MAHILA ARTHIK VIKAS MAHAMANDAL

Transcription

1 MAHILA ARTHIK VIKAS MAHAMANDAL TEJASWINI MAHARASHTRA RURAL WOMEN EMPOWERMENT PROGRAM HALF YEARLY REPORT APRIL SEPT 2015

2 INDEX Sr.No. Content Page No. 1 Project Features 3 2 Project Milestones 5 3 Activities at a glance 6 4 Challenges and way forwards 7 5 Project components :- Strategies & Achievements 7 Component A Grassroots Institution Building 8 Component B Livelihood and Enterprise Development 15 Component C Micro Finance Services 28 Component D Women's Empowerment and Social Equity 33 Component E Programme Management 37 6 Support services from IFAD (ISM) 37 7 Project Communication, Monitoring and Evaluation 38 8 Status of various Partner Agencies 40 9 Partnership with other projects / agencies Knowledge Sharing Visits Awards and Publicity 42 Mahila Arthik Vikas Mahamandal Page 2

3 1. Project features Background: IFAD assisted Tejaswini Maharashtra Rural Women Empowerment Program is eight years duration program implemented from July 2007 by MAVIM. The project target is Below-Poverty-Line (BPL) households, (including PRA BPL), schedule castes, schedule tribes, women headed households, Devdasis. Program focuses on organizing women for empowerment and sustainable livelihoods. The overall goal of the Project is Poor women make use of choices, space, and opportunities in economic, social and political spheres for their improved well being" Target Group: Program has focused targeting policy. MAVIM adopted participatory method to reach out most vulnerable group of society. Outof covered 9.17 lakh HH is 87 % of women belongs to disadvantaged groups such as SC, ST, NT, Minority, and OBC. The Program has adopted a flexible approach to work with existing SHGs, & form new groups where potential exist (dormant SHGs were reorganized and strengthened). Project Area: The project is being implemented in the 33 rural districts and selected villages of the state of Maharashtra. Project Rationale: The program is designed to support the commitment of the State Govt. to the social and economic empowerment of women through improvement in income, and in material conditions, participation in decision making processes, and control over their lives and livelihoods. Mahila Arthik Vikas Mahamandal Page 3

4 MAVIM is addressing further agenda of community development as follows:- 1. To demonstrate the model of self sustained people s institutions in the terms of institutional and financial sustainability with effective people s governance. 2. To demonstrate the inter linkage between micro finance and livelihood activities, to shift the trend from IGA activities to enterprise development. 3. To enable CMRCs to establish themselves as last mile delivery centre in the process of convergence. 4. To provide support to CMRCs to establish effective management system within the CMRC for delivery of convergence program. 5. To translate changing attitude & confidence into control over assets. The project specific objectives are: (i) Creation of strong and sustainable SHGs and SHGs apex organizations (ii) Provide access to micro finance services (iii) New and improved livelihood opportunities (iv) Access to functional education, labor saving infrastructure & participation in local governance. In order to achieve its objectives, Tejaswini has following work components: Component A Grassroots Institution Building Component B Component C Component D Component E - Livelihood and Enterprise Development Micro Finance Services Women's Empowerment and Social Equity Program Management 2. Project Milestones: Mahila Arthik Vikas Mahamandal Page 4

5 Milestones Year Signing of loan agreement Oct 12, 2006 State Level Project Launch Workshop Aug 9, 2007 Appointment of key incremental staff at SPMU required by loan agreement Oct 2007 to Jan 2008,(On going process) First Joint Review Mission of IFAD September 8-19, 2008 Second Joint Review Mission August 4-18, 2009 RIMS and Mid Term Survey February 1 Sept. 30, 2010 Mid Term Review July 2-16, 2010 Third Joint Review Mission July 17-28, 2011 Fourth Joint Review Mission 7 th Feb to 3 rd March 2012 Fifth Joint Review Mission 1 st Feb to 12 st Feb 2013 Sixth Joint Review Mission 7 th Feb to 21 st Feb 2014 Seventh Joint Review Mission 7 th to 13 th January 2015 Implementation support mission 13 th to 15 th July Activities at a glance: Activity Performance Performance Total No. of SHGs formed From April to 1504 Mahila Arthik Vikas Mahamandal Page 5

6 Cumulative SHGs which are strengthened under program No. of women covered in SHGs Cumulative number of women received services under program No. of village level committee formed No. of Community Managed Resource Centers initiated No. of CMRCs registered No. of Micro livelihood plan initiated Total Amount of bank loan received from banks(rs. in Crores) No. of drudgery reduction model established at village level Cr 109 Cr CMRC income in Rs Cr 4.00 Cr 4. Challenges and Way forwards Challenges Financial Self Sustainability of Tribal CMRCs/Weak CMRCs. Way forward 1. There are around 25 CMRCs are in weak position as on today.they are saturated mostly in tribal and remote areas such as Nandurbar, Gadchiroli, Dhulia etc. 2. The root causes of the financial vulnerability of such CMRCs is analysed firstly. 3. The members of RGB and EC are changed wherever Mahila Arthik Vikas Mahamandal Page 6

