and preparationof micro-plan

NHG leaders would be trained in the relevance of collectivization and basictenets of collectivization and institution building. They would be trained inpreparation of plan, the maintenance of books and registers and disbursementof funds to the community. women leaders will be trained by the animatorsand the training team of Kudumbashree.

Training NHG leaders and members in micro-planning, book keeping

There would be training in book-keeping and accounts for the office-bearersand bookkeepers of the NHG to enable them maintain registers and books.

58

This would activate the smooth facilitation of the activity. Women leaders willbe trained in book-keeping and women members will be trained in preparationof micro-plan.

Training oorusamithi leaders about the relevance of the institution,its role, maintenance of books, registers, accounts, vetting micro-plans, supporting NHG’s, auditing NHG books and accounts,disbursement of funds

The oorusamithi office bearers would be trained in the relevance of theinstitution in enabling the NHG’s to access their entitlement and rights. Theywould also receive training in maintenance of accounts, disbursement of funds,preparation of micro-plan, auditing of registers and books. The oorusamithiaccountants will be trained in management of accounts.

Training oorusamithi accountants in maintaining accounts

Oorusamithi accountants would be trained in management of accounts. Theoorusamithi accountants would be responsible for management of accounts atthe ooru level. They will also be trained in book-keeping, management of filesand administrative tasks of the oorusamithi.

Training panchayat samiti in the role and significance of theinstitutional structure, their role, disbursement of fund to communityand integration with various departments

The panchayat samithi leaders will be trained in the relevance of theinstitution, the need to converge with various departments and enable womento access these benefits and schemes. The panchayat samithi will also betrained in disbursement of community investment funds and livelihood funds,preparation of micro-plan, auditing of registers and books, etc

Training stakeholders

Orientation for the Community Development Society and AreaDevelopment Society about the objective behind the creation ofexclusive tribal institution building

There is a strong need to sensitise the CDS and ADS members of the generalcommunity and build up the perspective to understand the culture, historyand issues faced by the tribal community. It is essential to create an interfaceand the present antagonism needs to be mitigated and redressed.

Building relationships with banks

The women from the tribal communities lack the where- withal and the basicinformation to get the forms filled up and signed and engages in all the

59

formalities. Due to illiteracy and the fear of the procedures, the women are notable to access banks. So the intent would be to have orientations with thebanks for office-bearers of NHG’s where they understand the possibilities forbank linkages, the credit they could receive through various schemes and therate of interest and the repayment pattern. The panchayat based institutionwould support the women in accessing bank linkages and constant monitoringof the repayment. The bankers would receive an orientation about theprogramme, its vision and the need for bank linkages.

Training PRI’s

It is highly essential to have an orientation of the elected representatives inorder to gain convergence and ensure that the needs which arise from thegramsabha are taken to the working group and into the tribal sub-plan and theimplementation is done effectively. The elective representatives need to besensitized to the needs of the community.

Training stakeholders from various departments

The training would enable to achieve convergence with various departments.The programme can be elucidated and the women’s institution can be linkedwith the implementation of the various programmes and the schemes.

Training women in social development issues

Resource hub as the pivotal point for formation of collectives

The plan is to develop resource hub in each ooru where knowledge, informationand awareness about entitlements with respect to Tribal sub-plan, MNREGP,RTE, RTI, etc. is transmitted and exchanged. There is a lag in the flow ofinformation and awareness about entitlements does not reach the women. Theresource hub would be utilized for the empowerment of women and theireducational activities so that they are capacitated to assert their agency. Theresource hub would be the space and forum for activation of NHG’s andenabling the community to access their entitlements collectively and theirknowledge can be utilized for planning and implementation and influence theperspective and understanding of planners. There would be discussions in thehub about each government scheme and programme so that women are awareand able to access it.

Formation and training for resource group of women in each ooru ongender, health, reproductive health, education, inclusion anddevelopment issues

Workshops on various thematic issues like income-generating activities,/8, health and nutrition, hygiene and sanitation, reproductive health, gender

60

issues, prevention and violence intervention, intervention in issues ofdisability, mental health, NREGP, forest rights act and other programmes of thegovernment, the entitlements they are supposed to receive, etc. would befacilitated. The workshops are an effort to build up the critical thinking ofwomen to be able to understand and reflect on their issues and bring aboutchanges in their lives and situation and to enable them to seek help and resolvetheir issues collectively. The capacity to be able to access information andentitlements would be enhanced and the accountability of the system to thecollectives would enhance through this capacity enhancement process.Resource groups of women in each ward who are thematic experts in variousthemes like gender issues, adolescence, health, reproductive health, mentalhealth, hygiene and sanitation, violence intervention, education, issues relatedto disability, agriculture, allied activities would be developed to support theinstitutions in resolving gender issues. They would be thematic experts whocan disseminate knowledge and also engage the women’s collectives inresolving issues through interface with various institutions, departments andorganization. The capacity building workshops would be conducted by variousexperts.

Gender and social inclusion would be cross-cutting themes to beincorporated and integrated within each component of the project whether it isthe question of control over resources and land, infrastructural development,livelihoods, entrepreneurship, addressing and combating social issues likeviolence against women, child marriages, etc. Child marriages is a major issuewould be taken up by the resource group in each hamlet in a campaign modeby using theatre and by individual counseling and collective pressure-buildingmechanisms. The resource groups of women will also be responsible indeveloping micro-level plans to be integrated to the tribal sub-plan. Gradually,the women should be able to help the local self-governments and the planningboard in the preparation of the plan and budget.

Educational and nutritional activities for children

Nutritional and Early educational centre

The centres would ensure the health and overall development of infantsand children, reproductive health of pregnant women and health of lactatingmothers. It would take care of the nutrition and health needs of children andwomen. It will also be a centre for dissemination of information on health,reproductive health, nutrition, sanitation and hygiene.

Supportive and creative learning spaces

There is paucity in the learning spaces for children within the houses dueto domestic violence caused as a result of alcoholism. The children lag behind

61

in studies as they are not able to cope with the strained atmosphere within thehomes. The community hall would also be converted into supportive learningspaces for children and a facilitator would be given the responsibility ofactivating the educational process.

A group of teachers from each school can be asked to volunteer tosupport the educational activities of children each weekend and follow it up inthe panchayat level community hall or schools for the tenth standard. In ooruswhere the drop-out rates are high, the beginning of the special learning centreswould be ensured and the ooru based institution would ensure the functioningof the ooru-based institution and the supportive learning centres. There wouldbe thorough monitoring of the centres so that the educational standards aremet and the quality of learning is good.

Residential Bridge Courses for drop-out children

Residential bridge courses of 6 months to one year duration will beconducted for the children who are dropped out to be integrated intomainstream education. The courses will also equip children with life-skills andthe ability to cope up with the language barriers in the mainstream schools.

Sports, arts and cultural activities for children

Sports, arts and cultural activities can be taken up for the children andbalsabhas initiated by the ooru based and panchayat based institutions tobuild up collectives of children where they have the forum for creativeexpressions and performances and expression of various talents. It is also a f

orum to enhance social consciousness and involve in the democraticprocess.

Youth clubs and audio-visual exhibition and discussion for youth onalcohol and substance abuse and social development issues

Youth clubs and audio-visual exhibition would be undertaken anddiscussion would be initiated among the youth on issues of alcohol andsubstance abuse. But these discussions would begin with focus ondevelopmental issues. The medium of films and documentaries would be usedfor attracting the youth and bringing them into the forum of discussion.

Youth Resource Centres

The resource centre would extend skilling, counselling and mentoringsupport to the youth. It will also be a centre for information and knowledgedissemination. The skilling services can be offered and follow-up conductedfrom the centre. The centre can be managed by the youth. It will also be a

62

pivotal point in diverting the attention of the youth towards developing theirown community.

Deaddiction and counselling support

Alcoholism is rampant and the major hurdle for the socio-economicdevelopment. Deaddiction and counselling will be conducted for the youthand men who are addicted and need medication for recovery.

Gender Resource centre and women’s empowerment

Gender Resource centre will initiate all the awareness buildingactivities with respect to gender. It will also be the centre for extending legalaid from issues of domestic violence to land alienation, etc. Anti-humantrafficking campaign will be initiated. Violence intervention will beundertaken and family counselling will be extended. The centre will bemanaged by the panchayat samithi.

Violence intervention and rehabilitation

Violence intervention in issues of domestic violence and in publicspaces would be undertaken with the support of gender desk ofKudumbashree , Mahila Samakhya and the protection officer. Counsellingspaces would be initiated in the ooru and ward-based institutions. Thewomen would be supported through counseling of partners, legal support,health support and opportunities for economic self-reliance.

Funds to the community

Provision of corpus fund to ooru based institutions

Corpus fund to the tune of 10,000 Rs. should be provided to the ooru-based institution which can be disbursed to the NHG’s by reviewing theircapacities to absorb funds like consistent savings, internal lending,repayment of interest and ability to use the funds for the improvement of theeconomic condition. NHGscan be disbursed Rs 10,000 so that they would beable to overcome acute vulnerabilities and build up on their livelihoods andmeet other economic necessities. An educational process would beundertaken to see that the corpus fund is used for the livelihood,educational, health needs of the community and women’s capacity to asserther agency in the utilization of funds would be made.

Community Investment Fund and Livelihood Fund

The community investment fund would be disbursed by thepanchayat samiti to the ooru based institutions for disbursal to the oorubased organization for further disbursement to the NHG’s based on their

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performance, absorption capacities, rate of repayment of internal loaningand interest submitted on the internal loanings. The fund disbursementwould begin after building strong ooru based institution and they are well-versed and trained in administrative procedures. The fund would bedisbursed after undergoing the grading process and understanding themicro-plan of the NHG’s . Clear and precise formats and MIS system wouldbe developed for assessing the micro-level plan and the utilization of fundsin judicious and discrete manner for the economic enhancement andimprovement in the quality of life including education, health and reductionof drudgery, etc.

Skill training and building self-employment

Skill training will be initiated with the support of ProjectImplementation Agencies. Youth would receive technical training and theplan is to absorb them into jobs. Training in life-skills and soft-skills whichwould prepare the youth for mainstream life would be incorporated in thetraining. The training and job placement would be an ongoing process.

Training for self-employment activities

Training for women would be provided in self-employment activitieslike tailoring, broom-making, cloth shop, grocery shops, broom-making,soap-making, setting up photostat unit, etc. as has been suggested bywomen apart from the Mahila Shaktikarna Pariyojana which has beenproposed separately for Attapady.

The income –generating units would be developed into a micro-entrepreneurship programme and the women would be trained to develop aplan for their unit where all the costing, backward and forward linkages areproperly developed. The women would be given proper training and taken onstudy tour for exposure visit to understand the procurement of raw material,developing the business plan, the marketing procedures and theinstitutional mechanisms to support the unit, the bank linkages that can beentered into for credit support.

Capacity building training can be initiated for the initiation andmanagement of enterprises. The women can be trained in making abusiness plan and in professionalizing account-keeping and management ofbooks. The women will also be trained in marketing strategies. There wouldbe exposure visits to the units that are managing units well to understandthe strategies and mechanisms of marketing and management.

Capacity building of CRP’s and the staff

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There would be animators in each panchayat to form the institutionsat various levels and undertake the mobilization of women in forming strongNHG’s, ooru based organization and panchayat based organization. TheCRP’s can be trained in conducting regular training and workshops toconvene regular and systematic discussions where aspects of micro-creditare discussed with gender and social issues simultaneously. They can betrained to understand the mission and vision of the project, financial andsocial inclusion aspects, capacity building and empowerment of women,building of entrepreneurship, preparation of micro-plan, accounting, book-keeping, knowledge about various entitlements and rights and monitoringand auditing. There would be trainings in understanding the resources andassets of the community and decentralization and preparing the plan to beintegrated into the plan of the panchayat and the district. They would betrained in mobilizing the community, understanding the perspective andidentity of the tribal community and culture and using cultural forms formobilization and integrating cultural forms as part of the training moduleand methodologies.

The facilitator within each resource hub in the ooru would beresponsible for developing it by creating a space which genuinelyparticipatory and women-friendly where they can engage in an opendiscussion on all issues that affect their personal and public lives, engage inanalysis of issues, develop a clear understanding their rights andentitlements, a critical understanding of their status including education,health , reproductive health, access to resources, assets, etc. and howcollectively they can improve their status and resolve their issues. It wouldbe a space for empowerment and capacitation. The facilitator would betrained in aspects of developing the space into a resource hub and trainingin the above-mentioned issues. The co-ordinator, the social workers andyoung professionals would be trained in all aspects like building upinstitutions, capacity building of women, training on various themes,preparing micro-level plan and understanding of all acts with respect todevelopment, rights and entitlements, gender and social inclusionperspective.

Plans to enable women institutions to put in place a transparent self-monitoring and review mechanism internally for programimprovement.

A transparent self-monitoring and review mechanism are already inplace. There would be a software expert where all the information aboutmonetary transactions would be developed. There can be presentationsabout the financial statement in the ooru and panchayat level samithis.There can be display about the activities and expenditure in the resource

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hub and discussions regarding activities, disbursement and income,constraints, etc.

Conducting meeting of Review Committee at the PRI level

The PRI’s will be informed of the review conducted by the panchayatsamithi along with CDS and the Kudumbashree state officials. There will bean ongoing monitoring and review mechanism at the ooru samithi andpanchayat samithi level.

Monitoring and evaluation

Monitoring would be inbuilt into the system which is regularly doneby the ward and panchayat based institution. A results analysis frameworkwould be developed to capture the socio-economic and cultural profile, birth,life expectancy, mortality rates, health, reproductive health education,hygiene and sanitation, food security, access to entitlements, access andcontrol over resources and assets, infrastructural development, membershipand proactive participation in various institutions and exposure to violenceand discrimination. There needs to monthly monitoring and evaluation ofthe social development programme at the ooru samithi, panchayat samithi,ITDP and at the State Mission of the Kudumbashree. Committee needs to beconstituted towards the same. Evaluation can be undertaken by a group ofexperts to understand the impact of the project on the socio-economic livesof the community after every year. Review to be conducted once in every twomonths involving ITDP, Kudumbashree and panchayat.

Implementation Arrangements

The implementation of the project would be undertaken by the Project.The cell would comprise of 4 co-ordinators and one accounts andadministrative personnel. The field staff would comprise of promoters andanimators of ITDP and Kudumbashree. The cell would report to ExecutiveDirector of Kudumbashree. State Mission Kudumbashree would receivefunds from NRLM. The funds would be disbursed through the bank accountopened in Wayanad operated by the Cell. The funds would be managed bythe DMC, District Mission. The cell will only have the powers of handling Rs20000 at a time. The proposal for funds needs to be submitted to the ED asper requirement. The formats for registration, grading, auditing anddisbursement of funds to the community would be newly developed foreffective and smooth implementation. The ooru samithi has to be recognizedas special ADS and panchayat samithi as Special CDS and powerstransferred for disbursement of community funds. This has to be approvedthrough GO issued by Kudumbashree state mission. The ooru samithi andpanchayat samithi would be ex-officio members of ADS and CDS. MIS would

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be developed for the project for managing of data and ensuringtransparency, both at the oorusamithi and in the cell.

