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Economic Inclusion and the National Rural Livelihoods Mission (NRLM) Jeevika

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First webinar

The Adaptive Social Protection Program in Sahel

2 April 2020 (link to the recording on the chat)

This is the second webinar of the Economic Inclusion Learning Series. The webinar series, organised by the World Bank

Group Social Protection and Jobs, Partnership for Economic Inclusion (PEI), and SPEC, is designed based on peer-to-peer

learning from diverse experiences from countries moving economic inclusion programs to scale.

Economic Inclusion Learning Series

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socialprotection.org presents:

Presenters

Paramveer Singh, World Bank

Shagun Sabarwal, J-PAL

Discussant

Arijit Dutta, Bandhan Konnagar

Moderator

Doris King, Co-Impact


Moderator

Doris King

Co-Impact


Doris is the program manager at Co-Impact, she helps support program partners achieve system change

outcomes, which involves close attention to removing gendered barriers, building winning coalitions, and

strengthening organizational capabilities. She has diverse experience from working internationally across

the business, civic, and intergovernmental sectors. Doris began her career in the commercial sector, as a UK

tax attorney, advising financial institutions and multinational corporations on a wide variety of cross-border,

multi-million dollar transactions. Before joining Co-Impact, she built and co-led a fast growth refugee

assistance community and co-founded a refugee empowerment social enterprise,

supporting predominantly female displaced artisans in leveraging traditional skills to build new

livelihoods. Doris supported governments in building legal and regulatory frameworks and technical

capacity to engage in the tax exchange of information at the World Bank. She also led expert peer reviews to

assess jurisdictions' compliance with international exchange of information standards and contributed to

shaping policy dialogue around its evolution at the OECD /Global Forum.

Presenter

Paramveer Singh

World Bank


Paramveer Singh is a resident consultant at the World Bank for the Bihar Transformative Development

Project "JEEViKA II." He provides technical assistance and support for the implementing agency in

program delivery. In his present role, he leads on-site operations assistance to the Govt. of Bihar for

implementation of the Bihar Transformative Development Project. His core areas of expertise include

Project Management, Financial Inclusion, MIS, and Knowledge Management. Previously, Paramveer was

a project executive for the NRLM program at UNDP and has also worked in the Bihar Rural Livelihoods

Promotion Society and FAO. Paramveer has a postgraduate degree in Rural Management from the

prestigious Institute of Rural Management Anand (IRMA), he brings with him rich operational

experience across a wide range of sectors. He has contributed significantly to policy design,

development of internal evaluation systems, and strengthening knowledge management and MIS

systems projects. He is also a frequent blogger for the World Bank, and he has also co-authored a

learning note series on JEEViKA published in 2017.

Presenter

Shagun Sabarwal

J-PAL


Shagun is the Director of Policy, Training, and Communications, J-PAL South Asia. She leads the

advancement of J-PAL South Asia's partnerships with governments, donors, civil society organizations,

and J-PAL affiliates to establish new research, disseminate policy lessons, and scale up successful social

programs. Shagun is also the Director of the CLEAR South Asia Centre, where she provides strategic and

technical leadership to J-PAL/CLEAR South Asia's capacity building engagements. She works closely with

public, private, and social sector stakeholders to build a strong monitoring and evaluation ecosystem in

South Asia. She is currently a principal investigator for research on the adaptation of the Graduation

approach by governments, and on enhancing frontline health worker motivation and performance in

India. Before joining J-PAL, Shagun was an Evaluation Specialist with 3ie and a Postdoctoral Fellow at

Population Council. Her previous work has included research on maternal and child health, adolescent

health, and intimate partner violence. She completed her doctorate in public health from Harvard

University.

Discussant

Arijit Dutta

Bandhan Konnagar


Arijit is the Executive Director of Bandhan-Konnagar. The organisation undertakes an entire suite of development programs which are aimed at bringing about holistic transformation of the underprivileged community, and enable the targeted households to address their health, education, livelihoods, skill development, financial education issues. The cumulative no. of households, as on March 2020, is 2.5 million, spreading over 12 Indian States. Arijit has over 30 years' experience in providing strategic direction, leadership, and management of large institutions and programs, relationship management with local institutions, private sector stakeholders, donors, and government bodies. His areas of expertise include program design, implementation, evaluation, analysis of policies, institutional strategies in livelihoods, agriculture and allied activities, institutional development, microfinance, and natural resource management. He has worked with cutting edge workers, and, senior and policy level professionals and institutions. He has spearheaded team for raising grants, debt, and equity from various development institutions, multi as well as bilateral donors, private foundations, etc. By qualification, Arijit is having Postgraduate in Agricultural Sciences and alumni of INSEAD School of Business, Fontainebleau and Indian Institute of Management, Ahmedabad. Previously, he worked at BASIX Social Enterprise Group – A New Generation Livelihood Promotion Institution and Intercooperation / Swiss Agency for Development Cooperation.