7 Financial Support to MLPs and social enterprise activities by CMRCs Need of additional banking/finance partners in micro fiancé needed 4. The sustainability plans are revised and monthly monitoring of these pans is initiated at district level. 5. SHG wise service charge collection plans are prepared and monitored. 6. The plans of social enterprises by these CMRCs are also prepared. However they need the support from project as they are lacking with their own internal corpus. These proposals are being analysed in the terms of viability and will be provided with minimum project support to begin the enterprise. 7. MAVIM is exploring possibility with SOCIAL JUSTICE & tribal department of GOM to get their resources for supporting the weak CMRCs with maximum schedule caste members. 1. Presently the MLPs are not supported by project and entirely based on the sources through bank finance, convergence etc. The major portion is contributed from bank loan sources which has its own limitation. 2. Thus mlps need financial support for better execution. 3. MAVIM is exploring possibility with NABKISAN which is the subsidiary organization of NABARD. They are ready to provide activity finance though MLPs which will be rooted through CMRCs. Thus CMRCs will do financial intermediation in these cases. 4. MAVIM will start this on pilot basis in one or two districts having larger no of MLPs. 5. MAVIM will also demonstrate the support from NABKISAN for CMRC enterprise activity in few cases. 1. Currently the micro finance support to SHGs is prominently dependent on ICICI bank. The response from nationalized banks is not at the desired level even after a lot of persuasion at SLBC and other forums. 2. With the need to invite other banking partners to accelerate the pace of SHG linkages, MAVIM has tied up with NABFINS and IDBI (only for thane district initially) 3. MAVIM has approached the various govt corporations to get subsidized funds from them in the terms of individual finance 4. They are offering attractive SHG linkage model and JLG / activity finance in addition to SHG finance is also possible in such partnership. Delay in sanctioning the reallocation 1. The reallocation sanctioning procedure is in pipeline So we couldn t run the AWPB activity. If reallocation will sanctioned as soon as then we Mahila Arthik Vikas Mahamandal Page 7

8 will start the AWPB activity. 5. Project components :- Strategies & Achievements Component A : GRASS ROOT INSTITUTION BUILDING A.1 Brief Introduction: Grass-roots institutions building component of Tejaswini program aims at building people driven institutional structure for a sustainable community model. The major thrust area is on building people s institution and strengthening them,. The institutional model implemented under Tejaswini encompasses three tier institution i.e. Self Help Group at member level, Village level Committee (VLC) at village level and Community Managed Resource Centre (CMRC) at cluster level. CMRC is the federation of around SHGs coming in the cluster (approximately 25 km. radius). Under this component, the Program is expected to strengthen or reorganize existing women s SHGs and mobilize about 23,770 (new) groups supporting about 62,675 SHGs in total. Each CMRC office shall have the potential to become a federation of 200 SHGs. At end of September 2014, MAVIM had form total SHGs which covers members. A.2 Strategies Adopted:- 1. Revised Staff structure of CMRC : MAVIM has facilitated CMRC to revised the staff structure in order to give and opportunity to senior Sahayogini to perform higher level responsibilities this has also been visualized to minimize the sole dependency of model over Sahayogini cadre. Presently each CMRC is comprised of one manager, one accountant and two Coordinators namely livelihood coordinator sahayogiini Mahila Arthik Vikas Mahamandal Page 8

9 and capacity building coordinator sahayogini. These are identified and selected from amongst all sahayogini having requisite skill and knowledge. The filed areas of these sahayoginis did replace by field CRPs. The senior experienced SHG leaders are in the position of taking the role of CRP. Majority RGB members have shown willingness to take up the role of CRP if it is on paid basis. It is perceived that experienced women who are now working as RGB members will take up the role of CRPs. As they are experience they will be in a position to guide and support the SHG functioning. Simultaneously, this arrangement will build a background for new members to pitch in and take over the role of RGB members. Thus it will lead to achieve the objective of introducing and developing new leaders CMRCs. CRP will be responsible for SHG management and monitoring panchasutri of SHGs. CRPs will replace the role of sahyoginis at SHG level. Hence at grassroot level instead of four sahayoginis since, there are two sahayoginis and upto twenty CRPs. CRPs are of Rs. 100/- for each SHG and maximum for 15 SHGs. The two coordinating sahayoginies are visualized as an extended hands of CMRCs to support in the area of MLP preparation. MLP monitoring and prominently capacity building of new CRPs / Sahayoginis. 3. Conducting RGB meetings on monthly basis : Currently, EC meetings are streamlined which has shown increase in participation level of EC members in the governance of CMRC. But there is a need to increase participation level of RGB in the governance of CMRC. It is possible only if RGB members are given a specific leading agenda and which in turn may increase their frequency of visiting CMRC. Thus organizing RGB meeting on monthly basis is one of the strategies adopted from this financial year. 4.1/3 rotation every year in the EC: At present EC committee once formed continues for 3 years span. It is expected that each and every women elected as EC member should get the opportunity to lead the EC committee. Also in order to establish the second line of leadership it is felt important to entrust this strategy of 1/3 rotation in EC Mahila Arthik Vikas Mahamandal Page 9

10 committee. It is suggested that any 2 positions out of Chairperson, Secretary, joint secretary & treasurer may be rotated every year. This arrangement will lower down the threat of establishing monopoly of any of the EC committee leaders. 5. CMRC Chairperson s weekly visit to CMRC : In order to tackle the issue of malpractices and avoiding financial irregularities it is proposed to increase frequency of CP s visit to CMRC. It is proposed CP to visit CMRC on weekly basis, it will enable CP to monitor the activities of CMRC closely and to fulfill the administrative responsibility on regular basis, for eg. Signing cheque, depositing money in bank etc. 6. Vision Building workshop for RGB on quarterly basis at district level by HO person: RGB members are the real owner of the CMRCs. The series of workshop taken with the RGB members has shown that, RGB members are keen to take more responsibilities but there is a need to have constant dialogue with them and seek their involvement. It will lead percolation of ownership down the line. Thus, it is proposed that vision building workshops for RGB members will be organized at district level on quarterly basis with facilitation of HO person. 7. State level Apex committee- : As suggested by Joint Review Mission, MAVIM is planning to constitute State Level Apex committee of CMRCs. It will be a formal body constituted at state level. The role of committee proposed is as follows : - Vision/ Perspective Building. Adviser. Mahila Arthik Vikas Mahamandal Page 10