II----Aralam farm

Background

The nine tribal communities from various locations have been settledin 6 blocks close to the Aralam sanctuary. The first 6 blocks is occupied bythe farm. The resettled 3000 people have been provided with one acre ofland with varieties of perennial crops like coconut, areca nut, cashew nut,pepper, cocoa, etc. The community has been provided with basic facilitieslike land, crops which yield income, basic housing facilities, drinking water,school facilities, etc. Some of the families have their own well. Despite thesebasic provisions, their economic status has to be improved.

Plan 2017-2018

The communities have to be mobilized into institutions and theircapacities enhanced to utilize the facilities provided to the optimum. Thefocus needs to be on empowerment and enhancement of social capital to beable to use the basic amenities like land, crops, water to the full potential.

They should be institutionalized to access credit and market linkages.The land can be used to grow vegetables like ashgourd, pumpkin,bittergourd, all cucumber varieties, tubers, edible leaves, millets in anorganic manner. The produce grown in this place can be branded and soldin Kannur and transportation can be arranged in the form of subsidy. Therecan be value addition to all products as they are organic. This can be donethrough Kudumbashree mission and MKSP programme of Kudumbashree.The communities are not able to receive inputs from agriculture departmentas they do not have land records and do not pay taxes. Hence they are notable to enhance the fertility of their soil by adding natural fertilisers or landpreparation.

Institutions can be built in two modes. 1) Women NHGs , ADS andCDS exclusively from tribal communities 2) oorukoottams or oorusamithisinvolving both men and women. Empowerment and capacity building ofwomen should be undertaken to lead towards social development. Socialdevelopment would involve education, universal enrolment and retention,focus on higher education, health, sanitation, reproductive health,prevention of early marriages, increase in access to family planning,especially spacing.Women can be trained in book-keeping and managingaccounts. Corpus funds, community investment funds and livelihood fundscan be disbursed through the institutions and the funds can be used for

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livelihood enhancement. The funds can be disbursed using nrlm/Kudumbashree funds/TRDM funds. The community can be trained inmaking micro-plan, identifying their own felt needs and disbursement offunds for social development and livelihood enhancement.

Livelihood enhancement needs to be undertaken through theimplementation of MNREGA, linked to agriculture like land preparation,adding natural fertilizersg to the soil, creation of water sheds for waterharvesting and soil conservation, goat sheds and cow sheds, etc. Animalhusbandry to disburse funds through the institutions for purchase of milchanimals, sale and transportation of milk and meat can be undertaken.

There is need to institutionalize transparent and accountableprocedures and norms for purchase and marketing. There is need to formproducer groups and producercompany for processing, packing, branding,transporting, marketing, etc. Agricultural inputs need to be provided likefunds for purchase of organic seeds, preparation of natural fertilisers andpesticides through the institutions. In the long run, the farm should behanded over to the federation or oorukootam to be managed with thetechnical support of experts.

Social Development

Education needs to receive the prime focus in social development.Training needs to be extended to teachers in m aking the schoolenvironment inclusive. Arts and sports need to be introduced as part of thecurriculum to prevent dropping out. The community’s language need to beintroduced in anganwadi and primary schools. Anganwadi workers from thecommunity should be there in the anganwadis. Training about health andreproductive health should be provided. There should be capacity buildingfor women about social development issues

Action points –

There should be meetings with all stakeholders like the farmfunctionaries, TRDM, krishi bhavan, vetinary department, MNREGA,education department, SSA, health department, NHM, Kudumbashree,panchayat, etc. Proposal should be prepared. A cell should be set upconsisting of two coordinators and animators from the community reportingto the collector, dmc and technical support of project management unit,Kudumbashree mission

III. Nilambur block Malapuram

Kudumbasree will initiate work in Nilambur with Paniya,Kattunayakan and Cholanayakan communities. The entry point will be

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through community kitchen for the Cholayakan and Kattunayakancommunities who are the PVTG communities and in extremely vulnerablecondition and depending on NTFP collection in the buffer zone of SilentValley.

The Cholanayakan and Kaatunayakan communities are mostlydependent on forest produce and have hardly any access to rights andentitlements. The children are drop-outs and some of them have never beenenrolled. The forest produce is reduced drastically and the communities areleading a bare existence. There is a conflict in between police and left wingextremism in these areas

The Paniya communities live in settlements near the villages anddepend on labour work in agriculture. They earlier worked in the paddyfields and have been known for their agricultural expertise but they do notown land. They live in cluttered settlements and no basic amenities likeproper housing, sanitation facilities and access to drinking water, andentitlements from local self- governments. Often they are unable to accesseven MGNREGA scheme as they do not get wages in time and forced to workas labourers. The children are drop-outs in most of the hamlets and very fewget access to high schooling.

Plan-

The work would be initiated through community kitchen and bridgecamps for children especially in the Cholanayakan, Kattunayakan andPaniya communities. Among the Cholanayakan communities in theremotest areas of the forest, they can be mobilized into producer groups andthe forest produce can be directly marketed through their producer group.Both women and men can be made members of these producer groups. Theycan be provided revolving fund and then community investment fund toengage in livelihoods.

Convergence with forest, integrated tribal development programmecan be achieved for tiding over vulnerabilities and gaining access to rightsand entitlements. SSAs support can be used for establishing bridge coursein the hamlets to provide supportive education for preventing drop-out andbuilding inclusive environment for children and ensuring nutritious food.MGNREGA can be used to support the kattunayakan communities toengage in agriculture. Skill development can be ensured in convergence withDDUGKY of Kudumbashree.

Work can be initiated among the Paniya communities after Septemberand the focus would be on capacity building and gaining the rights andentitlements through convergence with all departments. The services of the

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lsgds would be sought in building all basic amenities like housing,sanitation and electricity. The anganwadis and schools would be madeinclusive through teacher’s sensitization workshops and having bridgecourses for children in the hamlets to provide nutritious food.

Community investment fund can be provided to support the NHGs ofthe paniya community to engage in agriculture and form producer groups toengage in cultivation by leasing land available with local self- governments.

Exclusive institutions would be formed for all the three communitieslike the Neighborhood groups and the oorusamithis but they would havecommon panchayat samithis including all the three communities. But thecif would be disbursed separately through the three panchayat samithis astheir livelihoods and location are varied and dispersed.

Capacity building would begin with the Cholanayakan andKaatunayan communities and then move onto the Paniya communities. Theteam from Attapady would be responsible for the capacity building andimplementation of the programme. The programmes would be planned withthe Programme Officer, state mission, DMC and the PMU, Attapady. Therewould be a cell in Nilambur block to look after the management of theprogramme. The cell would comprise of co-ordinator, young professional andan accountant and animators.

Annexure – 2

A Proposal on

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Social and Livelihood Development ofEndosulphan affected families

of Kasaragod District

Submitted toNational Rural Livelihood Mission

Kudumbashree – Kerala State Rural Livelihood MissionLocal Self Government Department

Kerala State

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Social and Livelihood Development of Endosulphan affected families ofKasaragod District

The core of the project is to pilot innovations inaddressing the vulnerabilities of endosulphanaffected (chemical) families and to adopt a newapproach towards their social and economicdevelopment. Livelihood Centres attached toBuds schools to provide livelihood opportunitiesto the affected families is a novel venture. Thedevelopment of cluster-based micro enterprisesand integrated value chain developmentapproaches bringing in the perspective ofmarket demand and supply as well as buildingin community producer collective organization isa new approach that has been demonstrated insome parts of Kerala and the initiative oncesuccessful can be replicated in other parts ofthe country. The project proposes to leverage public and governmentalinvestments in providing eco-system services to the Livelihood Centres attached toBuds schools, producer collectives & consortiums and Buds schools, especially invalue chain development and private partnerships in knowledge and resourceconvergence for the producer collectives & consortiums and Buds schoolsespecially with technical institutions and resource agencies. The environmentalsustainability and improved natural resource management are an importantproject objective.

The project plans to bring in and converge all schemes (both national and state)related to gender, livelihoods, agriculture as well as Enterprise Development. Theproject will be converged with existing schemes of Kudumbashree. The initiativessuch as social mobilisation and financial inclusion will be linked with NRLMregular programme. Part of the financial resources for development of MicroEnterprises and Livelihood Centres will be met from Kudumbashree plan funds.The role of Panchayaths will also be rope in particularly in the development ofphysical infrastructure for Buds schools and Buds Rehabilitation Centres.

Background :

Kasaragod is the northernmost district of Kerala with rich naturalresources. The District has a varied cultural heritage. While Malayalam is theadministrative language of the District, seven other languages are prevalent inKasaragod. As per 2011 Census, the district has a total population of 13, 02,600persons of whom 6,26,617 are males and 6,75,983 are females. The literacy rate is

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89.95%. The sex ratio is 1079 : 1000. Rural population is 7,97,424 and urbanpopulation is 5,05,176. There are 1,65,969 rural households in the district.Kasaragod district is having a population density of 604 per/sq km. which isbelow the State average.

The district headquarters is located at Vidyanagar. There are two Taluks inthe district and 82 Revenue Villages. There are 3 Municipalities and 38 GramaPanchayats. The Kudumbashree network has 38 Community DevelopmentSocieties (V.Os), 664 Area Development Societies (CLFs) and 9175 NHGs in therural areas. The District Mission (DMMU) is also functioning from the districtheadquarters.

Agriculture is the major occupation of the people. However, shortage ofagricultural labourers and fall in price of the agricultural products are the mainproblems in agriculture sector. Industrial development, development of health andeducational infrastructure in the district requires further improvement. Thestandard of living of the people is generally very low and it necessitates acomprehensive approach for the improvement in socio economic condition of thepeople.

Introduction :

In early 1960s, the Agriculture Department began planting cashew trees inKasargod District. In 1978, Plantation Corporation of Kerala (PCK) took over theplantations. endosulfan, a highly toxic organochlorine pesticide was sprayed in thecashew plantations since 1978 till 2001 regularly three times every year. Theaerial spraying of endosulfan was undertaken to contain the alleged menace of thetea mosquito bug. By 1980s, stunted growth and deformed limbs were noticedamong new born calves. By 1990s, health disorders of very serious nature amongthe human population came to the lime light. Children were found to be the worstaffected with congenital anomalies, mental retardation, physical deformities,cerebral palsy, epilepsy, hydrocephalus etc. Men and women were also affectedwith various chronic ailments. Around 6000 patients with diseases which can beassociated with exposure to endosulfan have been identified in the area, andaround 1000 persons have died out of diseases that can be caused by exposure toendosulfan. Physical deformity, reproductive morbidity including infertility,cancer, congenital abnormality etc. were found to be high in the local population,in comparison to the control populations. Among the affected, more than 500victims are bed ridden, around 2000 require help of care takers for daily routine.

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From year 2000 onwards various committees of Government and Non-Governmental Organizations have conducted visits to the area and submittedreports to the Government regarding this issue. Various rehabilitation activitiesare being undertaken by the State Government since then. However,environmental and socio – economic impact of the aerial spraying of endosulfancontinues to be a burning issue not only in Kasaragod, but also at the state level.It is in this background, Kudumbashree would like to implement a special projectfor the affected families living in the 11 most affected Panchayaths in the district.The most affected Panchayaths are mapped overleaf.

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Overall Goal :

Inclusion and Psycho – Social support of Endosulfan affected families, andalternative livelihoods to able members of affected families

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Objectives :

a) To identify vulnerable and marginalized households affected by endosulphandisaster and to bring at least one member from each household under theSpecial NHG network and capacitate them to build effective and selfmanaged institutions of the poor.

b) To address the members’ credit needs and vulnerabilities like food security,health security etc., and to meet the needs of the vulnerable persons

c) To meet the working capital needs of the members to enhance theirlivelihoods by promoting and supporting income generation and enterprisedevelopment activities

Location of the Project & Target Panchayaths : Kasargod District

Activities proposed :

1) Mobilisation, Institution Building & Capacity Building and FinancialInclusion :

According to the reports of various Commissions and NGOs, there are elevenmost affected Panchayaths in this man - made disaster. As per Governmentrecords, there are around 5000 victims listed in the official list of affected persons

No. Name ofPanchayath

No. ofWards

TotalPopulation

BPL/AAY/AnnapurnaHouseholds

MGNREGSHHs

Affectedpopulation

No. ofNHGs

No.of

JLGs

No. ofspecialNHGs

1 Enmakaje 17 24166 964/575/124 2512 502 191 15 22 Kumbadaje 13 12,545 732/324/10 1724 350 104 32 43 Badiyadka 17 39,346 894/545/46 3927 326 240 45 24 Belloor 13 14,250 321/298/24 1684 333 106 41 145 Karadka 15 21,211 539/315/17 2512 396 205 150 76 Muliyar 15 22,327 932/299/38 3070 405 215 42 27 Ajanur 23 49,153 1507/655/10 3037 502 388 79 28 Kallar 14 19,404 848/453/74 3899 455 220 64 19 Panathady 15 23,640 722/996/228 3834 452 273 82 1110 Pullur-

Periya17 26,814 961/346/94 3939 471 356 120 4

11 KayyoorChimeni

16 23,672 1326/363/46 4038 474 320 120 1

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from these Panchayaths. Proper health care and social security are being providedby the State Departments such as Health Department and Social JusticeDepartment in the form of mobile medical teams, house visits by medical team,specialty treatment in super-specialty hospitals, transportation to hospitals,equipments for mentally and physicall challenged, ambulance services, monthlypension, free ration and educational scholarships. Further, BUDs schools for thementally challenged children, housing schemes for the affected, a special cell inthe District Collectorate to coordinate the rehabilitation activities andinfrastructure development activities are also being undertaken by the StateGovernment.

However, there is a need for organizing all affected households (especiallywomen) into aggregate institutions of the poor like NHGs that provide them withvoice, space and resources. As per existing records, there are around 50 specialNHGs and around 500 households are part of the Community Based Organisation.A multi-pronged approach needs to be adopted for inclusion of all affected familiesin to NHGs and to provide them with capacity building. The targeted families, theirNHGs, federations, government functionaries, bankers, NGOs and other keystakeholders are also require capacity building. The vulnerability of thesehouseholds needs to be reduced through affordable and cost-effective financialservices or products. The following activities are planned to be undertaken as partof this component.

a) Baseline data collection / Documentation of the major issuesb) Special CDS Meeting, Special Panchayath / NGO meetingsc) Panchayath wise Action Plan Preparation / District level workshopd) Ward wise campaigning / Formation of special NHGs & LH groupse) Capacity building training for special NHGs/LH groupsf) Distribution of RF/VRF to eligible groups

2) Social Development Initiatives :

As per surveys and study reports, more than 1000 children in the age groupof 0-18 have been identified as affected by Endosulfan and more than 25% of thetotal endosulfan victims belong to age group below 15 years. These children aresuffering from various kinds of physical and mental problems. Several children aresuffering from multiple disabilities also. Children who could not be admitted ingeneral schools are taken care of by the ‘Buds schools’. A large number ofendosulfan victims are mentally challenged. Buds Schools are run by the GramaPanchayats, to cater to the educational and training needs of the mentally

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challenged children in the endosulfan affected areas. There are 7 Buds Schoolsfunctioning in the district, out of which 6 are in the affected Panchayaths. List ofBuds schools given below.

