DOCC Project Report Navjeet_SPJIR

8/8/2019 DOCC Project Report Navjeet_SPJIR

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S . P . J a i n I n s t i t u t e o f M a n a g e m e n t & R e s e a r c h Page 2

Table of Contents

1. Preface. 42. Acknowledgments... 53. Executive Summary.... 74. Background. 8

4.1.Self Help Groups... 8

4.2. NGO - Navjeet Community Health Centre. 9

5. Project Objectives and Deliverables......... 116. Project Scope........ 127. About the Organization..... 14

7.1. Comprehensive Healthcare.. 14

7.2. Integrated Education 15

7.3. Womens empowerment.. 17

7.4.Utkarsh Rural Outreach 18

8. Study of SHGs 198.1.Observations. 198.2.Problems and Challenges...... 21

8.3.Our Approach 22

8.3.1. Field visits and effective SHG parameters defined. . 228.3.2. Application of statistical tool 238.3.3. Identifying the distinguishing parameters. 268.3.4. Analysis of functions 378.3.5. Group Characteristics 388.3.6. Summary ............ 42

9. Implementation - Training Session. 449.1.Training 1. 44

9.2.Training 2. 48

10. Study of Sahara SHG Chembur........... 5010.1.Introduction.. 50

10.2.Solution. 53


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11.Asangaon........... 5712.Outcomes.. 5913.Conclusions.. 6014.Contact Directories.. 6215.Weekly Activities.... 6316.Annexure 1.. 6617.Annexure 2.. 7518.Annexure 3.. 76


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Preface

Self Help Groups has been instrumental in harnessing the strength of once neglected

woman for the overall development of the community. Self help groups are a means to empower

women and reduce poverty. There are approximately 69000 Self Help Groups federations in

India.

DOCC, Development of Corporate Citizenship is a unique program under the PGDM

programme of SPJIMR, S.P. Jain Institute of Management & Research under which students of

SPJIMR, S.P. Jain Institute of Management & Research undertake projects in the social sector

either in rural or urban areas. DOCC, Development of Corporate Citizenship is a 6 weeks

program wherein the student attempt to put to use the business and management tools that they

have learned over one year for smoothing the workings of NGOs. The aim of this programme is

to sensitize the future managers towards the social needs of the corporate world. Each participant

works with the CSR, Corporate Social Responsibility cell of an organization or with an NGO to

understand the intricacies of this sector.

This report is an attempt to bring together a comprehensive document on the workings ofSPJIMR students for SHGs of NGO Navjeet Community Health Centre. The report is meant to

serve as a reference point for DOCC and NGO Navjeet Community Health Centre. The report

covers in detail how the students of SPJIMR tackled three problems faced by the NGO Navjeet

Community Health Centre.

The report has been compiled by a team of two students of S.P. Jain Institute of

management & Research as a conclusion of the work they did for 6 weeks with Navjeet

Community Health Centre. We have tried to make the report as comprehensive as possible andhope to make the matters as clear and succinct as possible.

The report has been written in a short span of time so we have tried our best to be

objective and factual in presenting the findings and in the interpretation. We accept full

responsibility for any factual errors in the report.


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Acknowledgements

We would like thankSister Kusum, director of Navjeet Community Health Centre who

provided us with this wonderful project which tested our learnings and skills all through. We

would like particularly thank the various Social Workers and Health workers who accompanied

and helped us during surveys.

Particular thanks to,

Roshana Social Worker in charge of Bandra East and West

Madhav Social Worker in charge of Chembur and Asangaon

Jayanth Social Worker in charge of Asangaon

We would like to thankSister Shanti who had taken over Sister Kusum during the tenor

of the DOCC project. We thank her for facilitating the smooth transition and making the

environment at the NGO conducive for our work.

Our heartfelt thanks to:

Sitara Health worker and SHG leader Bandra West

Kusum Health worker and SHG leader Chembur

We would like to thank Prof. Nirja Mattoo, Chairperson, Centre for Development of

Corporate Citizenship for helping us in making a difference to the society and giving us this

wonderful experience.

Heartfelt thanks to DOCC, Development of Corporate Citizenship committee for the

smooth functioning of the entire process of getting us the projects and being the contact point.


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And lastly and most importantly we would like to extend our gratitude to our guide for

this project Prof. Pallavi Mody for giving their insights and supporting us during the entire stint.

We appreciate her help and advice which helped us in this endeavor


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Executive Summary

In India, womens Self Help Groups are playing a major role in poverty reduction and

womens empowerment through financial inclusion. SHGs emerged as a result of the failure of

mainstream institutions to reach poor and women, who form a significant percentage of the

population. They are seen as partners in mainstream institutions.

Women Self Help Groups are widespread throughout India as policy markers,

Governments, NGOs and others concerned with the development; are turning to the SHG model

as a means to empower women and reduce poverty

NGO Navjeet Community Health Centre provides Integrated Health Care,

Comprehensive Education, and Community Development Projects to the rural and urban poor.

Navjeet is established with a broad agenda to revitalize slum communities with Health,

Education and Development Facilities.

To empower women Navjeet has 26 SHGs, 12 Mahila Mandals and community basedorganizations under the. The SHGs under Navjeet consists of 12-20 women staying in the same

neighborhood. Social workers and health workers with Navjeet ensure smooth functioning of the

Self help groups and Mahila Mandals.

Since the time of inception Navjeet has face some problems with the SHGs. Out of that

three problems has been identified as focus areas for the road ahead. The report will focus on

following issues: Developing marketing strategy for Sahara-SHG, comprehensive training

module for the all the SHGs and identifying possible business opportunities for poor people atAsangaon.

The report consists of the findings generated through our research and the analysis of the

same. Results of the research will point to possible solutions for the problems. The report also

details our approach for the implementation of our models for all the three models


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4. Background

4.1 Self Help Groups

Villages and slum dwellers are faced with problems related to poverty illiteracy, lack of

skills, health care etc. These are problems that cannot be tackled individually but can be better

solved through group efforts. Today these groups known as Self help groups have become the

vehicle of change for the poor and marginalized. Self help group is a method of organizing the

poor people and the marginalized to come together to solve their individual problem. A Self-

Help Group (SHG) is a registered or unregistered group of micro entrepreneurs having

homogenous social and economic backgrounds; voluntarily coming together to save regular

small sums of money, mutually agreeing to contribute to a common fund and to meet their

emergency needs on the basis of mutual help. The group members use collective wisdom

and peer pressure to ensure proper end-use of credit and timely repayment. This system

eliminates the need for collateral and is closely related to that of solidarity lending, widely used

by microfinance institutions. To make the book-keeping simple enough to be handled by the

members, flat interest rates are used for most loan calculations.

The SHG method is used by the government, NGOs and others worldwide. The poor

collect their savings and save it in banks. In return they receive easy access to loans with a small

rate of interest to start their micro unit enterprise.

Self employment is a significant step to have sustained incomes and remove the shackles

of poverty. Programme for self-employment of the poor has been an important component of the

antipoverty programmes implemented through government initiatives in the rural areas of India.

Government has introduced an effective Self-Employment programme Swarnajayanti Gram

Swarozgar, or SGSY This new programme has been launched from April 1999. This is a

holistic programme covering all aspects of self employment such as organization of the poor in

to self help groups, training, credit, technology, infrastructure and marketing. SGSY will be

funded by the centre and the states in the ration of 75: 25. With the coming in to force of SGSY,

the earlier programmes IRDP, TRYSEM, DWCRA, SITRA, GKY and MWS are no longer in

operation.