11 Advocacy, lesioning and Networking. Execution support to CMRCs. Knowledge sharing platform. District level committee will be set up at district level. The role of committee proposed is as follows: - Monitor the performance of CMRCs. Support for executing the business plan. Address the issues of CMRCs. Networking with the stakeholders. Knowledge sharing platform. The following is the proposed protocol of all the committees: S.N Institution Constitution Governing Body Meetings 1 CMRC 1 member per members Monthly meeting. village in RGB (12 meetings in a 2 District level Committee 3 State level Apex Body 8. CMRC Sustainability: President & Secretary of each CMRC will give representation to District level Committee President of each district level committee will give represent at State level Apex Body 8 CMRC x2 =16 members. EC will be elected by this members and DCO will act as convener of the committee. 1X33districts= 33 members. EC will be elected by this members and GM(P) will act as convener of the committee, year) Quarterly meeting. (4 meetings in a year) Once in 4 months. (3 meetings in a year) Tejaswini programme has initiated the sustainable institution model in Maharashtra. The three tier institution has SHG, VLC & CMRC. CMRCs are Mahila Arthik Vikas Mahamandal Page 11

12 developed as Service provider people s institution, which is governed and owned by the women. CMRCs sustenance is embedded by the CMRC Business Plan. CMRCs are developing their yearly CMRC Business Plan and are revised every year based on members need and demand. In the year the analysis of the business plan achievement shows that the income earned by the CMRCs Service Charge -54 %, Bank linkages - 29%, income through MLP & convergence %, Agri Service Centre/ CMRC level enterprise activities 4.5 % & Others 13 % (Service cost from non CMRC members,interest on FD, Insurance service fees etc ). CMRC business plan s major achievement is from Service Charge, Membership fees and Bank linkages. Thus it shows that CMRC are providing SHG management and Bank linkages services to their SHGs at satisfactory level. Simultaneously convergence and MLP services are also provided by CMRCs, but a very merger income has come from this source in this year. Because MLP initiatives are started partially form & aggressively from the year and it will take due course of time to become a profitable unit and then give returns to CMRC in form of service cost. Sangli CLDP is the only one initiative which has started giving the income share to CMRC through milk collection centre, it has contributed Rs lakh to CMRC. Secondly, CMRC were expected to give handholding support to MLPs and enterprise development activities. But due to financial crisis, progress of MLPs was hampered. Further due to lack of livelihood technical expert person at CMRC level the implementation process was also getting delayed. Last 4 years experience shows that if CMRCs provides need based services, people are willing to pay the service charges. As explained above current CMRC Business plan is rotating between Service charge, membership fees, bank linkages, convergence etc. CMRCs should be enabled to become a service provider institution to provide comprehensive services.. It is visualized that CMRC should be in a position to serve the end member of the CMRC and thus it has to work on multiple folds activities. Mahila Arthik Vikas Mahamandal Page 12

13 At present, 60% women are involved in agriculture based activities, 20% women are working as agriculture laborers, 15% women are land less and are involved in non - farm activities & 5% are involved in household activities. CMRC business plan should cater the needs of target group and accordingly give the reflection on providing services in the proportion of categorized membership. CMRCs are working for women centric development and are expected to work for women empowerment and social equity. It will work on the issues like women s ownership over assets, providing benefits of social security schemes, support for domestic violence through the intervention of kaydasathis and health initiatives for providing better life etc. This services will enable CMRCs to reach to the end to end member of the CMRC. Further through this need based services CMRCs will be able to gain the Goodwill among its members. This in turn will help to build a bond between members and CMRC. Thus the CMRC should focus to cater the services like retaining the quality of SHG and give ongoing handholding support, provide livelihood enhancement activities leading to increase in income of its member. It should render livelihood services like technical support for MLPs & developing enterprise activities, aggregation of the product, marketing support, whole selling of the products, initiate JLGs, developing value chain, support on farm activities - trading activities, to start agriculture allied activities specifically to address the need of landless section of members. This line of services will require higher quantum loans to members. At present bank linkages per SHG is Rs lakh, thus there is a room for increase in quantum of loans to members. Accordingly CMRC have to build partnership with different Banking partners to avail higher order loans to members. Simultaneously, CMRC has to create an enabling environment to increase involvement of RGB members in decision making process of CMRCs. Institutionalize the mechanism to increase the participation of RGB members in execution of the CMRC services/activities. CMRC should adhere the vision to create its identity by the means of services it is providing to its member. This will lead to a collective ownership of the Mahila Arthik Vikas Mahamandal Page 13

14 CMRC. In future it is visualized that CMRCs dependency on service charge should be slowly minimized and its major source of income should come from the enterprise activities run by CMRC. The model CMRC business plan income source visualized for future plans is as follows ; Sr.No Sources of Income Service Charge 25% 2 BK 25% 3 MLP & Convergence 20% 4 Agriculture Service / 20% CMRC enterprise activity, 5 other services 10% CMRC Sustainability : CMRC are expected to become financially sustainable on their own from onwards. CMRC have revised their business plan based as per the component strategies. CMRCs have identified enterprise activities based on their demand and need of the members for CMRC. It is perceived that this activities will serve as an income source for CMRC as well fulfill the demand of women and also save their money to some extent. The few activities which have been come ahead are Agri Service Centre, Trading activities of household goods, sanitary napkins, goatry, buck nursery, creating value chain, preparing organic fertilizer, catering services etc. Status of CMRC Income Earning as against total Expenditure S. % of income No. of CMRCs N o & above 46 Mahila Arthik Vikas Mahamandal Page 14