No. Name ofPanchayat

Name of BUDsschool

No. of childrenin BUDsschools

No. of childrenbetween 18

and 251 Kallar Chachaji 33 142 Enmakaje Santhwana 28 153 Muliyar Thanal 34 364 Karadukka Sneha 31 285 Kayyur

ChimeniSnehatheeram 27 19

6 Pullur Peria Mahatma 141 20

These buds schools face several problems (except the one in Pullur-PeriyaPanchayath which has a new infrastructure and is sponsored by MalayalaManorama and managed by NRHM). The facilities in the buds schools are verypoor. These Buds schools do not have child friendly environment. Due to spaceconstraint and inadequacy of staff, children of all age groups with a wide range ofdisabilities are grouped together. Teachers are paid only nominal remunerationand it is next to impossible to rope in services of special educators, on such apaltry remuneration. Presently, the Buds Schools are run by the GramaPanchayats. It is reported that the panchayats are finding it difficult to findresources for maintaining the institutions on their own. Considering the ratherhigh incidence of neuro-behavioural disorders among children in this area, aspecial scheme for the buds schools in all the 10 panchayats may be taken upunder NRLM (except the one in Pullur-Periya Panchayath).

Buds schools can be developed as satellite centres for vocational, medicaland social rehabilitation of children and their mothers. The buds schools candouble up as satellite unit/basic functional unit of vocational, medical and socialrehabilitation primarily of children in the affected area. This is particularlyrelevant in the wake of the fact that neuro-behavioral disease of young age groupis one of the major effects of endosulfan and accounts to about 40% of allidentified victims. The children with cerebral Palsy, Autism, Attention DeficitHyperactivity Disorder (ADHD) etc. can be enabled to live a near normal life andcan be trained to take challenges in life if properly trained and provided withcustomised and specialised health and vocational rehabilitation. The followingactivities are envisaged under this component in the six Buds schools situated inthe affected Panchayaths. All these activities will be implemented throughKudumbashree Community Development Societies (CDSs).

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a. Training for ‘Care Givers’ especially parents or close relatives of victims toprovide special and focus learning to the children in functional therapythat can promote development of self care skills among the children (eg :dressing, manipulating fasteners, using utensils, personal hygiene etc)(Caretakers are often unaware or incapable of providing quality care andassist patients in carrying out their daily activities)

b. Advanced Training to ‘Buds School teachers’ in academic skills andsensory integration (SI) therapy including techniques like appliedbehavioural analysis, structured teaching, speech and language therapy.

c. Promotion of artistic and other skills of the differently abled children.

d. Physical requirements : Teaching aids, treatment equipments, Furniture,transportation facilities for children.

e. Special Educators: Qualified Special Educators have to be appointed oncontract basis for the initial period and they should be given decent payand allowances.

f. Buds Rehabilitation Centre (Vocational training centre) - The children inbuds school above 18 years shall be provided vocational therapy, trainingand facility to engage in meaningful employment in these centres. A fulltime instructor and Helper in each school have to be appointed for VTC.(This will function as subsidiary unit of the 6 Livelihood Centresproposed under Livelihood component)

g. Nutritious food has to be provided to children in the Buds Schoolsthrough the Nutrimix Units of Kudumbashree. A special breakfast cerealmay be developed in association with Central Plantation Crops ResearchInstitute (CPCRI) situated in the district.

The proposals for construction of buildings for Buds Schools in 5Panchayats out of 11 afffected panchayats have already been approved underNABARD-RIDF scheme and the construction is under various stages in differentPanchayaths. Construction in one Panchayath has been completed and the samehas been commissioned.

3) Livelihood Enhancement :

Despite various measures for providing relief to the affected persons, theaffected families are living in poverty due to lack of sufficient regular income orlivelihood opportunities. The livelihoods of the affected community need to be

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enhanced through deepening or enhancing and expanding existing livelihoodsoptions and tapping new opportunities in farm and non-farm sectors.

2011 census data reveals, total workers in the District categorized undermain workersand marginal workers are 462998. Number of main workers in theDistrict is 372700 and marginal workers are 90298. Total workers are categorizedas cultivators, agricultural labours, household industry workers and otherworkers. Female participation in the work force in the District is around 29.75percentage. But in the household industry sector females dominated in theworking force. Their share in the household industry workers are 72.61percentage, whereas in the State female workers in the household industry isabout 33.37 percentage. Percentage of marginal workers in the District is about3.94 of the State total, ie, 2289316. Number of non workers in the District is844377 which is around 3.87 percentage of the State total.

Population in the district is mainly agrarian in nature. Major crops includepaddy, areca nut, coconut, rubber, cashew, banana, pepper, tapioca, tobacco andginger. Animal husbandry is also a major livelihood activity in the district. Thecoastal populace mainly depends on fishing for their livelihood. 'Kasaragod Sarees'is a famous branded handloom product of Kasaragod in the co-operative sector.Kasaragod district is having cash crops as its main stay compared to food crops.

As agriculture is the occupation of the majority of the people, there is amplescope for setting up of agriculture based industries. As the district is promotingorganic farming practices, the production of organic manure is important. Thepresent rate of milk production is not enough to meet the full demand. Qualitycattle feeds and mineral mixture are not available in the market. There is plenty ofscope for poultry farming also. Kasaragod has vast potential in industrialdevelopment. Enough land is available for setting up new industries. There isample scope for agro based small scale industries. There are 6198 Small ScaleIndustries in the district. Animal husbandry plays an important role in generatingemployment and income to the weaker sections of the population.

Agricultural scenario : The degradation of natural resources, socio-economicfactors like lack of labour, problems related to market and infrastructure facilities,lack of availability of quality planting materials, lack of irrigation facilities,inadequacies in the technology transfer etc. adversely affect farming. Lack offacilities for the storage, processing and marketing of the agricultural produce isan important problem of agricultural sector in the district. Consequently farmersrealise only low income from their produce. Similarly improvement in themarketing infrastructure to enhance income of farmers by avoiding thedependence of farmers on middle men in the marketing chain of agriculturalproduce also requires adequate attention. There are more than 2500 JLGs in the

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district under MKSP. Strengthening the Neighbourhood Groups/JLGs and formingfarmers organizations and ensuring proper co-ordination among various agencieswould be a desirable step in this direction.

There is ample scope for enhancing the income of farmers through valueaddition by diversifying the products in major crops grown in the district such ascoconut, cashew, vegetables, fruits etc.

Coconut : Kasaragod district is having cash crops as its main stay comparedto food crops. Coconut is the single largest crop in the district. The district hasmore than 56,000 hectares of coconut cultivation with an annual production of418 million nuts. Coconut offers a multitude of opportunities for productdiversification. But there are not many coconut based enterprises of diversifiedproducts in the district. There is only one large scale factory for the production ofdesiccated coconut. With the support of CPCRI, women NHGs can start productionand marketing of high value coconut products including coconut chips, and othercoconut based food products.

Crop Area inHectares

Production

Coconut 55,271 402 nuts/ha

Cashew : Cashew is cultivated in 6,803 ha in the district which is 15.5 % oftotal cashew cultivation in the state. However, level of product diversification andprocessing of cashew is very low in the district. Utilisation of cashew apple forproduction of value added products also is very low. ‘Safalam’ a project byKasaragod District Panchayat and Kudumbashree mission to promote small scaleprocessing of cashew through women SHGs is also being implemented in thedistrict. Support for marketing of the products is essential for sustained activitiesof such units. Training support for members of women SHGs on the technologiesfor production of value added products is also equally important. There is scope

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for establishing more units for cashew processing including small scaleprocessing. Efforts are required for establishing units for utilisation of cashewapple for production of value added products through women SHGs.

Crop Area in Hectares ProductionCashew 22,992 10,046 tonnes

Food and Agro Processing : Agro processing and value added product unitsare generally in the unorganised tiny sector, mainly in rural areas. Village levelagro processing units have created large number of self employment opportunities.The rural based informal processing units are devoid of appropriate technology,processing standards, benefits of volume, standard packaging and market access.A rural based processing unit is generally endowed with raw material availability,but severely constrained in forward linkages, mainly marketing. Majority of theunits being unregistered for various reasons, interventions to address theircommon problems have been limited and also difficult.

As per 2010-11 statistics vegetables are cultivated in 1,024 hectare inKasaragod district. Even though the district is declared as organic, farmers notprovided with specific package of practices recommended for organic farming.Some of the farmers who have taken up organic vegetable cultivation are facedwith problems in marketing. Large quantity of jack fruits, mango and cashewapples are wasted. There is good scope for value addition of these fruits thusproviding employment opportunities in villages. Jack and mango are mainly raisedin homesteads but enterprises for preparation of value added products using thesefruits are lacking in the district, though there is a vast potential for the same.Women SHGs can be trained on processing of these fruits for production andmarketing of value added products. The Agro Processing Complex established atKVK with the funding of Kasaragod District Panchayat still remains to beeffectively utilised by LSGs. The important crops in the district which offer scopefor setting up processing units are arecanut, banana and other plantains, cashew,coconut, rubber, pepper, jack fruit, mango, tamarind and papaya.

Non Farm Micro Enterprises : The district has adequate infrastructurefacilities such as land, transport and communication system, power, water andother public service systems and financial institutions to achieve industrialgrowth. Through local support and industrial infrastructure, more investors canbe attracted to the district. Industrial concentration is almost equal in two taluks.The total Micro and Small Industries registration in this district as on 2012 is5,934 units. Industries in the district consist of mainly micro and smallenterprises. Readymade garments and food based industries are the mostpredominant sectors in the district. Kerala Small Industries DevelopmentCorporation (SIDCO) operates two Mini Industrial Estates (MIE) in Kasaragod

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consisting of 49 units and Kerala Infrastructure Development Corporation(KINFRA) is operating one Industrial Park at Seethangoli having 24.2811 hectares.The district is the emporium of cash crops like coconut, cashew etc and the closeproximity to the industrially developed port city of Managalore in the northprovides the district with lot of opportunities to explore.

Based on the above realities, the following activities are proposed to beundertaken under this component

Development of Micro Credit cum Livelihood Action Plan and distribution ofCommunity Investment Fund cum Community Enterprise Fund to eligiblegroups. The following activities planned using CIF/CEF.

o 5 Livelihood Centres are planned attached to 5 BUDS Schools for theemployment of women who can accompany their children to BUDSschools and able to spend 4-5 hours a day in the centre. All theseunits will be linked to existing Kudumbashree Collectives andsuccessful MEs. The activities in these centres and the Panchayats inwhich these centres are proposed given below. Each Livelihood Centrewill employ 50 to 100 women.

No. Livelihood Centre Activity Panchayath1 Tailoring Unit Muliar2 Bakery/food Unit Enmakaje3 Coconut value addition unit (chips, oil etc) kallar4 Agro Processing unit for value addition of Jack

fruit, Mangoes, Cocoa etcKaradukka

5 Agro Processing unit for value addition of Cashew MancheswaramBlock

250 individual or group Micro Enterprises based on potential clusterssuch as organic farming, agro – processing, value addition of primaryproducts, readymade clothes and food based industries. Specialmarketing MEs like Vegetable Outlets and service MEs likeRestaurants will also be established. This component is for those whorequire livelihood opportunities close to their residences or villages.Flower cultivation, Jackfruit processing and Value addition, Animalhusbandry and Organic farming are the major farm micro enterprisesthat may be promoted in the District. Apparel Parks, Café & Catering,General store, Oil & Flour mills and Paper bag units are some of thenon farm micro enterprises that may be promoted in the District.

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Promotion of Organic Farming : (One unit) The District is declared asOrganic District. However, this is not followed up seriously by farmingcommunity and LSGs - – initiatives like community based seedproduction etc and community action plan to make available organicinputs and bio control agents, Developing package of practices fororganic cultivation / Awareness programmes on organic farming,Promotion of compost making in homesteads, Marketing supportthrough setting up ‘Ecoshops’ etc.

Project duration : Three years

Outputs of the programme :

At least one member from each affected poor household brought to theKudumbashree network under existing NHGs or new special NHGsand trained to manage their institutions and manage their livelihoods.

The NHGs/ADSs/CDSs in the affected panchayaths provided withRevolving Fund (RF) and Vulnerability Reduction Fund (VRF) asresources in perpetuity to address their credit needs andvulnerabilities.

Teachers of 6 Buds schools and Care Givers of affected childrenprovided with training in academic skills, functional and occupationaltherapy.

5 Buds schools in the affected Panchayaths equipped with SpecialistEducators, Teaching aids, treatment equipments, Furniture andtransportation facilities.

6 Buds Rehabilitation Centres or Vocational training centres attachedwith Buds school established.

A special breakfast cereal for the children in Buds schools developedand distributed in 6 Buds school by the Nutrimix Units ofKudumbashree.

5 Livelihood Centres attached to BUDS Schools established and atleast 300 members of the NHGs meaningfully self-employed in thosecentres.

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At least 250 individual or group Micro Enterprises based on potentialclusters established in sectors such as organic farming, agro –processing, value addition of primary products, readymade clothesand food based industries.

Institutional Architecture

ADMINISTRATION STRUCTURE INSTITUTION STRUCTURE

DISTRICT LEVEL FEDERATION

CDS/BLOCK LEVEL FEDARATION

SPECIAL NHGS / ADSs

DISTRICT COMMITTEE

(District panchayath president,district collector, endosulfan nodal

officer, various dept heads, andsocial worker)

PANCHAYATH COMMITTEE

(Panchayath president, ICDSsupervisor, CDS chair person, budsschool teachers, social worker,various dept heads)

STATE COMMITTEE

(GB, Principle Secretary, ED, Headsof various dept. like social welfare,

health, NABARD, agriculture, animalhusbandry etc.)

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HR STRUCTURE

STATE MISSION

PM

BPM (SM, SD)

PANCHAYATH CORDINATOR

BPM (LH)

A/C CUM MIS

CRP

IB&CB

CRP

IGP

CRP Disability

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FINANCING MECHANISM

Linkage with similar projects :The project will be converged with Kudumbashree’s existing programmes such asMKSP, DDU GKY, NULM, NRLM etc as well as with programmes of otherdepartments.

