Aajeevika/ National Rural Livelihoods Mission

Transcription

1 Aajeevika/ National Rural Livelihoods Mission State: Jharkhand Annual Action Plan (AAP) (FY ) Submitted By- Jharkhand State Livelihood Promotion Society

2 Table of Contents Chapter Page No. 1. Current Status of NRLM in the state Human Resource, Support Structure including Staff & Capacity Building Financial Management & Procurement Plan Innovation Forum and Technical Assistance Required NRLP Resource Block Strategy and NRLM Non-Intensive Block/district Strategy State Background And Poverty Diagnostic Pilot Strategies NRLM Non-Intensive Block Strategy Management Information System (MIS) Project Costing Annexure 1. Summary of Readiness Project Targets for Blocks Project Phasing Details Month wise Activities Schedule for 3 Years External & Internal CRPs Strategy Proposed SMMU Detail Proposed Three DMMU Detail Proposed Six BMMU Detail Proposed Institutions Building (IB) & Capacity Building (CB) Cost E CRP IB + E CRP MCP + E Sr. CRP + I CRP + E PRP Cost Community Investment Support(CIS), Revolving fund (RF), Capital subsidy (CS), Innovation & Partnership Cost Action Research & Studies, Monitoring & Evaluation (M & E) and IT Based MIS Cost Key Roles & Responsibilities of Position at SMMU, DMMU and BMMU level Detail of EC & GB Procurement Plan Page 2 of 54

3 16. Detail of EC & GB CHAPTER 1: CURRENT STATUS OF NRLM IN THE STATE Jharkhand State Livelihood Promotion Society (JSLPS) is designated as State Rural Livelihoods Mission by state cabinet for rolling out NRLM in the state. JSLPS is a society promoted by Rural Development Department to promote livelihood for the disadvantage section of the rural community in the state. JSLPS is an independent institution registered under the Society Registration Act 21 of 1860 in the year Government of Jharkhand appointed Mr. Paritosh Upadhyay, IFS as Project Director SRLM on 16 th May 2011 to lead NRLM activity in the state. Ministry of Rural Development, NRLM section deputed Mr. Rajeev Ranjan Kumar & Mr. Mithilesh Kumar Lala as Young Professional on 8 th March 2011 to support NRLM activity in the state. State cabinet also approved the recruitment of 166 staffs (state, district and block level) and implementation structure for SRLM. JSLPS Interviewed and shortlisted seven domain consultants (Finance, HR, Livelihood-Farm & Non-farm, Institution & Capacity Building, MIS & M & E and Account) as a core team for initial six months to develop strategy & set up the delivery mechanism for NRLM at state, district, block & community level. In addition to this Expression of Interest, Term of Reference and advertisement for Provision of recruitment support services through a Human Resource Agency to JSLPS has prepared and process started from March JSLPS had organised a meeting with Multi State Skill based training & placement implementing agencies to prepare a plan based on rapid study (by IL&FS, DON BOSCO and KGVK) of potential for skill based training & placement in - around Saranda & devise an implementing strategy. JSLPS has organised 5 days Immersion cum exposure visit to RDDJ Principal Secretary, CEO JSLPS, Resource districts Dy. Commissioners, PM JSLPS, SLBC members, lead bank officers & others officers to SERP for exposing them on governance and policy issues of project management & implementation. A summary of readiness is in annexure I. JSLPS has been opened a separate bank Account for NRLM in Bank of India (A/c no IFSC code: BKID ) extension branch FFP building, Dhurwa, Ranchi. Office Set-up: First year JSLPS is proposing to start NRLM in 7 blocks of 3 districts of Jharkhand. They are: Pakuria & Maheshpur block from Pakur district, Angara & Namkum block from Ranchi district and Khuntpani, Goilkera and Manoharpur block from West Singhbhum district. Recently Saranda forest area which largely falls in Manoharpur block of West Singhbhum district has Naxals presence and government of Jharkhand is committed to implement developmental programmes for the better standard of life of the poor families living in the Saranda forest. Hence apart from the above blocks Manoharpur block along with all the villages of Saranda forest range will be the part of initial intervention under NRLM. At state level JSLPS will have state head office in Ranchi and similarly the district and block offices will be in the district/block headquarters. State Level: Presently JSLPS has state of art well furnished office equipped with modern amenities, required for day to day office activities. Present capacity of the office is sufficient enough for professionals. However, JSLPS do require office equipment s like computers, laptops, printers, photocopiers, furniture s and other fixtures and equipment s for new recruits. As recruitment of professionals for first year is in process, a new bigger office is required to set up and JSLPS in is process of finding a suitable place. District and block level: In first year of the Action plan it has been planned to establish 3 District Mission Management Unit (DMMU). It is envisaged that all the DMMU office space will be hired on rent basis. This unit will be fully furnished with all modern amenities and equipments. Similarly, 7 Block Mission Management Unit will Page 3 of 54

4 also be established in similar way. SRLM would engage appropriate agency for the procurement of office s amenities in time to time. The budget for the same is mentioned in the SMMU, DMMU and BMMU budget plan in annexure V, VI & VII. Status of State Perspective and Implementation Plan: JSLPS has hired services of two consultants, Mr. Manish Dubey & Mr. Kallol Shah for preparation of SPIP. At present they have completed state situation analysis. In connection with these, two consultations meeting of NRLM core team chaired by Principal Secretary, RDD, Jharkhand with SPIP consultants on situation analysis and strategy of SPIP development and one national level multi stakeholder workshop has been organised in October It is expected that SPIP would be prepared and submitted to SRLM by end of June The cost involved in preparation of the SPIP is already approved by competent authority. Page 4 of 54