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JEEViKAHow 10 million women leading change in rural Bihar

A decade of transformation – Experiences in Economic Inclusion

If Bihar were a country – The context

➢ 14th largest in the world in terms of population- 109 million

➢ 110th in the world in terms of area- 96,163 sq.km

➢ 163rd in the world in terms of per capita income

Human Development (2018)

➢ The state has the lowest HDI score among all Indian states

Access to Finance (2015)

➢ Bank branches per 100,000 people in Bihar is 6.2 against a national average of 13.5

Agriculture

➢ 91% of landholdings below 1 acre; subsistence agriculture with low economies of scale

JEEViKA- Objectives

At its core, JEEViKA is a program that-

➢ Builds demand side capacity for effective engagement

➢ Delivers a massive social infrastructure to plug and play, with clear advantage in

▪ Targeting

▪ Delivering customized solutions

▪ Testing and developing scalable solutions

▪ Supporting similar programs

Institutional Architecture- Building Social Capital

Village Organizations (120-200 women)

Cluster Level Federation(4000-7000

women)

SHGs (10-15 women)

10.87 million women in 926,035 SHGs

60,445 primary level federations

1055 secondary level federations

Neighborhood

Village

Cluster/Block

Training, Credit, Savings

Food/Health security, Convergence

Economic ClustersC

A

P

I

T

A

L

Institutional

Platform of SHGs &

federations

Financial Inclusion

Access to formal finance

Financial Literacy

Public Insurance

Help Desks at Banks

Digital Financial services

Diversified Income

Agriculture

Livestock

Non-Farm Enterprises

Skill Dev and Jobs

Market Access

Aggregation

Market Linkage

Cluster Development

Access to Entitlements

PDS run by VO

CSO & CFT -MGNREGA

Social security Pensions

Political participation

Food Security

Food credit line at VO

Kitchen gardens

Nutrition sensitive Ag

Health & Nutrition

Security

Health risk fund

Convergence with local

health institutions

Behavior Change Comm.

Income Enhancement

Vulnerability Reduction

2006

Bihar Rural Livelihoods Project (BRLP)

2018

Bihar Transformative Development Project (BTDP)

2014

JEEViKA scaled up statewide

2012

Launch of NRLM – BRLP designated as IA

2011

BRLP Additional Financing

Investment timeline

USD 67 million

USD 100 million

THE LEARNING PHASE THE SCALE-UP PHASE DEEPENING PHASE

2018

SJY program launched for Ultra Poor Graduation

USD 120 million

USD 290 million

The World Bank has invested over USD 500 million to establish this massive institutional network.

In 2007-2009

59 villages 70, 000 familiesLess than 20 crores in Bank credit5000+ Farmers reached

JEEViKA today is an ecosystem of

10 million+ households 44,000 villages2 million small farmers 1.2 million small enterprises900,000+ strong institutions120,000 community professionals6000+ professional staffs30+ development partnersINR 3500 Cr (USD 500 million) annual credit

Block Mission Implementation Unitsa Team consisting of Block Mission Head, Area Coordinators, and

Community Coordinators

District Mission Coordination UnitDistrict Mission Head supported with specialist

State Mission Management UnitMission Director supported by thematic experts' support staffs

Cadre of Community Resource Persons,

Book Keepers and Community Mobilisers

Dedicated Society for Mission General Body and Executive Committee

JEEViKA- Implementation Architecture

YOU

NG

PR

OFE

SSIO

NA

LS

JEEViKA- Results

➢ Inclusive Mobilization- ‘Poorest First’

mobilization strategy- More than 80% of Bihar’s

poorest households are linked with JEEViKA

➢ $ 1.7 billion leveraged from Banks; JEEViKA’s

leveraging ratio 5 times higher than the state

BIHAR: For every $ 1 deposit---- $ 0.45 credit

JEEViKA: For every $ 1 deposit----$ 2.6 credit

➢ Strengthening extension systems on ground-

4200 best practicing farmers working as Village

Resource Persons (VRPs)

