annual report 10 edited - idpmsidpms.org/files/home/annual report 2008-09.pdf · annual report...

Annual Report –March 2010 - iDpms

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Annual Report April 2009 to March 2010

Organization Overview: IDPMS has continued various initiatives started during 2008-2009. During this year, IDPMS received support from international agencies for the transparency and accountability projects executed under Project- DARPANA. Study on Absenteeism among doctors and support staff in Primary Health Care centers was successfully completed. In addition to this, Budget Tracking and Advocacy project on drug supply to PHCs supported by IBP has made good progress. Establishing and

consolidating community based micro finance cooperatives –MANINI has continued; so also the Social Enterprise project of distribution of LED lamps for rural and urban consumers. Both these projects are implemented from the own sources of IDPMS. The performance during the year, the issues addressed and challenges faced are narrated below. I. Governance – Project DARPANA Transparency and Accountability

During the year, IDPMS was awarded a research project through an international bidding process from Results for Development (R4D) for conducting a field based research study to estimate absenteeism among doctors and medical support staff in PHCs in Karnataka. IDPMS conducted studies in30 PHCs in three districts selected randomly. This diagnostic study would indicate the situation likely to be in other districts. The study included four unannounced visits to the selected PHCs and face- to- face interactions with available staff, Focus Group Discussions with staff members, users and Arogya Raksha Samiti (ARS) members (formed under NRHM programme). Besides records available at the PHCs like the attendance and movement registers were studied. The staff population of PHCs was 173, consisting of 46 doctors, 17 male nurses, 57 female nurses, 24 pharmacists and 29 laboratory technicians. Out of this, 158 staff members were interviewed.

Key findings

At the time of the unannounced visits, 11.6% of staff members were absent one

time, 35.3% were absent two times, 16.8% of staff were absent three times and

20.8% of the staff were absent on all the four occasions.

• Absenteeism was common across all staff categories. Among the absentees, 50% of the pharmacists were absent twice, followed by doctors- 41.3%, laboratory technicians -37.9%, male nurse-35.3% and female nurse-22.8%.


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• It was more during the beginning of the week (Monday- 65%) as compared to middle of the week (Thursday-51%).

• Absenteeism was more the in backward district Bidar (64%) as compared to Shimoga (44%)

• Absenteeism was significantly more (69%) in the morning as compared to the

afternoon (38%). Since most of the staff members travelled from outstations, either they were absent or came late to the PHCs. Once they arrived, they continued to stay for the afternoon session as well.

• There is no significant difference between male and female doctors and staff, with respect to absenteeism rate.

• Out of 158 staff members who were interviewed, 41 reported that they stayed in official quarters. The study revealed that place of residence does not influence absenteeism.

• This study has shown that there is no link between age and absenteeism. Similarly, there is no link between length of service and absenteeism.

• The consequences of absenteeism were manifold. Many of them - 47% said

they suffered from work pressure, followed by deterioration in quality of treatment and, negligence. With regard to supervision from superior officers, the study reveals that on majority of the occasions, memos were issued, salaries were withheld and the matter was referred to higher officers. It was interesting to note that this response was from doctors regarding their subordinate staff. It was not clear from the doctors as to whether they were subjected to frequent inspections and monitoring.

• Arogya Raksha Samiti, formed under the NRHM programme, is mandated to monitor the functioning of PHCs and manage the untied funds. But in the last two years, not even once they had discussed the issue of absenteeism. They said that no action was taken against staff members who were repeatedly absent.

• There were consequences due to absenteeism. There was wastage of resources and quality of service was hampered. With a conservative estimate, and assuming that doctors and other staff only attended to patients without doing other administrative and extension works, the annual wastage per staff was 117,000 Indian rupees.

Procurement and Distribution of Drugs to PHCs

Another project which was under discussion in 2008 materialized successfully. Though this study is similar to the one IDPMS did in the previous year, this study gives more importance to conduct evidenced based advocacy based on the


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research findings. The project also aims to do institution building. Several workshops were conducted for the selected NGOs from India and IDPMS staff participated in them. The project is under progress and some of the details are given below.