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4.2 NGO: Navjeet Community Health Centre

Navjeet Community Centre is head quartered at Bandra West working for the betterment

of people. The NGO is associated with the Holy Family Hospital and it works for SHGs, Mahila

Mandal, Education, Community etc. The aim of the Navjeet Community Centre is empowerment

of people in the community. Mission is to help people in their own small little way for the over

their overall growth in life. They have a dedicated staff comprising of social workers and heath

workers. Each person handles a particular region looking after the SHGs or Mahila Mandals in

that region.

The social workers and health workers visit the SHGs and Mahila Mandals every week

to address their issues. They help them in their account keeping process, fine tune their

businesses if they are involved in any and build a healthy rapport with them. Monthly staff

meetings are held at the head office that is Bandra attended by social workers, health workers

and Sister Kusum. The purpose of the meeting is to see where all the groups stand, whats the

future plan and discuss the feasibility of the same. This process brings accountability to social

workers and health workers. This NGO is attached to Holy Family Hospital, Bandra. Sister

Kusum looks after the management of this NGO. This is a very active NGO, which is genuinely

interested in making a difference in the society. The NGO holds training for the staff to better

equip them to tools to facilitate their work. They undergo training like motivational training,

leadership training etc.

Through various educational programmes, leadership training, community organization

and economic empowerment activities, women have been given the capacity to take up issues

which are important to their lives, resulting in overall improvement in their status and a decline

in domestic violence. The strength of the once neglected woman has thus been harnessed

towards the overall development of the community,


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The NGO has flexible timings for their workers, at the start of the week they report theirweeks goals. The working environment is free and very friendly. Everyone has a freedom to

voice their opinions and has the right to contribute to the NGOs workings. Navjeet Community

health Centre provides integrated Health Care, Comprehensive Education and Community

Development Projects to the rural and urban poor


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5.Project objectives and deliverablesAfter meeting around 10 15 SHGs (details of which are there in annexure 1) we

identified 3 problems. All the SHGs are at different level of development, some are at a very

nascent stage that is they have just formed the group and monthly contributing money for

savings. But there were also SHGs who were doing really well example Sitara from Ujala SHG

has her own mid day meal business, Kusum from Sahara SHG has bought 2 paper plate making

machines using the loan sanctioned by BMC etc.

Some SHGs were very motivated to do a business of their own, some were very

organized keeping a track of their accounts and also have monthly report on their workings.

Based on our visit and information from the NGO, Navjeet Community Centre we identified 3

problems which need to be tackled.

A comprehensive training module for all the SHGs. Every SHG is facing some problemor the other in their day to day working. Either they have low motivation level or

unrefined business acumen or absence of group support etc. A lot of soft and hard skills

are needed to be imparted to refine their business models. Since the needs of the SHGs

are varied a systematic training module would be required to address these.

Marketing strategy for Sahara SHG involved in paper plate making business. This SHGcomprises of 10 members and are involved in paper plate making business. They have the

necessary man power and raw material but dont not able to market their product and sell

in a profitable manner.

Formation of SHG at Asangaon. Now the people in Asangaon have got very menialincome to survive on. Giving them a ray of hope by forming a SHG will be our endeavor


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6.Project scopeThe project is restricted to the 30 SHGs of Navjeet Community Health Centre surveyed

by us. The training module will be built in consultation with the various stakeholders. Only 3

training sessions will be held under our guidance rest will be taken forward by the social workers

and health workers. The module will be comprehensive with respect to the types of training to be

held for particular set of people and frequency of the same.

Focus of the training module will be on

These modules will help the SHGs carry out their businesses more effectivelyfrom operation point of view.

Sensitize regarding various business opportunities that exist in the areas in whichthey operate

Sensitize on opportunities that exist in scaling up the business. Effective utilization the loan amount Day to day accounts management and cash management

The Navjeet empowerment programs is supported by the following 3 pillars

For Sahara SHG we will be focusing mainly on developing marketing strategy for their

business. We will be trying to bring in the same order size as it was previously servicing. Our

focus is not to scale up the business but make it profitable with the current state. In the process

we will also train the SHG leader so that she will be able to tackle similar problem in the future.

1 26 Self help groups (SHGs)

2 12 Mahila Mandals (MMs)

3 Community Based Organisations (CBOs)


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Following bulletins will be our focus

Understanding their business Cost and profit analysis Analysis of the market Securing an order for the SHG through effective marketing strategy

At Asangaon business that is carried out is collecting leaves and selling them in localmarkets in Asangaon. The business faced with problem of very thin margins. The people who are

involved in this business lack business acumen and are not cohesive as a group.

Our only aim will be to get them together, try and form a SHG so that they can avail of

the benefits of SHG. Focus will on

Understanding their community Understanding the inter personal relations in their community Business structure analysis Encouraging them to form a group by pointing out the benefits of the same


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7.About the OrganizationMore than 30 years old Navjeet Community Health Centre provides opportunities of

empowerment to children, women, youth and senior citizens. This centre an outreach of Holy

Family Hospital has served poor slum communities since 1978. Navjeet projects include

integrated health care, education, community development and empowerment of women.

Navjeet targets slums of Bandra East and West, Khar, Santa Cruz, Govandi and

Chembur. 2006 demographic survey showed that the per capita income is Rs. 1600. Navjeets

core philosophy is to partner with the slum community to equip them with skills, knowledge, and

access to information.

Programs under Navjeet Community Health Centre are as follows:

7.1 Comprehensive Health Care:

The Navjeet mission is to build healthy individuals, families and communities within the

constraints of a slum which typically, is a breeding ground for disease and social ills. Navjeet

Health System is organized in a 3 tier system

Primary At the doorstep Secondary - At the Navjeet Clinic Tertiary Referral to Holy Family Hospital

Providing primary care community health worker (CHW) forms backbone of the system.

Extensive training has been imparted to 200 CHWs who visit 150 homes per month.

Other initiatives under the health care system are

Health Education: Sessions are held in the slums, focusing on the environment.The CHW checks implementation of healthy lifestyle by the families.


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Under fives: Is a particularly vulnerable age and is given special attention byNavjeet Community health centre. CHWs monitor weight and health of the

under-5s in various areas and certify them as Grade A, Grade I, II and III stages of

malnutrition, and take remedial measures.

Navjeet Weekly Clinic: Children are immunized. There is also an Ante-Natalclinic which provides specialized care to mothers-to-be.

Referral Care: Poor patients can avail of laboratory investigations at discountedrates, and if required, for in-patient treatment.

Health insurance: On Women's Day 2005, Navjeet launched Swastha Surakshaa low-premium health insurance scheme to make expensive treatments accessible

to the poor.

Special care for TB patients, Malnourished, AIDS/HIV: Navjeet continues in itsmission in helping the poor from our target groups who are suffering from the

scourge of T.B. About 25-30 patients are treated yearly.

7.2 Integrated Education

Navjeet has championed the cause of Universal, Value-Based, All-round Education

through various initiatives to give children in poverty a step up to equal opportunities with the

better privileged. The program is carried out through pre-school centers Early Childhood

Education Centers/Balwadis for children in 3-5 years age groups. 6-15 year olds attend BMC

(municipal) schools which have been adopted by Navjeet, and Coaching Classes. Youth in the

age group 16-25 attend educational and vocational skills development programs.