Financial Requirement for 2017-18 :

Activity UnitCost Quantity Amount

1 Social inclusion

1.1 1.1.1Baseline data collection /Documentation of the majorissues

25000 11 2,75,000

1.1.2

Special CDS Meeting, SpecialPanchayath / NGO meetings /Panchayath wise Action PlanPreparation

10000 11 1,10,000

1.1.3 District level workshop 50000 1 50,000

1.2 Formation of special NHGs1.2.1 Books of Records 1000 500 5,00,000

1.2.2Bank Account Opening -Documentation Costs

1000 250 2,50,000

IB& CB

NRLM

LH

COMMUNITY FUNDS

INFRASTRUCTURE&LAND

STATE

SPECIALINTERVENTIONS

FOOD& NUTRITION

FLEXI FUNDS

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1.3 1.3.1Development of vulnerabilityreduction plan

1000 500 5,00,000

Total (1) 16,85,000

2 Institution Building & Capacity Building

2.1 2.1.1 CRPs / Community Animators 7500 33 29,70,000

2.1.2 Panchayat Coordinator 15000 11 19,80,000

2.1.3 Block Programme Manager 20000 2 4,80,000

2.1.4 Staff capacity building 70 10000 7,00,000

2.2Capacity building training forspecial NHGs and theirfederations

1000 2500 25,00,000

Total (2) 86,30,0003 Financial Inclusion

3.1 3.1.1 Grading of NHGs 1000 500 5,00,000

3.1.2Vulnerability Reduction Plan ofeach NHG

500 750 3,75,000

3.1.3Corpus Fund/Revolving fund(ENHG)

500 15000 75,00,000

3.1.4 VRF 250 15000 37,50,000

Total 1,21,25,000

3.2 Livelihood Enhancement

3.2.1CIF / Community EnterpriseFund

250 100000 1,87,50,000

3.2.2 Skill Enhancement 250 3000 7,50,000

Total 1,95,00,000Total (3) 3,16,25,000

4 Health Inclusion / Activities

4.1 4.1.1 Training for ‘Care Givers’ 500 1000 5,00,000

4.1.2Training to ‘Buds Schoolteachers’

50 10000 5,00,000

4.1.3Promotion of artistic and otherskills of the differently abledchildren

500 1000 5,00,000

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4.1.4Nutritious food has to beprovided to children in the BudsSchools

500 25 45,62,500

Total (4) 60,62,500

5 Programme Management

5.1 Documentation5.1.1 Review Meeting 10000 12 1,20,000

5.1.2 Process documentation 100000 1 1,00,000

5.1.3 IEC Material 100000 1 1,00,000

Total 3,20,0005.2 Human Resources

5.2.2 Programme Manager 40000 1 4,80,000

Accountant cum MIS Officer 20000 1 2,40,000

Total 7,20,0005.3 Administration

5.3.1Office Maintenance andStationary

10,000 12 1,20,000

5.3.2 Furniture / Computer etc 2,37,500 2,37,500Travel 50,000 12 6,00,000Total 9,57,500

Total (5) 19,97,500GRAND TOTAL (1+2+3+4+5) 5,00,00,000

Summary of the financial progress :

Year Mobilisation andIB & CB

SocialDevelopment

Initiatives

FinancialInclusion

FinancialProgress in

LakhsYear 1 110 65 320 500.00Year 2 60 40 190 300.00Year 3 40 40 120 200.00Total 210 145 630 1000.00

Grand Total (incl Admin around 3%)

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Annexure 3Elderly Inclusion Project under NRLP

The Elderly Inclusion (Pilot project) project is implemented in 2blocks in 2districts namelyChavara Block (Kollam District), Mulamthuruthy Block(Ernakulam District).The project launched in the month of September 2015 in 5villages namely Chavara, Neendakara, and Thekkubhagam of Chavara Block andMulamthuruthy and Edakkattuvayal of Mulamthuruthy blocks. Now in 2016- 17the project covered the rest of six villages namely Panmana&Thevalakkara ofKollam District and Amballoor, Chottanikkara,Udayamperoor,and Maneedu ofErnakulam

Physical Progress of the programme Implementation

Activity Achievement

Recognition by StateGovernment

Considering the issues related to agingpopulation, Government of Kerala has givenspecial focus to the project and directedKudumbashree to form special NeighbourhoodGroups for elderly.

Elderly Specific Survey A survey was conducted and identified theelderly people of the locality

Formation ENHG Formed 715 ENHGs is with 11048 members

Capacity Building Training toENHG members

Capacity building trainings were conducted forENHG members

Exposure Visit Organized exposure visits

Grading Of ENHG&distribution of RF

Distributed RF to 307 ENHGs

Medical Camps andPhysiotherapy camps

Medical camps are scheduled to be conductedin the month of March2017

Formation of LivelihoodGroups

Formed 10 livelihood groups namely CandleMaking, Soap Making, Packed Fish Products(2nos), and 10 JLG Group Farming

Skill Development Trainingto Livelihood Groups

Training is scheduled

Revolving Funds to To be disbursed in the month of March 2017

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Livelihood Groups

Counseling support Those who need counselling support areidentified and provide them counselling. It isan on going activity

Interaction with Balsabhamembers

It is an on-going activity that cater emotionalsupport to elderly

Rights of Protection of elders So far intervened 1case namely physical abuseof alcoholic, and

Distribution of CIF to CDS Distributed to 5 CDS (CLF) . For the rest CDSalso fund will be disbursed before March

Distribution of VRF toSpecial ADS

VRF to 69 ADS Will be distributed in themonth of March 2017

The Elderly Inclusion Project existing in these two blocks not only attracted othersbut also could serve as a great leveller for more than 10000 members. Unlikenormal neighbourhood groups who gather around mainly for financial activity, theNHGs for elderly come together weekly to share their joys and sorrows. They arethe closed knitted groups where members support one another in financial crisis,ailments and so on. In order to make a self sustaining Neighbourhood groupstotal budget required is 329lakhs

The program would Mainly focus on

Mobilization of elderly in to Neighbourhood Groups Mapping of vulnerabilities through a participatory process at the community

level with will help identification of active, assisted and destitute elders To

ensure an income for active and assisted elders though livelihoodprogrammes

Toprovide social and psychological support for elderly

To createa system for protecting the rights of elders at panchayath level

Major Outcome

The would create a basic awareness to the state about aging population andsteps to be taken to address the issues related to this

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At least would be able to initiate an intervention into small scale to bring theelderly under a common platform through NHG formation so that theythemselves will be empowered to stand for their rights

Will beable to provide them access for social and psychological support

A systemwill be there to protect the rights of elders at Panchayath level

ensurecommunity based care for destitute and deserted elders.

Opportunities to engage them in to productive activities and will thus will be acontributing agent to the society.

Target

Complete saturation of 2 blocks namely Mulamthuruthy and Chavara ofErankulam and Kollam District

Strategies

Integrate work with elders in the poverty alleviation and livelihood strategiesof the state government, specifically with the State Rural Livelihoods Mission

Convergence of various interventions and programmes mobilizing and strengthening communities to work towards Elders for

Elders, Community for Elders, and others for elders

Anticipated Budget

PHYSICAL & FINANCIAL TARGET ELDERLY INCLUSION 2016-17

Activity UnitCost Quantity Amount

(Total)1 SOCIAL INCLUSION

1.1 Formation of ENHGs

1.1.1Pre Formation cost & baselineassessment cost

1000 109 109000

1.1.2 Books of Records 1000 420 4200001.1.3 Stamp & Seal 100 420 42000

1.1.4 Cash Box & 2 Locks 300 420 126000

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1.1.5Bank Account Opening -Documentation Costs

200 420 84000

1.1.6InternalCRP(Elders)(Rs.500*6members*27days)

81000 3 243000

Total (1.1) 1024000

1.2 Maintenance & Capacity Building ofENHGs

1.2.1 Community Animators 72000 11 792000

1.2.2 CommunityHealth workers 72000 11 792000

1.2.3 Initial Training(group Levels) 250 615 153750

1.2.4 Exposure Visit 3000 447 1341000

1.2.5Block/District Level ToT (30% ofENHG members)

800 432 345600

Total (1.2) 34243501.3 Formation of Federation

1.3.1 Books of Records 500 110 550001.3.2 Stamp & Seal 150 110 16500

1.3.3 Cash Box & 2 Locks 200 110 22000

1.3.4 Affiiation cost + Documentation 200 110 22000

Total (1.3) 115500Total (Social Inclusion) 4563850

2 FINANCIAL INCLUSION2.1 Improved Livelihoods

2.1.1 Grading of ENHGs 50 750 37500

2.1.2Micro plan/Business plan of eachENHG

200 750 150000

2.1.3Corpus Fund/Revolving fund(ENHG)

15000 420 6300000

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2.1.4 VRF 15000 300 4500000

Total (2.1) 10987500

2.2 Micro Enterprises and Credit Linkage

2.2.1Seed Capital /RF/Livelihood Supportthrough Federation

15000 10 150000

2.2.2Skill Enhancement andLivelihoodsUpgradation/Alternatives

30000 10 300000

Total (2.2 450000Total (Financial Inclusion) 11437500

3 HEALTH INCLUSION

Community Health Initiatives

3.1.1 Fixed Day Health Consultation 15000 45 675000

3.1.2 Physiotherapy Camps 15000 45 675000

3.1.3 Family Awareness on major ailments incare for elderly 25000 11 275000

Total (3) 1625000

4 CONVERGENCE-Ensuring Entitlements

4.1 Access to existing Schemes - Filling UpFor&follow up

50000 1 50000

4.2 State Elders' Meet 500000 1 500000

Total (4) 550000

5 PROGRAMME MANAGEMENT, ASSESSMENT &ENHANCEMENT5.1 Documentation

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5.1.1 Review Meeting 10000 6 60000

5.1.2 Process documentation 50000 1 50000

5.1.3 IEC Material 50000 1 50000

Total (5.1) 1600005.2 Human Resources

5.2.1 Programme Executive- Block 384000 2 768000

5.2.2 Social security &Inclusion Manager 636000 1 636000

Total (5.2) 14040005.3 Administration

5.3.1 Office Maintenance and Stationary 50000 3 150000

5.3.2 Furniture 10000 11 110000Total (Administration) 260000

Subtotal (5.1+5.2+5.3)1824000

GRAND TOTAL 20000350

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Annexure 4

Comprehensive tribal and particularly vulnerable tribal group developmentproject

The Attapady pilot project plans to mobilise 10,000 families of Irula, Muduga andkurumba tribal communities in Attapady block in Palakad district of kerala into athree tier institutional structure of self-sustaining institutions and endeavourscomprehensive development of these families with reduced vulnerabilities,improved socio-economic and livelihood status and maximized access to theirrights and entitlements. The pilot would build up the area as an immersion siteand training ground for tribal and PVTG communities across the country on onehand and the pilot would nurture the social capital of community resourceperson/ trainers along with protocols and modules developed for deploymentwhere needed to support and guide the tribal and PVTG communities across thecountry.

Progress

I Entry point Activities

i) Community Kitchen and Resource hub

Community kitchen

Number of communityKitchens

175

Number of Beneficiaries 15049

Malnourishment and infant mortality was the burning issue of the community.The imminent need was focused upon as the entry point activity. The concept notefor community kitchen and resource hub was submitted by the ProjectManagement Unit to Social Justice Department, Kerala Governement. The projectwas accepted and is supported by Social Justice Department, Integrated TribalDevelopment Programme and Kudumbashree Mission. It was earlier run by ICDSbut due to complaints by the community, it is being managed presently by thePMU. It is managed as self-managed unit by the nhgs where they purchase theprovisions from the Maveli store, firewood and vegetables and the nhgs from thetribal community cook in turn. It was earlier one meal a day where the communityate in the evening. The pregnant and lactating women, children from 6 months to6 years of age, adolescent children and elderly citizens are the main beneficiaries.At present, the food is being provided in the morning, afternoon and evening topregnant and lactating mothers. The community kitchen has also started usingthe vegetables grown by the community. A special community kitchen is being runin the Kotathara hospital by Thekemukkuyur community kitchen. The data shows

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that the birth weight of children has increased and in 2013 children were beingborn with 1 and 1 and a half kg are at present being born with two and a half kgto three kg.

Newspapers were also provided in order to develop the community kitchen as aresource hub. Each community kitchen is provided with a newspaper andemployment news.

ii) Health interventions

In 2013, as part of the Jatak and Janani scheme, it was found that there are 500severely malnourished and moderately malnourished children. The Jatak systemwas developed by Riddhi Foundation for National Health Mission. The children’sweight and length was to be measured. There was great reluctance on the part ofthe community to go to hospitals due to the alien environment and the indifferentbehavior and attitude of JPHNs who were from the general community. With thelist generated in Jatak system all children were mobilized to PHCs and NutritionalRehabilitation centre. The most reluctant mothers were cajoled to come toprimary health centres and their weight was recorded. Pregnant women from mostremote hamlets were mobilized for regular check- up and institutional deliveriesconducted. This was done successfully by the project.

The project began with mobilization for RSBY. Most of the community membersobtained RSBY cards. At present, health interventions are being made in the areasby mobilizing children who are anemic and mentally ill women to hospitals.Women with mental health illness have been taken to mental hospitals in Thrissurmedical college for treatment.

II Social Mobilization

The project succeeded in universal social mobilization by building neighbourhoodgroups in 192 hamlets which is spread in 745 sqkms and in the local self -governments of Agali, Pudhur and Sholayur. Elderly women, differentially abledwomen have been included as part of nhgs. Mentally ill women have not beencompletely included and women in dispersed settlements living among the settlers.At present, the focus is on building nhgs for the elderly and mentally ill andseriously invalid people. The social mobilization succeeded due to the initiation ofcommunity kitchens in the hamlets as malnourishment and infant mortality wereserious issues of the community. The imminent need of the community wasprioritized and addressed.

III Institution Building

hamlet level, c

Institutions

Number of nhgs 589Number of oorusamithis 120Number of panchayatsamithis 4Number of block samithi 1

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The past three years has witnessed the universal mobilization of the tribalcommunities into four tier institutions of tribal women. Four panchayatsamithishave been built up and there has been a separate institution for the particularlyvulnerable tribal groups, the kurumba women.

Four tier institutions of women, the nhgs, oorusamithis and panchayatsamithisand block samithi were formed. The consolidation of the nhgs at the hamlet levelis called the oorusamithi and the consolidation of oorusamithis at the panchayatlevel is the panchayatsamithi. There are three panchayatsamithis in threepanchayats. An exclusive panchayatsamithi has been formed for the kurumbacommunity. Four panchayatsamithis have been consolidated to form the blocksamithi. The selection of the executive committee was developed from theexecutive committee of the panchayatsamithi.

The executive committee of the oorusamithi is selected from the nhg leaders andthe selection is part of a workshop in which there is a discussion on theinstitutional framework and structure, roles and responsibilities of theinstitutions. Similarly the executive committee of the panchayatsamithi is selectedfrom the oorusamithi leaders. The executive committee is selected for a period ofone year. All the institutions have their own bank accounts and adhere to the non-negotiable like regular savings, regular internal lending, regular repayment andmaintaining books of accounts. Recently an exclusive panchayatsamithi has beenformed for kurumba(particularly vulnerable tribal group) women.

The block samithi is the consolidation of panchayatsamithi at the block level. Theexecutive committee of the block samithi is selected from the executive committeeof the panchayatsamithi.