The study is done in two districts namely Gadag and Bellary. Two PHCs from each district are selected. Field research Assistants are recruited and posted in the districts. Initial data collection from the field is in progress. Drug procurement and distribution data has to be collected from Karnataka State Warehousing and Drug Logistics Society.

Overview of NREGA (MGREGA) programmes in Karnataka

This consultancy assignment on ‘Planning and Implementation of NREGA in Karnataka’. given by National Institute for Rural Development (NIRD), Hyderabad was completed and submitted. Brief description of the study-

The study was conducted in three districts namely Hassan,

Raichur and Gulbarga. Two districts viz. Raichur, Gulbarga which belong to the most backward districts in the state were from the first phase NREGA while Hassan district which is relatively forward is included under NREGA during the second phase. From each of the three districts, two

taluks (blocks) were selected in consultation with district officials of the respective ZP. Selections of the blocks are mainly done considering the NREGA work progress as well as the distance of the block from the district headquarters. From each of these six taluks, one Gram Panchayat was selected as per the choice of the programme officers of the concerned Taluk. Information was collected from laboures who worked in NREGA, farmers in that area and the officials and elected representatives at District, Taluk and Panchayat level through structured questionnaire. The study focused on the awareness about the various entitlement of NREGA among the villagers like job card, wages, types of works etc, impact of the works taken under NREGA etc.

NREGA is just not about income and employment generation. Apart from providing wages for the work done, it is intended to several other indirect benefits to the workers and community like arresting or minimizing distress migration, using the potential of underemployed men and women who are unskilled, asset creation in the village and above all ecological regeneration of the villages. NREGA has also huge potential of reviving the economy of Indian villages if it is properly implemented. By this, it is envisaged to have land development, regenerating the water bodies, recharging the ground water and finally the water available for both consumption and productive purposes.


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Key findings of the study-

(i)Awareness :

Except for the knowledge about 100 days guaranteed employment, awareness about remaining entitlements is very low across all the three districts. Awareness about entitlements like extra wages to be paid if the work is given beyond 5kms, is nil among workers. Awareness about the social audit and village monitoring committee is not sufficient. In some places officials themselves are not having a clear idea about how to go about the social audits nor have they conducted social audits / facilitated to conduct. There is a need for the training in this regard.

In all the Grama Panchayts visited, REGS information is displayed on the walls. But workers knowledge about them is poor which could be partly due to illiteracy. Also about 50% of them interviewed are women who are generally not so much mobile where they might not have come to GP. In such cases, innovative methods to reach these target audiences are though apart from the display on the walls of panchayats.

(ii)Registration and issue of Job cards

Some of them, who really wanted the job, neither know that they had to apply and get their job nor local officials told them. Awareness about seeking employment is poor. Employment in most of the villages is supply driven rather than demand driven

There is a need to have a separate intensive awareness campaigns with innovative methods like street play, attractive awareness materials, film show etc may be needed such that message remain with the people.

During the visit, in few cases it is noticed that, single members’ name appeared in two job cards For example: If mother-in-law and husband are having separate job cards, daughter in law’s name appear in both the cards. There is a need to conduct a separate fresh survey to update new people who are not included as well as eliminate duplication. There is also a need to make a separate list of people/families that regularly go on migration to faraway places and also special focus is needed to bring them into REGS fold.

(iii) Capacity Building-

Many times, workers do not have clarity on how much wages they are entitled for certain number of days’ work. The amount mentioned in the pass book and what they say does not match. Clarity about measurement of piece work is needed for both workers and officials. This will bring mutual trust and respect among the workers and officials and people are empowered to join these works for the betterment of their village.

Repeated training for all the elected representatives and concerned officials are needed for them to execute the work effectively.


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(iv) Implementation Process:-

Even though, excellent work is being done in many cases, it is more seen as asset creation/target reaching/ etc. In the bargain, social empowerment is being slightly sidelined. In this process, involving people who are in dire need of employment is ignored.

One of the discouraging factors for some of the deserving people opting out of NREGS is delayed payment. Speedy mechanisms like use of IT in measurement may be thought of. Also, it should be seen that there are enough number of staff to make measurement and certify the works.