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Various initiatives taken up:

Balwadis: The pre- school units popularly called Balwadis were started forchildren from poor families living in the slums. These Balwadis were started to

inculcate the need of early education so as to prepare them for admission in to

formal schools. Nine ECECs cater to 230 children.

BMC schools: Navjeet has partnered with the Government in this major initiative,by adopting 5 BMC Schools, where 665 children from our target slums areeducated. Regular teachers and supplementary teachers are provided to BMC

schools to improve educational standards of children. Teachers are given regular

training to update their knowledge. School accessories are given to the children.

Children of 4th and 7th Std were also tutored for scholarship examinations.

Coaching Class: 3 Coaching Classes tutor 396 children. In these classes, childrenare helped to revise their lessons and complete their homework.

Umang (Girl Child Project): In October 2005, Navjeet inaugurated Umang -Hope for a better future - with a group of young girls. 50 girls meet regularly

for confidence building exercises on Self Image, Health, Personality Development

and Communication Skills.

Football for street children: 25 children regularly attend the weekly footballtraining. The Challengers, has 12 to 14 year olds, whereas the Voyagers has 15-17

year olds.


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7.3 Womens empowerment

Under the care and guidance of Navjeet, there are 12 Mahila Mandals and 26

SHGs spread over Bandra and Chembur. This translates into a total of 340 women who

participate in this programme.

Mahila Mandal: Several women from a slum join together to form a MahilaMandal to proactively solve the many peculiar problems and injustices that they

face.

Self Help Groups: The need for augmenting family income was expressed bymost women who came in touch with Navjeet team. Presently, Navjeet organizes

skill training programs for production of household articles, detergents, flower

making, tailoring, greeting cards and jewelery.

Sui & Dhaga Tailoring the future: Regular sewing classes are held thrice aweek. Preparation of Eco-friendly cloth bags and purses for a variety of purposes

is an activity with high potential for income generation. Navjeet collaborates with

an Italian NGO, Internationale Bouwoede Organization (IBO) on this project.

IBO volunteers train the ladies in design, quality control and marketing.

Pravah Counseling Committee: Women living in slums are at much higher risk ofphysical and psychological abuse. In order to support and help women cope with

domestic violence, the Pravah Counseling Committee (PCC) was set up. 18

women were trained as para-counsellors with the support of Dilaasa, a branch of

the NGO, CEHAT. Four para-counsellors formed the core team of PCC.


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Utkarsh Rural outreach

The Katkaris, primitive tribals, are on the brink of extinction. Navjeet has joined hands

with Deenabandhu Charitable Trust, to reach out to the Katkaris and other tribals in Asangaon,

Thane. Navjeet's plan is to uplift the lives of the Katkaris through Agriculture, Water harvesting,

Education and Health Care and Community Development programs.


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8.Study of SHGs8.1 Observations:

The SHGs at Bandra East and West & Asangaon were studied by us for the purpose of

this training module. A comprehensive survey was prepared as an input for the statistical

analysis. The SHGs at Navjeet Community Health Centre consists of 10 20 women staying at

the same locality having few means to earn their income. Their sole aim is to find a way to build

their savings and contribute in their own little way to income generation of the family.

The members make use of the SHG money to meet various household expenses or even

to start their own business. The survey questionnaire and survey results are given in Annexure 2.

Following are our observations:

Each SHG comprises of minimum 10 to maximum 20 women who stays in thesame locality

Average number of businesses per SHG is 2 3. SHGs involved in businesses have active members between 2 4 maximum.

There are exceptions of 2 SHG wherein all the members are involved in the

business.

The activeness of women varies across the group. Example SHG Annapurna hasall active members and they support each other in their business. Annapurna

SHG is an enterprising SHG. Whereas SHG Poornima consists of only passive

members. None of them are involved in any business.

Supporting and team building skills is also not a common characteristic in SHGs.For example Sahara SHG is an excellent example of team building skills. They

all are involved in one business and are working towards one common goal of

bringing benefits for the entire group as a whole. But Sahara SHG is more of an

exception than a norm. Urban SHGs are not characterized by the supportive

attitude that is prevalent in rural SHGs.


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Most of the women enter into an SHG to inculcate the habit of saving. Theydont have an ambition to start their own business neither are they willing to join

the other women in their businesses.

Most of the women are very shy and not proactive. The motivational level across the SHG is very low. They dont believe in

themselves to carry out a business successfully.

Lack of business ideas. There are few SHGs who are willing to do business butlack in idea generation.

The attendance level in the monthly meetings held by the leader is quiet goodexcept for few SHGs

Accounting keep practices is restricted to recordings of monthly collection andinterest and principle repayment in case of any loan availed

Most of the SHGs within one or 2 years of existence have got into some form ofbusinesses

On an average only one or two literate is available per SHG Commitment level varies across the groups The scale of the business is at a pretty low level except for a few like Mid Day

Meal, Canteen and Paper Plate making businesses. Rest all are either not scalable

or are cyclical in nature or the members of the SHGs are not willing to scale up

the business as that would mean more investment of time, energy and money and

they are happy the way things are

The aspirational element is very low amongst the group. They are happy with thestate of affairs and have no big dreams set for themselves and their business

They are all willing to undergo training if the benefits of the same are pointed outto them.

All the women are housewives hence they juggle both house work as well asbusiness related work. Family and house work is one of the hindrances in scaling

up the business or in starting their own venture.


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The husbands are supportive in most of the SHGs. In fact in few SHGs thespouses are also involved in the business.

The women fall in the age bracket of 25 60 years. Almost all are married. Access to loans to fund their requirements as far as business is concerned is not

an issue.

8.2 Problem and Challenges

Based on these observations we defined the problems and challenges faced by us in

formulating the training module:

Each SHG is at a different development phase. The needs of the SHG depend on the development phase they are in. Giving straight jacket training to all SHGs will not solve the purpose as the

requirements vary from SHG to SHG.

The willingness to attend this training is also varied. Some SHG find it as aburden on their already pressed for time schedule whereas others are super

enthusiastic to learn more tools.

The skill sets of the SHG and the requirements of the same are not definite for allthe SHGs as a whole.


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8.3 Our Approach

The development of training modules:

The procedure followed for the grouping of the SHGs was as follows:

8.3.1. Field visits and effective SHG parameters defined:

In the first few weeks, we visited several SHGs that were operating under theguidance of Navjeet community Health Centre.

During these field visits, we mainly focused on the businesses that were beingcarried out by these SHGs.

After 2-3 visits; we identified the basic parameters on which we can rate thesebusinesses. These were mostly the subjective parameters like leadership level,

enthusiasm of the group and willingness to expand. There were also some

quantitative parameters like the number of businesses that the groups were doing

and the no of active people.

The purpose of this grading was to understand the stage of development of theseSHGs and to be able to identify the specific needs of these SHGs which need to

be looked into.

The parameters that were included: Number of members Active members: The members actually involved in the business Number of businesses Demand level: The level of demand for the business:-Cyclical, seasonal or

intermittent

Motivation level Leadership level: Strong and inspiring leadership External loan management: Availing and using external loans Scale of business Years into operation


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Level of bonding Internal loans generated Book keeping process General Business Knowledge Level of enthusiasm Business involvement Scope Expansion: Readiness to expand into new businesses Scale Expansion: Readiness to scale up the business model

There were several other parameters that were considered but afterwards filteredout.

When we visited the SHGs, we asked them questions regarding their businessmodel and their demand levels and general selling practices.

