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Presented at the Livelihoods Assessment Workshop

Xavier Institute of Management, Bhubaneswar

September

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Presented at the Livelihoods Assessment Workshop

Organized by

Xavier Institute of Management, Bhubaneswar

September 6th and 7

th, 2011

Supported by

1

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Presented at the Livelihoods Assessment Workshop

Xavier Institute of Management, Bhubaneswar

2

Contents

Chapter -1 ........................................................................................................4

Livelihoods Assessment Workshop : Review of Mapping of HR Needs of

State Livelihood Missions ..................................................................................4

Schedule and agenda .........................................................................................4

List of Participants at Livelihoods Assessment Workshop – .................................5

Chapter- 2 ........................................................................................................6

Human Resource Needs for State Rural Livelihood Mission: The Bihar Group

Report ..............................................................................................................6

2.1 Introduction ..............................................................................................6

2.2 Purpose of the Study ............................................................................... 11

2.3 Key Findings : Seven “S” ........................................................................ 13

2.4 Key Recommendations ............................................................................ 16

2.5 Way Forward: ..................................................................................... 17

Chapter -3 ........................................................................................................ 18

Assessment of Human Resource Needs for State Rural Livelihood Mission: A Report on Gujarat ........................................................................................................ 18

Dinesh Awasthi, Vaibhav Bhamoriya and Kajri Mishra ..................................... 18

3.1 Background ........................................................................................ 18

3.2 Methodology ....................................................................................... 18

3.3 About the Gujarat Livelihoods Promotion Company Ltd. (GLPC) ................ 19

3.3.1 Organisation Structure and Management of the company .................. 19

3.3.2 Composition and Responsibilities of the GLPC Officials/Teams at Various

Levels ....................................................................................................... 21

3.4 HR Practices in GLPC.......................................................................... 22

3.4.1 Recruitment Process ...................................................................... 22

3.4.2 Induction Process and Capacity Building of the Staff ........................ 23

3.4.3 Financial Outlay ............................................................................... 25

3.5. Observations from the Field ..................................................................... 25

3.6 Key Challenges and Capacity Building Needs of GLPC Professionals ......... 26

Table 1 ..................................................................................................... 28

Annexure II ............................................................................................... 42

Annexure III ............................................................................................. 45

Chapter -4 ........................................................................................................ 47

Mapping Study on HR Capacity Building needs of NRLM Odisha ........................ 47

4.1 NRLM Odisha: Context and Process of Study ............................................ 47

4.2 Three Phases of NRLM in Orissa .............................................................. 47

4.3 Mission/ Vision ....................................................................................... 49

3

4.4 Structure and Strategy .............................................................................. 49

4.4.1 Organizational Structure ..................................................................... 50

4.5 Staffing Pattern and HR Development Strategy ........................................... 52

4.5.1 HR Needs and Gaps ........................................................................... 52

4.6 Recommendations of Study Team ............................................................. 55

Managing partnerships for Poverty reduction .......................................... 55

Creating a cadre of livelihood professionals.................................................. 56

Chapter -5 ........................................................................................................ 65

Current Resources on Livelihoods: A Bibliography .............................................. 65

5.1 Introduction ............................................................................................ 65

5.2 Objectives ............................................................................................... 65

5.3 The livelihoods repository ........................................................................ 66

5.4 Preliminary inferences from the repository ................................................. 68

5.7 The way forward...................................................................................... 71

5.5 Select Bibliography of Livelihoods Repository ........................................... 72

4

Chapter -1

Livelihoods Assessment Workshop : Review of Mapping of

HR Needs of State Livelihood Missions

Introductory notes/ comments – overview to be written

Venue: MDC (Management

Development Centre) Training Hall, XIM Bhubaneswar Sept 6-7

Schedule and agenda

6th September, 2011

Till noon Arrival of participants & registration At MDC reception 12:30 – 1:00pm Lunch 1:00 – 1:15 pm Welcome note and introductions Shambu Prasad and Ajit Kanitkar 1:15pm onwards Presentations of Mapping studies of three states

(25 mins + 15 min clarificatory questions and comments by state NRLM rep) General discussion at the end of all three presentations

Moderator and chair: Ajit Kanitkar

1:15 – 2:00pm Mapping study on Gujarat NRLM Mangalam Dinesh Awasthi & team 2:00 – 2:45pm Mapping study on Bihar NRLM Jeevika Sankar Datta & team

2:45-3:00 pm Tea break Mapping study on Orissa NRLM Tripti Shambu Prasad & team 3:45 – 4:30 Open house discussions: Comments and observations from

the invitees from the state & NRLM teams, World Bank, and participants

4:30 – 5:30 Panel discussion on ‘Knowledge building in rural development” (knowledge products, content and type, delivery infrastructure) and “how can management institutions engage with the NRLM and the state projects: Invitees from the states and the NRLM and WB to share ideas educational consortium” (formal systems of collaboration between NRLM and training institutions etc.)

Panel members Parmesh Shah/ Biswajit Sen, Madhukar Shukla, Ved Arya, Dinesh Awasthi , moderator to be decided

6:00 – 7:30pm Rural Livelihoods: Challenges and Opportunities

Speakers from World Bank and State livelihood missions Public talk at XIMB auditorium (all participants to join)

7th September, 2011

9:00 – 10:00am Current resources on livelihoods – an ongoing study Followed by a general discussion on “How to compress the learning curve by building upon the knowledge that is already present in the govt., civil society sector”

Joseph Satish and Srilata Patnaik, Moderated and facilitated by Sankar Datta

10:00 – 12:00am Establishing a Livelihood Learning Group and educational consortium to augment HR needs of NRLMs

Facilitated discussion by Ajit, Opening remarks by Avanish, Suryamani, Kajri Misra, Vaibhav and study team members followed by discussions

12:00 – 12:30 Summary of workshop and vote of thanks

Lunch and informal discussions on ways forward

5

List of Participants at Livelihoods Assessment Workshop –

XIMB Sept 6-7, 2011

Sl. No. Names E-Mail Organisation

1 Abhijit Sharma a.sharma.g@gmail.com

Indian Institute of Bank Mangement, Guwahati

2 Ajit Kanitkar a.kanitkar@fordfoundation.org Ford Foundation, New Delhi

3 Arun Shah arunsah@brlp.in SPM, HR Jeevika Bihar

4 Avanish Kumar avanish@mdi.ac.in MDI, Gurgaon

5 Babita Mohapatra babita999@gmail.com APD Projects, TRIPTI, Orissa

6 Biswajit Sen bsen1@worldbank.org World Bank Delhi

7 Dhruv Sengupta dhruv@thelivelihoodschool.org The Livelihood School, Hyderabad

8 Dinesh Awasthi dinesh@ediindia.org EDI-I Ahmedabad

9 Jeevan Arakal jeevan@ximb.ac.in XIM Bhubaneswar

10 Joseph Satish vj_satish@yahoo.com

Knowledge In Civil Society (KICS), Hyderabad

11 K.V.Gouri gouri@thelivelihoodschool.org The Livelihood School, Hyderabad

12 Kalpana Pant kalpanap@chaitanyaindia.org Chaitanya, Pune

13 Madhukar Shukla madhukar@xlri.ac.in XLRI Jamshedpur

14 Milind Torawane md.glpc@gmail.com

GLPC, Managing Director, Ahmedabad

15 Narendranath naren@pradan.net

PRADAN livelihood resource centre, New Delhi

16 Parmesh Shah pshah@worldbank.org World Bank

17 S.Peppin peppin@ximb.ac.in XIM Bhubaneswar

18 Samik Das sdas@worldbank.org World Bank Delhi

19 Sankar Datta dattasankar@thelivelihoodschool.org Livelihood School, Hyderabad

20 Shambu Prasad shambu@ximb.ac.in XIM Bhubaneswar

21 Shouvik Mitra shouvik.pradan@gmail.com World Bank Bhubaneswar

22 Shridhar Dash shridhar@ximb.ac.in XIM Bhubaneswar

23 Shruti Gonsalves shrutigonsalves@gmail.com GLPC, General Manager, Ahmedabad

24 Sitaramachandra smachiraju@worldbank.org World Bank Delhi

25 Srilata Patnaik u510004@stu.ximb.ac.in XIM Bhubaneswar

26 Subrat Singhdeo subratsinghdeo@gmail.com Madhyam Foundation, Bhubaneswar

27 Suryamani Roul suryamani@accessdev.org

Access Development Services, New Delhi

28 Vaibhav Bhamoriya vaibhavb@iimahd.ernet.in IIM-A, Ahmedabd

29 Ved Arya vedarya@srijanindia.org Srijan, Nrew Delhi

6

Chapter- 2

Human Resource Needs for State Rural Livelihood Mission:

The Bihar Group Report

2.1 Introduction

a. Collective action and Civil Society

Organisations in Bihar for social transformation

was initiated during JP movement. Community

into homogenous collective as Self Help Group

(SHGs) in Bihar was initiated in 1980’s.

According to the status report1, Holy Cross

Sisters, Hazaribagh was the first organisation to

report self help group formation in 1988 in

undivided Bihar. They started forming groups

among the Birhors (a Schedule Tribe under

threat due to lack of subsistence livelihood

opportunities). Similarly Adithi and Gram

Vikas Parishad (GVP) , started working to

mobilised SHGs during the same period.

PRADAN formed SHGs into first savings and

credit group in Godda district in 1989. The

success of SHG as a process of empowerment

and politico-economic outcomes in the

development process, specially as strategy for entitlements influenced the

Government to launch the Swashakti project.

� Subsequently SHG formation scaled up with schemes like SGSY, PACS, Mahila Samakhya and Women Development Corporation (WDC). This drive resulted in 30,79,380 households under 2,56,615 SHG in the state of Bihar (March 2011).

� Under the SGSY and DRDA , 1,79,830 SHG were mobilised , under Department of Rural Development.

� Women Development Corporation, under Department of Social Welfare and Justice have formed and nurtured self help groups in 72 blocks with support of their 72 CSO partners and promoted more than 30,000 SHGs.

� NGOs with the support of NABARD have promoted 8,020 SHGs. Source: Situational analysis of SHG movement in Bihar, 2009 by APMAS

b. JEEViKA (Bihar Rural Livelihoods Promotion) project is the World Bank supported poverty reduction project for the Government of Bihar. It is being implemented in 55 blocks of 9 districts of Bihar. JEEViKA’s aims at enhancing social and economic empowerment of the rural poor in Bihar through: creating self managed community institutions of the poorest of the poor and poor households, enhancing income through sustainable livelihoods and increasing access to social protection including food security through a greater voice. The pilot phase of JEEViKA started in 6 blocks of 6 districts (Boudh Gaya Block of Gaya in 2006, Mushari block of Muzzafarpur district in 2007, Rajgir block of Nalanda in 2007,

1 “A study on SHG bank linkage and status of MFIs in Bihar, 2007” by IGS-BASIX

Since 2007, JEEViKA under

the Department of

Finance, supported by the

World Bank has further

consolidated SHG

movement. Till March

2011, JEEViKA has

promoted 34,717 SHGs in

the state. JEEViKA also

focuses on creating

institutional platform and

system at

village/community level to

enable sustainable

livelihood interventions.

7

Damdaha block of Purnia in 2007, Rajnagar block of Madhubani in 2007, Khagaria Sadar block of Khagaria in 2008 with a handful of dedicated staff. The Project Implementation Structure was two fold – one at the block level, the BPIU (Block Project Implementation Unit) and the other at the state level, the SPMU (State Project Monitoring Unit). The focus during the pilot phase was to form community institutions and design systems and mechanisms for scale up. District unit with the responsibility to coordinate project components and also to coordinate between various departments at district level, came into existence during October 2007. The project was extended to 18 blocks of 6 districts in 2007. This was further scaled up to 44 blocks in 8 districts in 2009 and by 2010 the project reached to 55 blocks in 9 districts (Gaya, Nalanda, Khagaria, Purnia, Muzaffarpur, Madhubani, Supoul, Saharsa and Maghepura). By 2007 the project was able to standardize the systems and design at all levels and was prepared for scale up. The Government of Bihar allocated 11 more blocks of Kosi area (flood prone North Bihar) which includes Supaoul, Madhepura, Khagaria and Purnia covering additional 1.8lakhs of poor households with a budget allocation of Rs.164crores to JEEViKA to address poverty reduction. The total budget outlay of the project stands at Rs.470crores for 55 blocks in 9 districts to reach a total of 6.8lakhs poor households. JEEViKA was registered as a Society in October 2007, as an autonomous body housed under the Department of Finance, Government of Bihar. The society was initially housed in Women’s Development Corporation, Bihar (autonomous body under Department of Social Justice). JEEViKA has a General body which meets twice a year. JEEViKA is governed by Governing Body. The Executive Committee constitutes 13 members, representing the various Government Departments and CSO. It is chaired by the Development Commissioner. The committee meets once in 3 months. The CEO of JEEVika has substantive flexibility to take decisions related project management and operation. The project is financially supported by The World Bank and State Government of Bihar. Budget outlay for five years (2006-2011) was Rs.306.60crores with the objective to reach 5 lakhs rural poor households, spread over 44 blocks in 8 districts. In terms of budget estimation and contribution, The World Bank contribution was 86 percent (Rs.264.60crores), Government of Bihar was 10 percent (Rs.29.40crores) and Community contribution was 4 percent (Rs.12.60crores).

8

c. Human Resource Management in JEEViKA

JEEViKA has developed HR manual. Recruitment is facilitated by a NGO called Srijan. Recruitment process is focussed to select competent individuals who reflects attitude towards working for the advancement of poor, ability to perform in team and commitment towards rural development. Srijan and CEO JEEViKA work in consultation to approve the minimum eligibility criteria selection (education, experience and desirable criteria) and recruitment method. Short-listed candidates are sent to immersion in the field for 45 days. A team member of JEEViKA observers and submits the report about the candidates. Based on the feedback , another round of consultation is organised. Then the final candidate list is brought out and they are placed as per their expertise.

Jeevika has developed Key Performance Indicators (KPIs) across the HR structure. Their performance is reviewed by a team constituting peer and the reporting officer. Performance is linked with payments and key performance indicators are linked to the objectives of the project. Pay-scale has been revised four times since the project was initiated.

Monthly meetings at block and district level, quarterly meeting at state level are organised to discuss progress with respect to plan versus achievements. Monthly reports, quarterly reports of SHG, VO, Block and District are reviewed during the meetings. Similarly, at the community level SHG weekly meeting, bi-monthly meeting of VO and monthly meeting of BLF review of activities and plan for the next are scrutinised. Capacity building systems: All the training programs are mandatory. The capacity building starts with village immersion for 15 days, the module contains – formation of model VO, social activity, HRF, food security, social security, social development. It is followed by induction program for 7 days. Training modules like – SHG concept, SHG book keeping and record maintenance, micro plan, MIS, VO concept and management, role of VO, food security, HRF, Social development, livelihoods, MIS, micro insurance, exposure visits, other need based training programs, ToT and financial literacy and institution building. Apart from these training inputs, DPCU attains training programs to enhance their knowledge and skill. SPMU attains need based training programs across the country. A few of SPMU staff went abroad for exposure visits. The skills set of the staff currently helps deliver the program smoothly.

Attributes and list of competencies checked during

recruitment process:

Knowledge: conceptual clarity on poverty in local

context, development principles, strategies, knowledge

of successful interventions, various actors in

development, their roles and their limitations. Thematic

knowledge based on positions ex: microfinance, micro

enterprise, finance and accounts, women

empowerment, disability etc.

Skills: communication skills (listening, oral and written),

group facilitation (leading, confronting, clarifying,

supporting) conflict resolution, leadership (initiating,

consensus building, problem solving, innovation),

decision making (information processing, planning,

scheduling, problem solving), community organisation

skills (promoting groups, conflict management at group

level, inclusion, ability to convince).