Many times stringent rules will hamper the progress of the work. For example, in case of forest nursery, by the time they get trained in various aspects of the nursery management, their period of 100 days would be over. To get another batch and train they would require time and effort. Moreover, women who are very nearby to the nursery site would be ideal. Depending on the need and appropriateness, the 100 days’ duration may be relaxed.

(v)Transparency Measures

Both elected representatives and officials need to be thorough with the process of social audits and VMCs. Also these social audit needs to be conducted regularly involving all the stake holders.

II. Livelihood Programmes

MANINI

Mahila Nirantara Nidhi-MANINI is a community based micro finance programme promoted by IDPMS. At present MANINI is promoted in two districts of Karnataka

namely Bellary and Gadag. Through this programme, women are trained to run the MANINI cooperatives. They are taught about the rules and regulations as per Karnataka Souharda Act and also maintenance of accounts. Women started one MANINI Cooperative at Kottur in Bellary district and one at Bellatti (Laxmeswar) in Gadag district. While the MANINI at Bellatti (Gadag) has stepped

into third year of operation MANINI at Kottur stepped into second year of operations. The other cooperative at Laxmeswar is yet to get its registration.

Progress made so far by the two cooperatives is given below.


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MANINI Cooperative financial statement

Particulars 2010 2009

Bellatti Gadag

Kottur Bellary

Bellatti Gadag

Kottur Bellary

Membership 584 466 647 680

Share Capital 1,31,300 1,34,800 1,43,885 1,36,000

Savings 79,295 1,96,903 91,220 2,29,151

Loan paid 2,76,821 3,55,415 3,75,894 7,53,978

Loan recovery 1,33,667 1,99,200 1,76,821 3,98,885

Surplus 21,626 19,322 9,206 9,313

Bank Balance 52,383 2,610 67,490 17,837

The progress could have been better if both the cooperatives had financial support. Both of them have operated using their own financial resources. In order to reach scale and size, MANINI has plans to build the institution and employ professional persons. Besides they have plans to approach NABARD for financial support. However they have received training inputs from expert resource persons and also from the Karnataka Souharda Cooperative Union.

Traning programmes conducted

Two training programmes were conducted for MANINI board

members on organization development and Souharda rules

and regulations, records maintenance, basics of accounting

procedure, etc., during the month of May and June 2009.

The training was conducted by our resource persons and

also support from Karnataka State Souharda Federal

Cooperative.

Aggressive marketing and outreach by several micro finance organizations both from within the state and outside has continued. As a consequence, some of our SHG members have taken loan from them as they were not able to get the required loan amount from MANINI especially in Gadag. Some of the women who had taken loans shared their experience with the MANINI Board members. They felt the pressure for repayment was always there and it brought many a times disquieting moments in their families. Some of them have decided to stop their business with those MFIs and come back to MANINI. MANINI have started village outreach activities to bring awareness among the members.

As IDPMS intends to promote community owned model, irrespective of spread and growth, women will learn to save and lend their funds under a legal organisation which they own and govern.

In the coming year IDPMS intends to have series of capacity building programmes with the support of the Souharda Sahakari Union and also build a MIS for better functioning


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Presently IDPMS has SHG records as follows: Self-Help Groups:

District No.of Groups

Gadag 407

Bellary 404

Chamarajanagar 174

Total 985

There has been a marginal decrease in the number groups covered as compared to the previous year. As mentioned earlier, due to competition among micro finance institutions and other interventions in rural lending, self help groups tend to be members in different groups and avail loan from more than one source. Approximately 12000 rural families have been covered by these SHGs. The cumulative savings of all groups together exceeds Rs 186 lakhs. From this amount

individual loans, totaling more than Rs 121 lakhs, have been advanced to members. Besides, SHGs have accessed loans from banks totaling Rs 87.50 lakhs. Of these, 70 % is for consumption purposes and the remaining 30 % is for enterprise activities. The rate of recovery is more than 95%. It is proposed to bring them under the MANINI cooperatives

Cluster Development Programme

Under the ‘aarambh project IDPMS has established a rural artisan cluster. In order to have scale and size in operation, it was proposed to establish a producer company under the Companies Act. This was suggested by NABARD. They had also promised to provide financial support. After discussing with chartered accountants who have experience in establishing such companies, this proposal has been dropped as the Act has various limitations. They suggested forming a private limited company which has scope to receive external investment and borrow from financial institutions. Several enquiries have been received for supply of fibre as well as finished products. In the absence of a proper institutional mechanism and working capital support, progress has not been possible in this front.

