National Rural Livelihoods Mission Aajeevika

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National Rural Livelihoods Mission Aajeevika
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Restructuring of SGSY

• SGSY restructured as NRLM for the following
  reasons
• Shortcomings experienced during implementation
  of SGSY
• Large scale initiatives of some states A.P,
  Kerala, Bihar, TN and experiences of N.G.Os
• Steering Committee constituted by the Planning
  Commission for the 11th Plan 2007
• Recommendations of Prof. Radhakrishna Committee

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Key lessons from Experiences

• Even the poorest family can come out of abject
  poverty , in 6 - 8 years provided
• They are organized, build and nurture own
  institutions, and, provided continuous
  handholding support
• able to access thrift and credit in repeat
  doses, for meeting varied priority requirements.
  
• External finance of Rs. 1.0 lakh per family
  required

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NRLM

• Goal
• Poverty elimination through social mobilization,
  institution building, financial inclusion and a
  portfolio of sustainable livelihoods.
• VISION
• Each poor family should have annual income of at
  least Rs.50,000 per annum
• Task
• To reach out to 7.0 crore rural poor households
  and stay engaged with them till they come out of
  abject poverty

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N.R.L.M - SOCIAL MOBILISATION

• Organising the poor, Inclusion of the poorest,
• Institutions of poor and their social capital
  drive all project initiatives
• Scaling up by community best practitioners
• Dedicated, professional, sensitive and
  accountable support structure to initiate the
  process
• Process intensive hence phased approach

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N.R.L.M - financial inclusion

• Financial inclusion at affordable cost holds the
  key
• Access to credit key to coming out of poverty.
• A minimum of Rs.1 lakh per family required, in
  several doses over a period of 5 6 years. Of
  this 90 has to come from financial institutions.
• This is the biggest constraint as bank linkages
  not happening in most of the states

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Strengthening Existing Livelihoods

• Critical livelihoods are agriculture, livestock,
  forestry and non-timber forest produce
• Promote institutions around livelihoods
• M.K.S.P special projects
• Promote end-to-end solutions, covering the entire
  value chain
• Key knowledge dissemination. Development of
  community professionals in a large number

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Skill Development and Placement

• Short-term placement linked, market driven
  training for 6 to 12 weeks to rural poor youth
  between the age of 18-35
• Implemented through private companies or NGOs.
  They are responsible for skilling, placement,
  and post-placement tracking ( 1 year)
• Up-scaling Skill development and placement
  through public-private partnerships 1.0 crore
  youth over a period of 7 years
• Special initiatives for JK, IAP Districts (78),
  Minority concentrated districts and North East
• Challenges state missions need to gear up, and,
  at Ministry level reforms in appraisal,
  monitoring

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Rural Self Employment Training Institutes

• 526 RSETIs have started functioning
• Each RSETI will train 750 youth / year and enable
  them to start their enterprises
• RSETIs graded, based on multiple criteria ( state
  wise lists distributed to State RD Secretaries)
• MoU with N.A.R for capacity building
• Challenges quality of RSETIs, linkages with
  D.R.D.A s, credit linkages for trainees

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Transition from SGSY to NRLM

• Basic requirement for states
• Setting up of a State Society or using an
  existing society
• Appointment of a full time CEO
• Recruitment of professionals at SPMU and
  approval for recruitment in the first phase
  districts/blocks
• Preparation of AAP/SPIP

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Progress -NRLM

• Approval for rolling out of NRLM 26 states/UT
• All States, except JK, Arunachal Pradesh, Goa,
  Daman and Diu, Andman and Nickobar Island,
  Laksdweep and Dadra Nagar Haveli
• Appointment of fulltime Mission Director- 16
  States
• (Andhra Pradesh, Assam, Tamil Nadu, Kerala,
  Karnataka, Bihar, Jharkhand, MP, Gujarat,
  Maharashtra, Chhattisgarh, Odisha, Rajasthan,
  Tripura, Mizoram, Puducherry)
•  

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Progress- NRLM

• Recruitment of SMMU core team -13 States
• (AP, Bihar, TN, Odisha, Kerala, Assam,
  Jharkhand, MP , Maharashtra, Chhattisgarh,
  Rajasthan, Gujarat, Tripura)
• Preparation and submission of AAP -23 states
• (JK, Punjab, Haryana, Rajasthan, Bihar, Odisha,
  MP, Jharkhand, Chhattisgarh, Gujarat,
  Maharashtra, Kerala, TN, AP, Assam, Sikkim,
  Arunachal Pradesh, Mizoram, Tripura, Meghalaya,
  Nagaland, HP, Pudducherry)
• Approval of AAP-10 States
• (AP, Bihar, TN, Odisha, Kerala, Assam,
  Jharkhand, , Maharashtra, Chhattisgarh, MP)