IV Capacity Building

Capacity building programmes have been facilitated for nhgs, oorusamithis andpanchayat office-bearers and members. Trainings have been held to explain thenon-negotiables and various activities like community kitchen and healthinterventions. Women were trained in topics related to oorusamithiformation, rolesand responsibilities of oorusamithi and corpus funds to the community and book-keeping. Trainings have been held for panchayatsamithi regarding non-negotiable,roles and responsibilities of panchayatsamithi and book-keeping. Women havebeen trained in social development and livelihood aspects. Trainings have beenheld with respect to natural resources and agriculture with focus on non-pesticidemanagement.

Vulnerability Reduction plan has been prepared by the oorusamithi for eachhamlet basically to look at the developmental needs of the community and toachieve this through convergence. Action plan based on natural resourceconservation, soil and water conservation has been prepared for convergence with

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mnregp. Adalats have been conducted in the hamlets where the social audit teamhas been training the office-bearers of the nhgs and oorusamithis in strengtheninginstitutions, disbursement of funds and book-keeping. This is followed by house tohouse visit to understand vulnerabilities and trainings on 1000 days and opendefecation free villages. This is followed by formation on sub- committees oflivelihoods, panchayati raj, mnrega, health, education and social development.

Social audit has been completed by the social audit animators and the auditreports have been presented. Based on the reports, a protocol to overcome issueslike inclusion of the most vulnerable, disbursement of funds, differentiation inbetween vrf and cif, repayment schedules and enhancement in the rates of interesthas been prepared and discussed with the panchayatsamithi institutions.

Grading has been undertaken for all the nhgs and oorusamithi to look at theaspects of adherence to non-negotiables, social development issues addressed andlivelihood aspects. The funds are being disbursed based on the grading and theoorusamithis are being counseled on the rectifications to be achieved.

Trainings NumberTraining leaders and members ofinstitutions

1050 trainings

Trainings in social development 194 trainingsTrainings in livelihood 38 trainings

Details of trainings ODF training for animators 3 days[2 batch] – 120 Health training for animators -3 days-34

Education training for bridge course teachers2 days[2 batch]-75

Book keeping training for O.S leaders [10 Days]- 300

Social auditing training for animators[ 2days]- 16

VRP training for animators- 120[ 2 days]

V Community cadres

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There are 153 animators under social development and 64 community resourcepersons and 10 para-professionals under MKSP. They support the capacitybuilding programme in the field. All the community cadres belong to the respectivetribal communities and speak their own language. All the thematic trainings areheld for the animators first and they also conduct trainings in their respectiveareas and have been catalysts and social change agents.

VI Livelihood Interventions

The women were divided into producer groups in agriculture, cattle-rearing andnon-timber forest produce. Varieties of local seeds of ragi, foxtail millet, little milletand varieties of vegetables were provided as inputs to women farmers underMKSP. Kembalam, agricultural festival was held in the hamlets as part of the landpreparation. There was major mobilization of the community in the festival.Agricultural production was undertaken in all hamlets and variety of millets andvegetables which has been produced is being sold in Thrissurcollectorate onMondays on a weekly basis. Groundnuts have been shelled and the produce isbeing packed, sealed and sold in the name of Malliswara products. Ragi issimilarly powdered and being sold.

A breakthrough has been achieved in the marketing of non-timber forest produceby breaking the nexus of exploitative traders. The produce is sold by Carekeralam to various Ayurveda pharmaceuticals and the payment is transferredelectronically to the panchayatsamithi and oorusamithi. NTFP collectionespecially that of medicinal plants has begun and the nexus of traders has beenbroken and now the panchayatsamithi has begun collection and the produce isbeing sold to Care Kerala, a Government of India enterprise for sale to severalpharmaceuticals. There are efforts to form micro-enterprises of dung and variousother products like coffee and pepper. A special Government order was issued bythe Chief Conservator of the forest Department lucidly explaining the sole powerand authority of the oorukootam under the forest rights act to permit the choice oftheir agency to collect and market forest produce.

Producer fund has been disbursed under MKSP and the amount has been used foragriculture, cattle-rearing, etc. Marketing linkages have been established and theagriculture produce using organic methods is being sold at improved prices. Theendeavor is to break the nexus of traders in Attapady black, the reputed genre ofgoat and capacitate the institutions in directly engage in marketing.

The Sholayurpanchayatsamithi has undertaken the business of collection,processing, packing, transportation and marketing of agricultural produce. ThePudhurpanchayatsamithi has undertaken the collection, transportation andmarketing of medicinal plants. Oushadi, the kerala government Ayurvedicpharmaceutical has agreed to purchase the medicinal plants.Agalipanchayatsamithi has undertaken the goat village and engages in the

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marketing of black goats. They have also taken up rearing of black goats as it is anexcellent variety.

VII Social Development

Programmes Number of participantsCommunity Kitchen 175-15049Bridge school 145 studentsBridge course 120-2604 studentsBalgotrasabha 89Youth club 140Labour Bank 140Psc coaching 70Interventions in social issues 358

Trainings and interventions have been made with respect to adolescent suicides,child marriages, domestic violence, alcohol distilling and sale. These interventionswere made with the support of animators and oorusamithis. Adolescent suicideswere a major area of concern. Adolescent programmes were held with the supportof Social justice Department. Several programmes were held with adolescents asworkshop to explain their rights and then later one to one interactions were heldwith children.

Gender training has been facilitated for animators where the major discussionsfocused on natural resources and gender, poverty and gender and agriculture andgender division of labour. As a follow –up on discussion about gender, severalinterventions were made in the areas of domestic violence and alcoholism,dropping out of children from schools, child sexual abuse, trafficking, childmarriages, alcoholism, etc.

VIII Educational Intervention

A study was conducted regarding the educational status of children. Thousandchildren were interviewed. It was found that most of the children studied in thehostels in Attapadi and in hostels spread over the state. Several children were alsodrop-outs. There were no details about children and no child tracking system hadbeen developed. Due to lack of inclusive environment in the schools, severalchildren dropped out of education. The hostels were overcrowded with no basicfacilities for children like bathrooms, toilets, study rooms, etc. Children alsostudied in private schools and hostels throughout the state without basic facilitiesand many children subjected to partiality and discrimination and various kinds ofabuse.

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This study was presented before the Agei( education committee) and the womenpresented their opinions about the study. Agei( mother’s) committee comprises ofwomen looking after education in the executive committee. They were trained inthe basic tenets of Right to Education and how the mothers committee canfunction like the school management committee to look at infrastructure in theschool, student teacher ratio, abseentism of students, lack of toilets and purifieddrinking water, lack of teachers, lack of inclusiveness leading to dropping out ofchildren, lack of quality in education.

i)Bridge School

A bridge school was opened to integrate dropout children into mainstreameducation. At present 80 children are studying in the bridge schools andresidential facilities are provided for children to study. The teachers havecompleted TTC and belong to the tribal community and hence curriculum istransacted in the tribal language. The classes began in the camp mode to attractchildren towards learning and educational experts from various disciplines taughtthe children. At present they are being registered in the 10th, 11th standard withliteracy mission. The children are also receiving football coaching and they havebegun to participate in various sports events.

ii) Special coaching for 10th standard students

Due to lack of quality in education, several students are unable to complete 10th

standard. In order to present a good model, special coaching was initiated for 10th

standard students of Pudhur, Agali and Sholayur schools. The classes are beingprovided on Saturday and Sunday by CIGI, an educational institution whichworks with educational attainment for the most deprived children. Residentialclasses are being held in study holidays and Christmas vacation for 10th standardstudents.

VI) Bridge courses in education

Bridge course in education has been initiated to mainstream drop-out childreninto education. One hundred bridge courses are being managed in 120 hamletsand caters to children. They would provide a model for education of children.Educational intervention, universalization, retention, creation of inclusiveenvironment in schools and attainment of quality in education will lead to socialtransformation. The bridge school and course is an attempt to reflect on theattainment of quality in education and compel the department to take up actiongiving up denial and presenting stereotypes and justifying poor standards. Thebridge course focuses on food, nutrition, sanitation and menstrual hygiene andextends a congenial environment for children for learning. The bridge course isalso a space where children are organized into institutions at the hamlet levelcalled the balgotrasabha, at the ward level and then at the panchayat level. The

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focus is on building the skills and assets of the child and recognizing the assetswhether it be cooking, cleaning , sweeping, swabbing, taking care of siblings,swimming, running, climbing trees, enagaging in agriculture, etc. The focus is onletting the child be and creating a space for fostering the innate talents of thechild. Health survey is being undertaken with the support of MSW students fromSreeSankara University, Payyanur. The traditional vaidyas are also conducting thehealth camps and providing traditional medicines. The focus is on anemia,menstrual issues and worm infestation. Around 74 children also participated inthe admission for sports hostels in Kerala. At present a proposal is beingsubmitted to SSA for convergence.

IX Health

i)Nutritional Educational Centre

Nutritional mela was conducted where around women from 40 oorusamithiscooked a variety of traditional cuisine, displayed their items and explained thenutritional content. There were varieties of rice made from hand pound paddy,ragi, chama, bamboo, tubers, leaves cooked in variety of ways, ada, vada, etc. Thiswas followed by a panel discussion on nutrition, health and nutritional content ofthe pulses, millets, vegetables, tubers. The workshop had animators, oorusamithileaders and traditional healers as participants. This is an endeavor to transformthe community kitchens into educational nutrition centres. The workshop hadpresentation from the traditional healers about the value of the leaves, roots,tubers, bark, etc. Some presentations were in the form of poetry. Nutritionalexperts also made presentations. The education will be imparted and discussionsgenerated in the hamlets with the help of audio-visual material and in a phasedmanner.

The community kitchens have been linked to the bridge courses for supportiveeducation for children and this is being presently linked to the traditional healingpractices. The consultation for transforming community kitchens has beeninitiated with a camp where traditional food was cooked. The consultation hadpresentations by Dr. Santhi and DrIshaBhagwat and participation from socialjustice, tribal departments and women’s development corporation and doctors ofAcuthaMenoncentre. The millets, pulses and vegetables produced locally andorganically would be procured and used in community kitchens. Drsanthi andDrSreekala would prepare the content for 10 visual material on primary healthcare, food recipes of the community, 1000 days, life style illness, junk and fastfood, pesticides, etc. The script would be in tribal language and prepared by thecommunity and the videos would be used in different hamlets for teaching andlearning on nutrition. The traditional vaidyas have been organized into producergroups and they are conducting camps for children in the bridge school and bridge

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courses. The tribal department and social justice department have agreed topurchase the locally grown material.

V) Block Resource centre to be developed as a documentation (indigenousknowledge) and information centre on all schemes and services

Block Resource centre has been developed as a documentation centre to preserveand replenish the community about their traditional knowledge and impartsinformation on all schemes and services. The dissemination of information wouldbe rights based. The block resource centre aims at the reassertion of the tribalidentity. It aims at enhancement of solidarity among the community to claim theirrights and in the end to achieve empowerment. Empowerment would includeenhanced decision making capacities and agency in aspects related to assets,resources, skills, capacities, etc. The block resource centre would function underthe block samithi and the plan would be developed by the block samithi incollaboration with the panchayatsamithi and the PMU.

The block resource centre has developed a team of community cadres and hasprepared material to release the first quarterly news letter of Ojara block samithi.The team is working on learning, discussing the Right to education Act, Right tofood and nutrition and summarizing it for dissemination in the tribal language.

i)Child Resource centre, Youth Resource Centre, Gender Resource Centre andLegal aid centre

All these centres would function under the Block Resource centre. The blockresource centre has child resource centre, youth resource centre, gender resourcecentre and legal aid centre as its main activities. Child Resource centre wouldfocus on the attainment of child rights, extending personal care and mentoring forchildren as grave levels of vulnerability do not permit personal affection and care.The focus would be on educational attainment and building up of life skillsespecially emotional intelligence and care.

Youth resource centre would aim at building up solidarity among youth and aimat harnessing their energy towards the discernment of social issues and resolvingthem. The youth would be drawn away from vices like alcoholism, substanceabuse and other anti-social activities. In the context of Attapady, the youth havesuffered exploitation for several years and this has affected their self-image andthe youth resource centre is an attempt to enhance self-consciousness.

Gender Resource Centre is a centre to build gender consciousness among thewomen and aims at the empowerment of women. It would enhance the decision-making capacity of women with respect to education, health, assets, employment,wages, property rights, etc. The women would be trained in aspects of gender and

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poverty, gender and vulnerability, gender and natural resources, reproductiverights, violence against women, etc.

ii) Thaikulasangha to function as the resource agency for gender resourcecentre

Gender Resource centreimparts trainings on aspects of gender and naturalresources, gender and poverty, agriculture, gender and vulnerability, gender andreproductive health, gender division of labour, empowerment. Thaikulasanghawould function as the resource agency for the empowerment of women.Thaikulasangha comprises of mothers from the hamlets involved in social action.Thaikulasangha would be accountable to the block samithi and would report andregularly discuss the plan with the block samithi.

A long struggle was successfully waged against the beverage in Annakatty. Thiswas a symbolic struggle against the liquor mafia. The struggle was conducted forone and half months with long training about the impact of alcoholism and genderissues. This year Thaikulasangha has taken up the task of building up culturalcentres in hamlets with the support of youth clubs to attract the attention of theyouth into social development and livelihoods.

iii) Legal aid Centre

Legal aid centre would aim at building legal awareness and extend legal aid forviolation of rights. The centre would extend training in laws on child rights,women’s rights, tribal rights and acts and policies like right to food, right toeducation, right to forest rights, right to work, protection against discriminationand exploitation.

VII)Labour bank to be developed as part of youth resource centre and focuson arts and culture

Labour Bank has been developed as part of the youth resource centre. A profilehas been created of young men and women regarding their work and employment,skills and wages they receive. The entire data has been digitalized and the bank ismanaged by the block samithi. The details about the availability of employmentwould be collected and presented in the bank, the wages, employmentopportunities, etc. Potential employers can contact through the labour bank andyouth could seek employment through the bank. The bank is managed by theblock samithi. The bank is managed in an organized form and exploitation of theyouth in the work area would be curtailed. It is an avenue for capitalizing on allthe employment opportunities generated in the block.

The skill development activities are being undertaken under the labour bank.Youth are being trained in Apollo medicals and youth in skill pro.

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VIII) Nutritional education centre and producer groups of traditional healersto be brought together

Nutritional educational centre would cater to education on nutrition andcombating malnourishment. A series of documentaries would be developed tocater to nutritional education, consciousness building on malnourishment,reproductive and maternal health. The community kitchens would be developed asnutritional education centres. Trainings would be provided on issue of health,reproductive health, sexual health, menstrual hygiene, water and sanitation, childhealth, adolescent health, post-natal health of women, senior women’s health andmental health issues. The training would be for a period of 50 days in each hamletso that a thorough understanding on health issues and health care is developed.The focus would be on educating adolescent children, young men and women,pregnant women, etc.