We tried to glean information regarding the above parameters from theirresponses. And rated these parameters.

After we had developed a comprehensive database of different SHGs, we decidedto use statistical tools to identify differences and similarities in different SHGs

which can be leveraged in training them in the future.

8.3.2. Application of statistical tools:

The data was subjected to cluster analysis and tentative groups were formed:

Case Processing Summarya

CasesValid Missing Total

N Percent N Percent N Percent

30 100.0 0 .0 30 100.0

a. Average Linkage (Between Groups)


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Agglomeration Schedule

Stag

e

Cluster Combined Coefficien

ts

Stage Cluster First

Appears

Next

Stage

Cluster

1

Cluster

2

Cluster 1 Cluster 2

1 21 24 1.000 0 0 3

2 16 17 1.000 0 0 15

3 21 29 2.500 1 0 6

4 14 15 4.000 0 0 8

5 27 28 5.000 0 0 16

6 20 21 6.000 0 3 10

7 5 13 6.000 0 0 14

8 14 25 7.000 4 0 16

9 6 18 7.000 0 0 11

10 19 20 8.500 0 6 13

11 6 7 8.500 9 0 17

12 22 23 11.000 0 0 19

13 19 30 11.400 10 0 15

14 5 12 14.000 7 0 18

15 16 19 14.167 2 13 20

16 14 27 15.167 8 5 20

17 3 6 17.000 0 11 19

18 5 26 20.333 14 0 21

19 3 22 23.250 17 12 21

20 14 16 27.250 16 15 23

21 3 5 29.917 19 18 23

22 9 11 33.000 0 0 24

23 3 14 41.485 21 20 29


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Cluster Membership

Case 5

Clusters

4

Clusters

1 1 1

2 2 2

3 3 3

4 2 2

5 3 3

6 3 3

7 3 3

8 4 1

9 5 4

10 5 4

11 5 4

12 3 3

13 3 3

14 3 3

15 3 3

16 3 3

17 3 3

18 3 3

19 3 3

20 3 3

24 9 10 52.500 22 0 27

25 2 4 102.000 0 0 27

26 1 8 106.000 0 0 28

27 2 9 122.000 25 24 28

28 1 2 143.000 26 27 29

29 1 3 179.522 28 23 0


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21 3 3

22 3 3

23 3 3

24 3 3

25 3 3

26 3 3

27 3 3

28 3 3

29 3 3

30 3 3

Cluster membership roughly identifies the groups in the data that is available with us. We can

see that most of the SHGs belong to the group 3 while there are limited members in other groups.

8.3.3. Identifying the distinguishing parameters:

The next task was to identify the parameters that were important for distinguishing among

different SHGs. Identification of these parameters would help us in segregating the SHGs for

different requirements like training etc.

The statistical tool that was used for this purpose was multiple discriminate analyses. And the

groups that were identified in the cluster analysis were used as grouping variable.

Analysis Case Processing Summary

Unweighted Cases N Percent

Valid 30 100.0

Exclude

d

Missing or out-of-

range group codes

0 .0

At least one missing

discriminating variable

0 .0


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Both missing or out-

of-range group codes

and at least one

missing discriminating

variable

0 .0

Total 0 .0

Total 30 100.0

Tests of Equality of Group Means

Wilks'

Lambda

F df1 df2 Sig.

leadership .179 28.656 4 25 .000

extloan .159 33.167 4 25 .000

scale .689 2.826 4 25 .046

years .562 4.876 4 25 .005

bonding .446 7.751 4 25 .000

intloans .310 13.880 4 25 .000

books .676 2.998 4 25 .038

business_know .152 34.782 4 25 .000

enthusiasm .235 20.400 4 25 .000

involvement .169 30.637 4 25 .000

scope_Expansio

n

.397 9.491 4 25 .000

scale_expansion .130 41.782 4 25 .000

members .552 5.070 4 25 .004

active_members .149 35.563 4 25 .000

businesses .868 .954 4 25 .450

demand .320 13.263 4 25 .000

motivation .245 19.271 4 25 .000


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From the above table, we can see that the parameters that are important for the discrimination

among the groups are almost all except for book keeping which was moderate among all the

groups and the scale of the business which was exceptionally high only in one or two groups.

The various groups that could be formed were distributed as follows:

Wilks' Lambda

Test of

Function(

s)

Wilks'

Lambda

Chi-

square

df Sig.

1 through

4

.000 203.507 32 .000

2 through

4

.005 117.864 21 .000

3 through

4

.154 42.115 12 .000

4 .622 10.690 5 .058

Functions at Group Centroids

Grou

ps

Function

1 2 3 4

1.00 -6.135 13.469 7.104 -.378

2.00 13.750 12.565 -2.201 -.284

3.00 1.084 -2.400 .181 -.079

4.00 -2.034 3.279 -.144 3.795

5.00 -14.751 4.439 -2.244 -.343

Un standardized canonical discriminant

functions evaluated at group means


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Classification Function Coefficients

Groups

1.00 2.00 3.00 4.00 5.00

leadership -17.693 -36.671 1.163 1.717 42.339

extloan 41.301 32.925 6.052 20.821 36.124

enthusiasm -99.725 92.883 -6.733 -30.491 -

161.840

involvement 119.088 -

148.136

8.955 42.282 199.058

scope_Expansio

n

19.608 20.394 3.701 12.842 1.684

active_members 21.293 24.725 1.402 6.084 1.948

businesses -20.492 -14.371 -.712 -6.105 -9.807

demand -33.102 38.528 -6.464 -24.412 -74.243

(Constant) -

221.428

-

222.333

-7.437 -59.600 -

190.405

Fisher's linear discriminant functions


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The results show that group 1 and group 5 are quite close on the canonical function map,

similarly groups 4 and 3 are close.

We can identify the characteristics of these groups by evaluating the canonical functions:

Function 1:

Functions at Group Centroids

Grou

ps

Function

1 2 3 4

1.00 -48.933 17.131 13.467 .003

2.00 63.523 15.353 -1.487 -.600

3.00 2.298 -3.184 .483 -.178


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4.00 -4.881 3.315 -2.314 8.283

5.00 -42.030 7.358 -6.432 -1.001

Un standardized canonical discriminant

functions evaluated at group means

Standardized Canonical Discriminant Function

Coefficients

Function

1 2 3 4

Members -.153 .152 .101 1.003

active_members 4.606 2.387 .436 -.535

Businesses -1.154 -2.425 .135 .334

Demand -4.248 2.307 4.381 .835

Motivation -8.638 -2.135 2.943 -.576

Leadership 8.314 -.578 -5.966 .537

Extloan 2.436 .722 -1.113 -.133

Scale .389 .565 .758 -.784

Years .386 -1.307 .542 -.981

Bonding 4.608 2.273 -.478 -.426

Intloans 8.020 1.385 -2.419 -.457

Books -6.216 -2.180 .849 .221

business_know -9.751 -.130 2.028 .454

Enthusiasm 20.611 1.250 .498 2.837

Involvement -23.015 -1.845 -.571 -2.619

scope_Expansio

n

6.871 -.204 -1.110 .703

scale_expansion -2.968 .591 .658 .261


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8.3.4 Analysis of the functions:

Group 1 and Groups 5:

Rank high on function 2 and low on function 1:

This implies good business scale in both these groups from function parameters. This is because the parameters such as business knowledge and involvement are

highly negative in function 1. Hence lower value of function 1 implies advanced

business scale.