5 CHAPTER 2: HUMAN RESOURCE, SUPPORT STRUCTURE INCLUDING STAFF & CAPACITY BUILDING Jharkhand State Livelihood Promotion Society (JSLPS) is led by its General Body (GB) 1 that is chaired by Honourable Rural Development Minister, Govt. of Jharkhand, from which a more functional Executive Committee (EC) 2 that will be preside over by Principal Secretary, Rural Development Department, Govt. of Jharkhand, has been formed for taking all policy level decisions and advising the functionaries of the society. Representatives from the Government of Jharkhand, Banks, Development institutions and civil society form the Executive Committee of the Society. The day-to-day management of the JSLPS is carried out by the Project director (PD)/Chief executive officer (CEO) and his/her team of Officers. The functions, Programs and their relationship are illustrated below. The top decision making activities are carried out in the State Mission Management Unit (SMMU) headed by the PD/CEO and Additional project director and State project Managers and other functional specialists as indicated. In first year the emphasis will be largely on Institution Building, Microfinance and Office Management in terms of development of systems. Hence in first year 37 member of team have been proposing JSLPS: SMMU Orgnogram Governingbody (GB) Executive Committee (EC) PD/CEO JSLPS APD/COO SPM & PM IB SPM & PM Social Mobilization SPM & PM Financial inclusion SPM & PM livelihoods SPM Procurment SPM M&E Project Managers (HR, Finance, Insurance,Social Development, Training, Marketing, MIS & IT, Jobs & Placement etc.) Project Executives Junior Projet Executive EACO/Data Operators to recruits at SMMU level Support Staffs (Office boy,drivers, House keepers) 1 Detail of GB given in Annexure XIII. 2 Detail of EC given in AnnexureXIII. Page 5 of 54

6 District Mission Management Unit (DMMU) District Project Manager Project Managers (IB & CB, FI, Livelihoods, Finance etc ) Project Executives Project Assistant (EACO/Data operator) Support Staffs (Office boy,drivers, House keepers) At the district level there is a District Mission Management Unit (DMMU), led by District Project Manager assisted by thematic Mangers & functional specialists. These thematic managers may be called as Project Manager for Institution Building and capacity Building, Project Manager, Financial Inclusion and Project Manager Livelihoods. Block Mission Management Unit (BMMU) Block Project Manager Cluster coordinator Community Coordinators Master Book keepers (MBK) Project Assistant (Accountant, EACO/Data Operator) Support Staffs And at the block level there is a Block Mission management unit (BMMU), headed by Block Project manager assisted by function specialist. Under Resource block strategy Pakuria, Maheshpur, Angara, Namkum, Kuntpani, Goilkera and Manoharpur block would be divided into 30 clusters and each cluster has potential of SHGs. Altogether 30 Cluster Coordinators (CLF Cs) will be required in six blocks and 1 CLF Cs positioned in each cluster. To work in Saranda forest of Manoharpur block there may be need to have a very specialised and need based team and hence, later on the block level team structure for the Manoharpur block may vary as per the need and plan. Page 6 of 54

7 Leveraging on Existing Human Resource: Presently JSLPS has professional working in different district as district coordinator and block coordinator on UNDP project. It would be beneficial to leverage the services of existing staff of society for roll out of NRLM in the State. These professionals have already trained by APMAS and expose to BRLP/Kudumbashree. These professionals have understanding of project s intricacies. Thus, JSLPS is ready to start the implementation in 6 blocks immediately after the approval of AAP. As for their inclusion in SRLM, Jharkhand, Executive committee suggested that these professional will work in UNDP program and when final recruitment will take place they would have to go through the process. JSLPS would seek help from consultant /HR agency for preparation of HR manual as guided by NMMU for smooth operation of the SRLM in the state. JSLPS will invite EOI/RFP for hiring of HR Agency, for recruitment of Core Staff (at state level, district level and block level), in tune with the HR manual for roll out of NRLM in the state. Recruited Core Staff would be trained, oriented and exposed to different level of best practices for formation and strengthen of CBOs at SERP/BRLP/Kudumbashree, for which partnership will be established with SERP/BRLP/Kudmbashree/NIRD/SIRD / others. The budget for Preparation of HR manual, hiring HR agency, Recruitment of core staff, Training- Immersion- Orientation etc. is mentioned in the budget plan in annexure IX. Jharkhand state Cabinet approved the recruitment of the 166 staffs in SRLM for the first year at State, district and block level. Detail core staff, their salary structure and basic amenities are mention in annexure VI, VII & VIII. Approved Core staff at state, district and block level are mentioned below. Level Cabinet approved Positions unit PD/CEO APD/COO 1 State Project Managers 6 Project Managers 6 Project Executives 8 Young Professionals 3 Office Assistance 5 Support Staff 8 Sub Total 37 State Level District Level Block Unit District Project Manager 3 Project Managers 9 Administrative Officer 3 Accounts Officer 3 Project Assistant Admin 6 Office Assistants 9 Sub Total 33 Unit Block Program Manager 6 Block team / Cluster leaders 18 Community Coordinators 54 Administrative Asst./C. Operator 6 Accounts Assistant 6 Office Assistant 6 Page 7 of 54