Attitudes: thought orientation – creative, critical

thinking, willingness to learn, openness.

Values: honesty, commitment, accountability,

transparency

9

JEEViKA

The major objectives of JEEViKA are to

improve livelihoods and empower the

poor through:

� Building self-managed community

institutions of poorest of the poor

and the poor households

� Enhancing incomes of the poor by

promoting sustainable livelihoods

� Increasing access to social

protection including food security

through greater voice

The Government of Bihar intends to

reduce the below the poverty line

population to 22 percent by 2015 or by

about 1.5 percent per year, in order to

achieve the Millennium Development

Goals target. This Five Year Plan

emphasizes investment in women’s

socio-economic empowerment,

enhancing livelihood opportunities in

the farm and non-farm sector, and

participation of local level institutions

such as self help groups to make service

delivery more accountable. Government

of Bihar’s strategy involves effective

targeting of the poor, especially the

most vulnerable groups of Scheduled

Castes (SCs) and Scheduled Tribes (STs),

in order to make growth more inclusive.

SRLM demands systems and processes for scaling up. State mission management unit (SMMU) has plans to collaborate and partner with academic, training and research institutes to take up capacity building during scaling up phase. d. State Rural Livelihood Mission

(SRLM) : JEEViKA as the nodal agency for State Rural Livelihood Mission (SRLM) in Bihar is responsible to roll out National Rural Livelihood Programme (NRLM). The Government Order Bihar (GoB) vide resolution no.3699 dated 5th April 2011 followed by a cabinet decision was passed to appoint JEEViKA as a nodal agency for SRLM. CEO of JEEViKA has been chosen as State Mission Director, SRLM cum Commissioner Self Employment in Department of Rural Development. Keeping the structure and governance intact, JEEViKA plans to move ahead to roll out SRLM to cover 534 blocks by 2014. SRLM plan to roll out in all 38 districts by 2011-12 and reach out all 534 blocks by 2013-14. Phase out plan: SRLM will reach 55 blocks by 2010-11, 245 blocks by 2011-12, 431 blocks by 2012-13 and 534 blocks by 2013-14. Selection criteria of district/block are its geographical location as per suitability, human development index, study of poverty and social assessment by

ADRI. JEEViKAs’ learning and strategic interventions will help rolling out SRLM.

10

The project has plans to expand to 74 blocks by the end of 2011. The expansion warranted quality human resource, recruitment drive, induction and immersion process and various capacity building interventions.

e. Way Forward

JEEViKA has –mobilized the marginalized community into groups, by creating a power of savings and strategic livelihood intervention in few select districts. However, achieving the SRLM mission outcomes in all the 38 districts will require a strategy shift. Strategy - to collaborate and partner with different government departments, government institutions, NGOs and CSO, academic, training and research institutions, public-private, public-public, public-private-community partnership needs to be worked out. Rolling out SRLM demands, dedicated institutional architecture and platforms of rural poor and poorest. These platforms would provide human and social capital to offer a variety of livelihood and financial services to their members across the value chains of the key products and services. These include financial and capital services, production and productivity enhancement services, technology, knowledge, skills and inputs, market linkages etc. These platforms also would offer opportunities for convergence and partnerships with a variety of stakeholders, by building an environment for poor to access their rights and entitlements, public services and innovations.

f. Key Emerging Challenges of JEEViKA are:

• Create and sustain livelihood system and options for the community members [ Few SHG members have improved their income in agriculture but the increase in cash & community mobilization, members resources are underutilized]

Existing Capability – Desired Capability for SRLM Outcome Matrix A Institutional

Development Score

B Livelihood (cont..)

Score

1 Organizing SHGs

5 3 Market Linkages

1

2 Formation of SHG Federation

2 4 Identifying Opportunities

1

3 Sustainability of SHG

1 5 Group Enterprises

1

4 Building Cutting Edge Cadre

4 6 Desire to Promote Activities

2

5 Motivating Community

3

6 Synergy 1 C Social Development

7 System Compliance

4 1 Voice of Poor Articulated

4

2 Rights & Entitlements

3

B Livelihood Promotion

3 Intergeneration Impact

1

1 Mobilization of Resources

3 4 Inter-Unit Learning

2

2 Adaptation of Technology

2 5 Structural Change in Society

3

• Pl. Note: 5 is very high capability and it descends to 1 score

as almost no capability.

• The ranking is based on the study team members

understanding of existing capabilities & outputs in

comparison to pre-requisite capabilities desired for the

expected outcomes in SPLM.

• The above matrix highlights the areas of priority

intervention in SRLM

11

• Evolve Human Resource policy to focus on retaining and promoting professionals at state, district and block level [JEEViKa need to focus on Technical Skills (2) People Handling Skill especially working with the poor without becoming a 'Sahab' and (3) Entrepreneurial Skills.

• Convert from Parallel Implementation Unit to Collateral Implementation Unit [The comparative higher salaries shall lead to brain drain across public department and CSOs in short run; dedicated structure was successful with limited operational area, may not be financially sustainable model in long run with the increase in operational area ]

• Converge and leverage with other related public facilities and services across the line departments [JEEVika operational strategy do not leverage with other public facilities, despite of overlap of area and objectives]

• Expand unit of target from SHGs to address at village level [The project has limited its activities and intervention to SHGs formed by Jeevika only ]

• Develop a sustainable partnership model with CSOs to attain and sustain pace and progress of livelihood intervention, especially in spatially and socially excluded areas .[

2.2 Purpose of the Study

The Ford foundation facilitated a Consortium of Management Institutions, XIMB,

MDI-Gurgaon, PRADAN, The Livelihood School and ACCESS to study human resource needs and readiness of JEEViKA. The purpose of the study was, mapping various HR capacity requirements that can enable JEEViKA-BRLPS to scale up operations and implement effectively and efficiently as the State Rural Livelihood Mission. The Consortium members had a specific role,

- Understand, identify issues, concerns and challenges in scaling up

- Suggest road map for JEEViKA to roll out

SRLM program outcome by 2020:

Institution Development

� Coverage: reaching out 1.25 (+0.25) = 1.50crore women

� Formation of: 10 lakhs SHGs, 65,000 VOs, 1,600 Cluster Level

Federation (CLF) and 534 block level federation (BLF)

� Promote: 3 lakhs of community para professionals

� Promote: 2 lakhs community resource persons (CRP)

� Access to finance: savings, credit and insurance

� Open: 10 lakhs SHG bank accounts

� Mobilize: 3,100 crores in savings

� Mobilize: Cumulative inter-loaning by SHG about

Rs.7,800crores

� Community Investment Fund: Rs.3,200 crores

� Mobilize: Rs.12,000 crores worth credit from banks managed

by SHG

� Cover: 1.25 (+0.25) crores HH with insurance (JBK, AABY, RSBY)

Livelihoods

� Farm, off farm, non farm and jobs: 100 percent increase in

income from agriculture for 50lakhs households; 1,000crores

worth of paddy and wheat per year

� 50 percent of total SHG members have an additional income of

10-15,000 per year through increase in agriculture productivity

� 40 percent of total SHG households linked to agri-allied sectors

to have an additional income of Rs.10-12,000 per year

� 10 percent of the households have link to non-farms like art

and crafts, cluster based models with an increase in income of

Rs.10-15,000 per year

� 10lakhs rural youths gets employment in organized sector

Social development

� Nearly nil IMMR and MMR and weight at child birth – min 3kg

� 100 percent immunization coverage of pregnant women and

children

� Delivering last mile service: each SHG member should -

� Have accessed cumulative credit of Rs.1lakh

� Have retired all high cost debt

� Have investment a major part of credit in a basket of income

generating activities (2 or 3 livelihoods)

� Have income generated from 2 or 3 livelihoods is approx

Rs.10,000 per month (based on existing experiences)

� Have substantially reduced expenditure on health and become

food secured throughout the year

�

12

SRLM (State Rural Livelihood Mission)

Study Methodology

The Consortium had adopted a participatory methodological approach while conducting the study in Bihar. They are listed below: National &State Level:

a. Meeting of key members at the Ford Foundation, Delhi: Several members from different management institutes, Key practitioner, GoI, the World Bank met to discuss emerging HR issues in the context of National Rural Livelihood Mission (NRLM).

b. E-group was formed to develop the study design: The team deliberated the study purpose and design over several exchange of emails which drew upon opinions, views and learning from the academic and practitioner perspectives. Deliberation on the questions drew upon a protocol for the study. The protocol framework essentially addressed issues relating to the profile of the project, organizational structure and management systems.

c. State Level Groups: The members were voluntarily divided into state gorups and fours states were selected for the purpose of the study, Bihar, Jharkhand, Orissa and Gujarat. Finally, the study focused in three states i.e. Bihar, Orissa and Gujarat. And for every state a group leader was selected to facilitate the process.

a. Secondary Literature: The Bihar state level group deliberated on NRLM in the context of state specific development. The Bihar Groupthat constituted of the Livelihood School, XIMB, MDI and PRADAN conducted desk review on available literature on JEEViKA to understand the extant policies and practise. This was followed up by review of the Project Appraisal Document (PAD) and Project Implementation Plan (PIP) document to understand the intent of the project with the detailed delivery mechanisms.

b. State level consultation workshop was conducted in Patna on 19th July to understand challenges and opportunities with respect to the Civil Society Organisations (30 CSOs from Bihar) in the larger context of NRLM. The outcomes of the consultation is expected to feed in to the approach papers of 12th Five Year Plan of India. The Bihar Group utilised this opportunity to understand the training and capacity building needs and potential engagement of CSO member in rolling out the SRLM.

c. Joint Meeting with CEO, JEEViKA and state level team (State Program Managers) was organised to understand the perspectives of the implementing agency on its project in details, achievements, strategy and approach to roll out SRLM.

d. In-Depth Interview with the CEO: It was to understand the leadership issues and future challenges of JEEViKA. It also helped the group to understand the ideas that worked on the ground, such as unique recruitment process, and etc.

e. Meeting with PD, WDC was conducted to understand the issues, concerns and challenges faced to promote self help groups and understand opportunities of convergence with JEEViKA.

f. Meeting with senior government officials and management institution (CIMP) in Patna helped the group met the head and the faculty of CIMP to understand the capacity building process, issues, concerns and challenges faced in implementation.

District, Block and Village level

g. District & Block level staff meeting: Four members visited to Gaya and three members

visited Muzaffarpur district. Interaction with the district team and one block unit (Bodh Gaya and …..) helped the team to understand the field realities, specifically operational

13

challenges. Interactions drew insights on challenges in implementing the project, scaling up and critical inputs on human resource stand point.

h. Village Visit – Focus group discussion and visit to village: Focus group discussion and interaction with Village Organisation (VOs) and SHG members helped the team to understand the quality of inputs required in forming strong community based institutions. One planned visit was made were SHG and other community level JEEViKA staff was present, another random visit was made to understand the day-today depth and expanse of issues deliberated in the village meetings.

i. Detail interaction with SHGs members and observation of some of their livelihood

activities: the group visited a few members in the village to observe their engagements in livelihood activities and the support provided by the project.

j. Consolidation of member’s insight/analysis into report: The group deliberated individual observations and insights about the project and developed the report plan. Inputs from all the members were collated and synthesised in the draft report. This draft report will be presented to the larger group in the Livelihood Assessment Workshop at XIMB on 6-7th September 2011.

2.3 Key Findings : Seven “S”

STRATEGY :

JEEViKA has emphasised to promote self managed community institution of rural poor and rural producer groups at the village level that can effectively access and negotiate credit and leverage livelihood assets from public and private sector.

Two strategic choices that the project adopted in reaching the poor and the poorest

were:

• Use of CRP for group formation, and

• Saturation – starting at the periphery of the village and strike saturation CRP played an important role in promoting marginalized women into self help groups. Exposure visits of VO members and community cadre to Andhra Pradesh also helped build confidence of the CRPs. Reduction of vulnerability, particularly enhancing food security and health risk among marginalized sections, has helped the rural poor in reducing dependency on the informal credit delivery channels in absence of less accessible public system. Providing a legal status to the community institution in JEEViKA can help to strength the institution technically and financially. Investment in building capacities of community organization, community cadre and project staff has mobilized community members in groups with substantive motivation and money increasing the demand for sustainable livelihood options. This success requires a shift in strategy from community mobilization towards technical skills, be it in the field of agriculture, or accounts and book keeping; attitude & skills of people handling, especially working with the poor without becoming ‘top-down at village level’ , and (3) entrepreneurial Skills.

STRUCTURE:

the project JEEViKA is within the department of finance, chaired by Development Commission and constant priority of the Chief Minister has created accountability on project implementation team. This strategic structure to house the project in the department of finance and not in rural development department also reduces challenges of timely fund disbursements.

14

JEEViKA scaled up in a phased manner, starting from 5 blocks and reaching to 55 blocks over 5 years. This scaling up vertical management structure of a dedicated mixed group, ensuring an old member heading the new team was adopted may not feasible in the expansion phase when the project is operational in all 38 districts. The departure from the existing JEEViKA structure in SRLM would be in terms of programme management where convergence and partnership is envisaged. SRLM will collaborate with government departments and government institutions, NGO and civil Societies, academic, training and research institutions, public-private, public-private and public-private-community partnership. The future strategy would require bringing technical private agencies and public line departments with varied competencies as partners to address in partnership mode in a more collateral management structure.

SYSTEM :

JEEViKA has developed several pplanning document and processes (annual , micro plan and monthly & quarterly progress review system. Operational manual such as community operational manual (COM) for SHG and VO level and Operational guidelines for food security, health risk fund, community procurement centre are standardised for interventions. Several policy documents are also prepared to define roles and responsibilities for the services hired. Some of these are: Policy on community mobilisers; Policy on external CRP ; Policy paper on internal CRP ; and Policy on book keepers and Bank Mitra is developed.

The project has prepared SHG training manual (Vol I and II), VO training manual (Vol I and II), SRI and SWI manual, which guides implementing team at the village level. Procurement manual is prepared to hire services like generator, data entry operators and vehicle at all levels. Procurement of PDS guideline is prepared to stream line the accounting and audit compliance. SPMU, DPCU and BPIU maintain accounts on cash basis through double entry books principles. Tally software is used to maintain accounts. Finance Manual and operational manual is prepared by the project.

The above systems is robust to manage project, however, for scaling up it would require horizontal learning systems along with vertical implementation and monitoring system. The system would require an inbuilt mechanism of two ways process of improvement and feedback. However, these systems are not build around promoting and capturing innovations.

SYNERGY:

The project has established partnership with the district agriculture department to provide capacity building inputs on SRI. District and block unit also shares a professional relationship with the technical agencies like PRADAN and Safal Solutions. There has been a technical collaboration with UNICEF to construct 500 low cost toilets by VOs. JEEViKA has plans to construct 3000 toilets, this financial year. The district water and sanitation committee works in close coordination with the DPCU. These bilateral collaborations, may be short term product related partnership and long term process oriented will increase rapidly in the coming future. However, the project relies more on “doing of its own”.

The JEEViKA project requires vertical (top-to-bottom) and horizontal synergy (across the respective levels). Currently, the horizontal synergy is largely limited to village and block levels in limited area of operation. While the district level synergy is build through monthly meeting at project head office as a reporting mechanism. With the expansion of JEEViKA in future to implement SRLM, strategy may require revision with the

15

increasing in size and demand of the project staff and community at the bottom of the pyramid. More robust strategy to build synergy with PRIs , NGOs and other line departments is required in the programme strategy. Therefore, with the increase in project size, district level and block and village level

synergy will become more complex but crucial for the sustainability of project outcomes.

The HR system needs to be built around reduce duplication for increasing efficiency and

effectiveness with improved skills and attitude of staff and professional towards

developing & managing need based synergy.