The parameters like motivation and business knowledge have lower negativemagnitude for function 2. Hence the higher value for function 2 implies advanced

business scale.

Group 3 and Group 4:

Rank low on function 2 and high on function 1:

This indicates that business is still in premature stage. Similar analysis proves that the businesses for this group are in premature stage.

Group 2:

This group has distinct characteristics. This group has good business knowledgebut they lack the will to expand. This group is quite distinct from the rest of the

groups.

Hence the characteristics of these different groups formed after Multiple Discriminant Analysis

are as follows:


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8.3.5 Group Characteristics:

Group 1: Ujala

Positives:

Very good business knowledge High motivation level Excellent leadership Good involvement and enthusiasm Good external loan management Good internal loan generation Advanced business scale Ready for expansion

Scope of training and improvement:

Book keeping and accounting specially cash managementTraining:

The accounting training (Training 2 ) was designed for this purpose and cashmanagement was stressed upon in that session

The future training can focus on cash management The group is very much efficient in business operations and training for the same

wont be necessary.

Group 2: Sai Sagar, Annapurna

Positives:

Sound Business knowledge Involvement of the group is good External loan management is sound


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Improvement points:

Low desire for expansion Not a very stable demand level Moderate enthusiasm

Training:

Motivation training can be helpful Idea generation Marketing These issues were addressed to some extent in the first and second training

sessions which were conducted for business and motivation

Group 3:

Positives:

Most of the SHGs in this group are in the formative stage and are yet tocompletely scale up their operations

Improvement points:

The general business sense needs to enhanced

Training:

The training for business skills need to be arranged Also the groups can be trained in selling strategies because most of the SHGs in

this group are not able to find markets or adequate selling points.


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Group 4 ( Kripa):

Positives:

This group has sound idea generation skills but implementation needs to beimproved

Willingness to expand both scope and scale expansion Openness to ideas

Improvement Points:

Not being able to find markets Implementation problems

Training:

The training in business skills and also loan management can be helpful for thisgroup.

The group can also be given training specific to the business that they arepursuing

Group 5:

Positives:

Good business knowledge Advanced business operation


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Good external and internal loan management

High involvement Advanced business scale

Improvement points:

Marketing acumen Demand level stability

Training:

The training regarding selling strategy will be helpful Training them to find markets can prove helpful because these groups have a

strong hold over the operational aspects of the business

Difference between Group1 and Group 5:

As we can see from the canonical map, the groups 1 and 5 are quite close to each other.

They differ only in the demand stability of the business. Hence the operational aspects ofthese two groups are on the same level.

Group 3 and Group 4:

Both these groups have businesses in the nascent stage and hence operation training forthese groups can be similar.


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8.3.6 Summary:

Group

Number

as per the

MDA

Prominent

SHGs

within this

group

Characteristics Improvements

possible

Training

Session

Our

Rating

On a scale

of 10

1 Ujala Strong

motivation

level, leadership

and

involvement;

Sound business

knowledge

Cash

management

and accounting

Cash

Management

and accounting

9

2 Sai Sagar,

Annapurna

Sound loan

management

and business

knowledge

Demand level

and not very

willing to

expand

Willingness to

expand and

scale up the

business has to

be there.

Motivation

training can be

helpful

7

3 Most of the

SHGs

having

small

businesses

Book keeping is

moderate

Business skills

need to be

enhanced and

market finding

Basic business

trainings

5

4 Kripa Idea generation Business Business 6


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is good implementation

and selling

strategies need

to improve

implementation

training, selling

strategies

5 Roshini,

Sahara, Jai

Bhawani

Excellent

business sense

and strong

involvement

Some demand

stability is

required

Selling

strategies and

accounting

9


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9 Implementation: Training Sessions

9.1 Training One:

To design the module we held 2 training sessions to see how well received they are. Aim

was to hold some training sessions to get a healthy feedback from the women themselves. The

first training was on motivation which was lacking in almost every SHG. The women lack self

confidence and will to start their own business. Though there are few women who have been

successful in their venture but inter SHG interaction is minimal because of which such success

stories are not heard off.

The women of different SHGs rarely interact so they dont know what other SHGs are up

to. How they are fairing and how they are managing their SHGs. To hit this communication gap

we selected 6 -7 women who are doing well for themselves to narrate their success stories. This

way women will get to know about people like themselves doing well and also will be kind of

like an inspiration to start with an idea of their own.

For speakers we chose:

Sitara:Mid day meal business

Kusum:Paper Plate making business

Surekha:Canteen business

Arifa:Sari business

Gita:Tailoring business

Maya:Sari business


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Sunita:Candle making business

The speakers were welcomed on the dias with a gift and were given special treatment.

The idea was to make other women see that if they do good work and are committed they will

also be recognized in the same way all they need is to stay motivated. All the speakers have

started from scratch and have faced a lot of hardships to reach this level.

Sitara:

Sitara runs the mid day meal business. She has the support of her husband and three other

women in her SHG. She has been doing business since the last 10 years and is also one of the

health workers at Navjeet Community Health Centre

Her unique quality being her enthusiasm for everything, because of which she never

gives up on anything. She has toiled hard to get the papers approved for various tenders for her

mid day meal business, approval to start this business from BMC etc.

Even now she faces a lot of trouble when it comes to collecting money from BMC,getting all the bills approved from various schools, cash management etc.

Kusum:

Kusum like Sitara is one of the health workers at Navjeet Community Health Centre. She

is the leader of Sahara SHG. Her SHG is involved in paper plate making business. She has got a

loan of 1.5 Lakh from BMC. She has bought 2 paper plate making machine. The entire SHG is

involved in this business.

Previously women of this group were involved in small business like Agarbatti, candles

etc. Then later on they decided they would like to scale up the business and thats how they got

into paper plate making business.


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Surekha:

Surekha and her team member handle the food business at Holy Family Hospital canteen.

The canteen business is handled by women belonging to 2 3 SHGs. The business is handled

efficiently and the commitment level of the women is very high.

Arifa:

Arifa is doing very well in the sari business. She gets small loans from CITI bank,

Navjeet Community Health Centre and BMC for her business.

She gets the saris from Surat and sells to ferry wallas at her locality. She makes a profit

of Rs 20 - Rs 25 per sari.

Gita:

Gita got tailoring training at Navjeet Community Health Centre. After that she has been

making clothes for the orders that Navjeet Community Health Centre gets from an Italian NGO,

Internationale Bouwoede Organization (IBO).

The order coming from the Italian NGO is not constant but she is making a profit of Rs

100 per day on an average.

Maya:

Maya belongs to Roshini SHG and does sari business. She also gets the saris from Surat

but sells it in her locality only. She is the only one who is doing sari business in her locality

because of which she had very good demand from her locality that is Bandra East.

Her husband is supportive and accompanies her to Surat twice a month. She has availed

of loans from Navjeet Community Health Centre to run her business smoothly.


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Sunita:

Sunita is the leader of Sai Sagar SHG. All the women in this SHG is involved in the

candle making business. They sell these candles at Mount Mary. The number of candles sold by

each of them depends upon their own convenience.

The business is cyclical and faces a surge in demand during festive times.