8 Subtotal 96 Grand Total 166 For the first year, six thematic state project managers would be recruited; these thematic areas are Social Mobilization & Institution Building, Livelihood Farm, Livelihood Non-Farm, Financial Inclusion, Social Development and Training & Capacity Building. In addition 6 project managers at the state level would be recruited for smooth operation the NRLM in the state. These thematic areas are Social Mobilization & Institution Building, HRD, Finance, Procurement, Media - Documentation & Communication and MIS & Monitoring & Evaluation. Details of job descriptions of above mentioned position mentioned in annexure XIII. Induction: All recruited staff in SRLM and the existing staff of JSLPS- UNDP would undergo an extensive induction programme. The purpose of induction is to ensure the effective integration of staff into or across the organization for the benefit of both parties. The induction programme would provide all the information that new employees should know at the time of joining. It will be a well structured and slightly vary between managerial and field staff. Recruited staff will be trained, orientated & exposed to different level of practices for formation and strengthening of CBOs at SERP/BRLP. The framework of induction programme for new entrants will consists as per society requirements with duration of 4-6 weeks. The detail activity plan for training, immersion and exposure of recruited staffs are in Annexure III. Page 8 of 54

9 CHAPTER 3: FINANCIAL MANAGEMENT & PROCUREMENT PLAN The SRLM would design financial management system to ensure transparency and accountability and also richness in decision-making and allocation of financial resources to the district, blocks & villages. Each DMMU and BMMU will prepare the detail action plan based on which JSLPS will transfer funds to DMMUs and BMMUs into a separate bank account opened for the project. Similar process will follow for fund releases from the BMMUs to SHG Federation/s and other institutions (producer companies, NGOs etc.).based on Village organisation (VO) action plan/community Based Livelihood Business Plan/Micro Credit Plan BMMU will apprise & approve and fund will be release through electronic transfer systems, to the extent feasible and be based on the terms and conditions for fund releases as per Financial Management provisions / MoU or financing agreements. All fund releases from the project will be based on achievement of outputs or results. State Team with the support of district and block team will review and monitor the performance against plans on monthly basis. Funds will be released in as per financial management provisions through direct transfers into JSLPS-NRLM bank accounts. JSLPS will maintain a separate bank account in a commercial Bank for the Programme funds and notify the same to MORD-NMMU. For all fund releases, the JSLPS will be submitting audit reports and utilization certificates, as per established MORD-NMMU norms and operation manuals. Financial Management specialist would lead in setting up standard finance and accounting system at SRLM, for which one finance manager post at state level, one accountant at district level and one account assistant at block level is sanctioned by state cabinet. Manoharpur Block (Saranda): Saranda forest area is in control of Naxals, and present different challenges compared to other six resource blocks therefore a different financial management system/ implementation approach will have to be developed and If needed a separate approval will be accorded form the competent authority. Page 9 of 54

10 Procurement Plan: The procurement of goods, civil works, non-consulting services and services will be integral part to the implementation of NRLM at State, District and block levels in the state of Jharkhand. EC of JSLPS has already approved and adopted the MoRD-NRLM procurement guidelines and procedure outlined for carrying out procurement under NRLM/NRLP. The SRLM will hire full time Procurement Consultant to carry out the procurement as per the procurement plan. SRLM is envisaging critical procurement of goods, works & services will take place in first year. SRLM also believes that procurement should result in timely, high quality and cost effective outputs. The SRLM procurement operational manual provides for different delegated financial limits for various levels of implementing entities at community level (SHGs/CBOs), block level, district level and state level for goods, works and services. Different methods are also defined for procurement of goods, works and services with its applicability based on value thresholds for various levels of implementing entities. Prior and post review arrangements are also built in at Community Based organisation, BMMU, DMMU and SMMU level for ensuring appropriate quality and oversight over the procurement process. SRLM will hire services of appropriate service providers for the Goods, works and Services as per requirement. All Procurement will be made on the basis of procurement plan which will be based on Annual Action Plan and Budget for the year (attached in Annexure XV). Page 10 of 54

11 CHAPTER 4: INNOVATION FORUM & TECHNICAL ASSISTANCE REQUIRED Innovation Forums: SRLM will develop framework for innovations and partnerships (decisions on the thematic preference, eligibility criteria, technical evaluation criteria, selection methods, celebration prize, partnership strategy, etc.) to rolling out innovative intervention in the state. SRLM will identify, list and empanel resource agencies through a transparent process for take up of innovative livelihood interventions in the state. SRLM will also empanel some group of experts to review of innovative intervention in the state. JSLPS-UNDP has demonstrated some innovative livelihood interventions and financial inclusion models in the state; such as Drip irrigation based vegetable cultivation, Poly nursery for raising healthy seedlings, revival of Lac cultivation, NTFP value addition (Sal leaves cup - plate making, oil expeller, collective formation and marketing etc.). In NRLM, SRLM would replicate these interventions in NRLP resource blocks. The budget for the same is mentioned in the innovation and partnership cost in annexure XI. Technical Assistance Required: These are the areas where technical assistance would be required from NMMU in 1st year: Continuous programmatic support in rolling out Piloting NRLM in resource Blocks. Support in developing Tor and hiring of recruitment agency Power of delegation Support in development of Tor and hiring of Agency for the development of HR policy/manual Identification & listing and empanelment of the Multi-state NGOs, Resource NGOs, CSOs, consultants for rollout of NRLM in the state. Identification & listing of the recognized or accredited agencies or institutes for TOTs. Identification of agency for development and up-keeping of web based Management Information System (MIS). Procurement: Identification & listing and empanelment of the Resource agencies for procurement for SRLM in the state. Page 11 of 54