STAFF: The staff strength in a typical district unit (ex: Gaya): the DPCU is headed by District Project Manager. Five Managers specialists (training, microfinance, finance, livelihoods and jobs) along with 3 Training Officers assist DPM to coordinate the blocks. There is one Accountant and one Office Assistant to support administration. There is a gap of 2 Managers (Communication and M&E) currently. Staff strength in a typical block unit (ex: Boudh Gaya): the BPIU is headed by Block Project Manager. 4 Area Coordinators assists him along with 14-15 Cluster Coordinators in the implementation of the project activities. An accountant and an office assistant along with 2 data entry operators and one office boy support administration. There is a gap of one AC.

In Gaya district the manpower planned for 11 BPIUs was 231, with 188 on board there is a gap of 43 people (34 CC and 4 accountant and 5 office assistant). Recruitment is conducted once in a year. Management of staff at district level is done by DPM in consensus with SPMU. Keeping in mind the project in 38 districts, the size of the staff at block and village level will require rapid expansion. Identify, creating capacities and retaining these staff shall be a very big challenges. A long term strategy to engage the project staff after the completion of the project needs to be built in the current HR system.

SKILLS

in the JEEViKA project architect requirement can be divided into two specific categories. District and above in one category requires skills of management and analysis. Current focus is more on reporting and implementation of project guidelines. These levels constitute professionals outside the government and within the government. With the comparative higher salaries, currently it attracts professionals. But due to low vertical progression opportunity within the project, the current system may not be able to retain good professionals for a longer period of time. The Block and village level skill requires skills and attitude of working with the poorest of the poor. The challenges these staff face is more experiential and goes beyond their specified role in the manual. The project outcomes directly affect their work efficiency and vice versa. Most of them are hired at the young age and are on contract for the project. Due to long term job progression and difficult local reality may dissipate the motivation. Since the project is woven with these staff, turn over or reduction in their motivation may affect the project quality. The challenge is to create security and sustainability of the human resources created at the community level.

SHARED VALUES Some of the characteristics like leadership, team work, team building and team spirit have helped the project team to perform and deliver result. Each has a specified role to play and accountable to delivery with quality, this adds on to the overall responsibility to address the

16

project objectives. The village level team has a desire to work hard in difficult conditions and build recognition among the peer. The motivation is in its peak among the community level workers and SHG members. However, the sense of pride increases with the increase in the hierarchy within the system. This is due to project architecture. The state level professionals are driven towards project ‘mission mode’ ; whereas, the block and village level staffs are more driven by people centred impact. Both these sources of inspiration converge for the benefit of the project in short term. But with the expanding opportunities for the state and district level professionals JEEEViKA may face rapid turnover. The tenure of block and village level has more gestation in the project than district or state level professional ; therefore, the priority in the project should shift at ground level capacity building on the existing and capacity creation on emerging development needs.

The shared values are primarily instilling among the project staff due to their association since inception; developing similar values among the new members shall be difficult.

2.4 Key Recommendations

Overall JEEViKA is successful in mobilising community and a large social sector cutting edge staff. The outcome of this initiative has instilled higher expectation and village level corpus among the marginalised. Specifically women are empowered and have gained recognition in the society, more importantly within their families. In a way JEEViKA is promoting a structural change in Bihar. This change in position of women and their expectation requires strategic direction in future. The shift of JEEViKA should be from community and cash mobilisation to creation of sustainable livelihoods. Intervention in agriculture has reaped benefits. As JEEViKA is targeting poorest of the poor with small land holding or landless, the future priority shall require focus towards food processing and marketing. Since Bihar also has spatial advantages and disadvantages related to livelihoods, the strategy should address spatial and social concerns accordingly. For an example, Bodh Gaya and Gaya can leverage on tourist centred livelihoods, while disadvantages of flood in flood prone areas should promote flood resilient livelihoods. Or the community structure should be building the adoptive capacity to overcome these external and internal challenges.

There seems to be insufficient awareness on different kinds of livelihood models and their applicability in different contexts. What might or might not work in Bihar and why? Not very clear on how the transiting from group organizations to livelihoods will take place.

The project has adopted ‘one fit for all’ model of community mobilization. As JEEVika Project provides an excellent real life laboratory; there is a case for much closer analysis of the work in these areas to see if there is a newer model that might work in the case of the poorest of poor.

Group based approaches might be successful for aggregating producers and getting

them a fairer share of the value chain. However a more pro-active intervention in the

value chain might require greater focus on potential entrepreneurs within the group

who need support. The whole stream of skill development and placement in SRLM is

more individual focused than group focused.

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A rapid appraisal done in Gaya and Muzzafarpur district indicated the need for training as expressed by the team in communication and documentation, institution building, livelihoods assessment, project management, resource mobilization (convergence issues with existing govt schemes), training and development. State teams can work towards establishing a training calendar with increase of training requirements. Broadly the visions of development with agencies (state departments, parastatals, NGOs) can be vastly different and they are likely to play up when Jeevika extends to all the regions of the state. This is a big challenge and will require a lot of give and take on the part of Jeevika and some careful negotiation and inclusive strategies.

Some questions that require exploration for the understanding of project sustainability,

financial sustainability and outcome sustainability are :

- What happens after saturation of the SHG? What is the livelihood creation and

promotion plan ?

- What is the sustainable size and life of SHG? A need to do a comparative costing and

assessment of SHGs in different models existing in the state.

- Is the monitoring system linked with learning system? Is the project able to capture

process oriented learning and innovation?

- Can the learning from the project evolve conceptual clarity in the domain of

empowerment, social capital and effective public systems and management, and etc.

- Can project capture outcomes, or evidence of indirect benefits of working in groups –

greater use of RTI, more effectiveness in NREGA, higher representation in panchayat

etc?

- Can a project further the understanding on sustainable livelihoods and unsustainable

livelihoods?

-

2.5 Way Forward: JEEViKA outcomes are dynamic, success of past will become baseline for future. Therefore demand for improving and sustaining livelihoods will perpetually increase the bottom line. The project strategy should enable short term outputs in another five years and focus its policies for capacity building on long term engines of growth, may be by focusing on planning JEEViKA for 2020. This will require a paradigm shift - from subsistence livelihood to sustainable livelihoods at the grassroots. This will require a change in capacity building perspectives- from activities to attitude; from monitoring to learning and from vertical implementation to horizontal engagements with the line departments and stakeholders. To conclude, the socio-economic development of the nation is largely depends upon the success of SRLM to provide productive employment .Therefore, the success of JEEViKA needs to sustain scale, speed, systems, synergy and shared values.

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Chapter -3

Assessment of Human Resource Needs for State Rural

Livelihood Mission: A Report on Gujarat

Dinesh Awasthi2, Vaibhav Bhamoriya3 and Kajri Mishra4

3.1 Background

Despite efforts of various government and non-government organisations, poverty and unemployment continue to remain live issues on agenda of the polity and economy of the country. The Government of India and various state governments have been initiating measures to mitigate these twin problems. In the past, the Government of India had mounted poverty alleviation schemes like IRDP, RLEGP, and TRYSEM to mitigate woes of rural poor. Swarnajayanti Grameen Swarojgar Yojana (SGSY) was one of the most comprehensive schemes for poverty alleviation in rural areas in this series. However, the impact of these attempts remained somewhat limited. Based on several evaluation studies and feedback from the field, the Government of India, about two years back, restructured SGSY as National Rural Livelihoods Mission (NRLM), to be implemented in a mission mode across the country. The scheme has been envisaged to be implemented by the state level rural livelihoods missions. In response, a number of states like Bihar, Gujarat, Orissa, Andhra Pradesh, etc., have launched the Rural Livelihoods Promotion in a ‘Mission Mode’, preliminary feedback indicates that most of the State Missions are finding it difficult to execute it properly owing to the lack of human resources with appropriate knowledge, skills and attitude. Their capacity building remains one of the major challenges in implementation of the strategy. Concerned with the issue, The Ford Foundation organised a brainstorming session on 15th April 2011, in its office at New Delhi. About 20 development professionals, academicians and government officials attended the meeting and deliberated upon the issue. It was unanimously agreed that there are several capacity gaps and there is a need to bridge them to facilitate proper implementation of the strategy down the village level. To have a better understanding of the issue and take a more judicious view it was decided to commission a few teams to have a quick assessment of the issue at the field level. Three states viz. Bihar, Gujarat and Orissa were identified and three teams were commissioned to undertake quick assessment of the situation.

3.2 Methodology

General Manager (HR), Gujarat Livelihhod Promotion Company Ltd. (GLPC) on various organisational issues including recruitment, job description, stipulated qualifications,

2 Dr. Dinesh Awasthi is Professor & Director, Entrepreneurship Development Institute of India, Ahmedabad. Email: dinesh@ediindia.org

3 Dr. Vaibhav Bhamoriya is Assistant Professor at Center for Management of Agriculture, IIM, Ahmedabad. Email: vaibhavb@iimahd.ernet.in

4 Dr. Kajri Mishra is Associated with Xavier’s Institute of Management, Bhubaneswar as a Professor. Email: kajri@ximb.ac.in

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remuneration, and key problems at the execution level. In stead of the stipulated one field visit, the team undertook two field visits one to Vadodara District and the other to Banaskantha District where it interacted with the District Livelihoods Managers and 15 – 20 Cluster Coordinators (each cluster coordinator looks after either 8 villages or 100 Self Help Groups which ever is less) in each. The Team also interacted with the former Managing Director of the Gujarat State Mission as he was transferred as Collector of Vadodara just a couple of days before starting the study. Based on the field information, the team again interacted with the General Manager (HR) to fill in the gaps and seek clarification on a few missing links. Subsequently, one of the team members had a detailed conversation with the new Managing Director regarding his views on Capacity Building needs of the staff and mechanism and initiatives for addressing these needs to strengthen the GLPC team.

3.3 About the Gujarat Livelihoods Promotion Company Ltd. (GLPC)

The Chief Minister of Gujarat launched an ambitious Mission Mangalam as a part of the Golden Jubilee Year Celebrations of the State of Gujarat, on 15th August 2009. Though focussed on addressing and alleviating poverty through promoting Self Help Groups (SHGs), the strategy of Mission Mangalam goes much beyond the NRLM.5 To implement Mission Mangalam, the Government of Gujarat has formed ‘Gujarat Livelihood Promotion Company Limited (GLPC)’, a for profit company registered under the Companies Act 1956, in April 2010.6 One of the major focuses is on convergence of the Mission Mangalam with close to 27 schemes being implemented by various departments, focussing poor and issues related with poverty alleviation, in Gujarat. Initially, the Mission is being implemented in 100 identified Talukas more intensively, following the guidelines of the National Rural Livelihood Mission (NRLM). However the activities under the Mission Mangalam shall also be undertaken in the remaining 125 talukas as well, using state funds.

3.3.1 Organisation Structure and Management of the company

It has an advisory council headed by the Chief Minister with the Minister of Rural Development as its Vice Chairman. It is managed by an independent governing board consisting of bureaucrats. An IAS officer is appointed as its Managing Director to run the Company. The MD is supported by 11 General Managers, 26 District Livelihood Managers, 10 State Project Managers, 104 District Common Experts, 225 Taluka Livelihood Managers,

5 It is based on public-private partnership where SHGs of poor (especially women) are upgraded to

become a part of the production value chain. During the Vibrant Gujarat Summit-2011 (Investor’s Meet) the Government signed MoUs with 32 corporate houses to invest Rs. 3,700 crore for developing SHGs as their vendors, leading to creation of employment for 14.84 lakh rural poor. To back up such SHG enterprises financially, the Government also signed MoUs with 10 banks and financial institutions, leading to a commitment of Rs.18,000 crore by the banks. In order to meet capacity building requirements of such persons, it signed MoU with 16 Institutions/organisations like IIM, Indore, TERI, EDI, ASSOCHAM, NSDC, Agricultural Universities, etc.

As per the agreement with the banks and SLBC, each SHG will be graded once it completes 6

months of its operations. If found good on grading, the group will be given four times of its savings amount with a minimum of Rs. 50,000 and a maximum of Rs, 100,000.As of now, Gujarat has 2.5 lakh SHGs. It is claimed to be the largest microfinance programme in the world, sponsored by government.

6 Though the GLPC was incorporated in April 2010, it took almost 10 months to set up systems. It has

been partly operational for the last 6-8 months only. The HR Structure, compensation package and recruitment process based on HR Manual was approved by the state government on 16

th November

2010. The recruitment process obviously started only after November 2010. Therefore, any conclusion based on this time span has certain limitation and should be treated with caution.

20

450 Taluka Assistants and 2000-2500 Cluster Coordinators. (For Organisation Structure, see Figure 1). So far, NGOs and CS have not been involved in functioning of the GLPC.

Figure 1

Organogram of Gujarat Livelihood Promotion Company Ltd.

State council for

Mission Mangalam

(Chaired by the CM)

Board of Directors

of GLPC

Managing Director

GLPC

General Managers

GLPC [11]

State Project

Managers [10]

District livelihood

Managers [26]

District Domain

Expert [104]

Taluka Livelihood

Managers [225]

Taluka Livelihood

Assistant [325]

Cluster Coordinators

[1233] Linkages are being formed with other departments and agencies as required. The first MD had organised series of meetings in every district to build collaborations with banks, departments and local CSOs as well. Currently the program operates out of the DRDA and works with./ under Director. This arrangement is thought by GLPC to be beneficial as it provides formal

21

access and interaction with relevant departments, banks and expects to do the same with district training entities. In the absence of any formalised induction or training there is a confusion among the staff members in terms of their understanding on whether they are working “under” the government or “with” the government. This seems to be more based on individual background, perceptions and experience rather than any formalised structure. The recruitment process in GLPC was carried out in two phases. In the Phase I, recruitment for the posts of General Managers, District Livelihood Managers and Project Managers, was undertaken in the month of February 2011 so as to get the top level team in place by end March or latest by the 1st week of April 2011. Phase II of the recruitment process, for the posts of Assistant Project Manager - District (APM-D), Taluka Livelihood Managers (TLMs) and Assistant Project Managers - Taluka (APM-T), was carried out in May 2011. Most of the Phase II recruits joined the Company during August – September 2011. The induction program for this set of employees is yet to be organised. Also, the posts of Cluster Coordinators (CCs) was filled through an on-line recruitment process. Most of the CCs joined the GLPC during June – September 2011.

3.3.2 Composition and Responsibilities of the GLPC Officials/Teams at Various Levels

At the state level, GLPC is headed by a Managing Director (MD) from the IAS cadre, who is nominated by the state government. The MD is supported by 11 General Managers at the Head Office, who are part of senior management and head various departments like Administration, Finance, HR, etc. Currently, only 7 GMs are in place. At the state level, there is another position of Project Managers who assist General Managers in preparing project proposals, implementation plans, monitoring the district and taluka offices and are also responsible for maintaining MIS. Of the 10, eight positions have been filled so far. Though hierarchically they are at a lower level than District Livelihood Managers, who are in-charge of the district. The District Livelihood Managers (DLMs) constitute the middle management cadre and report directly to the Head Office. Though, temporarily they are reporting to the District Steering Committee chaired by DDO with Director DRDA as its member. They are responsible for implementation of the programmes and convergence with other government schemes at the district level. In all there are 23 DLMs against the approved 26 positions. The next position in the hierarchy is that of Assistant Project Manager – District/Domain Experts.7 The role of these functionaries is supervisory-cum-office work. Domain experts have expertise in their own field as the Mission Mangalam focuses on a few specific economic activities/sectors.8 In all 104 posts of APM/Domain Experts have been created of which 67 have recently been filled. Livelihood Promotion activities at Taluka level are executed and coordinated by Taluka Livelihood Managers (TLMs). In all 225 positions of TLMs have been created by the Board

7 The break up of 104 positions is: APM-Agriculture & Dairy Sector (26); - Microfinance, Banking

coordination and financial inclusion (26); - cottage Industries and service sector (26); and, social mobilisation and institutional building (26).