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Implementation of NRLM

• For implementation of NRLM two approaches will be
  followed
• Intensive approach in selected blocks/districts
• Non- Intensive approach in remaining
  blocks/districts
• The implementation will be in phases
• After 8 years all the blocks will be under
  intensive approach

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Phasing strategy under NRLM
Year Districts Blocks
Phase I 1 - 2 150 600
Phase II 3 - 4 150 1500
Phase III 5 - 6 300 ( all balance districts) 2100
Phase IV 7 - 8 ( all districts would have been covered by phase III) 1800 ( all balance blocks)
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Intensive approach

• What is intensive block?
• NRLM implementation in an intensified manner
• Dedicated 5 6 project staff
• Support system at District State level with a
  team of domain experts
• Entitlement of Rs.300 lakh Community Investment
  Support per Block
• Saturation approach
• 100 coverage of poor into S.H.G s
• External C.R.P s for inducing the process
• Creation of large pool of social capital
• Food security, social security
• Inclusion of most vulnerable

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Expected Outcomes of Intensive Block

• All poor and poorest are covered under SHGs
• All SHGs switch over to panchasutras
• All SHGs are federated at Village level
• Availability of Trained social capital
• Cadre of para professionals functioning as part
  of internal sensitive support system
• Self managed institutions of Poor at village,
  cluster/block level
• Poor HHs access multiple doses of investments
• Creation of sustainable livelihoods
• Enhancement of HH level incomes
• Internal C.R.P s

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Non- Intensive blocks - approach

• Lean project staff at Block and district level
• Focus on few activities in the block
• Improving the quality of S.H.G s
• Effective utilization of Revolving fund,
• Promoting Bank linkages

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Capacity building in non-intensive blocks

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• SRLM hires a resource N.G.O, or, SIRD
• In turn N.G.O/ SIRD hires 15 20 State resource
  persons, and guides D.R.D.A s
• Each DRDA hires a resource N.G.O or 5 DRPs,
• SRLM trains the DRPs
• In each district 1 block is adopted initially for
  intensive capacity building

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Flow of Activities in the Non-Intensive blocks

• Block divided into 4 clusters, and a 4 5
  member team of E.Os or N.G.O resource persons
• Block team trained by the SRPs in social
  mobilization, institution building and C.R.P
  strategy
• This team and the resource N.G.O identify
  internal Community Resource Persons (C.R.Ps) and
  Capacity building resource professionals (CBRPs),
  within the block or within the district
• C.R.P teams and the CBRPs are given intensive
  training by DRPs- 4 weeks training for CBRPs and
  about 2 weeks training for CRPs

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Flow of Activities in the Non-Intensive blocks

• Work starts in the block - C.R.P team spends 15
  days in a village. The CBRP also stays in the
  village and follow up the work of CRP
• The C.R.P strategy is implemented for 2 years
  without interruption by which team all the
  villages would have been covered.
• PRI reps, Bank managers, youth also get
  trained/exposed to best practices
• Bank mitra strategy introduced for effective bank
  linkages
• In each village, S.H.G book keepers are
  identified and trained by the CBRPs

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Flow of Activities in the Non-Intensive blocks

• A forum of S.H.G s is formed and sub-committee
  system (bank linkage) is also introduced for
  working on SHG Bank linkages
• Community Based Recovery Mechanism (C.B.R.M) is
  operationalized
• Focus will be on building good quality S.H.G s
  and fostering S.H.G bank linkages
• The district team will run several campaigns in
  this block for sensitizing the S.H.Gs to various
  social issues and building their capacities
  around livelihoods

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Non-intensive blocks - Activities during
Expansion Phase

• After 6 months of commencement of work in the 1st
  block, another 3 blocks are selected and the same
  process is repeated
• After 6 months, the balance blocks in the
  district are covered
• This will ensure that all S.H.G s in the district
  are trained and they are able to access bank
  loans without much trouble

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Non-intensive blocks - Financial inclusion

• Build relationship with Banks
• Give banks annual S.H.G bank linkage targets
• Provide assurance to them on repayment
• Continuous training and orientation of bankers
• Take ex-bankers as Relationship managers

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Livelihoods and other initiatives

• Each district to identify its best livelihoods
  initiatives on ground working for more than 3
  years N.G.Os and C.B.Os
• Prepare a project for consolidation, deepening
  and horizontal expansion ( a 3 5 year plan)
• Sustainability plan to be an integral part of the
  project
• Empanel livelihoods resource organizations to
  help districts. Plans appraised at state level,
  with the help of experts and sanctioned

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Micro enterprise development