JEEViKA- Results

➢ More than 1.2 million farmers reached with improved farming practices

➢ 400,000 rural households benefited under Dairy, Poultry and Enterprises

➢ JEEViKA promoted FPOs have a combined turnover of INR 52 Crores (USD 8 million)

➢ By 2021, Muzaffarpur to have a 1500 MT honey cluster managed by SHG women

By 2023; JEEViKA FPOs expected to reach annual turnover of USD 100 million

JEEViKA- Digital Finance & Insurance

➢ In 2019, JEEViKA facilitated insurance of 2.2million women members under publicinsurance program (85% of all enrolments inthe state

➢ 600+ women BC agents are working asBank Sakhis, supporting monthlytransactions of USD 20 million

➢ Digital finance and doorstep banking isbeing leveraged

➢To generate new jobs

➢Streamline group financial transactions

➢Build enterprise transaction history forhigher financing

JEEViKA- the Enterprise Agenda

➢ 18 Rural Retail Marts to

support small-trade shops,

functioning as community owned

wholesale hub

➢ USD 20 million honey cluster

developed, 12,500 women bee-

keepers involved

➢ ‘Didi Ki Rasoi’- Community

owned catering brand launched-

Govt. policy to promote women

run cafeteria in all public

hospitals

➢ Shilpgram- Bihar’s first large

scale women owned company

focused on Arts and Crafts

JEEViKA- What makes it tick?

➢ Federation- Harnessing the power of collectives across sectors and issues.

➢ Saturation- Self-selection and scaled execution across thematic initiatives

➢ Localization- A massive workforce of 120,000+ community professionals, serving

communities; on a tapered payment basis

➢ Professionalization- Forward looking HR policies and performance management

systems

➢ Collaboration- Technical assistance partners across themes; BMGF, DFID, SIDBI,

NABARD, Co-IMPACT, PRADAN, AKF, AKRSP, NDS, NCDEX

JEEViKA- SJY program

➢A unique program of Government of Bihar aimed

at addressing the ultra poor households.

➢ JEEViKA designated as the design and

implementation agency; Built on Ultra Poor

Graduation approach of BRAC and lessons from

ongoing pilot

➢ Budgetary outlay of USD 115 Million, focusing

on bringing the poorest 100,000 households

permanently out of poverty.

➢Key partners include J-PAL, PEI and Bandhan

Konnagar Foundation

Customizing the Graduation Template

How JEEViKA reached 70,000

ultra-poor households in 18

months

• 100s of mobile women CRP

teams

• VOs are primary endorsers of list

of identified HHs

Participatory

Identification of

Ultra Poor

• VOs involved in gap financing

• VO procurement committee

support asset purchase

• .VOs are stakeholder institutions in

monitoring technical services

• Building in sustainability and

peer support

01

Micro-planning and

Asset Transfer

02

Enterprise

Development

Training

03

Savings and

Monitoring

04

Integration into SHGs05

• VOs to monitor health of asset,

graduation progress

JEEViKA- SJY program- 18 months in

➢ 70,000+ Ultra Poor households endorsed under

the program

➢ More than 34,000 households have received

productive assets

➢ Nearly 1200 Master Resource Persons deployed

to provide intensive support to these households

➢ 6 enterprise clusters identified for development

➢ Tripartite TA partnership with Bandhan and J-

PAL.

➢ 40 Young Professionals and 100+ Block level

resource persons engaged

Fighting COVID-19 pandemic

State

wide

survey

120,000+ community professionals driving awareness and outreach campaign digitally

Reaching the last mile – Outreach

Community

Outreach

JEEViKA facilitating statewide survey to identify vulnerable HHs not having ration cards

36000

17000 Village Federations undertake collective procurement

of food grains-

Food Security for nearly 1 million Households using special credit

product

Social Protection – Leveraging scale

17000

36000+ Ultra Poor Households supported with Rs.2000/HH direct cash handover from VOs

2.4 million masks produced by

JEEViKA women groups

75%

20%

5%

APP USE BASEDON GENDER

JEEViKA- Fighting COVID-19

Loan Moratorium for SHGs

Working Capital for FPOs

Federation level capital for

community kitchen and food security

Digital Banking Touchpoints have seen

doubled transaction volumes

JEEViKA SHG members running professional

cafetaria in public hospitals

106 Custom Hiring Centers managed by VOs

providing crucial Ag services

Supporting Government Scale-ups

of the Graduation Approach

Shagun Sabarwal, Director of Policy, Training and Communications, J-PAL South Asia at IFMR