8 The major activities cover under the Mission Mangalam are: agriculture, animal husbandry, agro/food

processing, fishery, forest produce such as honey, lac, etc, textiles, handloom, handicrafts and hosiery, incense sticks, bamboo and wooden material for civil works, salt making, bio-fuel, fast moving consumer goods, rural service sector enterprises, etc.

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of which 128 positions have already been filled up.9 The TLMs are supported by a cadre of Assistant Project Managers – Taluka (APM-T). They directly coordinate with the grassroots functionaries in implementing livelihoods promotion strategy at village and Self Help Group level. There are 325 positions of the APM-T. So far, 120 APM-T have joined their positions. At the bottom of the professional pyramid are the Cluster Coordinators or cluster level workers who actually develop or work with Self Help Groups, help them get linked with banks, help promote income generation activities among the SHG members and converge the schemes of various departments for benefit of their clients. Currently, CCs report to Taluka Development Officer, who coordinates their work. Though it is a temporary arrangement till Taluka level and other positions are filled up. In all, there are 1,233 positions of cluster coordinators of which about 1100 persons have already joined Cluster Coordinators. Besides these professional positions, there are a number of administrative positions that constitute the support system for implementation of the ‘Mission Mangalam’ through GLPC. (For details, please see Table 1.)

3.4 HR Practices in GLPC

GLPC has already developed a Human Resource Manual that delineates all the major aspects related to human resource management and development. Beginning with core objectives and HR Policies, it presents organisation structure, recruitment and induction process, staff profile, special rules including terms and conditions of appointment, leave entitlements, medical facilities, rules for travelling and local conveyance, DSA, mobile and telephone allowance, etc. In the end, Manual specifies code of conduct and disciplinary rules including termination of contract. The Manual is quite comprehensive and gives a fairly good idea of the positions, nature of job, recruitment process, emoluments and perks, and disciplinary requirements.

3.4.1 Recruitment Process

The GLPC adopts 3-prong strategy to recruit its professional and administrative staff viz. (i) campus recruitment (for middle level functionaries like District Livelihood Managers and Assistant Project Managers/Domain Experts, etc. It includes pre-placement talk, proficiency test, presentation and personal interview; (ii) open advertisement followed by a proficiency test that includes advertisement and publicity, short-listing of candidates, group activities and personal interviews. It is used for middle level management cadre like DLMs or APMs/Domain Experts; (iii) Grading of Curriculum Vitae (based on advertisement) followed by an interview. Another method adopted by the GLPC in this category is the Advertisement, inviting applications on-line, holding on-line test and selecting persons based on their scores. This is done in the case of cluster coordinators, where the numbers a too large. Another method it uses is to invite students for summer placement and then offer a job if the performance of the student is satisfactory. GLPC has provision of a 6-member HR Selection Committee under the chairmanship of the MD, with a Senior Faculty from an Academic Institution, a senior officer from Government

9 Short-listing of potential candidates for both the positions viz. APMs and TLMs was already done at

the tome of collecting this information. In the case of Cluster Coordinators, the counselling process with the selected candidates was still on and gradually they were joining GLPC. Most cluster coordinators joined on 10

th June 2011 in Vadodara district where we visited for the field work on 16

th

July and visited Sabarkantha on 20th July 2011 for the present study.

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Department, two external experts from development sector and a senior officer of relevant domain from GLPC. GLPC outsourced its selection process of senior positions (up to Assistant Projact Manager,Taluka) to a Delhi based recruitment agency viz. Srijan Infrastructure Development Services Ltd. The assignment was given to SRIJAN on the basis of e- tendering. Care was taken that most of the senior officers hired, such as the sector experts/ GMs have the requisite domain and other knowledge. Some of them are either ex-government officers or from banks. Though they appear competent in providing technical inputs and guidance to operational teams, they appear far less familiar with the softer aspects of community organizing than would be necessary to lead the efforts. As far as recruiting Cluster Coordinators (CCs) is concerned, a somewhat different process was adopted. The recruitment of CCs was outsourced to a State Govt. Agency called Admission Committee for Professional Courses (ACPC) which is established under the Directorate of Technical Education It was decided to recruit male and female in a 1:3 ratio given its focus on Sakhi Mandals (women self help groups). Minimum qualification stipulated was class 12 pass. Taluka-wise selection and waitlist has been prepared based on the male-female ratio to aid in the recruitment process of CCs. The process started with advertisements in Gujarati daily newspapers. Applications were invited on-line. In all about 68,000 applications were received and 12300 candidates appeared for the examination. Admission Committee for Professional Courses, a government outfit, was hired to conduct an on-line examination based on 100-mark multi-choice examination. The questions were arranged in to two sections viz. (i) Domain Knowledge (40% weightage); and, (ii) Quantitative analysis (25%), Logical reasoning (20%) and General Knowledge (15%). Based on the marks obtained, a Taluka-wise merit list was prepared. The qualification and age certificates were verified by DRDA of the respective districts. Subsequently, the selected candidates were issued appointment letters electronically. It may be noted that despite the stipulated low qualifications, most of the candidates were graduates and post-graduates, many of them with degrees in social work and additional qualification/certificates or diplomas in computer application, but on a fixed salary of Rs. 5,000 per month (see Table 1 for qualifications and remuneration for various positions in GLPC). They are appointed for 11 months on a rolling appointment for a period of 3 years.

3.4.2 Induction Process and Capacity Building of the Staff

The Manual mentions that training and capacity building will be a continuous activity in the organisation and will be based on the needs of individuals and groups of functionaries at different levels. It stipulates training programmes ranging 3 days to one week for induction, with an aim to introduce them to the other staff members, understanding of various vertical, schemes and programmes in GLPC, at various levels. It has already entered into MoUs with a number of reputed training and research organisations to meet its training needs. The top three cadres viz. GMs, DLMs and State Project Managers were made to undergo a 2-day class-room induction-cum-training programme and 5 day field based exposure (at AKRSP, Netrang) by State Institute of Rural Development. Key themes covered during the induction were Poverty context of Gujarat; Genesis of Mission Mangalam and GLPC; about NRLM and its strategies and schemes; Sakhi Mandals and SGSY; Understanding the company format and its governance. Cluster coordinators are placed with Taluka Development Officer (TDO) for grooming purpose. Presently, they report to the respective TDOs but work under Extension Officer of

24

SGSY and get trained in paper work, etc. They were yet to be trained and inducted in GLPC in true sense. It may be noted that most of them are freshers and do not have any experience. The CCs, at least in Vadodara, were exposed to various issues related to poverty, definition of and parameters for BPL, the 27 schemes of the Commissionerate of Rural Development that address poor, role of NRLM, identification of poor at grassroots level, etc., in a one day training-cum-induction programme. The guest faculty who handled various sessions were District Collector, Lead Bank Manager, DDM (NABARD), Director (DRDA), DDO, etc., besides the DLM himself. However, there are plans to organise structured training for them by Rural Self Employment Training Institutes (R-SETIs) that operate in each district. Training modules are being developed by GLPC along with Shroff Foundation, Lead Development Manager and DDM (NABARD).

Induction and Capacity Building of Staff of GLPC10

Capacity Building (CB) of the GLPC staff at various levels is viewed as an on going process in the Company. It is envisaged that the Staff strengthening will undergo through various capacity building interventions like Training, Exposure Visits, Participation in Workshops/Seminars/Conferences, counselling, handholding and mentoring, etc. The GLPC has planned to impart need-based CB inputs to each of its staff members. The duration for capacity building exercises has been envisaged to be of at least 30 days, spread over a period of 3 years. The total number of days may even increase depending upon the annual reviews. Out of the total 30 days, 3-4 days are planned be kept aside for Induction and Orientation. It is proposed to conduct Induction Program for all the cadres of GLPC from State, District, Taluka and Cluster levels. The structure of training is planned to be a balanced mix of rural exposure, almost akin to rural practicum followed in various social development courses across the country, combined with class room sessions, screening of films and documentaries on various aspects of rural poverty, etc. Also, for the category of staff at GM, PM -State, Assistant PM - State, DLMs, TLMs and CCs it is felt necessary to impart a good understanding of the Government Systems and procedures. The topics under this (2-day) training program would also include sessions on government pattern of drafting, noting, filing, reporting and procedural as well as protocol aspects. For the staff in the categories such as APM - Districts and APM - Taluka remaining 26 of the total 30 days of CB will be scheduled for technical trainings on specific subjects such as Social Mobilisation, Institution Building, Micro Finance, Livelihood Opportunities in Farm and Non-Farm Sectors, Project Appraisal, M & E framework etc. In a year, such trainings could be of a shorter duration of 2-3 days and a longer duration of 5 to 7 days. Some of the trainings could also be scheduled in other states to providing them an outside exposure and an opportunity to interact with their counterparts in other NRLM States. Similarly, structured trainings and workshops/seminars are envisaged for the top three categories as well, for the remaining period of 26 days. It is also envisaged to rope in the Knowledge Partners – with whome GLPC has signed MoUs during the Vibrant Gujarat Summit - 2011 viz. IIM-Indore, AKRSP-I, EDI, GIDR, TERI, Agricultural Universities, etc.

10

This section heavily draws upon the discussions the Team had with Mr. Milind Torawane, Managing Director and Ms. Shruti Gonsalves, General Manager (HR) of the GLPC. We are grateful to them for sparing their valuable time to deliberate upon these issues and give their perspective.

25

The Company will also work towards developing an association with premier Institutes functioning in the State such as IRMA, NID, CEPT, etc., besides the Knowledge Partners.

3.4.3 Financial Outlay

The budget of the GLPC was Rs. 95 crore, the last year (2010-11). This year (2011-12), they have already received Rs. 50 crore and expect to receive Rs. 200 crore by the end of the year. The entire funds have come from the Government of India and state government has not put any financial resources for the Company so far.

3.5. Observations from the Field

The team, after extensive discussions with the GM (HR) decided to visit Vadodara and Sabarkantha district of Gujarat. Vadodara happens to host largest number of self help groups (14,000) and 112 cluster coordinators, spread across 5 identified Talukas. This is also the district wherein 9,000 SHGs have been extended Cash-Credit facilities upto Rs. 100,000, by the Banks. Sabarkantha is one of the most backward districts in Gujarat. Also, five backward Talukas, based on preset parameters, have been identified for initial interventions. The Team had wide ranging discussions with the respective District Livelihood Managers and Cluster Coordinators. (See, Annexures I, II and III for detail field notes.) The following issues emerged on the basis of the discussions the Team had at Vadodara and Sabarkantha:

i. All the Cluster Coordinators have joined very recently and therefore have no idea of Mission Mangalam or GLPC;

ii. They have very wide ranging education background and most of them are graduates or above;

iii. Most of them think that it is a government job or will lead to one after working for GLPC. Consequently, they have a very short term horizon;

iv. Because of the low salary structure, there is a very high attrition rate among the Cluster Coordinators. It is compounded by a short term appointment of 11 months;

v. Though the rules regarding TA/DA/Mobile expenses have been framed but not implemented. As a result the CCs feel constrained in travelling and visiting even their district unit;

vi. They have yet to be inducted properly. The only exposure that they had in Vadodara was a 1-day induction training that covered lectures on poverty and ultimate objective of NRLM, BPL and issues related to them, livelihoods and 27 government schemes for addressing poverty. The lectures were delivered by local government officials associated with rural development like DRDA. However, in Sabarkantha, it has yet to take place;

vii. The District Livelihood Managers are extremely overloaded in networking with different government departments and creating awareness about NRLM and GLPC, among them.

viii. The DLMs find it difficult to monitor and guide a large number of CCs regularly as the subordinate positions are yet to be filled. In Vadodara, the DLM has created an informal position of 5 Chief Cluster Coordinators from among the cluster coordinators who are senior and experienced. Though they do not get any additional pay or perks, they coordinate with the CCs on behalf of the DLM. One CCC is nominated in each Taluka, covering about 27 cluster coordinators.

ix. Most CCs have no idea of their role in the project. They also do not have any knowledge about their job chart;

x. Organisational communication has so far been one sided from the DLMs. Now they have started listening to the views of the Cluster Coordinators;

26

xi. Most of them are engaged in revival of Sakhi Mandals (SHGs) and interact with them. It is felt that most SHGs are formed in an ad hoc manner and are breaking up fast. Most of the members of the SHGs come to discuss issues other than SHG with the cluster coordinators for which these CCs are not equipped;

xii. Since they have not been trained, they have no idea of promoting income generating activities among the SHGs. They do not know as to how to identify a good business opportunity, how to conduct a market survey, costing and pricing, formulation and assessment of business plans, etc., besides soft skills like communication skills, team building, counselling, etc. This was reinforced by Director of RSETI, who is a former banker. There is a need to impart training to the Cluster Coordinators, on these aspects.

3.6 Key Challenges and Capacity Building Needs of GLPC Professionals

At the outset, we would like to make it clear that the observation are based on rather short interactions with the GLPC officials and are impressionistic in nature. The major challenges being faced by GLPC are in terms of reconciling the Company Format with Government format. There are several compliance related issue w.r.t. Registrar of Companies and Ministry of Corporate Affairs on the one hand and the government structure on the other. Despite being governed by an ‘Independent Governing Board’, the Company has little autonomy, as it has to comply with government rules, regulations and procedures. It leads to lots of delays in decision making. One has to strike a balance between the two. And, that is a challenge. The other challenge is in terms of human resources. It is difficult to get persons with right kind skill sets and mind set and that too at low salary, contractual appointment. Both, recruiting and retaining are key issues. Though some of the professionals might have worked in NGOs or in the field of rural development, they join GLPC with expectation of a corporate culture which they find missing. Moreover, the organisation also lacks autonomy of the NGO variety, which these development professionals find difficult to adjust with. It was observed that GLPC has merged two critical functions viz. HR and Administration into one. We think, it is somewhat contradictory as far as these two roles are concerned. It is likely that one person may not be able to do full justice with either. Recruitment, capacity building, retention, counselling, etc., are serious activities and need full time attention. As a result, in fact, almost 15-20 per cent positions are still lying vacant and the attrition rate is also quite high. To take this ahead there is no separate GM/SPC for Monitoring & Evaluation needs of the organisation. As far as training and capacity building needs are concerned, we have attempted a tentative listing of the Knowledge, skill and attitude for each position commensurate with its job profile. This is based on the discussions we had with various functionaries of GLPC. (See, Table 1, for details). One common need that emerged across the board was that there is a need to change the mind set at all levels, right from MD to CC. The MD has to reorient himself/herself towards development with profitability. He/she has to work more as a social entrepreneur rather than as a bureaucrat and administrator. Similarly, DLMs who have social work background may have to orient themselves towards government functioning rather than adhering to their old NGO modus operandi. In a nutshell, every one needs to change ones mind set to work in this ‘corporatised development organisation’. The GLPC does have plans for training its manpower. However, one would like to caution that training should not be seen as some thing peripheral. Usually, in government, it is wrongly thought that a day or two of some class room training is enough for the officers. More often than not, it is taken as

27

expenditure and not as investment. This needs change in the mindset. Therefore, if training is being planned, let it be a serious exercise. At the Cluster and DLM level the field staff has fairly high qualifications on an average but very few of them possess any domain knowledge or background. Due to this the training has to be extensive as well as intensive, and sustained. There is a need to provide wider understanding of livelihoods promotion. An equally concerning issue is that staff with some domain experience, in general, have very “thin’ understanding of livelihood processes. GLPC seems to be of the opinion that their future Roadmap should be about (1) Building capabilities at various levels; ideas, discussions and tentative plans and need to develop (a) Training Information System (2) TNA and Training Plan (3) Training design (4) Possibly, as mooted by ex-MD, in-house training-management capacity. Getting resource persons, training materials etc do not seem to be a major concern as the location has wide range of CSO-affiliated or independent resource persons, plus organizations with specific training expertise – GM-HR is well networked and knowledgeable about the local development domain to source requisite resources. Though, we have presented a framework of skill, knowledge and attitude, there is a need to carry out a comprehensive TNA exercise for all the levels in GLPC to identify training and capacity building needs. Only after such an exercise, one could think of developing need-based modules for the same.