XI Youth Resource Centre

Several programmes were held to form youth clubs in the hamlets. The work offormation of clubs led to the formation of kurumba youth resource centre. The byelaws have been formulated and the institution has been formed and executivecommittee selected. The kurumba youth resource centre has decided to focus onlivelihood issues and development. Public service commission coaching is beingheld for 95 young men and women with the support of the Brilliance centre incollaboration with the Forest Department. Several rounds of football matches wereheld and the youth are being trained in football and they are participating insports events. The youth are adept in sports and it has been decided to developthe youth for sports.

XII Funds to the community

Corpus fund ofRs 10000 has been given to 164groups. 53 lakhs 59 thousandrupees has been disbursed as vulnerability reduction fund to 6oorusamithis. Thisis based on grading and vulnerability index developed by the oorusamithis. Theoorusamithis disburse the funds to the nhgs which are most vulnerable. VRF inAttapady is considered as revolving fund and repaid to the oorusamithi by thenhg. Community investment fund of Rs 3,21,30,000 has been given to4panchayatsamithis. The fund has been transferred to the nhgs and will bereturned to the panchayatsamithi. The nhgs are using it for the purpose oflivelihood by developing business plan looking into available resources, skills andmarketing facilities. A format has been developed for grading and it is on the basisof grading and the adherence to the non-negotiables and social development andlivelihood interventions undertaken that the funds are disbursed.

It is seen that corpus funds is being used for health and education needs. VRF isused similarly for health and education needs and livelihood needs like purchase

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of goats, cow and agriculture and the amount is being repaid to the oorusamithi.The disbursement is based on micro-plan and vulnerability indicators developedby the oorusamithi.

Particulars Agali Pudhur Sholayur TotalNeighbourhoodgroups

214 189 186 589

Oorusamithis 44 42 34 120Number ofmembers

2694 2357 2236 7287

Total Savings 6087793 2861950 4751704 13701447Internallending

5487498 1573823 3720749 10782070

Repayment 2164732 514343 1329549 4008624

Funds Details AmountRevolving fund 507 nhgs 5070000Start-up funds 100 oorusamithis 10000000 RsVulnerabilityReduction Fund

100 oorusamithis 15359000Rs

Repayment 606774CommunityInvestment Fund

3 panchayatsamithis 47010000Rs

XIII Skill Development

Skill Development was undertaken with support of Nettore Technical TrainingFoundation and trainings were conducted for the youth in CNC Lathe, fitting,turner in Dharwar, Bangalore and Thalassery. 90 youth have undergone trainingbut the youth are finding it difficult to take up placements in cosmopolitan citieslike Bangalore. At present 35 youth are being trained in Apollo medicals and 10inskill pro.

XIV Convergence

Smart survey and Community Based Management of Severely malnourishedchildren are being implemented in convergence with UNICEF, NHM, Health andICDS. For agriculture, the funds to purchase seeds were provided by tribaldepartment. Community Kitchen is being supported by Social justice, socialsecurity mission and Integrated Tribal department. Arts and crafts workshop washeld with children with the support of Lalita Kala Academi. Adolescentprogrammes to build awareness to prevent suicide were conducted with the

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support of social justice department. The proposal submitted to SanitationMission to construct community toilets has been approved and the plan is beingprepared for implementation.

XV MIS and social audit

MIS is being submitted by the oorusamithi. Some of the oorusamithis are behindin providing data and hence an auditing team was developed to audit and MIS hasbeen collected for the past two years. At present the off-line data entry has beenmade in excel.

XVI Project Management Unit

The project management unit comprises of 2 coordinators, three youngprofessionals and one FM. The PMU has been transferred to the block samithi lastyear.

Budget

EXPENDITURE STATEMENT2016-2017Institutional building andcapacity building 35239868Funds to the communityCommunity Investment Fund 32130000Vulnerability Reduction Fund 5359000Corpus fund 1640000Administration Expenses 2108899.5NRLP 76477767.5Mksp 3379031.5Annapradhayini 22879663

Plan (2017-2018)

The focus of the plan for 2017-18 would be as follows:

I) Strengthening Block Samithi and Panchayatsamithis

Trainings would be imparted to block samithi and panchayatsamithi in book-keeping, preparation of vulnerability plans to be submitted to lsgds and concernedstake holders for convergence, micro-plan based on vulnerability indicators andtrainings in each subject. The emphasis would be on self-sufficiency in book-keeping and management of institutions. The endeavor would be to build strongand robust institutions which are self-reliant, have sufficient funds to revolve andhave good practices of revolving fund and bank linkages, ability to access their

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rights and entitlements , build up capacities to articulate themselves and enhancetheir agency and decision making capacities. Livelihood initiatives and micro-enterprises would be developed and the oorusamithis with variety of expertise indifferent areas would be promoted and developed. They are empowered to initiateaction in their thematic areas and have gained sufficient knowledge in theirthematic areas.

II) Centres of excellence

Capacity building to build resource groups of women on various themes likegender, education,health, legal rights

Eight oorusamithis would be developed as centres of excellence, two under eachpanchayatsamithiin order to conduct trainings. The oorusamithis would beentrusted with the responsibility of undertaking trainings in all aspects like thebasic concepts of the institutions, funds to the institutions, social developmentand livelihood issues. The oorusamithis would also be demonstration sites wherethe functioning of nhg, oourusamithis, social development and livelihoodinterventions can be seen.

Capacity building would be undertaken to build resource groups of women onthemes like gender, education, health, natural resources, agriculture, legal rights,etc. They would be given in depth training till they become thematic experts. Aseries of social action and interventions would be initiated with respect to eachtheme to attain social development.

Women from the nhgs would be trained in themes like health, education,livelihoods including agriculture, cattle rearing, non-timber forest produce,Panchayati Raj, Nrega, social development including gender. The trainings wouldbe residential and would be facilitated by thematic experts. The women from eachnhg who are thematic volunteers would come together to form the resource groupon each theme after the training. Resource group refers to a group of women whoare trained, have knowledge and information specific to the theme and areequipped to work on action plan and series of activities related to the specifictheme. They would have received knowledge and information specific to theirtheme and would also engage in activities and action related to their theme.

The panchayati raj resource group of thematic volunteers from nhgs would workon strategies to achieve convergence in the plan of the panchayat and how it canbe implemented to address the vulnerability reduction plan of each panchayat.Similarly, the resource group of women would work together at the level of theoorusamithi and the panchayatsamithi and engage in initiating action and activitywith respect to their specific theme.

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The health resource group would be trained in aspects of health, reproductivehealth, sexual health, maternal health, nutrition, mental health, health care andservices. They would meet regularly at the hamlet level to have discussions on thehealth issues in the hamlet and to initiate series of action and activities to addresshealth issues.

The resource group on education would be trained in the fundamental aspects ofRight to Education, enrolment, retention, infrastructure, quality, inclusiveenvironment and provision of mid-day meals, action and activities to ensureuniversalization of good quality school education. It would also be trained in life-skills and rights for the children and need for continuous mentoring and supportfor them. The resource group would ensure action and activities in building a childtracking mechanism and see that the rights of the children are ensured andinitiate action and protection for children in need of special care and protection.

The resource group on gender would be trained on gender and poverty, gender andvulnerability, gender division of labour and economic empowerment, gender andviolence, patriarchy, stereotyping, empowerment, etc. They would initiate actionand activities with respect to social issues like domestic violence, child marriages,alcoholism, substance abuse, etc.

The resource group on agriculture, cattle rearing and ntfp would be trained innatural methods of farming, enhancement of agricultural production, processing,branding, marketing, growing medicinal plants, social forestry, utilization ofcommon property resources, processing, cattle rearing, training in vetinaryservices for women in cattle rearing, backward- forward linkages, etc.

II Block Resource Centre

The gender resource centre, youth resource centre, child resource centre and legalaid centre would be developed into a full -fledged office with the publication ofquarterly newsletter and dissemination of knowledge and information on policies,rights, schemes and services in the tribal languages and trainings would be heldin oorusamithis declared as the centres of excellence. Visual material would alsobe produced on the rights beginning with 9 documentaries on health and nutritionfor nutritional education centre.

III) Village Enterprises

Capacity Building for oorusamithis in developing micro-enterprises,livelihood

Capacity building would be undertaken for the oorusamithi in book-keeping,financial management, micro-enterprises and livelihood. The endeavor would be to

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develop oorusamithis in micro-enterprise development and build livelihoods. Amodule would be developed to train in micro-enterprise development anddevelopment of business plan to understand the availability of raw material,capital required, skills and expertise, backward and forward linkages, processing,market, value addition, financial management, skills of negotiation, managerialskills, etc. Each enterprise would be mentored and supported at each stage toprotect from market fluctuations and risks created by large market players andforces. Value addition survey would be undertaken and marketing opportunitieswould be identified.

There would be exposure visits to understand the functioning of variousinstitutions and the work undertaken by missions in various thematic areas.Modules would be developed for all thematic training and the training would beheld by both the PMU and the CRPs and thematic experts. The trainings would beresidential to enable ample time and pace for in depth deliberation and dialogue.

Ward- level village enterprises

Forty four ward level village enterprises would be developed. There would berevival of panchakrishi in 300 acres. The focus on building groupenterprises in the wards and the focus would be on cultivation of ragi,chama, tuvar and vegetables. Engaging in panchakrishi would include landdevelopment, irrigation facilities, pond deepening, deepening of wells, pipesand ooze for bringing down water from natural source, soil conservation,check dams, motor facilities, fencing and patrolling. In Kurumba areas,panchakrishi would be undertaken by producer groups comprising of nhgwomen and youth clubs.

Honey collection and processing, packing and marketing would beundertaken by the kurumbapanchayatsamithi.

Pepper and cardamom and coffee would be procured, powdered and sold. In some wards, ginger and turmeric cultivation has been undertaken and

this would be dried, processed, packed and sold. Tuvar processing would be taken by a single ward exclusively. Seed banks would be developed in two wards, one in millets and other in

pulses. Fruit cultivation would be undertaken in the border areas and common

property resources. In the mill managed by Sholayurpanchayatsamithi, processing, packing,

branding, storage, marketing and transportation would be undertaken. Themillets and pulses would be first supplied to the nutritional educationcentres and the remaining would be sold in various other districts especiallyin Thrissurcollectorate. The millets, pulses and vegetables can also besupplied to hostels and schools of Palakad.

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Cow dung and goat shit would be bought by 3 village enterprises, powdered,dried and packaged for sale.

In one ward, tailoring unit would be developed and the garments would besupplied to the hostels and a shop would be set up in the centre of the town.The uniform would be supplied to hostels in Palakad and latter to adjoiningdistricts.

A ward would be enagaged in collection of grass and broom making. Six mobile units called the Pariraksha project would be initiated which

would engage in checking HB, Blood pressure, testing sugar and measuringweight. The health animators would steer the project and they would useautos and scooty to travel from hamlet to hamlet.

Home nursing would be begun by an oorusamithi to extend home nursingservices to the critically ill.

In order to develop a team for managing the business, a six months coursewould be developed for the panchayatsamithi leaders and oorusamithileaders in business management, accountancy, marketing and valueaddition with the support of IRMA. The office would be set up for managingbusiness and providing technical inputs to manage the business.

Some wards would engage in reviving and cultivation of medicinal plants in25 acres. Medicinal plants would be nurtured, watered and sold. Linkageswould be established with Oushadi and other pharmaceuticals for sale ofmedicinal plants.

Jeep would be run in two wards for transportation facilities. The producer groups of traditional healers would conduct camps in bridge

courses and would also set up a centre for healing. A mobile clinic with theservices of gynecologist would be provided.

A unit with pala plates would be developed.

IV Finishing school

Finishing school is an attempt to extend residential facilities and supportiveeducation to youth who have failed in some subjects in their graduation and post-graduation. It is seen that several youth have dropped out of formal education inthe colleges due to lack of inclusiveness and low quality of education in theschools. The finishing school will focus on enhancing the quality of education.

V Cultural centres

Cultural centres would function under the block resource centre. It is an endeavorto channelize the attention of the youth and men to cultural activities andgradually into developmental activities and livelihood enhancement. This is an

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effort to overcome social issues like alcoholism, substance abuse, domesticviolence, etc. It would extend a space to enable men to regain their self-esteem andself-worth and enhance solidarity and reassertion of tribal identity and preservecultural traditions, music and dance rooted in eco-diversity richness andpreservation.

VI VRP for convergence and action

Vulnerability reduction plans would be developed in each thematic areas likenatural resource management, soil conservation, water conservation, landdevelopment for convergence with Mnrega, social forestry and revival andconservation of medicinal plants in convergence with forest department,enhancing quality of education,implementation of right to education act inconvergence with education department, SSA and RMSA and ensuring health inconvergence with health department, National Health Mission, Social Justice andLocal Self –governments. Preparation of vrps would be a continuous process forconvergence with department, schemes and services based on each theme.

VII Modules and Hand –book

Modules and handbook would be submitted with AAP for ratification in Ec. Themodules and handbook would comprise of developing vision and plan for a tribalblock for 10 years.

VIII Funds to the community

93 oorusamithis would be given Rs one lakh as livelihood fund for enhancementof livelihood on the basis of the business plan submitted to the panchayatsamithiand field visit undertaken by the panchayatsamithi.

Bank linkages would be improved by training bankers and grading the nhgs andproviding report to the bankers by the panchayatsamithi as official documentssigned and sealed.

IX) Project Management Unit transferred to block samithi and block samithito be trained in governance and convergence

Communitisation has been undertaken where the project management unit wouldbe transferred to the block samithi. The entire project management work has beenshifted to the block samithi and the block samithi prepares a quarterly plan for 3months and submit utilization certificate after 3 months. A financial manualwould be prepared and there would be quarterly internal audit for the blocksamithi. The oorusamithis would develop a vulnerability reduction plan to besubmitted to other departments and the panchayat for convergence. The blocksamithi would be trained in governance and planning for development and

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utilizing the technical and professionalized service of the PMU in implementingtheir plans.

XI) Process Documentation

Process documentation would be prepared so that the lessons learnt from thenational model can be up scaled. A handbook explaining the entire process wouldbe developed so that the experiences can be shared and up scaled in other parts ofthe country. Modules would be developed for each theme which integrates thesocial, economic and cultural specificities of the tribal area.

XII) Up scaling the work

Cadres would be trained in various themes and non-negotiable so that theirservices can be utilized in other parts of the country. In depth training would beheld of cadres and women in basic non-negotiables and various themes so thatthey are able to conduct trainings in other parts of the country. The training wouldbe conducted based on a module developed for each theme. The themes wouldinclude the non-negotiable, book-keeping, role and relevance of the institutions,gender, health, agriculture, cattle rearing, ntfp, education, health, micro-enterprises, policies, rights, entitlements, schemes and services, MIS andmonitoring, social auditing and evaluation. Attapady Project would extendcapacity building support for kudumbashree work in Tirunelli, Aralam andNilambur.