14th May 2020

31

Mainstream support is not enough to reach the poorest

Ultra-Poor Graduation

Programme(for 5-7 poorest households in a village)

DestituteExtreme

Poor

Moderate

Poor

Vulnerable

Non-PoorNon-Poor Wealthy

Microfinance and Livelihood

Development ProgrammesSocial Protection

Programmes

32

Extreme Poverty Persists, and a Big-Push is Needed

India Odisha

69.4 Lakh(3.9% of total households)

4.58 Lakh(5.3% of totalhouseholds)

SECC 2011 District-Wise Data Map: Deprivation

Indicator D3: Women-headed households in

deprivation with no adult male member.

Ultra-poor households lack capital, skills and confidence; are engaged in insecure occupations;

unable to meet their basic consumption needs; and are vulnerable to shocks and remain

trapped in poverty

Socio Economic Caste

Census (SECC, 2011)

Deprivation Data:Women-headed households in-

deprivation, and without any

adult male member

Source: Socio Economic Caste Census 2011: http://secc.gov.in/welcome

http://secc.gov.in/welcome

Graduation Approach Implementation Steps

7

1. Participatory identification (social mapping,

wealth ranking, household visit)

2. Transfer of asset-grant

3. Enterprise skills training

4. Temporary consumption allowance

5. Savings encouragement

6. Weekly mentoring (18 months)

7. Health and education information1. 2.

6.3. 5. 7.

8

A big-push approach, over 24 months, to graduate

out of extreme poverty

Source: BRAC: The Borgen Project

Ultra-Poor

Sustainable Livelihoods

Evidence of impact from evaluations in seven countries

0

10

20

30

40

50

60

70

80

90

100

Comparison group

Programme Participants

India

BangladeshPakistan

EthiopiaGhana

Peru

Honduras

Consumption gains (Murshidabad 2007-15)

compared with those who did not get the

programme:

Program completion

1 year later 5.5 years later

25% 20% 46%

15

Graduation participants reported: working, earning, and eating more than the comparison group

36

Cost-effectiveness in India, and other countries

BENEFITS 4.33x costs (across

four years)

32% trained

staff and

mentoring

6% field branch

set-up and

operations

62% asset

distribution and

consumption

allowance

Cost Return

Benefits were

measured as

4.33x the costs

over four years

(2007-11)

Programme costs breakdown Rs.30,000 per beneficiary over 24 months

CountryCost per

household (USD)

Return on

Investment

Honduras 1,335 -198%

Ghana 1,777 133%

Peru 2,604 190%

Pakistan 864 179%

Ethiopia 884 260%

India 330 433%

Bangladesh 436 540%

Cost-effectivenessFor graduation programmes rigorously evaluated

J-PAL SA | TAKING RESEARCH TO SCALE, TUP

37

Government Engagements for Scale-up

Bihar (2014-ongoing)

• 2,550 Hhs Bhagalpur pilot

(USAID funded, completed)

• 2,000 households pilot

• 100,000 households scale-up

over three years.

• Process evaluation ongoing

Rajasthan (2016-18)

• 1,000 Hhs pilot

(completed)

• Jhalawar District

Jharkhand (2017-current)

• 2,000 Hhs pilot

(completed)

• 5,000 households (with

funding support from

IFAD, started in 2019)

Odisha (2014-current)

• 1,800 Hhs Kendrapada pilot

(USAID funded, competed)

• 10,000 households scale-up

(proposed)

38

Satat Jeevikoparjan Yojana: 100,000 ultra-poor families in Bihar

2014: Policy pilot

Bhagalput, 2,500 Hhs

2015: TUP Science Paper

released

2016: TUP Outreach,

dissemination, long-

term effects paper

2017: Pilot govt-model,

2,000 Hhs

2018: Announcement of

govt scale-up

2019: Co-Impact Grant

for systems change $5m

2020: 70,000 Hhs

engaged with SJY

Bihar Government Cabinet

announcement, Apr 2018

Understanding context in field

Jan 2017

Pilot Study for 2,000 Hhs

Jun 2017

Review of operations,

Mar 2018

Data WorkshopSep 2018

MoU for Co-Impact Grant, Jun 2019

Thank you

Please visit our website

www.povertyactionlab.org/southasia

Follow us on Twitter @JPAL_SA

https://www.povertyactionlab.org/south-asia/

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