28

Table 1

Table 1

Job profile and Proposed KSA Profile of the GLPC Staff

Designation

Job Profile

Annual CTC

Managing Director

Qualifications: Officer of Indian

Administrative Services/other all India

Services/Professional appointed by the Board

of Directors.

Overall managem

ent and functioning of the Company. To provide inputs &

present

the inform

ation/data and recommend suggestions for policy level decision m

aking in

the Board. To Provide Strategic D

irections to the team

of GLPC in all the verticals,

implement the policy decisions of the Board of Directors-G

LPC, Regular reporting

to Board of

Directors, State Government Departm

ents & Agencies, Central

Government and if required to other N

ational/ International Institutions, O

n tim

e Statutory Compliances of GLPC, Undertake and carry out all the activities of GLPC

as per the delegation of Powers both financial and administrative approved by the

Board of Directors, Represent GLPC in National and International Forums/Sem

inars

etc.

As per the norm

s of

Government

of India

General Manager (L5)

Qualifications: Post Graduate degree in

Social W

ork, Rural Managem

ent, Business

Administration, Agri. Business, if the post

requires specific technical qualifications then

Chartered Accountant, Company Secretary,

Financial M

anagem

ent, Communication and

Planning or PG Diploma in relevant subjects

as above from Premier Institutes such as

TISS, XLRI,IR

MA, IIFM. Post Graduation

and above in any stream with relevant

experience to be considered

Experience: 10-15 years

Should be part of the Senior Managem

ent team

and provide inputs in form

ulation of

policies of the Company in consultation w

ith the MD, Assist in Business promotion

plans of the Company, Conceptualizing and D

eveloping project, Five force analysis

of the sector/vertical, preparing project proposals w

ith plans for fund m

obilization,

road maps for im

plementation, developing network of similar institutions, other

stakeholders, financial institutions/donor agencies, Coordinating w

ith other sector

experts, overseeing and supervising the progress in activities of these projects,

perform

ance of the team

with assistance of Project M

anager &

Assistant Project

Manager, Midterm

evaluation of the program and recommend necessary rem

edial

steps, regular reporting/ updates to the MD and as and when required to the Board of

Directors. Should give active inputs regarding the strengthening of the sectoral team

through capacity building, mentoring and if necessary new

recruitment. Should

perform

any other task specifically assigned to him

/her by the MD, in addition to all

the above.

Rs. 7.20 lac p.a.

District Livelihood Manager

(L4)

To implement GLPC programs at district level, monitor the progress and report to

different project managers, district level data managem

ent with assistance from

Rs. 6.00 lac p.a.

29

Qualifications: Post Graduate Degree like

MBA, MSW or Post Graduate diploma in

Social W

ork, Rural Managem

ent, Business

Administration, Agri. Business from Premier

Institutes like TISS, IR

MA, IIFM, XLRI. Post

Graduate Degree and above in any stream

with relevant experience to be considered

Experience : 6-10 years

Assistant Project M

anager – D

istrict and Taluka Livelihood M

anager, Coordination

with different stakeholders and G

ovt. departm

ents at district and Taluka level. Help

in identifying new

avenues for generation of livelihoods at the Group level, Regular

reporting to H

O, Oversee and Supervise the perform

ance of the team

at District and

Taluka level. Undertake monthly field visits to supervise and m

onitor the progress

of GLPC programs. O

ffice work: Overall administration of the office, M

aintaining

records, noting, maintaining relations and correspondences at District level with

partner agencies, documentation etc. Should perform

any other task specifically

assigned to him

/her by the MD, in addition to all the above.

Project Manager - State – (L3)

Qualifications: Post Graduate degree in

Social W

ork, Rural Managem

ent, Business

Administration, Agri. Business, if the post

requires specific technical qualifications then

Chartered Accountant, Company Secretary,

Financial M

anagem

ent, Communication and

Planning. Post Graduate Degree and above in

any stream with relevant experience to be

considered

Experience: 3-6 years

Assist General Manager in preparing project proposal, im

plementation plan,

monitoring the district and taluka offices, shall be responsible to obtain and analyze

real tim

e data of all the projects under the sectoral vertical, regular reporting to

Competent Authorities. Office

work: maintaining files, noting, documentation,

correspondence and coordination with various

partner agencies/implementing

agencies etc. H

elp in finding new

avenues for project promotion and expansion.

Support General Manager in preparing presentations. To undertake regular field

visits to m

onitor and evaluate program implementation. Should perform

any other

task specifically assigned to him

/her by MD or any other supervisory authority, in

addition to all the above.

Rs. 4.80 lac p.a.

Assistant Project Manager, District

/Domain Experts (L2)

Qualifications: Post Graduate

Degree

like

MBA, MSW or Graduate

in BSW, BBA,

B.Sc. (Agriculture). G

raduation and above in

any stream with relevant experience

Experience: 2-6 years

Supervise the activities of specific tasks assigned for different verticals at District

Level, Maintain and analyse real time data, Supervise the perform

ance of Taluka

livelihood m

anagers and A

ssistant Project M

anager – T

aluka. U

ndertake regular

field visits to m

onitor the progress of GLPC programs at T

aluka level. Maintain

monthly progress reports from each Taluka and submit regular report to Dist.

Livelihood Manager. Office

Work: Filing, maintaining the

files

and note (if

required), follow-up w

ith various partner agencies for program updates. Should

perform

any other task specifically assigned to him

/her by the MD, or any other

supervisory authority, in addition to all the above.

Rs. 3.60 lac p.a.

30

Taluka Livelihood Manager

(L2)

Qualifications: Post Graduate

Degree

like

MBA, MSW or Graduate

in BSW, BBA,

B.Sc. (A

gri). Graduation and above in any

stream

with relevant experience

Experience: 2-6 years

Supervise the activities of specific tasks assigned for different verticals at Taluka

Level; Supervise

the

perform

ance of Taluka

Livelihood assistants and Taluka

support staff. Undertake regular field visits to monitor the progress of GLPC

programs. M

aintain m

onthly progress reports from the field/SHG Federations and

submit regular

report to Dist. Livelihood Manager.

Office

work:

Overall

administration of

the

office, Maintain records

at Taluka

level, noting and

documentation,

correspondences

and relationship managem

ent

with partner

agencies/implementing agencies. Should perform

any other task specifically

assigned to him

/her by the MD, or any other supervisory authority in addition to all

the above.

Rs. 2.40 lac p.a.

Assistant Project Manager – Taluka (L2)

Qualifications: Post Graduate Degree like

MSW,M

BA or Graduate in BSW,BBA, B.Sc.

Agriculture

Experience: 2-5 years

Assist Taluka Livelihood M

anager to supervise and m

onitor the GLPC program

implementation at block and Taluka level. Coordinating w

ith Cluster Coordinators,

SHG federations, producer groups or other groups linked w

ith PPP initiatives for

their feedback and data collection. Undertake regular field visits in concurrence with

TLM. Should perform

any other task specifically assigned to him

/her by the MD, or

any other supervisory authority, in addition to all the above.

Rs. 1.80 lac p.a.

Cluster Level Livelihood Promotion

Workers

Qualifications: 12th Standard

Experience: 0 years

Social Mobilization, nurturing and strengthening of group, onsite – training of

groups on issues of group strengthening, and its functioning, conflict resolution and

leadership rotation, assisting in book keeping, facilitating opening of savings bank

account, facilitating credit linkage and repayments, reporting progress to staff at

Taluka level.

Rs. 60,000 p.a.

Program Support Staff- State (L – 1)

Qualifications: Graduation from recognized

Universities

Experience: 0-2 years

Assist General M

anager and the Project M

anagers/ D

istrict Livelihood M

anagers/

Asst. Project M

anagers – D

istrict /Taluka Managers/ A

ssistant Project M

anagers –

Taluka/ Cluster Coordinators in data

managem

ent, coordination with Banks,

departm

ents of GoG, Marketing A

gencies, and SHG Federations etc. To undertake

regular field visits in consultation with Project Manager/ Dist. Manager. Office

work: general managem

ent, housekeeping, filing, maintaining files, noting if

required, correspondences, follow-up with various

partner agencies. Should

perform

any other task specifically assigned to him

/her by the MD, or any of the

supervisory authorities, in addition to all the above.

Program Support Staff- District (L – 1)

Qualifications: Graduation from recognized

Universities

Under the supervision of the District Livelihood Manager to carry out general

administration of the office, m

aintain all the records pertaining to leave&

travel of

the District office team

, daily presence register, general housekeeping and errands.

31

Experience: 0-2 years

Amongst this category a specific individual m

ay be hired to m

aintain the accounts

of the District office. O

ver and above these, to support the DLM and A

PM - D

in

carrying out the GLPC program related activities. O

ffice work w

ill include typing,

filing, record keeping, postal and courier work etc.

Program Support Staff- Taluka (L -1)

Qualifications: Graduation from recognized

Universities

Experience: 0-2 years

Office work i.e. typing, assisting TLM and A

PM - T in perform

ing their tasks etc.

and are also expected to do office housekeeping and errand work.

32

Table 2

Job and Knowledge, Skill and Aptitude Profile of the GLPC Staff and their

Corresponding Capacity Building/Training Needs

Designation & Job Profile

Knowledge

Skills

Attitude

Training/Capacity Building

Needs

Managing Director

Overall

managem

ent

and

functioning of the Company. To

provide

inputs & present the

inform

ation/data

and

recommend

suggestions

for

policy level decision m

aking in

the Board. To Provide Strategic

Directions to the team

of GLPC

in all the verticals, im

plement

the

policy decisions

of

the

Board

of

Directors-G

LPC,

Regular reporting to Board of

Directors,

State

Government

Departm

ents

&

Agencies,

Central

Government

and

if

required

to

other

National/

International

Institutions,

On

time Statutory Compliances of

GLPC, Undertake and carry out

all the activities of GLPC as per

the delegation of Powers both

financial

and

administrative

approved by the

Board of

Directors, Represent GLPC in

National

and

International

Forums/Sem

inars etc.

Entrepreneurship and business

skills, Relevant system

s,

processes, policy, legislation,

quality standards and

procedures; work and function

of other areas of the

organization; Group process and

dynam

ics (interests and political

linkages); Problem-solving and

decision-m

aking; Project and

financial m

anagem

ent;

Organization development &

design; Change Managem

ent;

Basic Computer Knowledge

Leadership and organization

managem

ent; Conceptual;

Verbal and W

ritten

Communication, Presentation;

facilitation and team and

institution building;, Research,

planning and evaluation;

Problem-solving and conflict-

resolution; Networking &

Negotiations; Business

Development; Project

Appraisals;

Positive regard for and trust in

others;

Appreciation

for

Individual

Differences;

Resilience;

Strong

sense of

responsibility and commitment;

empathy;

Flexibility

and

openness

to look at alternate

solutions, new

opportunities and

ways

to

improve;

Patience,

perseverance

and

endurance;

lateral

thinking;

Creativity,

innovation; Self Esteem.

Dim

ensions

of

poverty and

development,

Social

Entrepreneurship,

Leadership,

Teamwork and team building,

Participatory process of decision

making,

negotiation,

Problem

Solving, creativity, gender and

development dynam

ics.

33

General Manager (L5)

Should be

part of the

Senior

Managem

ent team

and provide

inputs in form

ulation of policies

of the Company in consultation

with the MD, Assist in Business

promotion

plans

of

the

Company, Conceptualizing and

Developing project, Five force

analysis

of the

sector/vertical,

preparing project proposals w

ith

plans

for

fund mobilization,

road maps for im

plementation,

developing network of similar

institutions, other stakeholders,

financial

institutions/donor

agencies,

Coordinating

with

other sector experts, overseeing

and supervising the progress in

activities

of

these

projects,

perform

ance of the

team

with

assistance of Project M

anager &

Assistant

Project

Manager,

Midterm

evaluation

of

the

program

and

recommend

necessary

remedial

steps,

regular reporting/ updates to the

MD and as and w

hen required

to the

Board of

Directors.

Should

give

active

inputs

regarding the

strengthening of

the

sectoral

team

through

capacity

building,

mentoring

Domain knowledge;

Managem

ent styles;

Delegation i.e. why, how and

when; Group process &

dynam

ics; Comprehensive

knowledge of relevant system

s,

processes, policies, procedures,

internal and external

regulations, legislation and

quality standards;

Basic principles

of

strategic

managem

ent

Recruitment and selection

policies and procedures;

General Awareness (w

here

appropriate) of wider

developments in own

profession; Software and

Operating System

s

Teambuilding and M

otivation;

Coordination; Balancing team

roles and using strengths;

Delegation; Reviewing

individual and team progress

and perform

ance Coaching and

Counselling Analysis and

Decision m

aking;

Communication and

Presentation; Adapting/

transferring own skills to new

;

Strong interpersonal;

Business Sensing and liaison;

Preparing Reports; Computer

operations

Positive Attitude;

Understanding and interpreting

the requirem

ents of others;

Inform

ation sensing and

sharing; Creative and

Critical thinking, Leaning and

flexible; Problem Solving and

System

atic Planning.

Understanding of poverty and

development paradigms, Team

building,

planning,

project

development

cycle,

Project

implementation, monitoring and

MIS,

Communication,

Group

Dynam

ics,

business

plan

preparation

and

appraisal,

Overall

entrepreneurship and

micro enterprise development

process,

various

form

s of

organisations

particularly

Section

25

company

and

Producers’ Company, etc. and

gender

dim

ensions

of

development.

34

and

if

necessary

new

recruitment. Should perform

any

other

task

specifically

assigned to him

/her by the MD,

in addition to all the above.

District Livelihood Manager

(L4)

To implement GLPC programs

at district

level,

monitor

the

progress and report to different

project managers, district level

data

managem

ent

with

assistance

from

Assistant

Project M

anager – D

istrict and

Taluka

Livelihood

Manager,

Coordination

with

different

stakeholders

and

Govt.

departm

ents

at

district

and

Taluka level. Help in identifying

new

avenues for generation of

livelihoods at the Group level,

Regular

reporting

to

HO,

Oversee

and

Supervise

the

perform

ance of

the

team

at

District

and

Taluka

level.

Undertake

monthly field visits

to supervise

and monitor

the

progress of

GLPC programs.

Office

work:

Overall

administration of

the

office,

Maintaining

records,

noting,

maintaining

relations

and

correspondences at District level

Social, economic and

environmental development;

Execution of

Projects; Data

Collection &

managem

ent;

Group process and dynam

ics;

Knowledge of relevant system

s,

processes, policies, procedures,

Awareness

of

Rules

and

Regulations

of

the

concerned

departm

ent;

Research

&

documentation;

Team

managem

ent;

Data

Analysis software

Human Relations; Willingness

to

take

Responsibilities;

Monitoring

and

Supervision;

Reviewing individual and team

progress

and

perform

ance;

Coaching

and training skills; Negotiation

skill Interpersonal; Strong

Computer Operations; Teaching

and Training

Positive

Attitude;

Flexibility

and A

daptability; A

ssertiveness;

Tim

e managem

ent/

personal

effectiveness;

Goal

setting;

Developing and maintaining a

network of contacts throughout

own work area

Fundam

entals

of

socio-

economic development, micro

enterprise development, group

entrepreneurship and typologies

of

production

organisations,

project

monitoring

and

implementation, data collection

and analysis, MIS, Identification

of

business

opportunities

and

project

form

ulation,

Market

analysis,

networking

and

communication,

negotiation

skills, time managem

ent, stress

managem

ent,

leadership

and

gender

dim

ensions

in

development,

government

schem

es

and

convergence

strategies. U

nderstanding G

LPC

and M

ission M

angalam

,

35

with

partner

agencies,

documentation etc. Should

perform

any

other

task

specifically assigned to him

/her

by the MD, in addition to all the

above.