Plan- 2017 -2018

I Capacity Building Unit Description Amount

aCentres for Excellence

800x 2days x10 x100 x2 +2x 4x2x250 Rsx10

32,40,000 Rs

b Block Resource Centre 25,00,000 25,00,000 Rs

cYouth Resource Centre

8,10,000 +5,40,000 +4,48,0000

58,30,000 Rs

d Child Resource Centre 4,32,0000 +1,080000 54,00000

e Gender Resource Centre 2,40,000 Rs

f Cultural Centre 48,0000 + 25,000 + 20,250 45250Rs

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Total 1,72,55,250

II Fund to thecommunity

Livelihood Funds 93x 100000 Rs 9300000

Community Investmentfund

2,79,90000

Total 3,72,90000Rs

IV Capacity Building

Honoraria

1,617984+ 72,00000 +1,617,984+ 539328 +1,348320+ 3,816000+1,680000 + 3960000

15,299,616 Rs

Grand Total Rs6,48,44,866

Grand Total (Rounded) Rs. 600Lakhs

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Annexure 5

Kudumbashree – National Resource OrganizationState Poverty Eradication Mission

Government of Kerala

Annual Action Plan 2017-18

Submitted to:

National Rural Livelihoods MissionMinistry of Rural Development

Government of India

March 2017

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Introduction

Kudumbashree–State Poverty Eradication Mission, Government of Kerala was identifiedas a National Resource Organization by the National Rural Livelihoods Mission. TheNRLM Empowered Committee, in its meeting on 6th December 2012, approved the three-year plan for setting up the NRO Secretariat in Kudumbashree with adequate humanresources to plan and execute various activities proposed by the NRO. The NROSecretariat in Kudumbashree formally began functioning on 1 May 2013. Permission wasgranted in 2016 to extend the services of NRO for continuing the support to SRLM. Theachievements of Kudumbashree-NRO during the 4-year period from 2012-13 to 2016-17,against the expected outcomes for the 4-year period, can be summarized as follows:

PRI-CBO convergence models developed and State Missions capacitated tomove beyond the pilot stage in 6 States – Achieved in case of Five States,project continuing in one state and initiated in One state.

MEC model developed in 24 intensive districts in 8 States – 17 Districts inSix States have been taken up. One state has completed the pilot, one hasextended the services and project is continuing in rest 3 states except one.

Enterprise mode for training service providers and accounting and auditingservice providers established in 24 intensive districts in 8 States – Nottaken up as demand for the same was not raised by any State so far

Resource Materials on PRI-CBO convergence, Micro Enterprise andMarketing, Social Development Gender self-learning, made available inEnglish, Hindi and other Indian languages – Publications in English doneand translation to other languages initiated

In addition to the above, the Kudumbashree-NRO has delivered on creation ofvarious modules for the specific programmes. The Young Professional Programmehas also helped create a pool of more than 30 Young Professionals well-orientedand trained on various aspects of work of the NRO and the partner-States. Mostof these professionals are now engaged in managing the pilot projects. The pool ofMentors created by Kudumbashree-NRO can serve as Master trainers andMentors, to support in the universalisation of PRI-CBO Convergence as part ofNRLM.

Between January 2013 and now, the Kudumbashree-NRO has entered into partnershipagreements with nine States for supporting pilot projects under two domains:

PRI-CBO Convergence project – building capacities of PRI and the SHG network towork together to achieve common goals

◦ Assam, Jharkhand, Karnataka, Maharashtra, Odisha & Rajasthan Micro Enterprise Consultants (MEC) project – building capacities of local youth to

act as micro enterprise service providers to the SHG network

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◦ Bihar, Gujarat, Jharkhand, Karnataka, Maharashtra & Rajasthan

The partnership with Sikkim and Goa covers supporting the State Rural LivelihoodsMission for strengthening the implementation of NRLM with focus on both domains, in avery specific manner. Partnership with Union territory of Lakshadweep is on the anvil.

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Review of Progress – Targets and Achievements of AAP 2016-17

During 2016-17, Kudumbashree-NRO continued providing support to the Nine StateRural Livelihood Mission with whom work had begun in the previous years. Work in Goaand Tripura commenced during the year. The targets set for the NRO to achieve during2016-17 and the current status of achievements are as follows.

Achievements against planned outcomes – AAP 2016-17 (as of January2017)

Particulars Target AchievementsJan-2017

Number of PRI-CBO Convergence pilots GP completed 200 242

Sharing-learning workshops on Convergence project 1 1

PRI-CBO Convergence Universalisation protocolpublished

1 Planned forMarch 2017

Number of blocks where PRI-CBO Convergenceuniversalized by SRLM with support of Kudumbashree-NRO

25 41

Number of Local Resource Group members trained anddeveloped as Internal Mentors for partner-States

300 221

Entitlement Access Tracking system developed anddeployed in pilot GP

1 Will beundertakenin next AAP

State/ Regional support cells established 3 Could notundertake

Number of focus blocks for MEC Projects 37 46

Number of MEC trained and positioned 800 714

Number of Districts with Enterprise PerformanceTracking System

17 14

MEC training modules compiled and published 1 Planned forMarch ‘17

Impact Assessment of work of Kudumbashree-NRO 1 Will beundertakenin next AAP

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Financial Progress – 2016-17 (as of December 31, 2016)

Parameter Amount (Rs.Lakh)

Total allocation approved for 2016-17 503.14

Funds available till December 2016 1035.39

Utilisation as of December 2016 753.84

% Utilisation as of December 2016 (of available funds) 73%

Estimated Utilisation up to 31st March, 2017 1035.39

Progress update on PRI-CBO Convergence Project

The PRI-CBO Convergence project facilitates the working together of the CommunityBased Organisations (CBO), formed as part of the National Rural Livelihoods Mission(NRLM) with Panchayat Raj Institutions (PRI), to enable access of the poor toentitlements and development schemes, and increasing the quality of their participationin local governance. The support from Kudumbashree NRO is provided to the SRLM on apilot basis to enable them to build their capabilities to scale-up the intervention to theentire State over a period of time.

Local Resource Group (LRG) consisting of locally identified resource persons, trained inaspects of local governance and development schemes provide the anchor role in the PRI-CBO convergence process. The project also provides capacity building support to leadersand members of the community organizations and elected representatives andfunctionaries of the Panchayati Raj Institutions. Experienced community leaders fromKerala function as Mentors in the pilot locations are supporting the LRGs, CBO and thePRI on a regular basis.

PRI-CBO Convergence Projects – Coverage

# State#

Districts

#Block # GP # SHG

#PrimaryFederati

on

#ClusterFederati

on(GPLF)

# LRG

1 Assam 2 2 36 2,720 226 3 209

2 Jharkhand 4 6 29 1,655 211 7 221

3 Karnataka 2 4 40 1,463 110 23 173

4Maharashtra

3 3 58 1,220 91 0 170

5 Odisha 4 4 12 800 79 11 110

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6 Rajasthan 3 3 67 2,029 151 14 354

7 Tripura 1 2 32 534 36 0 165

Total 19 24 274 10694 904 58 1,402

Pilot block-wise status – Resource Groups

# State # Block # ofLRG

# ofInternalMentors

Number ofKS-NROMentors

PotentialInternalMentors

1 Assam 2 209 30 8 612 Jharkhand 6 221 59 20 -3 Karnataka 4 173 0 15 604 Maharashtra 3 170 107 5 -5 Odisha 4 110 25 11 -6 Rajasthan 3 354 0 15 707 Tripura 2 165 0 6 -

Total 24 1,402 221 74* 191*Some of the mentors from existing partner states have been redeployed in Tripura

The PRI-CBO Convergence pilot projects are guided by a Results Framework approved bythe Ministry of Rural Development. The Participatory Assessment of Entitlement (PAE), atool developed by KS-NRO serves as the baseline formation and target setting method forthe project. The Entitlement Access Plan that the CBOs develop will provide the targetsto be achieved by the project. All the Village organizations were also involved indeveloping Gram Panchayat Poverty Reduction Plans (GP2RP)

Key Activities and Current status

Participatory Assessment of Entitlements – The Result Framework for the PRI-CBOConvergence project has been developed to guide the implementation of pilot projects.The result indicators need to have proper baseline information. It involves each SHG, inits regular meeting, identifying members who have already availed of variousentitlements or have not. This is done through use of coloured ribbons and similar props.The reason for both (accessing and not accessing) is discussed in the same meeting andthe process helps each member to identify the issues in their interaction with thegovernance system. The information collected from each SHG is presented to the VO andis compiled at the GP level which forms the GP-level baseline for the Convergence project.The PAE exercise has been completed in Assam, Jharkhand, Karnataka, Maharashtra,Odisha and Rajasthan and the baseline data has been prepared.

Entitlement Access Plan – A format for the entitlement plan has been developed for theVillage Organizations to make their plans and set targets for August and for October,2016. The Entitlement plan will be the action plan of the village organisation for the

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schemes which they will be aiming to achieve in two quarters. A module has also beenprepared for capacitating the VOs to make the entitlement plan for them. The EAPexercise has been completed in Assam, Jharkhand, Karnataka, Maharashtra, Odishaand Rajasthan.

Mobilization for the Gram Sabha – The 02 October Gram Sabha that happened in ourpilot panchayats in 6 states has been well attended by the SHG members and haveshown improvement over the project period. The women have gone in large numbers toattend the Gram Sabha and they have used this opportunity to participate as well as putforth many of their demands. Over the course of the project it has been a greatrealization for the VOs and the LRGs on the importance of attending Gram Sabha andmany a times they have also been successful in getting the panchayats to respond totheir demands. Total attendance by women in the Gram Sabha in 173 GPs for whichreports are available was in excess of 20,000 women, who formed about 66% of the totalattendance in the Gram Sabha.

Gram Panchayat Poverty Reduction Plan (GP2RP) - The Gram Panchayat PovertyReduction Plan has been developed as a comprehensive demand plan for localdevelopment prepared by the self-help groups and their federations in partnership withthe Gram Panchayats. A format for capturing the demand has been developed for thethree tiers of federations and module has been prepared for capacitating the VOs toprepare the plan. The GP2RP exercise has been completed in Assam, Jharkhand,Maharashtra and Odisha and is ongoing in Karnataka and Rajasthan.

Gram Panchayat Development Plan - Kudumbashree NRO has been supporting theGPDP process in its pilot locations. Leaders of SHG network and LRGs have beenincluded in working groups of GPDP and also been engaged in mobilization effortstogether with the panchayats. The GP2RP prepared by the SHG network is also in theprocess of integration with the Gram Panchayat Development Plan.Village Organization Coordination Committee (VOCC) - The major purpose of VOCC isto provide a link between the existing community structures with that of GramPanchayat in locations where a GP level federation does not exist. In locations whereGPLF has been formed, the federation is being strengthened so that engagement withPanchayats can be improved. This is being done across the 6 pilot states.

Gram Panchayat Coordination Committee (GPCC) – To promote and institutionalizeconvergence, Gram Panchayat Coordination Committee is envisaged to be the formalplatform of interaction for the Community Based Organization, Panchayati RajInstitutions and Line Departments. GPCC is being formed in all pilot locations of theConvergence Project and for institutionalization state guidelines are to be framed.

Selection of pool of Internal Mentors - Local Resource Group (LRG) members whoengaged as facilitators of the project activities at the grass root level providinghandholding support to SHG network and PRI representatives have been capacitated onvarious aspects of the project and been continuously mentored by Kudumbashree

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Mentor RPs. After the pilot phase of the project more capable LRG members have beencapacitated and are to be deployed as Internal Mentors or Trainers. Selection of internalmentors has been completed in Assam, Jharkhand, Maharashtra and Odisha.

A National Workshop on Convergence was held in Guwahati from 12th to 15th of July2016 organised jointly by NRLM and Kudumbashree NRO. The workshop aimed atorienting states on various facets of convergence; showcase the experiences ofconvergence practices in pilot locations in Assam where Kudumbashree NRO is working.The workshop had SRLM officials from 9 states visiting blocks where convergence projectis being piloted, interacted with CBO leaders, LRGs and the Panchayat representatives,following which the states prepared comprehensive plans for implementing convergencein their respective states.

Progress update on MEC Project

Enterprises by poor are struck with many issues and challenges which unless supportedwill lead them further into the poverty trap. Focus of MEC project was to create asupport system called Micro Enterprise Consultants at local level that will providerequired handholding support to the micro and nano enterprises initiated by the SHGmembers or family. The youth identified from villages are provided with relevant businessmanagement training as well as handholded by experienced resource persons fromKudumbashree known as Mentor MEC. The MECs are then encouraged to start theirown partnership firms to extend various services to diverse enterprises.

During the present AAP period Bihar MEC project completed the pilot period, Jharkhanddecided to scale up the model into more districts, Karnataka and Maharashtra has beeninto the ME development phase were early rollout of MEC policy seems to be the key tasknow. Scale up has been planned by Maharashtra. Gujarat project has been halted due tothe issues related to MEC groups and their allowance payment by GLPC. Rajasthanbeing the new entrant has clearly demonstrated their ability to learn from the other stateexperiences and move fast. The 1000 odd enterprises developed have been supported byBusiness Plan, financial statements etc by MECs.

MEC Project – Coverage

State Start Districts

Covered

BlocksCovere

d

Numberof MECtrained

Number ofMEC

Groups

Number ofenterprise

ssupported

by theMEC

Mentorsfrom Keralahandholding the MEC

Bihar Jan-2013

2 11 93 9 1068 0

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Jharkhand

Sept-2013

3 9 239 8 1027 6

Karnataka

Sept-2014

3 9 83 9 2042 6

Maharashtra

Oct-2014

3 8 107 8 3100 3

Gujarat May-2015

3 NA 105 NA NA 0

Rajasthan

Nov-2015

3 8 57 7 1128 5

Total 17 45 684 41 8,365 20

Key Activities and Current status

Mobilisation of SHG members for non-farm livelihoods – The work done by theMEC is helping mobilise members of NRLM SHGs to think and act towardsdiversifying their livelihood options in the non-farm sector. The availability of MECsupport is helping overcome fears and challenges related to understanding therisks in investing in a business, forging clear backward and forward linkagesrequired to set up and run the business and in ensuring timely availability ofbusiness performance related information. During 2016-17 financial year morefocus has been given in building the local markets for the SHG entrepreneurs. Theresults of local markets promoted by MECs from states like Karnataka,Maharashtra, Jharkhand and Rajasthan testifies this. Focus on women run café’sfrom states like Jharkhand gave increased confidence to SHG entrepreneurs.Some of the MECs have been part of the Producer Collectives in Jharkhandenabling availability of professionally trained person to support its operations atan affordable level.

Enterprise Performance Tracking System – Arguably, for the first time in thecountry, the MEC Project is paving the way for a strong enterprise PerformanceTracking System (PTS) that will enable entrepreneurs, bankers and projectmanagers to have close to real-time information to track the performance of theenterprises. This will result in stronger business intelligence at the grassroots levelto aid effective business identification, enhance credit-worthiness of the SHGmember with the financial institution and help the State and Union Governmentsto clearly assess the cost-benefit of its investments in promoting non-farmenterprises among the poor. PTS in its paper based format has been rolled out inall the 5 partner states except Gujarat. MECs have been preparing the books ofaccounts and financial statements which they also use to provide frequentconsultation. The software application for PTS developed in association with

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ENABLE NRO has been piloted in Jharkhand. It is expected to roll out the app inother MEC project states during this financial year itself with technical assistancefrom ENABLE NRO.

