Capacity Building. Learning from APMAS.. 13 March 2013, XIMB, Bhubaneswar

Transcription

1 Capacity Building Learning from APMAS.. 13 March 2013, XIMB, Bhubaneswar

2 About APMAS Established in 2001 in AP Born out of a need to provide Capacity Building to primary & secondary stakeholders of Self Help Institutions, ensure quality promotion & management Collaborates with government, Banks, NGOs and Community Based Organisations Core focus CB, quality assessment, livelihoods promotion, research & advocacy Pioneering technical support organisation in the field of SHG and Livelihoods Sectors

3 Components of CB Conducting Events Review & Monitoring On the job support Provide feedback CB Field visits Developing Material Model Building Quality Assurance System

4 Quality Assurance Reference Material Facilitator & Co Facilitator each session Trg. Calendar Participatory methods Trainer's Energizers Follow-up Plan Trg. Calendar to Session meet the Plan needs Changes feedback Pre-Test Feedback every day Trainers Meeting every day Action -Plan Analysis Refine sub-sequent calendars Client s Feedback Post -Test Evaluation

5 ToT in New Area CBNA ToT Refresh training Action - Reflection Field Level Observation Review Support in Problem solving Discuss the Issues at individual level

6 CB Implementation DRDA/SERP/APUSP/ APRLP/NGOs APMAS Technical Managerial Quality assurance Rating Monitoring MIS Other Services DRPs/CCs/Affiliates (staff of NGOs & Govt.) Mandal Resource Persons (staff of NGOs & Govt.) CRPs/CAs/Animators Book Keepers APMAS Partne ers/ngos SHGs & Federations

7 Inputs for Dist. Strategy Formation and Strengthening SHG/VO/MS Cont. learning Material Dev. ToT CCs ToT-MBKs ToT CCs /DRPs ToT MBKs ToT MTCs Field visits for Issues/best practices Trg. CFs/CAs/CRPs Trg. VBKs ToT CCs/ DRPs Model Building ToT VBKs Model building Formation and dev. Trg. SHGs/Leaders Trg. BKs Trg. EC and OB Book Keeping Book Keeping /MIS Book Keeping/ Rating VO MS SHGs

8 Process of Capacity Building of MBKs APMAS Role Different Stages Outputs ToT MBKs 160 MBKs trained Handholding Problem solving during on the job Gaps identified and problem solving Strategic Support Influence Design session plans & Quality Assurance Establishment of BK system Plan for next level training & Quality CB of BKs 1650 BKs trained and placed Such initiative taken place in about 8 Districts

9 Process of CB-VOs APMAS Role Material Development Session plans for ToT Conduction of ToT for CCs/MTCs Session plan for next level Field visits to observe trainings in MVTCs Observe VO processes Feedback in Review meetings/refresher trainings Outputs Availability of Resource material Training designs at the disposal for Quality trainings CCs/MTC Trained for mandals Quality Assurance Feedback and identification of issues Identification of next level CB requirements VOs trained qualitatively

10 Livelihood Resource Centres CB institutions at various levels - VLRCs, CLRCs, DLRCs to built capacities LRCs as training cum resource centers Situation analysis before, during & after CB Identify the area/s of capacity building Promotion of CRPs, para-professionals at village & clusters, DRPs and thematic experts Linkages, collaborations and convergence

11 Material Development Standard training modules SHG and VO level Practical Problem Solving Training module for MACS Board members DRPs hand book Audio cassette on VO services Video film on various models in Micro finance Technical series Board Roles and Responsibilities Board meetings General Body Meetings Models of microfinance MF Dictionary PTM- Telugu CRPs Training Module (Progress) Mandal Samakya Operational Manual (Progress)

12 Flagship Courses of APMAS Accounting & Book keeping Financial Management Participatory Training Methodology SHG Federation promotion Structured exposures (immersion programs) Sustainable Livelihoods Approach

13 Challenges Under-utilization of existing funds (Govt) Inadequate collaboration among major CB providers to evolve appropriate strategies Training (an event) alone is seen as CB CBNA and follow-up not given importance Strategy for long term development of staff is not given attention to meet the emerging demands Lack of rights perspective, gender and inclusion related isssues

14 Challenges Absence of Quality Assurance system for monitoring of CB programme Inadequate attention to field level problems Low motivation and morale of functionaries due to various factors Providing systematic on the job support during field visits Staff feel overburdened Mismatch between supply & demand

15 Challenges Meeting ad-hoc demands Trained personnel dropout Frequent changes in key positions Optimal use of ICT, e-learning modules, virtual libraries and knowledge management Community Level CB demands qualified human resources & training materials Institutions at various levels developed in a short period sudden spurt in demand

16 THANK YOU