15 ************************************************************************************* Component B : Livelihood and Enterprise Development B.1 Brief Introduction: One of the Major objectives of the program is to create opportunities for new and improved livelihood entrepreneurs by establishing or expanding enterprises and strengthening market linkages and support services. Agriculture, being the major source of livelihoods for the people in the districts where the program is being implemented, the members feels more confident in investing loans in the activities already they know. Livelihood support therefore emphasizes more on agricultural activities (crops, horticulture, livestock, vegetable, Spice, Cattle feed poultry), but non-farm enterprises are also to be covered according to the potential of the area and demand of group members. (eg. Readymade garment, Jewelry making, Beauty parlous) the program also supports the development of market linkages and marketing. MAVIM has been working in this direction by collaborating with the government programs, resource organizations and NGOs etc. By involving the community managed organizations. Mahila Arthik Vikas Mahamandal Page 15

16 B.2 Strategies Adopted:- i. Micro Livelihood Plan (MLP) Floriculture MLP in Muramba & Devthana Village, Parbhani District In accordance with the recommendations given by last Joint Review Mission, MAVIM has seeded the concept of Micro Livelihood Plans at grassroots level. In each MLP 20 to 30 SHG members are engaged, women involved in same livelihood activity are organized to implement MLP together as a group. These members are not necessarily belonging to the same group. SHG members from across 2 4 groups are also coming together to run one MLP. In the initial phase, in Micro Livelihood Plans 10 t0 20% amount is to be borne by SHG members, 20% from project and remaining 60% finance is expected from bank linkages and convergence. Project contribution was provided specifically for "Asset creation" and it is not a grant but given in the form of revolving fund. However project could not support MLPs in the year due to the shortage of funds. Thus the project share is substituted by convergence fund. In accordance with recommendations given by the JRM of Feb 2013 MAVIM has rooted the concept of Micro Livelihood Plan (MLP). MAVIM has prepared common MLP template with help of ISM. As per the template in year district had prepare 266 Mahila Arthik Vikas Mahamandal Page 16

17 MLPs out of them 143 MLPs were approved by MAVIM. From these sanctioned MLPs MAVIM could support to 97 MLPs only. Due to fund constraints MAVIM could not supports all approved MLPs. Remaining 46 MLPs are running through convergence support. The details are enclosed as per below chart. No. of Total MLP MAVIM Supported MLP MAVIM non supported MLP No. of Village No. of SHG No. MLP Member Women involved in block printing at Bhandara District In year ,upto sept 2015 MAVIM has given approval for 807 new MLPs based on Convergence support. Mahila Arthik Vikas Mahamandal Page 17

18 Project Cost Contribution & percentage details: MAVIM Contributio n Project Cost Contribution (amount in crore) Convergenc e Beneficiary Contributio n Bank Loan Total Project Cost Total Expenditur e % 14.7% 19.6% 56.2% 55.4% Leverage of bank loan to MAVIM contribution is 1:6, while designing the MLPs it has been visualized that MAVIM contribution will be up to 20 % of total project cost. However it is seen that is limited to 9.4%, and contribution received from convergence has supplemented in finance. Though MLPs are proposed to receive bank loan through JLGs in reality only 350 JLGs are formed and 178 are financed. The entire bank finance is based on the general SHG bank programme. The status and selection on each of type of MLP as mentioned below: Goatery MLP: MAVIM has developed monitoring format to get the micro details of Goatery activity. It follows that goats have increased to 8034 from 3899 and moreover 6865 new goats kids have born. The Goatery MLP is based on 4+1 / 5+1 model. The goats are Osmanabadi & local breed purchased by members through bank loan. Project has invested to purchase a Osmanabadi Buck. The major thrust was upon following backward linkages activities: 1. To do common purchasing of goats 2. Vaccination of animal and deworming. 3. Education on cattle feed. 4. Insuring the animal. MAVIM has identified per MLP one CRP for technical and hand holding support. MAVIM has also taken support form veterinary department for support services like vaccination, deworming, animal feed, fodder cultivation etc. Earlier the mortality rate in goat was 7 % to 8 % due to these interventions mortality rate has decreased up to 3%. The causes of reducing 50% in mortality are mainly regular and timely vaccination & deworming. Mahila Arthik Vikas Mahamandal Page 18

19 No. of Members in Activity No. of Existing Goats No. of New Goat purchased Goat Rearing Details No. of Total Goats New born kids Total no. of Goats + Kids Sale Amount(Rs) The analysis of MLPs shows that though the backward interventions are in place, the efforts for common purchasing and selling have yet not started. Project will intervene like this area for increasing profit of the members. The Goat Trust Model is initiated in Salekasa Block of Gondia district through MSRLM support. In 40 villages 40 PashuSakhis are identified and trained. They are supporting for baseline survey and basic vaccination services. Dairy (Cattle Rearing) MLP Dairy activity is one of the most important livelihood options for rural people. MAVIM has setup of Dairy MLPs in Maharashtra. Before activation of dairy MLPs there were 2409 animals (Cow 1445 & Buffalo 964) which produce 2851 liter milk a day. After Dairy MLP activation there are 4015 no. of animals and milk collection has increased to 7136 liter a day. No. of Members in Activity No. of Existing Animals Dairy (Cattle Rearing) Details No. of Animal after MLP activated Milk Collection before MLP (Ltr/day) Milk Collection after MLP (Ltr/day) To increase the production of milk SHGs member have cultivate azzola, hydroponic grass and green fodder etc. Before MLPs for cow milk the average rate was of Rs.16 per liter and for Buffalo milk it was average Rs.26 per liter. After interventions of the MLPs activity Cow milk average rate is Rs.21 per liter and the Buffalo milk average rate is Rs.32 per liter. Mahila Arthik Vikas Mahamandal Page 19