Community cadre – The trained MEC have emerged as a strong community cadresupporting the SRLM to take up livelihood initiatives in the non-farm sector. Theyhave also emerged as capable community trainers for micro-enterprisedevelopment. The year also saw the cadre for enterprise promotion scaled upacross country under SVEP. States like Jharkhand has already decided to scaleup the model across the state in all districts in a phased manner. States likeMaharashtra has decided to scale up the model to few more districts across thestate in the upcoming period. Kudumbashree-NRO continued to use the services ofMECs trained under the pilot projects in Bihar and Jharkhand as trainers forMEC/SVEP projects in the respective states as well as in Rajasthan. Some of theMECs in Maharashtra has become trainers in SVEP project supporting other PIA.Internal Mentors for the scale up activity has also been identified from the existingcadre in Jharkhand and Maharashtra.

Training modules – The MEC Project has enabled NRLM to create a strong set oftraining modules for building business management skills among less educatedrural women and men. The Training in Enterprise Administration & Management(TEAM) course developed as part of the MEC Project enables application orientedlearning of business management concepts in the local language. MoRD hasdecided to engage KS-NRO to develop the SVEP TEAM training curriculum forwhich the work is underway from TREE society.

Update on SVEP

During 2014-15, Government of India approved the Start-Up Village EntrepreneurshipProgramme (SVEP), based also on the lines of the MEC Project of Kudumbashree NRO.Kudumbashree NRO has been identified as a NRO-PIA under SVEP. Kudumbashree-NROhad entered into partnerships with Bihar, Jharkhand and Rajasthan to support theimplementation of SVEP in the three States. The SVEP DPR for Kerala has been approvedby the NRLM-EC in January 2017.

State # SVEPBlocks

Mentors

Number ofMECs

Number ofEnterprisesPromoted

Bihar 6 7 121 22

Jharkhand

5 5 91 -

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Rajasthan

2 3 42 102

Kerala 2 3 30 59

Total 15 18 284 183

The DPRs has been developed and the implementation has started in all 4 SVEP states.MEC selection has been completed in new blocks and the capacity building trainings areprogressing well. Screening of MECs has been completed in existing MEC project blocks.Different training modules for MEC, CBO system and Entrepreneurs has been developed.Certification process has been suggested under SVEP for different personal involved.NRO has developed certification process for Mentors and MECs and the certificationprocess will be undertaken in coming months.

Update on general Activities of KS-NRO

KS-NRO has been engaged in supporting partner-States and other organisations inunderstanding the Kerala development experience through learning visits. KS-NRO hasalso been developing resources that are of common utility. The status of the same ismentioned below.

Area Key Achievements till January 2017

LearningServices

14 learning visits were facilitated from September 2015 to July 2016.Total of 267 persons from NRO partner-States, NRLM, PRADAN, SouthAfrica, Bill and Melinda Gates Foundation and other organisationsparticipated and benefited from these visits.

2 students from NLSUI Bangalore and IIIT, Delhi interned with KS-NROduring September 2015 to July 2016.

ResourceDevelopment

5 print publications came out between October 2016 and July 2016. Thethemes covered by the publications include the MEC project and PRI-CBO Convergence project, MGNREGS experience in Kerala and tools forparticipatory planning.

6 digital publications came out between October 2015 to April 2016.These digital publications covered good practices in KS-NRO’s pilotlocations in partner-States.

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Annual Action Plan 2017-18

The NRO Secretariat will support continuation of the pilot projects that have beentaken up in the two domains, and also consolidate the lessons learnt in the pastfour years to enable universalisation of the experiences across NRLM and also todevelop tools for achieving Poverty free Gram Panchayats. In SVEP also villagesare the unit of operation. PRI-CBO and Micro Enterprises domain have achievedsignificance considering that in most of the pilot blocks the village organisationsare in place and all our future interventions in these domains will be handholdingthe VO and CLF network to assume positions of responsibility and be the majordriving force for the projects.

During 2017-18, the focus of work of the Kudumbashree-NRO will be in:i. Moving out from an implementing agency to a resource agencyii. Developing Tools for promoting the poverty free panchayats conceptiii. Development of community cadres for enabling universalisationiv. Documentation and dissemination of best practices and impact stories by

creating knowledge repository.

The expected outcomes of Kudumbashree-NRO's work in 2017-18 are thefollowing.

Support in up scaling of the Convergence project

The states will be supported with up scaling the PRI-CBO Convergence project toother blocks. The number of NRO mentors will be reduced and the capabilities ofthe internal mentors will be enhanced. The internal mentors selected from theexisting LRG pool will be deployed as mentors and they will be given periodictraining for their skill development and capability building.

Development of tools for Poverty free Gram Panchayats

NRO will develop tools for model poverty Free Gram panchayats. The tools will bedeveloped on ground with the community where the PRI-CBO Convergenceproject is already taking place with the support of NMMU. NRO will work onachieving 50 model poverty free GPs.

Institutionalisation and capability development of Community Cadre

NRO will invest in developing the capabilities of the Mentors, Local ResourceGroup (LRG) and MEC cadre. Twenty five mentors will be graduated as Field

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Coordinators and the selected LRGs and mentors will be capacitated and will beplaced as mentors in various blocks under the universalisation support.

Completion of existing PRI-CBO Convergence pilots

The ongoing pilots at the Gram Panchayat level in two states will be completedand direct involvement of Kudumbashree in these GPs will be withdrawn duringthe year. The exit conditions are the following:

The three components of the entitlements and convergence accessplanning – PAE, EAP and GP2RP – are completed

The LRG pool has been graded – Internal Mentors and Master Trainersidentified, and continuing LRG members oriented

The GP and the SHG-federation have agreed on working together

Partnership with NIRD & KILA for resource development andcertification

NRO will partner with Resource agencies like NIRD and KILA for resource development andgenerating capacity building modules. Kudumbashree-NRO to enter into agreement with NIRD,Hyderabad to develop certification course for community professionals. As part of the process,Kudumbashree-NRO to also share its knowledge and experience with KILA and NIRD, Hyderabadfor creating a knowledge repository at state and national level institutions.

Roll out of Micro-Enterprise Performance Tracking System applicationin all MEC and SVEP project pilot locations and develop platforms toanalyse the data

Kudumbashree-NRO developed the basic system for Performance Tracking (PTS)which has been tested in Jharkhand, Karnataka, Maharashtra and Rajasthan. Inpartnership with ENABLE-OMPLIS, the Android application for PTS has beendeveloped and tested in Jharkhand. A Maintenance and Customization Contracthas been signed with ENABLE NRO under which the Enterprise-PTS will becomea standard feature of the MEC and SVEP project. It is expected that Enterprise-PTS will form the backbone of the enterprise MIS in the MEC and SVEP Projectpartner-states. As a continuation to the PTS work it is necessary to develop otherinternal systems which can use the data coming from enterprise PTS in initiatingvarious interventions and policies at SRLMs and NRLM levels. This is importantto institutionalise PTS. This will supplement the VE-IT development under SVEPinitiated by NMMU through EDI.

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Table: Targets for Kudumbashree-NRO for 2017-18Particulars Target

Number of PRI-CBO Convergence pilots GP completed 150

Sharing-learning workshops on Convergence project 1

PRI-CBO Convergence Universalisation protocol published 1

Number of blocks where PRI-CBO Convergence universalized bySRLM with support of Kudumbashree-NRO

50

Number of Local Resource Group members trained anddeveloped as Internal Mentors for partner-States

200

Number of Community cadres developed and certified asConvergence community professionals

300

Model Poverty free GPs developed 50

Number of experience sharing documents published 2

Number of documents on good practices published 2

Number of focus blocks for MEC Projects 35

Number of blocks under SVEP 15

Number of MEC trained and positioned 800

Number of Districts with Enterprise Performance TrackingSystem

14

Impact Assessment of work of Kudumbashree-NRO 1

Kudumbashree NRO for SVEP

Kudumbashree has been identified as NRO for supporting the implementation of SVEP.Three States have signed the MOU for initiating implementation. The work hasprogressed in each state. Kerala SVEP DPR was approved only January 2017 and basedon that the related implementation work in Kerala will begin soon. The NRLMEmpowered Committee, in its meeting on 4 February 2016, has approved the fundingpattern for the costs of NRO. NRO will engage 2 professionals and the Mentor CoreGroup (MCG) members from the secretariat support. MCG members will supportprimarily in the capacity building of mentors and MECs in different areas like MECgroup functioning, Business Plan, PTS, in sharing experiences from the innovative andreplicable market development initiatives from Kudumbashree and other partner statesetc.

Budget for 2017-18

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In terms of costs of the NRO Secretariat, a substantial part of the human resource cost ofKudumbashree-NRO will be taken up through providing direct professional services topartner-States. At the same time, there are costs that are indivisible – activities whichare not specific to any one State and hence cannot be charged from any one State.Developing training, planning and monitoring modules, training of personnel for projectmanagement etc, fall in this category. A set of core personnel is needed, to support NRLMand the States in developing programmatic strategies, specific inputs based on demandsfrom the field and management at a higher level. Further the community cadre will alsobe groomed where some of the existing local LRG/MEC cadres will become NRO mentorsand some of the present NRO mentors will be upgraded into Field Coordinators and MCGmembers. This will enable KS-NRO to operate in the scale required to supportuniversalisation of domains. The budget estimated for 2017-18 for the activities of theNRO Secretariat and the expected source of funds is as follows.

Summary of costs and Source of Funds 2017-18

Code Particulars TotalBudget

Source of Funds

NRO-NRLP NRO-SVEP

A.1.1 Technical Assistance to SRLM by NRO

A1a Systems Support 100.00 95.00 5.00

A1b Programme Management & HR 417.52 387.56 29.96

Sub-Total 517.52 482.56 34.96

A.2.2 Strengthening Capacity of NRO

A2a Capacity Building 278.75 268.19 10.56

A2b Research Studies & Resource Materials 87.50 87.50

Sub-Total 366.25 355.69 10.56

Total 883.77 838.25 45.52

Funds already approved by the NRLM-Empowered Committee for SVEP NRO HO Costs isRs.46.62 lakh. Funds requested for approval under the National Rural LivelihoodsProgramme is Rs.45.52 lakh.

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Kudumbashree-NRO – Budget 2017-18 in detail

Code Budget Head Rate QuantityTotal (Rs.

Lakh)

Source of Funds

NRO-Core NRO-SVEP

A1a – Learning Systems, Monitoring & Reporting

A1a1 Finalization of benchmarking methodology, PTS, demonstration etc. 5,00,000 Lump Sum 5.00 5.00

A1a2 State Resource Group for planning and support to Convergence project 10,00,000 Lump Sum 10.00 10.00

A1a3 Sharing-learning workshop 15,00,000 Lump Sum 15.00 15.00

A1a4 Impact Assessment Study 20,00,000 Lump Sum 20.00 20.00

A1a5 Management Development Training for NRO & Kudumbashree personnel 100,000 40 40.00 40.00

A1a6Development of web based MIS system for ME and MEC projects taken upunder NRLM

1,000,000 Lump Sum 10.00 10.00

Sub-Total for Systems 100.00 95.00 5.00

A1b1 – Programme Management - Human Resources

A1b1a Chief Operating Officer 1,320,000 1 13.20 13.20

A1b1b Programme Managers 960,000 2 19.20 19.20

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Lakh)

Source of Funds

NRO-Core NRO-SVEP

A1b1c Thematic Anchors with 4 year’s experience 696,000 3 20.88 13.92 6.96

A1b1d Thematic Anchors with 3 years experience 630,000 3 18.90 12.60 6.30

A1b1e Thematic Anchors with 2 years experience 570,000 4 22.80 22.80

A1b1f Field Coordinators with 4 year experience 696,000 2 13.92 13.92

A1b1g Field Coordinators with 3 year experience 630,000 4 25.20 25.20

A1b1h Field Coordinators with 2 year experience 570,000 13 74.10 74.10

A1b1i Accounts Controller 720,000 1 7.20 7.20

A1b1j Finance and Administration Manager 588,000 1 5.88 5.88

A1b1k Research Analyst 480,000 1 4.80 4.80

A1b1l Accountant 360,000 2 7.20 7.20

A1b1m Administration Assistant 300,000 2 6.00 6.00

A1b1n Office Support staff 120,000 1 1.20 1.20

132


Lakh)

Source of Funds

NRO-Core NRO-SVEP

A1b2 – Programme Management – Other Costs

A1b2a Travel expenses for coordination related out-station travel 845,000 12 101.40 91.26 10.14

A1b2b Other Travel and conveyance expenses 180,000 12 21.60 19.44 2.16

A1b2c Rent for office, Electricity etc. 220,000 12 26.40 23.76 2.64

A1b2d Stationery and Communication Costs 70,000 12 8.40 7.56 0.84

A1b2e Office maintenance and security costs 45,000 12 5.40 4.86 0.54

A1b2f Communication Allowance 32,000 12 3.84 3.46 0.38

A1b2g Field Coordinators costs (@Rs.40000 per month for 25 persons) 1,000,000 12 120.00 120.00

A1b2h Website maintenance and updation 1,000,000 Lump Sum 10.00

Sub-Total for Programme Management 417.52 377.56 29.96

Total for A.1.1 517.52 472.56 34.96

A2a – Capacity Building

133


Lakh)

Source of Funds

NRO-Core NRO-SVEP

A2a1 Language and soft-skills training for Mentor RP and Mentor MEC 18,000 150 27.00 27.00

A2a2 Subject matter training for Mentor RP and Mentor MEC 20,000 150 30.00 30.00

A2a3 Review and Planning events 150,000 12 18.00 18.00

A2a4 Hiring of Expert individuals and agencies for capacity building activities 5,000 400 20.00 20.00

A2a5 State Mentor Core Group (12 persons, 200 days/year; Rs.2000/day) 400,000 12 48.00 37.44 10.56

A2a6 Field Coordinators costs (@Rs.40000 per month for 25 persons) 1,000,000 25 120.00 120.00

A2a7 Capacity Building of District and GP Resource Teams 4,500 350 15.75 15.75

Sub-Total for Capacity Building 278.75 268.19 10.56

A2b – Research Studies & Resource Materials

A2b1 Support of research studies in various intervention areas 1,500,000 Lump Sum 15.00 15.00

A2b2 Multimedia documentation and publication 3,000,000 Lump Sum 30.00 30.00

A2b3 Engaging agency for dissemination of Kudumbashree's best practices 1,000,000 Lump Sum 10.00 10.00

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Lakh)

Source of Funds

NRO-Core NRO-SVEP

A2b4 Development of training and monitoring modules 2,000,000 Lump Sum 20.00 20.00

A2b5 Internship 50,000 15 12.50 12.50

Sub-Total for Research & Resource Development 87.50 87.50 0.00

Total for A.1.2 366.25 355.69 10.56

Grand Total 883.77 838.25 45. 52

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