• RSETIs unique opportunity to train and nurture
  micro enterprises
• Take the support of EDI and other organizations
  working on micro enterprises

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Skills and placement

• Effective monitoring of ongoing skills and
  placement projects
• Identify one A.P.O exclusively for skills and
  placement
• Youth counselling one block as resource centre
• Post placement monitoring

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Success Stories

• CMSA- Andhra Pradesh
• Convergence under NRLM/SGSY- Wayanad, Kerala
• Bank mitra Bihar and A.P
• SHG Net working West Bengal

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Community Managed Sustainable Agriculture
(CMSA)-SERP

• CMSA is meant to support poor farmers to adopt
  sustainable agriculture practices
• It reduces costs of cultivation and increase net
  incomes to improve and sustain agriculture based
  livelihoods
• 28 lakh Acres during Khariff 2011-12 were under
  CMSA benefitting 11.79 lakh farmers in 8556
  villages in 553 mandals of 22 districts

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CMSA- AGRICULTURE AS VIABLE LIVELIHOODS

• Community managed sustainable agriculture holds
  immense promise
• A family can secure additional annual incomes of
  Rs.50,000 with 0.5 1.0 acre of land ( 0.25 to
  0.50 acre irrigated 0.50 to 0.75 acre rainfed
  lands )
• Natural farming, multi layer, poly crop models
  for food security and sustainable livelihoods
• Convergence with MG NREGS to improve soil and
  moisture conservation, and, soil fertility

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Historical Backdrop of the Initiation Wayanad

• The District faced agrarian crisis due to severe
  drought experienced 2001-2004
• Fall in the price of Plantation crops Coffee,
  Cardamom, Pepper.
• Fall in agricultural Productivity
• 83 of People Depends Agriculture for
  livelihood.
• Alternative income generation schemes envisaged
  under SGSY and enquire the possibilities of
  convergence with other development schemes

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• Ponds constructed under MGNREGA spending an
  amount of Rs.3 Lakhs
• Employment was given to 45 ST wage seekers while
  digging the pond
• Pisciculture Unit at Panamaram Grama Panchayath
  in Mananthavady Block Panchayath
• A Self Help Group-Athira SHG-was formed
  consisting 10 members
• In one Pond fingerlings are reared and in another
  pond fishes are reared.
• The main source of income is selling fingerlings-

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• Co-operative Bank Panamaram sanctioned Rs.1 Lakh
  as loan and Rs.1 lakh as subsidy under SGSY.
• In one pond fingerlings are reared and in another
  pond fishes are reared.
• The unit is making Rs.35000/- every monthThey
  are regularly repaying bank loan.

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Convergence with the Nutrition Programme of
Social Welfare Department

• A Nutrimix Making Unit was formed at Vellamunda
  Panchayath to produce packed nutrition food
• An Agreement with Director, Social Welfare
  Department to purchase all the finished products
  to supply Anganvadi Children.
• Bank , sanctioned a loan amount of Rs.6,90,000/-
  and Rs.11000/- has been sanctioned as subsidy
• 11 Members are working in the unit and 3 of them
  belongs to Minority Communities
• On an average they earn Rs.64,000/- as income per
  month

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They have an assured market since Social Welfare
department will purchase all the final products
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• In Service Sector, Auto Rickshaws given to 8
  women drivers in Edavaka Gram Panchayath.
• Out of the 8, 5 members belongs to Minority
  communiteis
• Given training in Driving with the help of
  AMRIT-(Ambedkar Memorial Rural Institute for
  Training) a Tribal Co-operative Society
• Rs. 11,29,600/- as loan and Rs.80,000/- as
  subsidy given
• Each member earn Rs.500/-per day as income.

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Bank Mitra Scheme

• Bank Mitras are community members, positioned as
  customer relationship managers in rural bank
  branches
• Bank Mitras are provided space and computers in
  the bank branches and trained managing
  documentation for opening accounts loan
  applications etc.
• Bank Mitras support rural SHG women in banking
  transactions and they are also an asset for the
  under staffed rural branches.
• It improves quality of banking services for the
  rural poor
• The scheme is successfully implemented in AP
  Bihar

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Networking of SHGs- West Bengal Initiative

• Objective- Strengthening of SHG movement,
  providing benefits of various programme,
  empowerment of rural poor
• Four tiers of SHG based institutions
• Starts from SHG
• Up Sangha at Gram Sansad ( VO)
• Sangha at GP level
• Mahasangha at Block level

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Achievements

• 10 block level federations running MFI/CFI for
  providing credit to SHGs
• 4 BLF 4 GP level federations manufacturing
  sanitary napkins to be supplied under NRHM
• BLF GPLF cooking midday meal in schools supply
  to ICDS, supply of cooked diet to rural hospitals