20 Milk Collection Center: There are 56 Milk collection centers in Maharashtra. MAVIM has supported to purchase equipment like Milk tester, Milk sachiv, Printer, Battery, Weighing machine, Fodder cutter etc. On an average the collection of milk per center per month is 2370 litre. Sr.no. District Details of Milk Collection Centre No. of Milk Collection Centres Monthly Milk Collection In Ltr. Monthly Income To all Members from Milk Collection Centre Monthly Service Charges to CMRC from Milk Collection Centre 1 Solapur Sangali Satara Aurangabad Latur Osmanabad Yavatmal Chandrapur Gadchiroli Bhandara Gondia A'Nagar Dhule Jalgaon Nandurbar Total Agriculture Business Service Centre: Introduction Agriculture is the back bone of Indian economy. The total Share of Agriculture & Allied Sectors (Including Agriculture, Livestock and forestry fishery sub sectors) in terms of percentage of Gross Domestic Product is 13.9 percent during Agriculture sector employs 54.6% of the total workforce in India. Also, the forward Mahila Arthik Vikas Mahamandal Page 20

21 and backward linkage effects of agriculture growth increase the incomes in the nonagriculture sector. The growth of some commercial crops has significant potential for promoting exports of agricultural commodities and bringing about faster development of agro-based industries. Thus agriculture not only contributes to overall growth of the economy but also reduces poverty by providing employment and food security to the majority of the population in the country and thus it is the most inclusive growth sectors of the Indian economy. Agriculture inputs as seeds, fertilizers, pesticides and modern agriculture equipment plays a vital role in crop production. In crop production the expenditure over these is around 50 to 55% of the production cost. The quality of the agriculture inputs leads to higher crop production which ultimately leads to more profit margins to the farmers Keeping this all issues and present trend of agriculture in mind, we have started with Agriculture Business Service Centre at block level or CMRC level with the support of Community Managed Resource Centre (CMRCs) Objectives of Agriculture Business Service Centre (ABSC) 1. Providing the better reach of agriculture extension services on improved and modern agriculture technologies to enhance the crop production and reduce the expenditure on production. 2. Providing the agriculture equipment s on service basis or selling of the same as micro irrigation, spray pump, seed drills, Integrated Pest management equipment s, mini tractors, rice trans-planters, etc. 3. Providing quality inputs as seeds, fertilizers and pesticides at low cost to reduce the expenditure over input purchase for the farmers. Presently 41 CMRC have received license for AGRO SERVICE CENTRES. Good Practices in Thane and Yavatmal Agro Business Service Centre:- a. Primary field level survey done by the Sahayogini for requirement of fertilizers, seeds & pesticides in CMRC working area. b. Demand was taken from the beneficiary, against this demand the 50% advance amount of demanded product was collected at CMRC level. c. As per the demand of fertilizers & seeds are provided to SHG members timely in reasonable rate It lead profit of Rs to per acre. Other Agro Mahila Arthik Vikas Mahamandal Page 21

22 service centre from market have reduce their cost of fertilizers which indirectly benefits to the other farmer also. Challenges for Agro Business Service Centre a. All type of seeds, pesticides could not be provided. b. ABSC could not reach to all members. SRI MLPs: During the year MAVIM tried to scaled SRI activity Thane and Gondia made significant efforts. In Thane, 1440 acre of land is under SRI cultivation members, 1187 SHGs and 116 villages covered in this activity. In Gondia district, 1245 acre of land under SRI cultivation members, 693 SHGs, 50 Villages are covered. In totality 2685 acres of land is brought under cultivation in this KHARRIP season of the year ,987 members from 1880 SHGs belonging to 166 villages are associated with this activity. Farmer association with SRI could benefited by agriculture business center to get seeds & fertilizer at reasonable rate. CLDP: In year MAVIM start the one CLDP in Sagaon cluster, Sangali district. Before starting the CLDP there were 107 members are providing the milk to collection center, now as on today 189 members are providing milk on collection center. After intervention of cattle feed & fodder level of fat in milk has increase and its directly impacts on increase in rate of milk provided by the members. CLDP Details No. of Members in Activity No. of Existing Animals No. of Animal as on today in CLDP Milk Collection before CLDP (Ltr/day) Milk Collection as on today (Ltr/day) Bi product (Khava) (Kg/Month ) JLG Information: Mahila Arthik Vikas Mahamandal Page 22

23 For the JLG formation MAVIM follows the standards of NABARD. MAVIM has formed 350 JLG in 15 districts. From these 350 JLGs 178 JLG get Rs.61 Lakh finance from different nationalize banks, i.e. VKGB, CBI, SBI, etc. JLG Information Sr.no District No. of JLG's formed Loan amount avail to JLG's 1 Ratnagiri Chandrapur 55 10,00,000 3 Thane 39 3,00,000 4 Gondia 28 6,25,000 5 Gadchiroli 20 3,00,000 6 Jalna 20-7 Sangli 20 17,40,000 8 Nagpur 17-9 Nanded Aurangabad Kolhapur 9 9,00, Bhandara 7 12,75, Ahmednagar 3-14 Buldhana 3-15 Raigad 1 - Total ,40,380 Learnings: Learnings Gaps Identified Way forward Insurance of Animals Vaccination is area of concern. Establish system Animal insurance could be linked to CMRC business plan activity. It can even support to CMRC earnings. E.g. Tie-up with oriental insurance in Osmanabad district Monitoring through MLPs CRP Mahila Arthik Vikas Mahamandal Page 23