12 CHAPTER 5: RESOURCE BLOCK STRATEGY OR PILOT STRATEGIES STATE BACKGROUND AND POVERTY DIAGNOSTIC Carved out of southern Bihar as a new state of India in November 2000, Jharkhand was plagued by adverse initial conditions low average income, very high incidence of poverty, and little social development. Its nominal per capita income ($314 in 2003/04) is low (only 55 percent of the all-india average), though not the lowest among the major Indian states. It is actually higher than the per capita income of Bihar and Uttar Pradesh (UP) and similar to that of Orissa. The average per capita income is also associated with a high degree of income inequality and a rural-urban gap within the state as is evident from the high incidence of poverty in rural areas. Despite the adverse initial conditions, there are some early signs of turnaround in Jharkhand in several respects. Poverty declined by an impressive average of two percentage points a year between 1994 and This may be compared to about 2.5 percentage points a year observed at the all-india level during the same period as per official unadjusted data and if anything to go by provisional census 2011 Jharkhand data; literacy increased by 16% and sex ratio shows a green picture of the state. Various programmes launched by central & state government showing a mark change in development of the state. The sustainability of poverty reduction especially in rural areas is a cause of concern given the rain fed agricultural conditions. The decline in poverty and the improvement in social indicators can perhaps be attributed to increased allocations coupled with better implementation as well as the involvement of Non-Government Organizations (NGOs). Most importantly, it shows that the Government of Jharkhand (GoJ) is aware of the challenges it is facing, and is committed to overcoming them to improve state socially inclusive and sustainable outcomes. Page 12 of 54

13 1.1 Demographic Profile of the State: FACT SHEET Population* 3,29,66,238 No. of Villages Male Population* 1,69,31,688 No. of Gram Sabha Female Population* 1,60,34,550 No. of Villages Electrified (45 % of total) Per Capita Income Rs Total Geographical Area Lakh Hect Density of Population 338 persons / Sq. KM Cultivable Land Lakh Hect No. of Districts 24 Net Sown Area Lakh Hect (25% of total area) No. of Sub divisions 35 Net Irrigated Area 1.57 Lakh Hect (8% of net shown area) No. of Blocks 259 Forest 29% of total area Comparative: Demography Profile of the State Indicator Jharkhand India Total population* 3,29,66,238 1,21,01,93,422 % of Males* % of Females* % of SC % of ST % of SCs BPL(Rural) % of STs BPL(Rural) % of other BPL (Rural) % of SC Literates (male) % of SC Literates (female) % of ST Literates (male) % of ST Literates (female) Sex ratio ( Total population)* Sex ratio ( SC Population) Sex ratio ( ST Population) Source: 2001& 2011* Census provisional data. In Jharkhand poverty situation is very grim, planning commission estimated 46.3% of total Jharkhand population lives below poverty line whereas Tendulkar committee peg it to 51.6%. Around 22 million people of Jharkhand live in rural areas 3 In Jharkhand, Palamu has maximum rural population and 89.9% of population falls into BPL category. Sariekela s 93.84% of rural population belongs to BPL category, highest in the state. In rural female population Koderma is highest with 50.67% of its total rural population. 3 NSSO Page 13 of 54

14 District wise % of SC & ST Population District wise % of SC Population Hazaribag Gumla Pakur Lohardaga W.Singhb E.Singhbum Khunti Dumka Ranchi Sariekela Sahebganj Simdega Godda Jamtara Ramgarh Deoghar Giridih Bokaro Koderma Dhanbad Lathehar Garwa Palamu Chatra Source: Census of India, SC % In these districts; Lathehar, Garwa, Palamu and Chatra; SC population is more than 20% of total population of the district District wise % of ST Population Koderma Chatra Dhanbad Palamu Giridih Hazaribag Bokaro Deoghar Garwa Ramgarh Godda E.Singhbum Sahebganj Jamtara Ranchi Sariekela Lathehar Dumka Pakur Lohardaga W.Singhbum Gumla Khunti Simdega Source: Census of India, ST % Pakur, Lohardaga, W.Singhbum, Gumla, Khunti and Simdega are the districts where half or more than half of total population is tribal, Jamtara, Ranchi, Sariekela, Lathehar and Dumka are the districts where one third or more than one third of total population is tribal. District wise Female Literacy Rate In Dhanbad, rural female literacy is highest in the state i.e. 40.5%. Pakaur, Garhwa, Sahibganj, Giridih, Deoghar, Godda, Palamu, W. Singhbhum, Kodarma, Chatra and Bokaro are the districts (approx half of total districts of Jharkhand) where rural female literacy is below 30%. Among these districts Pakur has lowest rural female literacy in the state i.e. 18.0%. Page 14 of 54