36

Project Manager - State – (L3)

Assist

General

Manager

in

preparing

project

proposal,

implementation

plan,

monitoring

the

district

and

taluka

offices,

shall

be

responsible

to

obtain

and

analyze real time data of all the

projects

under

the

sectoral

vertical, regular

reporting to

Competent Authorities. Office

work: maintaining files, noting,

documentation, correspondence

and coordination with various

partner agencies/implementing

agencies etc. Help in finding

new

avenues

for

project

promotion

and

expansion.

Support General Manager in

preparing

presentations.

To

undertake regular field visits to

monitor and evaluate

program

implementation.

Should

perform

any

other

task

specifically assigned to him

/her

by M

D or any other supervisory

authority, in addition to all the

above.

Domain

knowledge,

Social,

economic

&

environmental

development; Project and data

managem

ent;

Knowledge

of

system

s and processes, policies,

procedures.

Statutory

Obligations;

Research

and

documentation;

Proposal

writing and presentation, Project

and Plan implementation;

Interpersonal skills;

Analytical and documentation

skills, Excellent personal

effectiveness skills;

Influencing and persuasion;

Computer based statistical

analysis; MS Office

Assertive, Proactive and

Responsive; Tim

e managem

ent/

personal effectiveness;

Goal setting; Developing and

maintaining a network of

contacts throughout own work

area

Understanding

GLPC

and

Mission Mangalam

, Dynam

ics

of poverty, Project form

ulation

and appraisal, project life cycle

analysis, market survey and

market analysis, communication

skills and negotiation,

Micro

business potential identification

and

assessment,

banking

procedures

vis-à-vis

SHGs,

gender

dim

ensions

in

development, inform

ation/ data

collection and analysis, MIS.

Understanding other schem

es of

government

and

ways

to

achieve

convergence, business

counselling,

production

planning costing and pricing,

account

keeping,

sales

and

purchase, technology,

37

Assistant Project Manager,

District /Domain Experts (L2)

Supervise

the

activities

of

specific

tasks

assigned

for

different

verticals at District

Level, Maintain and analyse real

time

data,

Supervise

the

perform

ance

of

Taluka

livelihood

managers

and

Assistant

Project Manager –

Taluka. U

ndertake regular field

visits to m

onitor the progress of

GLPC programs at Taluka level.

Maintain

monthly

progress

reports from each Taluka

and

submit regular report to Dist.

Livelihood

Manager.

Office

Work: Filing, maintaining the

files

and note (if

required),

follow-up with various partner

agencies for program updates.

Should perform

any other task

specifically assigned to him

/her

by the

MD,

or

any other

supervisory

authority,

in

addition to all the above.

Domain specific Knowledge;

Knowledge About community

Project and data managem

ent;

knowledge of system

s, and

procedures, policies, Record

keeping and documentation;

Office

Managem

ent.

Project

form

ulation

and

appraisal,

identification

of

business

opportunity,

market

survey,

business

plan form

ulation and

appraisal,

business

profiling,

etc.

Interpersonal Relations;

Documentation; Excellent

personal effectiveness;

Influencing and persuasion;

Computer; Data Entry and

Managem

ent, Training and

Guidance, networking with

banks

Concern for the Society and

Development;

Tim

e managem

ent/ personal

effectiveness;

Punctuality and sincerity

Developing and m

aintaining a

network of contacts throughout

own work area. Concern for

Other Team m

embers

Understanding

GLPC

and

Mission

Mangalam

, Understanding

poverty

and

development, gender issues in

poverty,

networking

and

collaboration,

business

idea

generation,

Market

survey,

product profile development,

pricing and costing,

business

plan preparation,

government

rules

and regulations, other

schem

es of the central and state

government,

reporting,

monitoring and implementation,

networking

with

other

government

departm

ents and

development

agencies

for

convergence,

business

counselling,

production

planning costing and pricing,

account

keeping,

sales

and

purchase, technology,

38

Taluka Livelihood M

anager

(L2)

Supervise

the

activities

of

specific

tasks

assigned

for

different

verticals at Taluka

Level;

Supervise

the

perform

ance

of

Taluka

Livelihood

assistants

and

Taluka support staff. Undertake

regular field visits to monitor

the progress of GLPC programs.

Maintain

monthly

progress

reports

from

the

field/SHG

Federations and submit regular

report

to

Dist.

Livelihood

Manager. Office work: Overall

administration of

the

office,

Maintain

records

at

Taluka

level,

noting

and

documentation,

correspondences

and

relationship managem

ent

with

partner agencies/implementing

agencies. Should perform

any

other task specifically assigned

to him

/her by the MD, or any

other supervisory authority in

addition to all the above.

Knowledge of the area and

community; SHG Federations;

Project and data managem

ent;

knowledge

of

system

s,

processes, policies, procedures,

Record

keeping

and

documentation;

Office

Managem

ent;,

Project

form

ulation

and

appraisal,

identification

of

business

opportunity,

market

survey,

business

plan form

ulation and

appraisal,

business

profiling,

etc.

Interpersonal

Relations

Managem

ent;

Documentation

and Record keeping; Personal

Efficiency

and Effectiveness;

Influence and persuasion O

ffice

Coordination and M

anagem

ent;

Training and Guidance

Proactive; Tim

e managem

ent/

personal

effectiveness;

Punctuality,

Developing

and

maintaining

a network

of

contacts throughout own work

area.

Understanding

GLPC

and

Mission M

angalam

, Poverty and

development,

gender

dim

ensions

of

development,

group dynam

ics,,

Motivation,

identification of BPL Fam

ilies,

Form

ation of

SHGs, banking

and bank linkages, business plan

preparation

and

appraisal,

understanding of the rules and

processes

of

SHG-Bank

linkages, communication skills,

monitoring and implementation,

inform

ation gathering, business

counselling.

production

planning costing and pricing,

account

keeping,

sales

and

purchase, technology,

39

Assistant Project Manager –

Taluka (L2)

Assist

Taluka

Livelihood

Manager

to

supervise

and

monitor

the

GLPC program

implementation at block and

Taluka level. Coordinating w

ith

Cluster

Coordinators,

SHG

federations, producer groups or

other groups linked with PPP

initiatives for their feedback and

data

collection.

Undertake

regular

field

visits

in

concurrence w

ith TLM. Should

perform

any

other

task

specifically assigned to him

/her

by the

MD,

or

any other

supervisory

authority,

in

addition to all the above.

Project and data managem

ent;

knowledge of relevant system

s,

processes, policies, procedures,

Record

keeping

and

documentation;

Office

Managem

ent;

Project

form

ulation

and

appraisal,

identification

of

business

opportunity,

market

survey,

business

plan form

ulation and

appraisal,

business

profiling,

etc.

Interpersonal;

Documentation;

Personal effectiveness;

Planning and Coordination;

Office managem

ent; Data Entry;

Training and Guidance;

Regional Coordination

Hard work and sincerity;

Proactive and assertive;

Tim

e managem

ent/ personal

effectiveness; Punctuality

Developing and maintaining a

network of contacts throughout

own work area

Understanding

GLPC

and

Mission

Mangalam

, Liaison

with

local

bureaucracy

and

banks,

coordination

and

networking strategies, market

survey and business opportunity

identification,

business,

business

plan,

counselling,

production planning costing and

pricing,

account

keeping,

interest calculation, sales

and

purchase, technology/m

achinery

selection,

group

entrepreneurship, etc,

40

Cluster Livelihood Promotion

Workers/Cluster

Coordinators

Social Mobilization, nurturing

and strengthening of

group,

onsite – training of groups on

issues of group strengthening,

and its

functioning,

conflict

resolution

and

leadership

rotation,

assisting

in

book

keeping, facilitating opening of

savings

bank

account,

facilitating credit linkage

and

repaym

ents, reporting progress

to staff at Taluka level.

Knowledge of local

communities, their values and

ethos, SHG Federations;

Principle of social m

obilization;

Project and data

managem

ent;

knowledge

of

system

s,

processes, policies, procedures,

Group

process

and

conflict

managem

ent

Record keeping

and documentation;

Office

Managem

ent;

Project

form

ulation

and

appraisal,

identification

of

business

opportunity,

market

survey,

business

plan form

ulation and

appraisal,

business

profiling,

etc.

Interpersonal;

personal effectiveness;

Influence and persuasion

Coordination

and

office

managem

ent;

Conflict managem

ent; Teaching

and Training; Guidance

Hard work and sincerity;

Tim

e managem

ent/personal

effectiveness;

Punctuality

Developing and maintaining a

network of contacts throughout

own work area;

Deadline driven

Poverty,

gender

and

development, group dynam

ics

and

group

form

ation,

communication,

SHG

Form

ation

and

development,

business

idea

generation,

identification of local business

opportunity through analysis of

local resources and local and

external

markets

(dem

and),

costing, pricing and financing

(means

of

finance),

project

viability,

business

plan

preparation,

business

counselling,

loan

application

filing to banks, bank procedures

and

form

alities,

basic

accounting and book keeping,

interest

calculation,

restructuring

loans,

data

collection and basic tabulation.

Training Groups:

(1) GMs and Dist. Livelihood M

anagers and Project M

anagers

(2)

APMs, Taluka Livelihoods Manager and APMs-T

(3)

Cluster Coordinators

41

Annexure I

Meeting with Mr. Vinod Rao, DC, Vadodara and Ex- CEO GLPC

• Clarified that the concept of a company for GLPC was based on the desire to bring

private participation in the development of livelihoods in the rural areas. The

partnerships with the private sector would have been strategic in terms of

opportunities and also financing. The day Mr. Vinod Rao was transferred; he had

fixed up an appointment with Mr. Kishore Biyani of pantaloons retail to set up private

partnership.

• He explained the idea of working with the government structure and levels like TDO

extension officers is to promote bottom-up convergence in the functioning of the

various livelihood based development schemes of the various government

departments.

• He explained that the initial plans were very grand for GLPC and it will now depend

on how the succession would happen and he was very hopeful of his successor to take

up and continue the good work.

• He said that GLPC cannot be different from govt. Departments in a very short

duration of time. As it attracts more private organisations and attains its own style of

functioning both with the government and the private sector, it can slowly graduate

away from the govt.

• The true state of affairs in the GLPC will be known only after the appointments of the

missing middle (the appointment of middle level managerial cadres) is complete.

• The model was ready on paper but it would take time to evolve on the ground as the

govt. envisages a change through this. It is a target oriented approach and therefore

work has started without enough field focus as GLPC is currently trying to gain

momentum through speed.

• What HR policies finally get evolved and implemented will depend on the successor

and how he or she negotiates in the board and outside it with the private players

interested in partnering with the government.

42

Annexure II

Meeting with Mr. Swadesh Saxena, DLM, Vadodara and 12 Cluster Coordinators

• GLPC launched as a for profit company in 2010.

• Major work so far limited to taking over Sakhi Mandals. There are about 1,50,000

Mandals in the whole of Gujarat and about 11,500 Sakhi Mandals in Vadodara alone.

However they are not the only SHG in Gujarat and there are many others as well

including the watershed SHGs. The total number of SHGs in Vadodara is about

14,000.

• A technology enabled approach has been taken up through digitisation and collation

of lists of beneficiaries.

• Cluster coordinators are generally in charge of 8 villages or 100 SHG whichever is

less.

• In Vadodara NRLM launched in 5 talukas selected as per pre-decided parameters.

There are 112 cluster coordinators (CC) in Vadodara district which is the largest in

Gujarat. These five talukas are – Jetpur Pavi, Kanwat, Sankheda, Chota Udaipur and

Naswadi.

• None of the CCs had any idea of what the job is and what work it would entail. Most

of them joined thinking this is a govt. Appointment.

• Candidates who were local to the area were selected as they are expected to have

greater sensitivity and local knowledge of resources as well.

• They have been appointed on an 11 months contract and are paid 5000 p.m.

• Most CCs are like a blank slate and show a high range of qualifications from 12th pass

to master degree holders across a wide range of disciplines.

• The CCs are sent to an Extension Officer (EO) who works under the Taluka

Development Officer (TDO) for grooming and induction.

• Training started with 1 day induction at circuit house. Also this was not possible in

some districts. Therefore the variability is there across districts and secondly in some

places the totally fresh CCs without any work ex would have been sent into the field

without any orientation or induction.

• The content of induction training included the following

o Sensitization : about poverty and the ultimate objective of NRLM

o BPL: what is BPL and how those bordering the BPL are left out by most

schemes threatening them to enter BPL

o Livelihoods + Government Schemes: they were informed about the various

development schemes of the CRD and Revenue schemes for immediate

43

relief. This was a very brief introduction about the schemes and included

about 27 schemes.

• The 2nd phase of training was to be held a week after this meeting. The training

module was being developed by GLPC along with Shroff Foundation and the LDM

(Lead Development Manager) and DDM NABARD was also involved with the same.

• Generally RSETI (Rural SETIs) will be the main training institution involved in the

district and in the respective districts.

• There are too many CCs for the DLM to control and as such the concept of Chief

Cluster Coordinator (CCC) has been developed in Vadodara. Five of the CCs have

been called CCC and 27 CCs work in a way under them. However there is no salary

difference between the two. It is just in nominal terms that they are called CCC.

• Gujarat Govt. Is introducing the concept of Prant govt. And Prant Officer on the

lines of Mandals in AP. The idea is to shift all decision powers and magistrate powers

to the Prant level.

• The ideal modus operandi – identify beneficiary ---- identify schemes ---- process

further

• There is already no time to train or build capacities at cluster level. Already busy with

taking over Sakhi Mandals.

• So far the DLM spends a lot of time liasioning with other departments and Officers.

• Coming back to functioning of CCs Not all Sakhi Mandals are functional. There was

no one responsible to explain functioning of SHG so only internal lending is

happening in most. About 50% are non-functional Mandals as per CCs.

• Most people in rural areas have no awareness of govt. Schemes apart from Savings

SHG. Some small consumption loans are happening because of the SHGs but not

much beyond that is happening.

• Most CCs feel that in village meetings they will do better if instead of one CC two

CCs visit the village. There is a swarm of people apart from intended beneficiaries

who throng the CCs and keep them occupied with irrelevant questions and make it

difficult for the CCs to work. This also highlights the need for a different set of skills

for the CCs.

• CCs are currently trying to earn the trust of the people in the villages and also learn

microfinance.

• CCs know a little about Sakhi Mandals right now and do not have any clarity about

the future in terms of expectations at work, nature of work, skill sets needed.

• So far the CCs like the experience with Extension officers as they themselves have no

understanding of either entrepreneurship or opportunities. They also have no idea of

how to fulfil targets assigned to them.

44

• They have to meet, liaison with and work with the EOs, Gramsewaks and the

Anganwadi workers in the villages and with the bank employees and other GLPC

employees outside the village so far.

• On being asked what support do they need they talked about the following :

o BPL info is missing in villages

o GP offices are always closed, and

o Others apart from women come and ask questions unrelated to their tasks

• This clearly implies that they have a very short term horizon thus far and GLPC will

have to think of ways of prolonging that horizon and with an 11 month contract it will

only be more difficult than easy to do so. It also hints at a different set of skills and

need of more wider and long term information requirement for them to function better

even in the current set of tasks.