24 Artificial Insemination / Cross breeding activity Cattle feed & Fodder This is very important MLP intervention. However yet not happening in prominent way. Though the number of milch animal have been increasing through MLP & CLDP the intervention for fodder development or cattle feed are not yet initiated in larger way. Support to this activity will lead of economic efficiency of members. 1.Imparting awareness & Handholding support through CRP will be insure. 2. Failed to keep systematic records & gains lots of trainings & confidence Support of cattle feed to the MLP members in reasonable rate through CMRCs Agro Service Centre To initiate demo plants of cattle feed mixture at CMRC level which can be one of the enterprise development activity Project Efforts has hired by MAVIM LIVELIHOOD to establish CONSULTANTS MLPs: in each districts under Tejaswini program. The districts with larger no of CMRCs are with more consultants. They are provided with in house induction training from 9 th to 10 th Oct MAVIM will strategically focus on developing the business plan of each MLP so that they can reach to moderate scale. The scaling up of MLP activity is the The team of livelihood consultants along with sahayogini livelihood will be equipped to provide handholding basic pre requisite to sustain them. support for MLP implementation and also for monitoring of MLPs. 2. Though project has successful achieved to finance 178 JLGs with the loan of Rs.61 Lakh, the average loan amount per member of Rs /-. The rate of interest under JLG financing is of Rs. 18%. We need to advocate with banks to reduce the same. In the areas were JLGs are not supported from banks, normal SHG leading through banks need to be much more integrated in MLP execution. This will also require pushing up for repeat finance of SHGs from banks. 3. We need to develop a cadre of MLP CRP for each of the MLP which need to be paid from project for initial half year. CRP will from SHG or community itself. They will be mentored by Livelihood Sahayoginies of each CMRC. Project will also need to invest on build the capacity of this cadre. This arrangement can provide hand hold support to each MLP locally it will help to minimizing the operational gaps. 4. The MLP which well adopted the basic PoP, and stick to backward interventions, should be thought off for expansion at wider scale. Marketing Strategies Mahila Arthik Vikas Mahamandal Page 24

25 Present Status:- MAVIM has its own presence in around 14,179 villages of Maharashtra and created a strong network of SHGs in overall Maharashtra. MAVIM has also expanded their presence in urban areas i.e. Covering 13 slums of 10 districts and has formed 2683 SHGs helping around women. Within this pool of SHGs, several individuals and SHGs produce variety of products. Region wise list has been prepared for the products which are available in quantity at present. Gist of the same is as follows: Sr.No. Region Products Identified 1 Konkan Masale Papad Konkan Speciality products (like sarbat,jam of kokam,amla, mango etc.) 2 Nashik Nagali, Gehu, rice, udidpapad Banana Wafers Turmeric Powder 3 Amravati Handmade paper White musali 4 Aurangabad Brooms Cotton products Turmeric Powder Rice papad, udidpapad 5 Nagpur Chilli powder Plastic plates Rice (hand pound rice) Kosa work sarees Tamarind Leather Items Mahila Arthik Vikas Mahamandal Page 25

26 6 Pune Chatani KolhapuriChappals Papad (Rice/Udid) Red cilli powder Black chilli powder As of now most of the SHG members are doing marketing on their own. It includes supplying products to local vendors in their village or nearby taluka places. They also sell their products locally in weekly bazaar. There are very few SHGs which are tied-up with big retailers as they prefer to sell their products to local Middle man or participate in various exhibition. Gaps Identified:- 1) SHG members do not produce the goods in higher quantity as they are afraid of making losses in it if their product doesn t sell in the market. 2) Logistic is a major issue in rural areas as transportation makes the products further costly. 3) Standardization will scaled quantity. 4) Retaining the strong supply chain for SHG products is always an issue of concern. 5) Compromising with quality could be a threat MAVIM s Approach & Intervention:- Looking at the above mentioned gaps MAVIM has developed some strategies. Marketing strategy of MAVIM will flow in two ways:- 1. First is to promote the production of SHG products at scale, ensure the quality, and brand them and tie up with the assured marketing arrangements. 2. Second is to tap individual quality products which are not at scale but unique --raw from will be marketed online Cluster Marketing:- Mahila Arthik Vikas Mahamandal Page 26

27 The main focus of MAVIM is to encourage MLPs across Maharashtra which will help to create/built and develop various on-farm or off-farm products within a compact cluster and in scaled manner. In view of this MAVIM is planning to provide these SHGs various platforms to market their products. i) By making tie-ups with various companies like Reliance (fresh), big-bazaar, hypercity etc. ii) By online marketing. MAVIM has already registered our brand Tejaswini under which MAVIM can allow SHGs to sell their products. Only temporary number has been made available for this brand. MAVIM would try to cover more and more products under Tejaswini which will create our own brand into market. While creating supply chain for the products across Maharashtra, few CMRCs would be identified as Marketing CMRCs which will help to create and build supply chain network and logistic support across Maharashtra and CMRCs will get benefits out of every transaction done through any tie-ups. Component C: MICRO FINANCE SERVICES C.1 Brief Introductions: Under this component SHGs members will be enabled to get micro-finance services by (i) Internal savings and lending; (ii) Establishing linkages with banks and other financial institutions to access larger volume of loan funds; and (iii) Linking the SHGs with insurance companies for insurance services. This component shall have three sub-components: Support for linkages between SHGs and other financial institutions Pilot schemes and policy dialogue to encourage innovation: Support for MFIs (as supplement and back up to credit from banks) Mahila Arthik Vikas Mahamandal Page 27