The schedule for the first training:

Serial No. Timing

1 3:30 3:35 pm Prayer

2 3:35 3:40 pm Introduction

3 3:40 3:50 pm Welcome all the speakers to the dais

4 3:50 4:00 pm Speaker Sitara Mid Day Meal

5 4:00 4:10 pm Speaker Kusum Paper Plate

6 4:10 4:20 pm Speaker Surekha Canteen

7 4:20 4:30 pm Speaker Arifa - Sari

8 4:30 4:40 pm Speaker Gita Tailoring

9 4:40 4:50 pm Speaker Maya Sari business

10 4:50 5:00 pm Speaker Sunita Candle Business

11 5:00 5:10 pm Shabeena

11 5:10 5:15 pm Conclusion by giving away the gifts


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9.2 Training Two:

During our field visit we had observed that none of SHGs follow any book keeping

policies. They just make a record of the contributions made by the women every month and the

loan repayment.

Even the women who are doing their business dont know the actual profit made by them.

There way of working is that do business such that they are at least pay off the interest on loan.

The problems that were identified are:

Identification of various costs involved in their business was missing Nobody knew the actual profit made by them Cash management was poor Were not able to identify problems in their business as they were unaware of

various factors involved in their business.

Objectives of the training:

Familiarize them to accounting cost What are the costs to be considered and nature of the costs (fixed of variable) Accounting period to be considered

Pointers to be covered during the training session:

Introduction to revenue and costs Types of costs raw material (V), labor (V), transportation (F), rent (F) and

electricity costs (F)

Treatment of costs over operating cycles Treatment of interests


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If the above points are clear then relation between profit andvariable costs will be introduced

To further explain the above points following examples will be taken up which are

relevant to them:

Paper plate making business: First two points can be illustrated by this example Mid day meal : Perfect example to explain credit terms Grocery shop: To explain inventory and cash management. And re touch upon the

all the points to clear the picture


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10. Analysis of Sahara SHG - Chembur

10.1 Introduction

Sahara SHG comprises of 10 women belonging to the Chembur locality. The SHG was

formed in 2008. Initially all the women were involved in small businesses like incense sticks,

candles etc. They themselves used to make the candles and sell in their locality. They had very

low margins for these products.

Kusum is the leader of this SHG. She is the most pro active in this SHG. The group meets

monthly to discuss future plans and see what all options are available for them. Each member

contributes Rs 100 per month.

Due to the low margins involved in their previous initiatives they decided to pull in their

efforts and start a combined business. Kusum got the inspiration of paper plate making business

from one of the BMC schools that she had visited once. Out their few people were involved in

making these plates and they gave her the necessary information.

With the help of Navjeet Community Health Centre she secured a loan of 1.5 lakh with 50%subsidy from the government. With this loan amount the SHG bought two machines of Rs

20,000 each. They have the rented the place that Navjeet Community Health Centre own in their

locality to use as their work place.

When they bought machines from Krupa Ltd. they entered into an agreement with them.

Krupa supplies them all the raw materials free of cost and buys 100 plates from them at Rs 10.

The order size depends on the capacity of the women.

The women have to make the plates and take it to Badlapur, the place where Krupa is

located. Six women of Sahara SHG are involved in this business. Four women help in making

the plates and two women handle all the logistics related issues. Sometimes even the spouses

come and do the plates.


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Its been four month since they have bought the machines. As if now Kusum doesnt pay anysalary but distributes any profit equally amongst the six of them. The place has a monthly rent of

1000 and electricity bill goes up to Rs 500.

Now Krupa is demanding money for the raw material that they supply and want the Sahara

SHG to find their own market. Even if the SHG pays for the raw material Krupa is not ready to

increase the selling price from Rs 10 per 100 plates.

With the current expertise the women are able to make 2000 to 2500 plates per day. The

market rate for paper plates range from Rs 13 to Rs. 12 per 50 plates.

The set of problems identified are:

Marketing of their product is non existent Their approach for costing is wrong. They dont take into consideration the electricity

bill, rent and labor charges.

Since they arent aware of their cost structure they are not able to find out the figurethe price they should quote per plate.

The objective:

To find the right market for the Sahara SHG by first indentifying the costs involvedand then doing a market research

The several costs revenues involved in the business are:

Rent: Rs 1000 per month Loan costs Rs 3125 per month Electricity Rs 500 per month with both machines working Raw material costs Rs 5 per 300 plates Logistics costs is Rs 200 per 8000 plates Sold at Rs 10 per 100 plates


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The costing of the plates is as follows:

Costing of the paper plates

Number of plates produced per

month 63750

Variable costs

Raw material cost( Paper cost) 1062.5

Logistics cost 1593.75

Total variable 2656.25

Fixed costs

salaries

Interest 3125

Rent 1000

Electricity 500

Total Fixed 4625

Total cost 7281.25

Sales 6375Net Profit -906.25

Currently with the Krupa order the SHG is making loss. It is able to make the monthly

payments for the loan. But rent and other costs are not being realized from this business.

To make it a profitable venture either Sahara SHG will have to reduce the cost or increase

their revenues. Raw material costs will only increase as currently they are procuring it at no

costs. Rent, monthly installments for the loan and electricity bills are fixed costs which cant be

done away with.

Labor costs will increase because eventually women will have to pay the salary they deserve.

So over all the costs cant be reduced any further.


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So in order to make profit the selling price has to go up. This would mean finding new

market for the paper plates.

10.2 Solution:

1. To find the costs per plate hence minimum price that can be quoted per plate to makeprofit:

The total cost that is fixed costs and variable costs for 63750 plates is 7281.25 Rs.

Thus the costs per plate come out to be Rs. 8.8. Now this is excluding labor costs, if that

is also added then the costs will range from Rs 9 to Rs 12.

So to be profitable the minimum costs to be quoted will work out to be Rs 13.

Accepting an order below this price will be a loss making order. Thus under the Krupa

order Sahara SHG is making a loss of 906.25 Rs as the per plate costs is more than the

selling price of a plate. Hence the costs are not getting recovered from the revenues

generated through the sale of plates.

2. Next to figure out the value chain for paper plates:

Previously Sahara SHG was dealing with a trading company. This trading

company that is Krupa Ltd. used to source paper plates from numerous SHGs and small

groups who have very less bargaining power, at very low rates. In turn the trading

company sells to distributors at higher price difference being their margin, eventually

reaching direct customers.

Krupa Ltd. knew they were the only customers for Sahara SHG hence they were

not willing to increase the selling price. The market rate for direct consumer for paper

plates are Rs 13 per 50 plates that is Rs 26 per 100 plates.


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If Sahara SHG wants to get higher price for their products then they need to climb

up the value chain. Right now they are at level 1 as shown in the figure below & Krupa

Ltd. is at level 2.

Distribution System of Paper Plates

To find a market for the paper plates, we first went and spoke to the direct

customers like small retail shops, sandwich wallas, Pani Puri stalls etc. We found the rate

at which these people procure paper plate. The existing market rate for the small shopslike sandwich wallas, Pani Puri stalls etc is Rs 12 - 13 per 50 plates.

From these people we got the contact number of some distributors. Now these

distributors procure the plates from various sources at the rate of Rs 9.5 -10 for 50 plates

that is Rs 19 -20 per 100 plates

Direct Customer

SHG involved

in paper plate

business

Small Groups SHGs

Trading Company

Distributor

Level 1

Level 2

Level 3

Level 4


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Now if can push the SHG up the value chain by directly selling to the distributors

they can sell at Rs 19 20 for 100 plates thus gaining 9 to 10 Rs on every 100 plates.

This price increase will cover all their costs even labor costs, even after paying for

the all the costs they will still be able to make some profit. Thus we went and spoke to

distributor at Khar market, and we got a deal of Rs 20 per 100 plates.