• We also met Mr. Bharat Shah, ex-LDM of Panchmahal and Vadodara districts who

has sought voluntary posting as director at RSETI in Alipur near Chota Udaipur. A

very enthusiastic person about working for the needs of the district and the local

people but he mentioned limitations of this RSETI being a single person entity with

no vehicle or travel budget which severely crippled is functioning.

• Mr. Bharat shah mentioned the following types of training requirements :

o Team building dynamics

o Communication and soft skills

o Opportunity identification

o Project costing and means of finance

o Business plan

o Business counselling and guidance

• Swadesh also mentioned that there was no money being paid to the CCs to cover their

mobile bills or travel costs and they were finding it increasingly difficult to function

in this scenario.

45

Annexure III

Meeting with Mr. Joseph Fernandez, DLM, Sabarkantha, one Consultant and

10 Cluster Coordinators

• Most CCs are freshers but have masters degree – they had no idea of what the job is

or what work it would entail – they wanted a government job and this to them fulfils

that requirement despite a compromise on payments.

• The training requirements of the CCs will be worked out at the district level.

• The current understanding is that the training about social orientation and different

occupation is needed as there will be domain experts at the district level to help. The

identified domains are

o Dairy

o Animal husbandry

o Microfinance

o Cottage industries

• So far the organizational communication has been only one sided. The DLMs are

now finding ways to listen to the voices and unsaid voices of the CCs.

• Only 2 out of the 10 CCs had an idea of which other officers and departments can

help in their tasks.

• DLM says that he has to see the attitude of the department and work accordingly.

According to him GLPC at the grassroots cannot behave as a non-govt. Entity as it is

has to function in cooperation with the other govt. Departments.

• DLM says that GLPC team and CCs in the villages have to play carrot and stick with

the banks for sanctioning of credit to the Sakhi Mandals and in Sabarkantha they have

gone beyond their targets already.

• The HR manual budgets for everything like provisions for mobile bills and travel to

local and outstation for meetings or other work and per diem allowances as well,

however, this is not yet implement so the CCs are finding it difficult to manage their

expenses within their salary. Despite trying for local candidates some of them have

to travel more or about 50 kms to reach work place.

• As a reaction DLMs are communicating to the CCs “Think that you are in

government training and the salary is like a stipend being paid to you”. This is a short

term strategy only and will spell big trouble in the times to come as it can create

huge demotivation levels amongst the CCs and even result in a very high attrition

rate in the long term.

• CCs informed about nature of work at times of counselling – about 20-25 dropped out

after learning the nature of work. There were about 100 selections for Sabarkantha

district.

46

• A temporary arrangement has been worked out – CC will report to the TDO who will

collect the meeting / monitoring diary and send the same to the DLM. This temporary

arrangement was expected to last a couple of months or more.

• TDO will plan and depute the CCS. This is again a temporary arrangement and was

expected to stabilise in the next 2-3 months.

• The DLM reports to the District steering committee where DDO is the director of the

committee and the director of DRDA is a member.

• GLPC therefore intends to mix its structure with govt. Structures at the state, district

and taluka level.

• Issues with convergence at Taluka level as no one wants to own the scheme.

• CCs say that they are company employees but introduce themselves as government

employees in the banks.

• 3 DDOs have changed in Sabarkantha in last 4 years therefore making the tenure very

small for concerted action on a sustained basis.

• With 11 month contract there is hardly any cadre in the implementation which is

going to focus on the long term. Thus the model might become more reactive than

proactive as time progresses. This will only be reinforced if it continues to

increasingly function as a govt. Department.

47

Chapter -4

Mapping Study on HR Capacity Building needs of NRLM

Odisha C Shambu Prasad, Madhukar Shukla, Suryamani Roul and Shubham Singh11

4.1 NRLM Odisha: Context and Process of Study On April 18, 2011, Government of Orissa has announced launching of the NRLM Orissa as the first state in the country to have followed the guidelines of NRLM to create state level mechanisms for bringing down rural poverty by promoting diversified and gainful self-employment to the rural poor. NRLM replaces the Swarnajayanti Gram Swrojgar Yojana (SGSY). The Government of Orissa through the OPRM (to be converted as NRLM Orissa)has a plan to bring all the 30 Districts under the NRLM during the 12th Five-Year Plan. In its first (ongoing) phase, NRLM Orissa has been launched in 38 backward poverty stricken blocks of 10 coastal districts where the World Bank-funded Targeted Rural Initiatives for Poverty Termination and Infrastructure (TRIPTI) is being implemented This report is a rapid mapping study of the human resource and capacity building / training requirement of NRLM in Orissa based on the interactions with different stakeholders by the study team from Aug 8-12. The study team interacted with TRIPTI/ NRLM staff at the state level and met with District Project Managers and their teams in three districts of Angul (Pallahara and Angul Sadar blocks), Khurda (Begunia) and Jagatsingpur (Ersama and Tirtol blocks) apart from interacting with SHG members in the villages in blocks mentioned. The team also had interactions with senior staff of Mission Shakti – the statewide programme of SHGs in the state since 2001 as well as the Director of the Orissa Watershed Mission and Orissa Tribal Empowerment and Livelihood Programmes (OTELP). This report is divided into four broad sections looking first at NRLM Orissa’s mission, vision and strategy. This is followed by structure and staffing of the mission, the HR support and training requirements and we end by suggesting some preliminary recommendations of the team on how a consortia of management educations could help augment the HR capacity building needs of NRLM Orissa.

4.2 Three Phases of NRLM in Orissa NRLM is Odisha can be seen in three phases. The first phase began in 2001 with the launch of Mission Shakti. Mission Shakti is a campaign for holistic empowerment of women was launched on 8th March 2001 with a target to organize 2.00 lakh women SHGs by 2008. Mission Shakti believes in empowerment through Self Help Groups mode with thrift and credit as its backbone. The latest figures for outreach are impressive and are shown below:

No of WSHGs formed - 4,56,713 ( as per SLBC )

No of members - 54,80,556

Credit advanced - Rs.2,69,448.62 lakh

No of WSHGs credit linked - 5,48,450

Per SHG Credit linked - 33.24

Amount of Savings - Rs.28,893.29 lakh

Federations formed - 7940

No. of SHG to repeat finance - 1,14,432

11

The members are from XIMB, XLRI, Access Development Services and Srijan respectively. The study team was joined by Kajri Misra from XIMB Ved Arya from Srijan for some discussions and a field visit to Khurda.

48

Amount of repeat finance - Rs.7,37,442.36 lakh

However there have been several concerns on the quality and pro-poor nature of the SHGs of Mission Shakti. TRIPTI (Targeted Rural Initiatives for Poverty Termination and Infrastructure) was launched in Odisha in February 2009 in 38 blocks in 10 coastal districts (1020 Gram Panchayats covering 12,54,607 rural families) with World Bank support provide loan amount of $70 million over a period of 5 years. TRIPTI’s work in the districts was preceded by several studies on social, tribal and environmental assessment by Varuntech Consultants in 2007. This was followed by two studies on social inclusion in 2009 by Sutra consulting and SHGs and their federation by Access Development Services. TRIPTI’s implementation plan was released in 2008 and the report pointed to some of the drawbacks of the Mission Shakti programme as indicated below.

(i) no definitive estimate of number of functioning SHGs and their quality are available;

(ii) a significant proportion of SHGs are likely to be either defunct or functioning at very low levels of potential;

(iii) a large proportion of SHGs are likely to be functioning in a manner that significantly deviates from self-help principles;

(iv) quality of book-keeping is generally reported to be poor; (v) on-time recovery of SHG loans has fallen to 93%; (vi) a large number of GP level and Block-level federations have been promoted

without clarity of purpose or need for financial viability; and (vii) substantial number of poorer households is outside of the SHG fold.

The implementation plan notes the high extent of poverty in Odisha (the planning commission’s estimates on BPL of 47% makes it the highest in comparison to all the states). Poverty in Odisha is more prevalent among scheduled tribes who constitute 22.13 % of the total population of the state and 9.7 per cent of the total tribal population of the country. The tribal population in coastal districts is much lower though at around 6.22% though the SC population of the 10 Tripti districts is around 20.5%. In the latest phase of NRLM Odisha that is to be gradually expanded to all the districts there is a distinct challenge with higher poverty levels and largely tribal population. Tripti today can be seen as breaking free from the first phase of Mission Shakti in terms of seeking to provide a stronger pro-poor orientation to the programme in its current districts on the one hand. On the other it also faces the prospect of having to possibly re-work its approaches for the remaining 20 districts that have high poverty ratios, that are affected by Left Wing Extremism (LWE districts) and where livelihood issues need to be strongly linked to governance and capacity to save is lower than the coastal districts. This has important implications for the HR capacity building efforts as Tripti also seeks to extend operations through partnerships with agencies like OWDM or WORLP and OTELP whose approaches to development have been quite different from that of Tripti. We now look at the mission structure of Tripti and its approach for poverty reduction. On April 18, 2011, Government of Odisha has announced launching of the NRLM Odisha as the first state in the country to have followed the guidelines of NRLM to create state level mechanisms for bringing down rural poverty by promoting diversified and gainful self-employment to the rural poor. NRLM replaces the Swarnajayanti Gram Swarojgar Yojana (SGSY). The Government of Odisha through the OPRM (to be converted as NRLM Odisha) has a plan to bring all the 30 Districts under the NRLM during the 12th Five-Year Plan. In its first (ongoing) phase, NRLM Odisha has been launched in 38 backward poverty stricken

49

blocks of 10 districts where the World Bank-funded Targeted Rural Initiatives for Poverty Termination and Infrastructure (TRIPTI) is being implemented. This report is a rapid mapping study of the human resource and capacity building / training requirement of NRLM in Odisha based on the interactions with different stakeholders by the study team from Aug 8-12. The study team interacted with TRIPTI/ NRLM staff at the state level and met with District Project Managers and their teams in three districts of Angul (Pallahara and Angul Sadar blocks), Khurda (Begunia) and Jagatsingpur (Ersama and Tirtol blocks) apart from interacting with SHG members in the villages in blocks mentioned. The team also had interactions with senior staff of Mission Shakti – the statewide programme of SHGs in the state since 2001 as well as the Director of the Odisha Watershed Mission and Odisha Tribal Empowerment and Livelihood Programmes (OTELP). This report is divided into four broad sections looking first at NRLM Odisha’s mission, vision and strategy. This is followed by structure and staffing of the mission, the HR support and training requirements and we end by suggesting some preliminary recommendations of the team on how a consortia of management educations could help augment the HR capacity building needs of NRLM Odisha.

4.3 Mission/ Vision

Goal: Enhancing the socio-economic status of the poor especially women & disadvantaged groups in selected districts.

Objectives

• Strengthening economic organizations of the poor to be more self reliant and achieve better livelihoods for members.

• Enable women’s groups to play a more vocal role in local decision making and help them sustainably access financial services from public and private financial institutions for establishing economically viable small to medium scale enterprises.

• Increase incomes of the majority of the poor members of SHGs through enhanced rural livelihoods by financing capacity building measures and developing market linkages.

4.4 Structure and Strategy TRIPTI documents mention a three-pronged strategy:

(i) investment in processes to build “voice” (empowerment) of the rural poor (ii) and simultaneously, access to productive assets and (iii) finally provide a platform for “scaling-up” of livelihoods activities.

NRLM Odisha approach as stated in a recent document a slight extension of this as below:

� Process Driven Intervention. � Enhancing and expanding existing livelihoods options. � Skill building for the job market. � Nurturing micro-enterprises.

There is a new emphasis on placement linked Skill Development Training of Rural Youth to make them more employable in mainstream economic activities. It has planned to up-scale the counseling camps at District level and counsel around 60,000 rural youth covering all blocks through District level Counseling Camps during May-Aug 2011.

50

ORMAS has been declared as Nodal Agency for Monitoring and Coordination of the project by the State Government. (focus on LWE districts, convergence with state employment mission). The current Mission Director of NRLM is also looking after the State Employment Mission and is drafting the state employment mission policy. The innovation of not only using the SHG mode for livelihood enhancement but added and new focus on placement linked skill training needs to be noted as an additional strategy. The design of NRLM in the state is based like in the rest of the country (NRLM framework)on dedicated support organization for NRLM, social mobilization of poor, building institutional platforms for the poor, developing pro-poor financial sector, access to services and entitlements, linking with markets and gender empowerment. This involves use of external CRP for initial social mobilization, dedicated team members at the Panchayat level, Block level team, District Project Manager and State PMU, staff exposure to best practices of IB, MF, Livelihoods etc., formation and nurturing of federations, social and financial inclusion, food (and social) security and livelihood enhancement measures. Stated expected outcomes of TRIPTI/ NRLM include:

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

TRIPTI will work with the women SHGs and their federations which will receive funds from the project without subsidy. It will work with poor and very poor based on the situational analysis.

4.4.1 Organizational Structure NRLM Odisha’s structure is being finalized. The current structure goes as per TRIPTI project which has a four tier system starting from the community level and going to the Block, District and State level. Some new thinking has gone to restructure the organogram of NRLM -Odisha from the current implementation of TRIPTI supported byhe World Bank (which started 2009). Looking at the gigantic size of the project, it is planned to strengthen the Block and District level team having at least

• 12 member team at the Block/Sub District level + 2Cluster Coordinators at each Panchyat level

• 20 member team at the District level

• 64 member at the State level However, as of now, pending Govt. of Odisha approval, the old TRIPTI structure is there and the SMMU (SPMU) is looking at bringing the team on board soon as per the plan below. ( The team as on date is only available in 38 Blocks in 10 Districts) It requires increasing the current HR strength from about 700 to over 7000 combining all the levels but excludes the Community Resource persons (CRPs). (It also brings a change in

designation like CEO, COO, Senior Project Managers, Project Mangers, Project Executives, and young professional at the SPMU level).

Source: NRLM PD conference, dated 09/02/2011)

1. State Level-SPMU The Odisha Poverty Reduction Mission has a 21 member General Body chaired by the Chief Secretary which formulates policies and guide project implementation. The management of the Society has been entrusted Panchayati Raj, GoI. OPRM manages the project through a State Project Management Unit (SPMU) having a SPD as the Member Secretary/Chief Executive Officer of OPRM. The SPMU is constituted of a team of profbuilding, social development, livelihoods, microfinance, communication, monitoring and evaluation, human resources development, and finance who is grouped under 6 broad functional units.

2. District level-District Project Management Unit (DPMU)In each of the ten project districts as of now, a District Project Manager (DPM) heads the DPMU being responsible for coordinating, implementing and managing project activities in the district. There is link between the SPMU by designating one thematic SpePoint person with the DPM. It is as of now like one person army to look after the district operations.

3. Block Level-Block Project Facilitation Team (BPFT)One BPFT is set-up in each of the 38 project blocks which plays a crucial role in proimplementation. The Block Team Leader heads the BPFT supported by a team comprising of members from each domain like Institution Building Facilitator, Livelihoods Facilitator, Financial Management and MIS Facilitator. Per Panchayat, there are two ClusCoordinators to facilitate the formation and functioning of SHGs, Cluster level Forum GP Level SHG Federations and Block Level SHG Federations (BLF). Selection of Community Resource Persons CRPs) have been made but this has not been streamlined due to decision on their compensation.