28 C - 2 Status & Strategy Report of Micro Finance 1. SHG BANK LINKAGES :- MAVIM has conducted regional planning workshops for bank linkages in the month of March It was joint workshop where in zonal officers/ chief officers of all leading banks have participated. MAVIM has prepared credit plan of Rs. 350cr comprising of SHGs. Out of this 2093 SHGs are for NON ICICI bank linkages and 7415 SHGs are for ICICI bank linkages. In case of NON ICICI bank linkages, upto Sept 2015, 5094 loan proposals are submitted to various banks and out of that 2231 are sanctioned. The process of sanctioning SHG loan proposals was slow in case of nationalized banks. We can see average 44% proposals were approved in each of first two months. However with constant follow up and communication with banks through Central office, district offices and especially through BANK MITRA, it has increased upto 369 in the month of June BANK MITTRAS:- Presently 236 BANK MITRAS are in place. We have advocated this concept with various bankers at all forums. Each district has approached NABARD DDM and LDM in this regard. We have got favorable responses in Latur, Buldhana, Washim, Chandrapur, Akola districts. They have made correspondence with local branch managers. In Yeotmal district, VKGB BRANCH (Wadgaon Road) has provided space for BANK MITTRA. She is getting the commission based on the loan proposals sanctioned and repayment. Mahila Arthik Vikas Mahamandal Page 28

29 MSRLM has also adopted the same concept and with their support even SLBC is promoting banks to support this type of arrangement. We will be demonstrating this system in more effective way in MSRLM blocks as we will get support to pay MITTRAS through MSRLM resources. 3. Bank loan Repayment:- In totality 27,883 SHGs are with active loan with ICICI and Rs cr principal outstanding amount from SHGs under ICICI bank linkages. As on 30 th Sept 2015, 2108 SHGs are delinquent in various buckets (7.56%). The total principal outstanding is of Rs cr out of that cr is delinquent in various buckets. This comes to 4.60%. 3. Delinquency Control Mechanisms:- The conscious efforts to reduce the delinquency are taken up in two ways. The first priority area is to reduce the buckets with current (1 EMI pending) and 1-30 buckets (2 EMI pending) as these are easy to resolve. The simple follow up or communication can solve the issue. Even we have started tracking the EASY KILLING CASES in these categories through ICICI support where the pending due amount is below Rs. 1000/-. Such cases are followed up immediately. It is our learning that the cases higher delinquency is needed to be solved in systematic way. It has not possible and unviable to expect that such SHGs will clear their dues in one shot manner. Hence in one hand, in higher bucket delinquency the cases which are totally unpaid over the years are tapped and SHGs are facilitated to pay at least one EMI as it is really burdensome to pay the entire dues for them. On other hand, Other SHGs Mahila Arthik Vikas Mahamandal Page 29

30 which have paid some of their dues but still with huge outstanding amount, are followed up to repay the specific amount at least so that they can be shifted to earlier buckets and not flow further in next bucket. This may lead to control the higher buckets and gradual reduction in the numbers of SHGs in those buckets. Delinquency reduction is the joint efforts by both MAVIM and ICICI. In addition to daily follow up through conference calls, the special joint visits to the concerned SHGs are organized in districts like Solapur, Nanded where delinquency is much more. The SHGs are counseled to repay the dues and informed with importance of timely repayment. In case of the SHGs which are not supporting to repay, CMRCs have given ultimatum of time to such SHGs and have informed them otherwise the list of defaulters will be discussed with Village Sarpanch, VOs/ VLCs for further action. The analysis of the causes of delinquency shows that, in majority of the cases the loan is availed by 1 or 2 selected members and their unwillingness to repay leads to default by SHGs. Thus we are consciously promoting for Sahayoginies presence during the SHG meeting while loan distribution is sanctioned within the group. The facilitation by sahayoginies may lead to habit of analyzing the loan proposals, encouraging other members to come forward for taking loan etc. We are taking conscious efforts to stop / avoid the concentration of loan in the hands of few members. 3. b :- Repayment of NON ICICI bank linkages through SHE SOFTWARE :- In accordance with last Supervision Report, MAVIM has initiated tracking of repayment rate of NON ICICI bank linkages through DEMAND AND Mahila Arthik Vikas Mahamandal Page 30

31 COLLECTION REPORT (DCB) of SHE software. We had to take conscious efforts to clean the data to get full proof DCB report from each CMRCs. It was done thorough a special workshop of all CMRC staff at district level wherein the actual demonstration on cleaning the DCB report was given by district staff. It has helped us to get error free report from this month onwards. The average rate of repayment is of 95%of NON ICICI bank linkages.. One key observation in this regard is that the SHGs are not provided with the stipulated EMIs in case of linkages with nationalized banks and thus it affects rate of repayment. To get this full proof through SHE software reports, we need to establish the system of scheduling EMIs even though it is not provided by banks. It is seen in the districts like Nanded, Latur, Ahmednagar, Parbhani are with the 95% rate of repayment as they have could work on the systems at SHG level. The CMRC staff is educated to develop the EMI system within the group while distributing the loan amount amongst the members. This will be further followed up. 4. Insurance:- In addition to existing insurance products, MAVIM has tried to promote the members to benefit of Govt s Prime Minister insurance schemes. Focus will be on promoting Rajiv Gandhi Arogya Yojana which is meant for lower income groups. We have also received proposals from some of the private players such as Future Generally Insurance, Universal health insurance policy for health insurance of members and their families. The average premium is ranging upto Rs. 500/- pm per person for annum. Even there is a scope to get the income to CMRCs though few of these partners. Mahila Arthik Vikas Mahamandal Page 31