15 1.2 : Rural Poverty Context in the State: District wise Rural BPL House Hold in the State District wise % of Rural BPL HH ( ) Hazaribag Deoghar Godda Ranchi Gumla W.Singhbum Dumka Lohardaga Koderma Giridih Bokaro Jamtara E.Singhbum Lathehar Chatra Sahebganj Pakur* Palamu Simdega Garwa Dhanbad Sariekela According to the 61st round of NSS ( ), the overall incidence of poverty in Jharkhand is 42 per cent, much higher than the all India level of 27.6 per cent. The gap is particularly high in rural areas, where it is 46.2 per cent vis-à-vis 28.3 per cent at the all India level. Above graph shows that Sariekela, Dhanbad, Garwa, Simdega have more than 90 percent rural BPL household, Palamu, Pakur, Sahebganj, Chatra, Latehar, E. Singhbhum have more than 80 percent Rural BPL household. Poverty among Social Groups: Poverty has been found to be very high among the Scheduled Caste (SC) and the Scheduled Tribe (ST) population groups in comparison to the other communities. While more than two-thirds of SC and ST population in Jharkhand were below the poverty line in and more than half were below the poverty line in , only a little more than one third of OBCs and about one fourth of the others were estimated to be below the poverty line in Poverty across all communities is higher in rural areas in comparison to the urban areas. Social Groups Poverty in Jharkhand by Social Groups in and Rural Urban R-U Total Rural Urban R-U Total Scheduled Tribe Scheduled Caste Other Backward Caste Others Total Source: NSS 50 th and 61 st Rounds Between the two most deprived communities of the state, poverty is more rampant among the SCs than the STs. At the all India level, however, it is just the opposite. In the country on the whole poverty among the SCs is not only lower but has also declined at a faster rate than that of the STs. 4 Data regarding Other Backward Caste (OBC) are being collected since 55 th round ( ). Page 15 of 54

16 1.3 Context of Social Inclusion, Financial Inclusion and Livelihood related Challenges & Opportunities at State level : Over a period of ten years since inception of SGSY in 1999, a total of 66,603 SHGs were formed in Jharkhand. During the period to , from 773 SHGs to 5,997 SHGs, there has been about eight fold increase in the number of SHGs which passed grade II & total 24,332 SHGs passed grade II for being eligible for bank loans and total 50,221 SHGs passed grade I Koderma Source: RDD, GoJ No. of Loans Disbursed in No. of Loans Disbursed in No. of Loans Disbursed in Saraikela-Kharsawan 176 Simdega 184 Jamtara District wise SHGs Bank-credit Linkage, Year Hazaribag 194 Sahebganj 238 Giridih 255 Lohardaga 266 Deoghar 278 West Singhbhum 302 Pakur 317 Godda 340 Dumka 359 Chatra 386 East Singhbhum 424 Ramgarh 492 Gumla 502 Khunti 579 Garhwa 585 Palamau 636 Latehar 767 Bokaro 1314 Ranchi 1500 Dhanbad Trends (above graph: District wise bank linkage) show, the improving performance of credit delivery to SHGs by banks in the state but it has failed to achieve the targets set in the annual action plans so it yet to get desired momentum. A look at the longer period of , however, shows that only 24,332 SHGs could pass grade II, accounting for about per cent of total SHGs formed in the state. Over 83 per cent of the SHGs formed so far have taken up their economic activities. It is total 82,009 SHGs member have taken up their economic activities, including 12.19%SC, 39.3%ST and 8.32% minorities SHGs member. According to NABARD, total 30,819 SHGs provided with bank loan in Jharkhand where as 22,38,565 SHGs in India which is only 1.37% of India s SHGs, only 1.57 percent of SHG credit needs in Jharkhand are met through formal sources compared to 7.68 percent for India. The relatively industrialized/richer districts like Dhanbaad, Bokaro, Ranchi, and Hazaribagh, seems to be better SHGs bank linkages than the rural (and also Naxal affected) districts like Kodarma, Saraikela, Simdega, Chatra, Garhwa and Lohardaga. Comparative Credit flow Indicator Data source Jharkhand India Gross small saving collection (Rs. Crores, ) Indiastat % of Indebted farmer households NSS % of loan taken for Productive purposes NSS2003 N.A 65.1 % of loan from formal sources NSS Cumulative no. of SHGs provided with bank loan NABARD Cumulative bank loan (Rs. in lakhs) NABARD % of SHG credit needs met through formal sources NABARD Page 16 of 54

17 SHGs Bank Linkage Status of JHARKHAND Jharkhand has 22 public sector banks with 1,123 branches, 8 private sector banks with 36 branches, 2 Regional Rural Banks with 388 branches, 8 District Central Co-operative Banks (DCCBs) with 112 branches, and 2 primary urban co-operative banks with 2 branches. Thus, on the whole there are 1661 bank-branches, of which 62 per cent are in rural areas, about 18 per cent in semi-urban areas and about 20 per cent in urban areas 5. *Source: NABARD Not only is the banking coverage inadequate it is uneven as well. The Average Population per Bank Office (APPBO) in the state (as on March 31, 2007) is 17,418. The relatively industrialized districts like East Singhbhum, Ranchi, Deogarh and Bokaro have larger number of bank branches than the rural (and also Naxal affected) districts like Chatra, Garhwa, Lohardaga and Palamau. The banks are often located at a remote location from most of the villages. For 60 per cent of the villages in Jharkhand, the nearest bank branch is at a distance of 5 to 10 kms and for 27 percent of the villages at a distance of more than 10 km. According to the NSS 58th round data, banks are present in only 5 per cent of the villages of Jharkhand compared to the national average of 24 per cent. 1.4 : Existing Social Development and Livelihood Initiatives in the State (by the State Government, NGOs and externally aided projects): Jharkhand after carving out from Bihar is in pursuit of achieving the goal, the reason for which it comes into existence. Poverty in state is alarming high, status of SC, ST and other population is much below in comparison to the developed/developing states of the country. Particulars Savings of SHGs with Banks*. Bank Loans disbursed during the year Commercial Bank No. Of SHG Saving Amount (in Lakh) Bank Loans Outstanding against NA NA SHGs*. Jharkhand government understands its situation and dedicated toward it. There are various central/state government sponsored programme/scheme running in the state for the uplifting of the quintile and overall growth of the state. There are several government programmes running in the state; such as MGNREGA, RKVY, PDS, SGSY and other national flagship programmes of the govt. running successfully and targeting its beneficiaries. Apart from flagship programmes there is various other agencies supported by state govt. NGO,CSO, externally aided, 5 Planning Commission Report, 2008 data. Regional Rural Bank Saving No. Of Amount SHG (in Lakh) Cooperative Bank No. Of SHG Saving Amount (in Lakh) No. Of SHG Total Saving Amount (in Lakh) NA NA NA NA Page 17 of 54