Energy-Community based LED Home Lighting programme: Project-BELAKU As a social enterprise initiative, IDPMS started a pilot project in Bellary district for

community based distribution and maintenance of various energy solutions. Besides IDPMS

has been informally marketing these alternate lighting systems in urban areas through

informal channels, mostly on word of mouth. Though it received good responses across all

the customers, to launch it on a business model it requires both human and capital

investment.


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III. Government-supported Projects: SUJALA Watershed Project-Savanur, Haveri District: This project has addressed the issues of promoting effective ownership through community involvement in planning the project activities, developing methods for voluntary contribution by beneficiaries, managing and maintaining their assets in the long term.

Social mobilization and group formation effort was done by IDPMS. During the period IDPMS covered several activities like; creating awareness about the project and its key objectives, development and conservation of natural resources among the village community, organizing community into Area Groups, Vulnerable families(SHGs), Sujala watershed sanghas through proper processes, capacity building through training, exposure and regular interactions, development of micro-watershed plans, assisting EC in implementation, carry out PRA to understand village dynamics, identifying sujala target groups, identifying entry point activity using PRA, CBO related documentation. This project has completed successfully during 2009.

Income Generation Activities / Microenterprise project under SUJALA Water

Project, Govt.,of Karnataka-World Bank-aided

IDPMS was selected as specialist agency to implement

Income Generation Activities in Madhugiri taluk, Tumkur

District. IDPMS contributed significantly with the

participation of people, especially women and socio-

economically vulnerable groups. A special emphasis was

given for building the capacity of the participating

community to take responsibility for maintaining the assets generated under this

project. The value of the assignment was Rs 4.6 millions. About 1000 persons were

been covered under this programme through capacity

building programmes for income generation activities. Of

these, about 300 persons went through a skill-based

enterprise development programme. A few new types of

activities were introduced. Trained persons were linked

to the local banks for financial assistance. The trained

persons from 83 Self Help Groups got loan assistance of

Rs.7.5 million. An equal amount of revolving fund was

provided to the beneficiaries. The project ended in March 2010.


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IV. Meetings & Workshops attended by IDPMS staff Internal Budget Partnership IBP has supported tracking of drug supply to PHCs and related advocacy strategies. It encourages exchange programmes and learning and experience sharing workshops. Staff of IDPMS attended two such workshops.

1. Ms.Sudha Bhat has attended the training on IBP-CEGAA-FUNDAR Health and

Budget's course at Kumarakom Lake Resort, Kochi, Kerala from 20th to 30th

July 2009 organized by International Budget Partnership (IBP)

2. Ms.Sudha Bhat and Mr.Badami Raghavesh attended Partners Meeting hosted

by International Budget Partnership (IBP) on Budget and Expenditure

Tracking workshop from 14th-18th December 2009 at Mumbai.

3. Ms.Sudha Bhat attended exchange workshop hosted by Procurement Watch, and the International Budget Partnership (IBP) at Manila, Philippines from March 1st-6th 2010.

Results for Development (R4D) As part of its evidence based field research and advocacy studies, R4D organized two workshops during the course of the project time frame; One in the beginning and the other after the completion of field study. Two such workshops were conducted by R4D during this year.

4. Mr.Sadananda initial project workshop conducted by R4D before the starting of absenteeism research study, at New Delhi in the month of July 2009. After the completion of the study and for presentation of the results R4D conducted Peer Review Workshop at Washington DC from 23rd to 26th March 2010. Ms.S.Sadananda attended the workshop and presented the report and also sat as a reviewer for two other reports.

Workshop conducted by NABARD

Due to our association with NABARD for development artisan clusters and district

rural industries studies, IDPMS is being invited time and again from NABARD and

other development organizations.

5. Ms.Geetha attended the workshop on cluster development organized by NABARD from 3rd to 5th March 2010 at Alappuzha, Kerala for promoting cluster development through bank credit.