32 However these initiatives are not taken up as there is no assurance about the claim settlement in this regard. It has been observed in case of LIC life insurance where CMRCs are working as channelizing agency; claim settlement is not so friendly. In such cases due to lack of promptness or lack of support from partner agency, it becomes difficult for CMRCs to cope up with the situation. Sometimes credibility of the organization is also comes at stake. Key focus areas for the future course:- 1. Increase in saving for 50% of SHGs which have not yet increased their saving or hardly once in their life cycle. 2. The members with multiple sources of income can be motivated to invest more in safe financial products or within the SHGs which can lead to increase in average income of members and SHGs % women will be covered with health insurance 4. SHG bank linkages with repeat finances will be focused. 5. Special product to support the individual entrepreneurs though bank loan will be developed through the support of some banks Bank Mittras will be functional 7. All CMRCs will be up to max 3% delinquency 8. Financial Intermediation through CMRCs- This can be done on pilot basis through NABARD support and also through MSN Convergence with various Govt Corporation :- MAVIM is lesioning with Social Justice Department for getting support from various govt corporation for MLPs. Each MLP is comprised of members from various casts and categories. It is proposed that the members will receive the subsidized individual finance through the concerned corporation. This is possible though by converging into the existing schemes of the corporations. This will support for the members to receive larger individual finance for investment, purchase of animals etc. Mahila Arthik Vikas Mahamandal Page 32

33 Component D : WOMEN'S EMPOWERMENT AND SOCIAL EQUITY D1. Brief Introduction: The gender strategy of Tejaswini programme is aiming to expand the women s access to and control over the fundamental assets capital, land, knowledge, technologies etc. ; strengthening their decision making, their role in community affairs and representation in local institution; improve well being and ease the workload by facilitating access to basic rural services and infrastructure. The components is centered on the following 3 sub components i.e. gender integration, creating enabling environment and enhancing women s capacities. D2. Strategies adopted:- i. Providing legal awareness and information support to SHG members through intervention of Village KayadaSathi ( A legal friend) : In all project districts 3900 KayadaSathis were identified out of which 3111(80%) received training on legal literacy which included laws related to women, domestic violence act, property right etc. These trained KayadaSathis are functioning as Village Kaydasathi at village level. They are acting as support mechanism for the victim at village level and referring them for further services if required, giving support to members to resolve family and village level issues. It is viewed that need of such services is very high. There is a need to increase no KayadaSathies. We would like to do the advocacy at the Govt level for replication of this strategy. A special drive is undertaken to ensure Kayadasathies membership in such committees like; Mahatma Gandhi Tanta MuktiSamiti(quarrel free village committee), women empowerment committee etc. Due to participation of kayadasathies in that committee, committees are benefited because of their knowledge and information. Currently 511kayadaSathis of 33 districts are functioning as member of Tanta MuktiSamitis. This convergence initiative at village level is giving an opportunity to validate and recognize the issues raised by women. In long run it will act as a useful forum to roll out the agenda of women empowerment and gender. Mahila Arthik Vikas Mahamandal Page 33

34 The status of kaydasathi is boosted by giving them a formal identification as KaydaSathi wherein ID cards are issued by District Magistrate (VIDHI NYAY PRADHIKARAN). altogether 341KayadaSathihave received such identity cards. This technique is found to be very useful to get free and fearless access in the court and police premises. It is having greater impact on the acceptance of kayadasathis. Considering this experience we are in process of expanding this campaign at large scale in remaining areas. ii. Setting up legal referral cell at CMRC level : CMRC is an institution being developed as a service provider institution. The services of CMRCs are demand driven. Thus considering need of legal support to women, it was proposed to start legal referral cell on pilot basis at one CMRC of each district. This referral cell will receive the cases through thekaydasathis or Members may directly contact to CMRC for their legal aids. These cells will support the victims to get further legal support through convergence. The cases will be further referred to Protection Officer for legal support. CMRC will regularly follow up the referred cases. Till now 48CMRCshave set up such legal referral cells. The identified and trained cadres of master Kayadasathi are given responsibility of these cells. CMRCs are facing financial problem to meet out cost of Master KayadaSathis for periodical visit and referral services. We have initiated convergence with district judiciary to run free legal help center which is called Legal care support center (VIDHI KALAJI V ADHAR KENDRA) in Nashik,Nandurbar and Dhule district. Process is initiated in all district. iii. Drudgery reduction: The assets created by districts till March 2014 are well functioning. In this financial year 18 district has submitted new proposal for Drudgery reduction model, but due to financial constraint this proposals are kept pending. Simultaneously, follow-up and maintenance of old assets is taken up. Awareness on drudgery of women is taken up by CMRC and VLC under non budgeted activities. iv. VishakhaSamiti: Mahila Arthik Vikas Mahamandal Page 34

35 In all district VishakhaSamiti is effectively working, meeting of this committees is held on quarterly basis.the main agenda of meeting is to create awareness of women right in project area and follow up of cases referred and resolve by village level kayadasathi.so far 81 meetings were conducted and out of 659 committee members 523 members had attended these meetings. Construction of Shade in Kumbhartoli village of Gondia district Joint ownership campaign : This year we conducted special awareness drive for joint ownership under non budgeted activities. There is good response from all district so far Women families submitted application for Ghar Donghanche (joint ownership) out of which families could enrolled the joined name on the property document. Convergence : Mahila Arthik Vikas Mahamandal Page 35