18 Trusts, cooperatives etc. working in the state. These organisation works in different part of the state on different thematic area. List of some such organizations: JTDS: Jharkhand Tribal Development Society (JTDS) working in 10 blocks of 5 districts (Ranchi, Khunti, E. Singhbhum, W. Singhbhum and Saraikela) of the state. JTDS working on Land & Water management, Agriculture and Farming System Development, Livestock Development, Aquaculture Development, Forestry and Fodder Development, Value addition & Marketing, Health & Nutrition and World Food Programme. PRADAN: PRADAN working in 14 districts of the state. PRADAN working on Promotion of SHGs and Microfinance for Livelihood, Forest Based Livelihood (lac Cultivation, Siali Leaf Plate, Tasar Cocoon Production), Natural Resource (Agriculture, Horticulture and Land & Water resources), Livestock Development ( Diary and Goat Rearing) and Microenterprises Promotion (Tasar Yarn Production and Boiler Poultry Rearing) etc. Apart from these PRADAN co-ordinate implementing agencies of SGSY SP programme in 6 Districts of the state. BAIF: Bhartiya Agro Industries Foundation (BAIF), now it is known as BAIF Development Research Foundation covers almost all districts of Jharkhand. They are pioneer in Watershed Development and Livestock Development. BAIF also play a role of implementation partner of some programme & Scheme of government and non-government organisations in the state for livelihood promotion. GVT: Grameen Vikas Trust (GVT), is one of the bigger organisation working for rural poor. There works includes Watershed, Entrepreneurship Development Programme, Lac Cultivation, Aquaculture, Skill Development Training, SHGs Formation and Microfinance etc. GVT is in state partners with many govt. departments as well as other NGOs and CSOs. IL&FS, Cap Foundation, Don Bosco, L&T etc: These organizations in the state is involved in providing training to um-employed rural youth in various marketable skill and place them accordingly in various industries under SGSY-SP programme. Page 18 of 54

19 PILOT STRATEGIES: Government of Jharkhand (GoJ) is committed to extend the outreach of poverty alleviation programs to the poorest of the poor. In its pursuit to pass benefits of the program by enhancing the quality of implementation a definite intervention in the shape of organizing the institutions of poor, capacity building, creating livelihood opportunities for the poor and monitoring & evaluation of poverty alleviation schemes is envisaged. For furtherance of the objective, the state government has taken a joint UNDP-GoJ State-Level Support to Livelihood Promotion Strategies project, being implemented through Jharkhand State Livelihood Promotion Society (JSLPS), under Society Registration Act 21 of Government of Jharkhand designated JSLPS as State Rural Livelihood Mission (SRLM) for rolling out NRLM in the state. For furtherance of the objective of Society to promote quality institutions under NRLM, JSLPS has requested to SERP and BRLPS (JEEVIKA) for the external CRP support to strengthen SHGs, federation and associated field functionaries in state of Jharkhand. In connection with, implementation of pilot project to develop Resource block in the state of Jharkhand under NRLM, JSLPS is proposing to start pilot in 7 blocks of 3 districts of Jharkhand. They are: Pakuria & Maheshpur block from Pakur district, Angara & Namkum block from Ranchi district and Khuntpani, Goilkera and Manoharpur block from West Singhbhum district. Each district has different geographical & regional variance, Pakur represents Santhal Parganas division, Ranchi represents South Chhotanagpur division and West Singhbhum represents Kolhan division. JSLPS need assistance of experienced external Community Resource Persons (CRP) and Project Resource Persons (PRP) in these 7 blocks, for inclusion of all the poorest of the poor in these blocks under SHG. Special pilot for Saranda Forest area under Manoharpur Block: Saranda forest is a very rich Sal forest of 800 km 2 lying in the tri-junction of Jharkhand, Orissa and Chhattisgarh States. It is of strategic importance and has been under strong Maoists presence for many years. The Eastern Headquarters and many training camps of the Maoists were located in Saranda forest. The Ministry of Rural Development is keen on implementing a focused development plan in Saranda forest through the Jharkhand Government as the tribal inhabitants have been victims of long years of official apathy and isolation from the development process due to Maoists presence. There are around 7000 tribal households with population of 36,500 in Saranda Forest in 56 villages. It is home to the Ho tribals who speak the Ho dialect. As per the government of Jharkhand, of the 56 villages, 14 are forest villages, around 10 are un-surveyed Jharkhand villages and the rest are Revenue villages. The area has 25% of the known iron ore deposits in the country and the reserves are exploited by more than 12 mining companies with 50 mines. Chiria, the biggest iron ore deposits in Asia is also located in Saranda. Major part of Saranda forest range is in the Manoharpur Block of West Singhbhum district of Jharkhand state. Apart from the above mentioned team of 166 staff which is sufficient for 6 blocks, around 20 more staffs will be recruited for the Manoharpur Block to work in the block and villages in the Saranda forest area. As this area has strong Naxal presence and presents different challenges compared to other six resource blocks, a different financial management system/ implementation approach will have to be developed and If needed a separate approval will be accorded form the competent authority. As the situation of the villages in the Saranda forest is different from the other villages of Manoharpur block, therefore development of Manoharpur as a resource block requires a special approach and methodology. It is estimated that in first year approx. 192 SHGs would be formed in Manoharpur block by Internal and external CRP strategy. In addition to that at least 70 human and social capitals will identify and train. Page 19 of 54