The distributor is ready to buy 6000 plates every day for Rs 20 per 100 plates.

With this improved pricing the profit made is as follows:

Costing of the paper plates

Number of plates produced permonth 63750

Variable costs

Raw material cost( Paper cost) 1062.5

Logistics cost 1593.75

Total variable 2656.25

Fixed costs

salaries

Interest 3125Rent 1000

Electrcity 500

Total Fixed 4625

Total cost 7281.25

Sales 12750

Net Profit 5468.75

Thus with this order Sahara SHG can possibly make a profit of Rs 5468.75 per

month. This profit is made after paying for interest expense, rent, electricity bills, raw

materials and logistics costs.

In the above statement labor costs has not been included and logistics costs we

have still considered as Rs 200 per 8000 plates. But this costs will go down to Rs 30 per

6000 plates. This because of the convenience of travel between Chembur and Khar via

train which reduced the time spent and also the cost of travelling.


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Distribution System of Sahara SHG after securing the Khar Order

Sahara SHG

Distributor

Pani Puri Stalls Sandwich Wallas Small retail shops

or direct customers


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11 Asangaon

The Katkaris, primitive tribals, are on the brink of extinction. Navjeet has joined hands

with Deenabandhu Charitable Trust, to reach out to the Katkaris and other tribals in Asangaon,

Thane. Navjeet's plan is to uplift the lives of the Katkaris through Agriculture, Water harvesting,

Education and Health Care and Community Development programs.

Our observations on these tribal units:

Very back ward and dont have a steady means to earn their income

Uneducated No skills acquired so far Unity amongst the people is very less Not ready to fight for their rights Even children are not sent to schools for education No guarantee even of meals On an average a village consist of 7 8 families The men these household drink a lot Accountability is nil when it comes to these people They have no hopes of their conditions improving They are involved in small business like collecting leaves, growing vegetable if

land available

All of them do business individually because of which they have very lessbargaining power

they are characterized by complex social and political relationsOur focus was on a village in Asangaon comprising of Katkari tribe. The village had 6

families having on an average 2 kids per family. The women were involved in household work

and help their spouses in collecting leaves and selling in to the middle man at the station who in

turn sell it at Dadar.

Each family sells the leaves individually because of which they have very less bargaining

power. They dont directly at Dadar station because of amount of traveling involved.


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The people in this village are uneducated and dont send their kids to schools. These

families are yet not recognized under the BPL scheme of government because unfortunately they

were missed when the survey was held

The unity is missing amongst the members of this village. They have very few dreams for

themselves and dont think that anyone can change their fortunes. There is a mental barrier in

making a progress.

When we visited for the first time there was only one family rest of them had gone to find

some work. This family was the only one to receive us enthusiastically. They told us even if they

wanted to they would not be able to get all the families together.

The men in this village squander all the money on drinks and dont manage any family

affairs. They dont trust each other enough to work together.

Because of the paucity of time all we could do was to get them together and hold a

meeting on the benefits of doing business together. We told them the opportunities available to

them if only they were ready to take some initiatives

The work will be taken forward by Madhav and Jayant. They will first build rapport with

them and try to gain their trust. And slowly in phased manner they will introduce new initiatives

to improve their condition.


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12 Outcomes

The training module has been successfully developed and explained to Navjeet Community

Health Centre. The module has been designed such that the social workers at Navjeet can take it

forward once after the DOCC project gets over. Two training sessions were help as a pilot run to

see how it has to be conducted and what all things to be taken care of.

The training module and all its parameters are backed by proper statistical analysis hence we

have tried our level best to avoid uncertainty of the solution. The training module has taken careof the needs and requirements of all the SHGs and individual treatment has been given to every

SHG.

For Sahara SHG we have been successful in finding the right market. We have made the

SHG climb up the value chain and hence are able to demand more margins. The acquisition of

the order from a distributor at Khar market will help SHG register profit in the coming month.

Sahara SHG now is well aware of all the cost elements involved in their business and is in a

better position to negotiate with potential customers. The SHG leader is more proactive now that

she knows what is expected out of her. The order has also reduced the transportation costs for

SHG.

At Asangaon the people are very backward and they need to be sensitized about the benefits

of forming a group. We had approached an adivasi village which had 8 families living. We were

successful in bringing these people together and convey a meeting which can pose as a building

block for future endeavors.


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13 Conclusions

Navjeet Community Health Centre believes in empowerment of people and this mission

has been facilitated by their innumerable programs. Dedicated staff and passion to make a

difference in the society has driven their growth since 1978.

Navjeet is helping the poor in every way possible. Our project focus was on one vertical

at Navjeet, Women empowerment. Navjeet has 26 SHGs under them and smooth functioning of

these SHGs is their Endeavour.

When we came we got to know that though SHGs have been formed urban SHGs are not

fully utilizing the opportunities available to them. So we decided we will formulate a

comprehensive training module which will address all the problems faced by them. Though the

social workers at Navjeet undergo training themselves they are not aware of demand gap faced

by the SHGs.

The module will help Navjeet in classifying the SHGs according to their needs and will

help them in focusing at their core issues. A common program wouldnt have helped as every

SHG is at a different level of development. Hence the problems and challenges faced by them

differ across the groups. The module will be helpful in pin pointing the progress of a particular

SHG and address their issues.

Sahara SHG has shown a progress which very few SHGs have. So we focused on their

problems to make their initiative more successful as we felt we will be able to make a difference

in Sahara SHG.

Prior to our arrival the business run by Sahara SHG was making loss and were not able to

sustain their losses. They had the necessary raw materials, equipment, and labor etc. but lacked

market acumen to profitably sell their products. Because of their lack of marketing strategy they

were under loss.

We were successful in pulling Sahara SHG up the value chain. In coming months they

will be making substantial profits which will also increase their income levels. The SHG is aware


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of their cost and revenue structure and possess better negotiation power. This will help them in

expanding the market and hence expand their consumer base.

Our work at Asangaon was limited because of paucity of time and resources. But we

were successful in getting the people of that village together and hopefully the work will be

taken forward by the social workers at Navjeet Community Health Centre.


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14 Contact directories

Sister KusumDirector of Navjeet Community Health Centre

9833285779

Sister ShantiPresent Director of Navjeet Community Health Centre

RoshanaSocial worker

In charge of Bandra area

9322658699

MadhavSocial Worker

In charge of Chembur and Asangaon

967206746

JayantSocial Worker

In charge of Asangaon

9226172430

KusumHealth worker

Sahara SHG leader

9833475514

SitaraHealth Worker

Ujala SHG leader


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15 Weekly Activities

Week 1

Day Date Activity

Monday 22/03/10

Design of the project outline. Work out the

schedule with Social workers

Tuesday 23/03/10 Working on the questionnaire for the first visit

Wednesday 24/03/10 SHG field visit - Bandra West.

Thursday 25/03/10 Consolidation of the information gathered

Friday 26/03/10 SHG field visit Bandra East

Week 2

Day Date Activity

Monday 29/03/10 Chembur SHG field visit

Tuesday 30/03/10

Data consolidation and analysis of the field

visits

Wednesday 31/03/10 Preparation for the training session.