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Board Meetings of Sakhi Samuday Kosh(SSK)

SSK is a Solapur based micro finance orgnaisation promoted as a section 25 company under the Companies Act, by Swayam Shikhnan Prayog a Mumbai based NGO.

6. Mr.Sadananda has been on the Board of SSK as a non executive director. He

has attended couple of SSK Board meetings during 2009-10.

CBPS- Looking ahead after 10 years.

CBPS conducted a three day seminar during 17-20 November 2009 to review its work done during the last one decade. Several Sessions were held. Most of them concentrated on issues related to Decentralisation, Local data base for local planning and delivery of public services like health and education.

7. Mr.S.Sadananda, Dr Badami Raghavesh and Mr. Raviprakahs Mayya attended the seminar and actively participated in the deliberations.

V. IDPMS team

There are no additions to the existing staff both at the Bangalore office as well as

at the field office.

VI. Abridged Financial Statement for 2009-2010 Balance sheet as on 31st March 2010 Amount in Rs.


Sources of funds Advances 5,65,530.00 --

Reserves & Surplus 24,35,134.84 39,47,332.84

Current Liabilities -- 4,700.00

Total 30,00,664.84 39,52,032.84

Application of funds Fixed assets 64,500.00 54,570.00

Current Assets 6,55,000.00 6,79,500.00

Cash and bank balances 22,81,164.84 32,17,962.84

Total 30,00,664.84 39,52,032.84


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Income and Expenditure as on 31st March 2010 Amount in Rs.

VII. Source & application of funds


Income Self generation 3,62,371.00 2,09,449

Program 49,67,140.92 36,00,150

Bank interest 31,779.00 65,424

Excess expenditure 94,551.00 2,96,356

Total 5,45,5841.92 41,71,379

Expenditure

Program 5,26,1749.92 40,36,904

Office cost 1,81,200.00 1,24,545

Depreciation 12,892.00 9,930

Total 54,55,841.92 41,71,379

IBP

24%

R4D

34%Consultancy

21%

ILCU-MANINI

10%

GoK

5%

Corporate

sales

3%Admn

3%

Application

IBP

27%

R4D

35%

Consultancy

19%

ILCU-MANINI

10%

GoK

4%

Corporate

sales

5%

Sources


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The Governing Council acknowledges the funding and technical support received from Results for Development, International Budget Partners for its Governance and Advocacy Projects. IDPMS wishes to acknowledge the technical and financial support received from Centre for Budget and Policy Studies for the Governance and Advocacy Projects. Besides CBPS has been inviting IDPMS for workshops and internal discussions conducted by them with regard to local budgets and governance issues. IDPMS wishes to place on record this collaborative effort which helps in institution building. IDPMS also acknowledges the support received from Government of Karnataka for the income generation project under the SUJALA

watershed project. To a small extent corporate have also supported IDPMS WE also thank them

VIII. Way forward

It is gratifying to say that IDPMS has consolidated the initiatives started during the previous year on addressing on issue concerning transparency and accountability especially in delivery of public services. IDPMS has gained experience and insights with regard to delivery of primary health services in rural parts of Karnataka. However, in order to influence the policy makers, it is necessary to use the field research outcomes as evidences and conduct appropriate advocacy activities. IDPMS intends to focus on developing expertise in communication and advocacy within the organization. IDPMS has initiated discussions with competent resource persons and also with national and international organizations. IDPMS intends to publish advocacy materials during the next financial year which can be used as a tool for building the users of public services as well as service delivery organizations and policy makers. However, efforts will be made to conduct studies in transparency and accountability issues in other sectors like primary education and supply of drinking water.

Another area of focus is the Social enterprise sector. From its past experience on promotion of livelihood activities, IDPMS during the recent years has gained experience in promotion of social enterprises which are gaining popularity and relevance in the changing political and economic scenario around the globe. IDPMS has made a few initial attempts in delivery of public services and also in the area of climate change. IDPMS feels this could be another area of concentration and future growth. Of course these ventures need suitable institutional frame work

under the existing laws of the country. Equally important is to garner financial support as size and scale matters. IDPMS intends to focus on this sector during the coming years.

As a field based organization, IDPMS will continue to expand its field activities in respect of forming community collectives and develop them as main actors in growth and development.

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