20 JSLPS will conduct assessment and develop a detail plan for implementation during operation of six resource blocks and based on this finding Social mobilization and CRP strategy in Saranda will be implemented. In this connection JSLPS had organized a meeting with Multi State Skill based training & placement implementing agencies to prepare a plan based on rapid study of potential for skill based training & placement in - around Saranda & devise an implementing strategy. The main objectives of the rapid study which will be carried out are: i. To discover existing skill and competency sets of the unemployed youths (in the age group years) vis. a vis. market conditions. ii. To determine the interest factors of youths in selection of trades and employment opportunities. iii. To undertake a market and demand study and assess the employment trends both past and future in the local and adjoining economy iv. To identify sectors and sub sectors with growth opportunity matching the existing and potential skill sets of local youths v. To come up with sector wise tentative list of potential employers vi. To suggest a road map for implementation of Skill and Placement based training programs In addition to Skill based training and placement of youths of these area, it is also decided to select youth from this area and send them to SERP, Andhra Pradesh for training in Social Mobilization and Institution building. These trained youths in turn facilitate CBO activities in Saranda area. JSLPS invited Expression of Interest from agencies involved in LAC cultivation and TASSAR production and marketing to start these livelihood activities in-around Saranda (Manoharpur Block), it is proposed that around 3000 household shall be covered under Lac cultivation and 2000 households will be covered in TASSAR production and marketing. JSLPS has shortlisted agencies based on EoI and called for detail project report for implementation of the aforesaid projects. JSLPS also scouting a suitable place to setup a Block Mission Management Unit in Manoharpur Block to coordinate all the activities under NRLM. Page 20 of 54

21 Selection criteria of seven blocks and three districts: Higher percentage of SC/ST, Rural BPL households and low level of rural female literacy. Presence and potential of SHGs in these blocks/villages Geographical and regional variance Existing support structure of JSLPS/UNDP and Existence of village level Animators Blocks Map: Blocks Profile: Districts Blocks No. of Gram No. of % of Panchayat villages BPL HH % of SC % of ST Literary rate Pakuria % Pakur Maheshpur % Ranchi Angara % Namkum % Khuntpani % W. Goilkera % Singhbhum Manoharpur % Source: Census 2001, BPL survey Page 21 of 54

22 NRLM Project Implementation target for 6 blocks 6 : As discussed above, situation of Manoharpur block especially the villages of Saranda forest area are different from rest of the block, a detail and separate plan will be prepared after the assessment of the area. Hence in the underneath plan the action plan of Manoharpur block is not being included. SI. Particulars District Pakur Ranchi W. Singhbhum No Block Pakuria Maheshpur Angara Namkum Goilkera Khuntpani Total 1 Total HH(Census 2001) Total BPL HH ( Survey ) % BPL HH in selected Block /a No of HHs to be targeted (From BPL HH) /b No. of HHs to be targeted (left out or Non BPL HH) (assuming 5% HH growth rate) Total Target HH Total SHGs to be formed & strengthened (Assuming 1 SHGs= Members) 6 Total Existing SHGs (to be strengthened) NA Total No. of New SHGs to be formed No. of VLF (8 SHGs = 1 VLF) No. of CLF (1 CLF= 43 VLF) No. of Cluster co-ordinator (Avg. 5 per BMMU) Master Book keeper(avg. 6 MBK per BMMU) No. of Community Coordinators (Avg. 6 CC per BMMU) No. of Animator(1 Animator each VLF) No. of Bookkeeper(1 Book keeper for 5 SHGs) Internal CRPs (2 VLF for each CRP) Social Mobilization, Institution Building & Capacity Building: It is plan to establish State Mission Management Unit (SMMU), District Mission Management Unit (DMMU) and Block Mission Management Unit (BMMU) within 4 month of approval of AAP, with start of project activities in 7 blocks of 3 districts of Jharkhand. The total target household of all 7 blocks of the 3 district is calculated on basis of provisional data of Census 2011 (based on Jharkhand population growth rate 7 of this decade). Therefore 5% HH increased 6 SHGs and its federation target for Manoharpur block is omitted, IB & CB activity in Manoharpur Block will start after assessment of the area. However indicative target are given in first year resource block phasing plan. Page 22 of 54