Thursday 1/4/2010 Building SHG data base

Friday 2/4/2010 Microfinance survey


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Week 3

Day Date Activity

Monday 5/4/2010 Asangaon field visit

Tuesday 6/4/2010 Motivation training design

Wednesday 7/4/2010First training session held at Navjeet -

motivational

Thursday 8/4/2010 Statistical analysis of SHG data

Friday 9/4/2010 Work on the case study

Week 4

Day Date Activity

Monday 12/4/2010 Visit to paper plate distributor in Mulund

Tuesday 13/4/2010 Asangaon field visit 2

Wednesday 14/4/2010 Preparation for business training

Thursday 15/4/2010 Statistical analysis of SHG data

Friday 16/4/2010 Visit to distributors in Bandra


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Week 5

Day Date Activity

Monday 19/4/2010 Visit to distributors at Khar market

Tuesday 20/4/2010

Second training session held at Navjeet -

business

Wednesday 21/4/2010Analysis of the value chain of Chembur SHG

business

Thursday 22/4/2010

Contacting distributor based on value chain

analysis

Friday 23/4/2010

Visit to distributor at Khar market with the

SHG leader

Week 6

Day Date Activity

Monday 26/4/2010

Negotiation round with the distributor at Khar

& sample analysis

Tuesday 27/4/2010

Educating social workers and Chembur SHG on

how to take forwards the Khar deal

Wednesday 28/4/2010 Project Report and Case study

Thursday 29/4/2010 Final touches to training module

Friday 30/4/2010 Handover of all the Data to Navjeet


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Annexure 1

SHG: Ujala

Name Remarks

Number of members 18

People involved in some sort of business 14

Types of business Mid day meal, kirana shops, Vegetable &

Samosa

Contribution by each member Rs 100 per month

Loan status 1 lakh was taken and repaid in full. Right now

taken another loan of 1.5 lakh

Status on book keeping Basic book keeping is existent

Meetings held Once every month

Interest level Other than people already involved in business

none of the other women are interested instarting their own business

Remarks:

1. The most enthusiastic person in this SHG is the one who handled the mid day meal. Sheis the leader does all the report writing and account keeping. She doesnt have the

necessary man power to take care of day to day operations. Her business is going good

with good response from schools. BMC gives rice at a subsidy. Employs four people to

prepare the food and deliver them to the respective schools.

2. Also this group has the most elaborate of the operations and needs to have training withrespect to basic book keeping and cash management.


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3. There are many issues such as late recovery of money due from BMC. In the meanwhilethe day to day cash requirement is always managed by the funds raised from loan etc.

SHG - Sai Sagar:

Name Remarks


People involved in some sort of business All but seasonal

Types of business Candles, flowers etc.


Loan status 100000 subsidy

Status on book keeping Basic book keeping is proper


Interest level One person is basically handling the accounts

and business. Interest levels among other

members is very much seasonal

Remarks:

1. The operations carried out by SHG are highly seasonal mainly around the Fair. Theoperations can be scaled up to some extent in these eight days. However for the rest of

the year the business cant be scaled up to a great extent. Also the women are not willing

to scale up as they are happy with the current state of affairs

2. Basic accounting would help.


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SHG - Anand:Name Remarks



Types of business Mainly tailoring


Loan status

Status on book keeping


Interest level Not a very high enthusiasm with respect to

doing business.

Remarks:

1. The business is mainly around tailoring. The problem with tailoring is high competitionin the area. Also it is difficult to scale up operations to a great extent.

2. Finding demand would be essential for the business. The women are willing to do morebut because of demand constrain are not able to scale up the business


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SHG - Annapurna:Name Remarks


People involved in some sort of business All

Types of business Candle making


Loan status 1.5 lakh loan

Status on book keeping Good


Interest level They have a well established business set up

and they are not actually looking to scale up

the business. They have been in the business

for 10 years even before the formation of the

SHG.

Remarks:

1. Looking for a loan not as a SHG but more of a personal type.


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SHG - Durga:Name Remarks


People involved in some sort of business 2-3

Types of business Vegetable and toys etc


Loan status



Interest level Small businesses and basic accounting training

would help. Mainly shop based businesses.

Remarks:

1. Other ladies are not interested in starting their own business.

SHG - Poornima:

Name Remarks



Types of business Tuition



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Loan status No loan



Interest level A new group basically. Interest level the

business is very low.

Remarks:

1. Some people are interested in starting their own business but are not able to find anyviable idea

SHG - Prakash:

Name Remarks



Types of business Tailoring


Loan status



Interest level Increasing demand would help.


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SHG - Kripa:

Name Remarks


People involved in some sort of business 4-5

Types of business Tiffin, beauty parlor products


Loan status



Interest level Small businesses and basic accounting training

would help. Looking for new business ideas

already applied for loan

SHG - Jai Bhawani:

Name Remarks



Types of business Tailoring, Sari Business & Jewellery


Loan status Small loans taken from Holy family hospital.

Status on book keeping Day to day operations not recorded. No basic


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understanding of the accounts


Interest level The interest level is high with women taking

active participation. Happy with the way things

are right now

Remarks:

1. 3 women involved in jewellery business, 5 in tailoring and 1 person in sari business.Jewellery business gets orders from Holy family hospital only. For tailoring women are

currently undergoing training.

2. The woman who is in the sari business gets the saris from Surat twice every month.Every times she gets a lot that costs around 8000-15000. Sells with a margin of 20 or 25

rupees in the locality itself. The loans that she gets from Holy Family Hospital has a

interest of 2%

SHG - Roshani:

Name Remarks



Types of business Dress material


Loan status Small grant from BMC

Status on book keeping Day to day operations not recorded.



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Interest level It is ok in this SHG, currently only one woman

into the dress material business. Others are

waiting for the loan to get sanctioned

Remarks:

1. Interestingly these women when we need of money to get the material they go toSwadhaar Fin Service Pvt. Ltd.

2. They form a group and take a loan to meet their short term need at an interest of 2.5%from this bank.

3. You need not be a member of this bank to take loan for business. As the trust level buildup more amounts can be withdrawn.


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Annexure 2

Questionnaire:

1. Name of SHG2. Number of members in the SHG3. Number of business that the women of the SHG is involved in4. Demand level for their businesses5. Motivational level in the group6. Existence of leadership qualities in the group7. Sophistication of external loan management8. Scale of their business9. Number of years since the SHG has been operational10.The level of bonding in the group11.The number of internal loans taken by the group and management of the same12.Book keeping practices followed by the group13.General business knowledge14.Level of enthusiasm in the group to do their own business15.Level of involvement of women in the groups business16.Scope expansion that is openness to new ideas17.Possibility of scale expansion of the group


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Annexure 3

Data used for Analysis:

Group 1:

Name of

SHG Groups

Number

of

members

Number

of active

members

Number

of

businesses

Demand

level

Ujala 1 18 14 4 5

Motivation

level Leadership

External

loan

management

scale of

business

Years

into

operation

Level

of

bonding

internal

loans

generated

4 4 4 5 5 4 4

book

keeping

process

General

business

knowledge

level of

enthusiasm

Business

involvement

Scope

expansion(

openness to new

ideas

Scale

expansion

3 5 4 5 5 5

Group 2:

Name of

SHG Groups

Number

of

members

Number

of active

members

Number

of

businesses

Demand

level

Motivation

level

Sai sagar 2 11 11 3 2 2

Annapurna 2 11 11 1 5 5


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Leadership

External

loan

management

scale of

business

Years

into

operation

Level

of

bonding

internal

loans

generated

book

keeping

process

2 4 2 4 3 4 3

5 5 3 10 5 5 3

General

business

Documents

DOCC Project Report Navjeet_SPJIR