23 number is considered including left out BPL HH and inclusion of non BPL HH in SHG fold, hence this will cover altogether 1039 villages of these 7 blocks. The pilot blocks would adopt universal social mobilization approach and would ensure that at least one member from each identified rural poor household, preferably a woman, is brought under the Self Help Group (SHG) network in 3 years. It is estimated that altogether approx SHGs would be formed in 7 blocks. Project would require External & Internal CRPs strategy in the all 7 blocks of these 3 districts for Universal social mobilization, Promotion of Institutions of the poor, Training, Capacity building, skill building and Universal Financial Inclusion for each identified rural poor household. Each SHG group will comprise of 10-12women. ( it may be 5-12 women in case of difficult area) 8 JSLPS will be do a formal partnership for Social mobilization, Institution & Capacity building, Training of communities/ Staffs etc. with the resource agencies like SERP, BRLPS, Kudumbasree. Each Village Level Federation (VLF) or Village Organisation (VO) will comprise of 8-10 SHGs 9. Approx 1130 VLFs would be federated at village level in all 7 blocks. Each Cluster Level Federation (CLF) will comprise of VLFs. More number of VLFs in one CLF may not be suitable in Jharkhand for thin population distribution in tribal areas. Pakuria, Maheshpur, Angara, Namkum, Kuntpani, Manoharpur and Goilkera block would be divided into 35 and each cluster has potential of SHGs. Altogether 35 Cluster Coordinators (CLF Cs) will be required in seven blocks block and 1 CLF Cs positioned in each cluster. Altogether 42 Community Coordinators (CCs) and 42 Master Book Keepers (MBKs) will be required in seven blocks and 1-2 CC and 1-2MBK will be in each cluster. CRP & PRP Strategy: Given the successful experience of similar large scale livelihoods projects in the country it has been decided that CRP & PRP strategy would be key element of social mobilization and institution building. Hence JSLPS has requested to SERP and BRLPS (JEEVIKA) for the external CRP & PRP support to strengthen SHGs, federation and associated field functionaries in state of Jharkhand. Under External & Internal CRPs strategy in blocks: Number of CRP teams & PRP deployment in each block, number of CRP members in each team and number of CRPs rounds in a year will depend on size of project area and it may increase or decrease as per requirement. Detail External & Internal CRP strategy is in annexure V & X. First year social mobilization, organizing the institutions of poor, strengthening of old SHGs, capacity building of SHGs, federation and their associated field functionaries to be done by External CRPs, PRPs and project staff together. Second year onwards internal CRPs will also be deployed in the field to form New SHGs. For the first two years total 6 Project Resource Person (PRP) from SERP will be positioned at one in each Block level. One PRP to anchor the program in each block and would support the capacity building of VLF and CLF to function effectively. Each CRP team (both external & internal) generally consists of 3 women CRPs, 1 senior book keeper and 1 animator (if required). 7 8 Census 2011 provisional data, Jharkhand population growth rate of last decade is 22.3%, avg. 5 person/hhs women in one SHG for tribal or thinly populated areas SHGs for tribal areas or thinly populated areas Page 23 of 54

24 The 3 CRP teams will be deployed in each block and the services of external CRPs to be utilized for the first two years, each year 4-6 rounds of visit of CRP teams will be carried out. It is planned altogether approx 48% of total SHGs to be formed by external CRPs. Formation of SHGs will be depend on External CRP round. The internal CRPs round will start from 2nd year: 2nd year- 3 rounds in each block, total 29 teams will be deployed in 6 blocks. 3rd Year- 6 rounds in each block, total 55 teams will be deployed in 6 blocks. Altogether approx 47% of total SHGs will be formed by internal CRPs. Financial Inclusion: The broader goal of financial inclusion intervention through the pilot is to create an ambience of trust as regards approach of banking with the poor in six blocks. It is aim at creating institutions of the poor who will be empowered enough to run the institution on merits of financial prudence and sustainability. Develop a culture of thrift, credit or inter-loaning & repayment; establish a mechanism of bookkeeping/ accounting primarily to promote transparency, accountability and ambience of trust for stakeholders. POP and vulnerable groups will be identified and would be given priorities for providing CIF, bank linkage, convergence and skill enhancement and placement services. The average CIF available for each group might be around Rs considering Rs. 3 crores of CIF available per block. However, Poorest of the poor (POP) groups may be given Rs /group. Livelihoods Verticals: Livelihood Intervention & Micro Enterprises Development 10 In each block 2-3 Livelihood Coordinators will be positioned as thematic expert & 1 cluster coordinators will be positioned at cluster level as generalist. This thematic expertise to be attended by virtue of experience or training. In Jharkhand context, Livelihoods Coordinator is more appropriate to roll out Livelihoods interventions (agriculture, livestock, NTFP, jobs etc.) with the active involvement of the CLF, VLF with the help of Cluster Coordinators, Community Coordinators and Specialized community cadre for each of the intervention. They also will train and develop a cadre of CRPs for scaling up of livelihood interventions & responsible for producing Village Livelihood Plans (which details the current livelihoods of SHG & their member HHs and potential opportunities), range of activities in marketing support includes market research, market intelligence, technology extension, developing backward and forward linkages, building livelihoods collectives and supporting their business plans. The efforts in the pilot will be to train SHGs member for Local value addition particularly post harvest activities like grading, sorting, storing, and agro-processing and value chain logistics. Intervention on Best Practices in Livelihood in Jharkhand: Jharkhand s rural population is predominately involved in Agriculture and Non - Timber Forest Produce collection as means of livelihood. In recent times some initiatives has been taken to boost up their livelihood initiatives. These steps not only improved their production & income, but also helped them in better utilization of resources. JSLPS-UNDP has demonstrated some innovative livelihood interventions and financial inclusion models in the state; such as Drip irrigation based vegetable cultivation, Poly nursery for raising healthy seedlings, revival of Lac cultivation, NTFP value addition (Sal leaves cup - plate making, oil expeller, collective formation and marketing etc.). In NRLM, JSLPS would replicate these interventions in NRLP resource blocks. 10 These Livelihoods initiatives will be covered under Livelihoods verticals and Micro Planning Pilots, mentioned in budget sheet (B3 component CIS head or details budget in annexure XI). Page 24 of 54