51

designation like CEO, COO, Senior Project Managers, Project Mangers, Project Executives, he SPMU level).

conference, dated 09/02/2011)

The Odisha Poverty Reduction Mission has a 21 member General Body chaired by the Chief Secretary which formulates policies and guide project implementation. The management of the Society has been entrusted to an Executive Committee chaired by the Secretary, Panchayati Raj, GoI. OPRM manages the project through a State Project Management Unit (SPMU) having a SPD as the Member Secretary/Chief Executive Officer of OPRM. The SPMU is constituted of a team of professionals with expertise in institution building, capacity building, social development, livelihoods, microfinance, communication, monitoring and evaluation, human resources development, and finance who is grouped under 6 broad

District Project Management Unit (DPMU) In each of the ten project districts as of now, a District Project Manager (DPM) heads the DPMU being responsible for coordinating, implementing and managing project activities in the district. There is link between the SPMU by designating one thematic Specialist as the Point person with the DPM. It is as of now like one person army to look after the district

Block Project Facilitation Team (BPFT) up in each of the 38 project blocks which plays a crucial role in pro

implementation. The Block Team Leader heads the BPFT supported by a team comprising of members from each domain like Institution Building Facilitator, Livelihoods Facilitator, Financial Management and MIS Facilitator. Per Panchayat, there are two ClusCoordinators to facilitate the formation and functioning of SHGs, Cluster level Forum GP Level SHG Federations and Block Level SHG Federations (BLF). Selection of Community Resource Persons CRPs) have been made but this has not been streamlined due to

designation like CEO, COO, Senior Project Managers, Project Mangers, Project Executives,

The Odisha Poverty Reduction Mission has a 21 member General Body chaired by the Chief Secretary which formulates policies and guide project implementation. The management of

to an Executive Committee chaired by the Secretary, Panchayati Raj, GoI. OPRM manages the project through a State Project Management Unit (SPMU) having a SPD as the Member Secretary/Chief Executive Officer of OPRM. The

essionals with expertise in institution building, capacity building, social development, livelihoods, microfinance, communication, monitoring and evaluation, human resources development, and finance who is grouped under 6 broad

In each of the ten project districts as of now, a District Project Manager (DPM) heads the DPMU being responsible for coordinating, implementing and managing project activities in

cialist as the Point person with the DPM. It is as of now like one person army to look after the district

up in each of the 38 project blocks which plays a crucial role in project implementation. The Block Team Leader heads the BPFT supported by a team comprising of members from each domain like Institution Building Facilitator, Livelihoods Facilitator, Financial Management and MIS Facilitator. Per Panchayat, there are two Cluster Coordinators to facilitate the formation and functioning of SHGs, Cluster level Forum GP Level SHG Federations and Block Level SHG Federations (BLF). Selection of Community Resource Persons CRPs) have been made but this has not been streamlined due to a pending

52

4.5 Staffing Pattern and HR Development Strategy The SMMU is responsible for recruiting project team at the state level, district & block level, induction and training of all project staff and key stake holders, developing and issuing service standards, HRD guidelines for various components, conducting capacity building programs as well as other related activities for district, block level staff and other key stake holders. Though NRLM Odisha (OPRM) recognizes that for successful implementation and achieving the objectives of (TRIPTI) now NRLM, a dedicated and motivated human resource structure is a must, the programme faces the challenge of recruiting and retaining good quality human resource. The requirement, with the phased coverage plan of NRLM in Odisha, exceeds 7000 people with the following break up. Appendix 1(Tables 1- VI) provides a bird’s eye view on programme plan and the HR requirements. Discussions with the SPD and other the key officials consulted (including other livelihoods projects in the State) indicated availability of quality HR and ensuring a competitive remuneration as big challenges. There is a big demand- supply gap resulting in high employee turnover. Some of the challenges outlined are:

1. Building capacity of the existing team at all the three levels 2. Retaining performers to achieve the project objectives which is marred by ‘poaching’

of human resources by other Govt. run projects like OTLEP, WORLP, NRHM etc 3. Introducing a competitive compensation system 4. Giving long term contract to designated team to keep them motivated( as it is

perceived that NRLM is a quasi government job) 5. Recruiting, orienting, training and retaining more than 6000 team members ensuring

shared vision and ownership of project in order for achieving the stated objectives 6. Having a HR plan for building their capacities though on the job

training/exposure/orientation having such a big team in a decentralized structure 7. Institutionalizing and operationalising a system for continuous assessment of

capacity building for staff; 8. Introducing and operationalising performance management and appraisal system for

staff and extending rewards as well incentives accordingly; 9. Addressing professional and personal dilemmas being faced by staff while

performing duties through face to face and group counseling. 10. Creating HRD Co-ordination and manualisation of the policies covering areas such

as staff contract policy, process of recruitment, compensation package, incentives and reward to employee, grievance redressal mechanism, system of appraising capacity building needs of staff, performance appraisal of staff, disciplinary control system, deputation, hiring and outsourcing of employee, travel and other related aspects.

Field Visit Observation: The team at the District/Block level is found to be more stable and bring a strong sense of maturity in spite of loose support structure and systems in operations. Some of the infrastructure facilities of the teams and their offices might require closer attention. The teams are in operation for two years and have concentrated only on Social Assessment, formation EPVS groups, PPIF to a few groups etc). There is a good gender representation in the team and all the CCs are placed at the Panchayat level. GPLF is at its formative stage of restructuring and CLF (as seen in Angul District) is composed of representatives of various groups in a village.

4.5.1 HR Needs and Gaps During interactions with block level functionaries, it was observed that most of the team members are local hires (except few and one exceptionally overqualified person), mostly from local collages, some with computer diploma/certificate and have some prior experience in

53

community/social/livelihoods promotion before joining TRIPTI. The Block team Leader is having MBA so also the District Project Manager is recruited fresh from B-school (very good in communication, articulation and coordination)

Block

level

Academic source Years of work

Experience

Sectoral

experience

Training and

CB capsules

received

Block and

Panchayat

BA, BSc, MBA from

Local

college/University

With PGDCA

Many of them have

enrolled for IGNOU

Rural Development

Distance Education

programme

0-3 years in

various rural

development

exposure like

insurance,

NREGS,

construction,

teaching, NGO,

community health

etc

Some exposure and experiences in community work, social development

Exposure

programme in

AP

Immersion

Programme

SA Training

Communication

training

The SPIP mentions the following training plan at different levels

Who, what and how for Capacity Building of Project Staff

Sl.

No.

Name of the

Stakeholder

Key contents of training Training Methodology

1 PD/ APDs Trainings on relevant subjects Exposure to similar project in India and outside India

Thematic training Induction Program Exposure visits & immersion programs

2 Functional Specialists in the SPMU

The specialists will be sent to different training programmes organised by the external agencies (both national and international) for updating their knowledge in their functional areas.

Induction Program Skill development trainings Exposure visits & immersion programs National and international Workshops/Seminars

3 DPMU staff o Vision, mission, and values of TRIPTI o Project objectives, strategies and components. o Financial management and procurement o Participatory monitoring and learning o Situational Assessment o MIP planning and livelihoods o Social inclusion and development

o Induction Program o Exposure visits & immersion programs o Skill development trainings o Workshops o On job technical assistance o Periodic reviews

4 BPFT s and CCs

About the project Situational Assessment

Induction Program Trainings

54

Institution building Micro Investment planning Livelihood planning Social inclusion Environmental Safeguards Entrepreneurship promotion Procurement Marketing Financial management Monitoring

Exposure visits & immersion programs

5 Cluster Coordinators

• Poverty concepts • About the project • PRA tools • Situational analysis • MIP process • Livelihood planning • Social inclusion • Financial management

and • Procurement • Participatory Monitoring

Exposure visits & immersion programs and trainings Field visits

6 Demand driven trainings

Contents to be prepared taking into consideration the needs of the participants

The training methodology will be based on the contents and participants of the training

The TRIPTI project has tried providing opportunities for training to its staff. During interactions with state, district and block level team members it is evident that there is a need for continuous capacity building of the staff. While some programmes on SHG formations etc are in place there is a need for a better understanding on livelihoods promotion especially on thematic areas such as value chains, targeting EPVGs etc. Amongst the challenges faced by field staff are those relating to handling older Mission Shakti groups (more demand from them to attend meetings). Problems of older groups in CLF meetings – duplicate members, challenges of streamlining their accounts. The districts cannot currently organize need based training at the District Level – budget and trainings approved at the State Level. In one of the districts there was no thematic expertise at the Block Level – specially on Livelihoods. It was also found that there is high turnover of senior team members and particularly at the level of Livelihoods Specialist (at the State and Block level both. List of trainings undergone by district level staff.

S No Training No. of

Days

Details

1 Induction Training 3 State/ Block Level

2 SHG Mgmt & CLF Training 5+2 District Level (ToT)

3 Village Immersion 7 Village – focus on SA

4 Financial Literacy 2 State (2 CC per block) – ToT

55

5 SA Process

6 Credit Linkage BIRD, Lucknow – all BPFT Staff

7 Exposure to SERP 7 All BPFT

8 Exposure visit to a Livelihoods

Programme

3 Gajapati – OTELP

9 MDP 5 KIIT – DPM, few block level staff

10 MIS + Finance 2 For MIS & Finance Officers

11 Expenditure

12 MPR preparation 3

13 MS Office 6

Training Needs (as identified by staff) in FGD

Khurda District Team FGD Jagatsingpur Team FGD

Guidelines on how do they explain to the community

Livelihoods – sub sector identification

Exposure to successful projects Communication/ Facilitation skills

Conflict resolution How to handle existing NGOs

Quality of Resource persons who come as Trainers (e.g. of a retired soil & water conservation dept official as a trainer!)

Convergence with Government Schemes

MIP training Training Needs for CCs (as per BPFT

members)

Identifying Livelihood opportunities, sub-sectors, CB analysis

Training skills, Counseling skills, Conflict management, Communication skills Convergence

Skills on Training Methodology (most of the trainings were classroom based)

Training Needs for BPFT members

Event Management Facilitation Skills, Thematic area specialization, Managing Events

Convergence with Government Schemes

Feedback on the trainings they enjoyed in Jagatsingpur district indicated that they liked SERP Exposure, Book Keeping training – content and methodology, SHG Mgmt ToT – learnt skill on how to train, Exposure visit to Kandhamal , Situational Analysis training, vision of Federations/ Role (at XIMB). Participants of training on communication skills have expressed high level of appreciation( IIMCDhenkanal) and so also on financial literacy( ACCESS)

4.6 Recommendations of Study Team Following wide ranging discussions with different stakeholders the study team has the following recommendations on HR requirements. Managing partnerships for Poverty reduction

56

NRLM (O) intends a massive scaling up of operations in the coming years. This increase is not just in numbers from 700 to close to 7000 but also the nature of the HR challenges. Most of the new areas are poorer than the existing ones and they are sought to be done in partnership with other agencies such as OTELP and IWMP (Integrated Watershed Development Programme) earlier WORLP. Interactions with the key officials of the latter indicated that the development perspectives and strategies of these agencies are different from those of NRLM. These programmes like Mission Shakti are large ones and establishing convergence with these is indeed a major challenge for NRLM. IWDP has 5% funds earmarked for capacity building and they often work in partnerships with NGOs. They feel that the approach to the poor has to be very different as they often do not have the capacity to save. IWDP has already listed a large number of livelihood activities and has developed 35 modules for training. OTELP works in 1402 villages in 30 of the most backward blocks. They work with 34 NGO partners of facilitating NGOs and do face major HR problems due to high attrition rates. Getting people to work in LWE districts is a big challenge for OTELP and they indicated that a strategy that can train local people through a certificate programme can help. They were even ready to fund such an imitative if institutes like XIMB were to take a lead. NRLM needs to work out a strategy to work in partnerships as an equal partner in the days to come. There is a role for a facilitating agency to create a learning alliance as a pilot which could then be scaled up in other districts. This requires management skills and content development in collaboration and the management consortium can play an important role here. Some of the challenges include working in LWE districts, developing a common purpose and strategy or working in synergy, willing to establish an Odisha model of livelihood promotion which can be based on the SHG concept, but not restricted to it.

Creating a cadre of livelihood professionals In this context, an Academic Consortia with supportive hands of few livelihoods promoting and development organizations can play a mentoring role coming forward to strengthen the supply side by a mix of strategies to help the state NRLM in Odisha (so also for other States). The academic consortia (in partnership with select promoting organization) should be led by an institution of repute (like XIMB) with likeminded institutes (mapping to be done separately, but name a few, they may include Utkal University, OUAT, IGNOU, KIIT, Centurion School, NISWASS, VISWAS, XISS, IIM-Ranchi, ASBM, NIRD and others) . The Lead Institute and the consortia members can help in managing the full cycle of HR starting from skill set mapping, recruitment, retention and performance management. The Consortia may need to negotiate with NRLM Odisha to have an arrangement through MOU for providing quality human resources. A joint decision can be taken to

1. Training and capacity building post selection of persons from open market. This can

be made by introducing customized( crash) course for about 6months to 1 year and compulsory( like administrative cadre)

2. Modular courses but made compulsory to be completed and accredited by the Consortia (EDII initially started a similar programme to create a cadre of Entrepreneurship trainers)

3. Institutes running general courses (like NIRD two years or/and IGNOU by distant education) wherefrom NRLM Odisha can do campus recruitment. For this a credit course by such institutes has to be made compulsory).

4. Short term foundation courses and management development programmes at various level

57

The consortia and the lead organization can come out with a cycle of standardization of module, accreditation, quality assurance, faculty development and piloting and knowledge management. In addition, thematic on the job training and project management have to be integrated for the team on board to refresh and bring new ideas for working on a mission mode including cross cutting topics like gender, communication, project management, planning and budgeting etc. A sample of this role is indicated below: 4.6.1 Capacity Building and Training for NRLM

Introduction:

The “NRLM Program Implementation Plan” document envisages a need for vast pool of professionally qualified manpower for the implementation of the Mission. This will require not only sourcing and retaining talent from the market, but also the capacity building and training of the existing project staff involved in the SGSY/ state livelihood promotion projects. This need will keep on increasing as the NRLM scales up across states and districts. To meet this requirement, the NRLM would partner with academic and research institutions to enhance the supply of development professionals, to develop and document case studies of best practices, to develop practitioner toolkit, and to deliver training for capacity building of the staff. This note is our observations and interaction with the TRIPTI staff during the field visit about the capacity building requirements, and document recommended training structure and modules for capacity building, and suggestions for delivery of training. Recommended Training Coverage for Capacity Building:

Broadly, the Capacity Building and Training system will have two sets of training modules:

1. Training Modules on Thematic Areas

2. Training modules on Mission related Administrative/Managerial Skills

In addition, it is recommended that an over-arching module on “Key Concepts of NRLM: Strategy, Approach and Implementation Model” needs to be delivered to all existing and new staff as introduction/induction into NRLM (see Module-1)

The key thematic areas on which training needs to be given are (see Module-2 for suggested coverage):

1. Social Mobilization

2. Institution Building & Capacity Building

3. Livelihood Promotion

4. Microfinance

5. Market-linked Skill Development

The administrative/managerial skills for suggested as follows (see Module -3 for suggested coverage):

6. Basic Leadership Skills

7. Project Management

8. Financial Management

9. Performance Management

58

The module structure and coverage given in Annexure 2 & 3 is broad-based, and allows for individual components in the module coverage to be delivered as a separate module for specific role-holder to provide greater depth and focus.

In addition to above, the senior staff at state level would need training on Policy Designing and Strategic Management.

Delivery of training:

The capacity building will be delivered in contextually designed training programmes/ modules, which

1. can be delivered in a modular format for the existing staff based on their training needs, and/or

2. can be designed as a complete programme leading to certification/ accreditation.

It is suggested a common content framework, as suggested above, is finalized, and then delivered through a variety of channels/ training providers. The process of developing the common content framework will follow the following steps:

3. Identification of training needs for NRLM (e.g., the field visits)

4. Identification of mandatory training for each category of staff

5. Standardization of course designs

6. Finalization of accreditation process

7. Running pilot programs at state, district, block and community level, and quality check

In addition to the above, this would also require faculty development/capacity building of trainers/ training agency.

Since the requirements of training and capacity building are huge, it would not be possible for one single agency to deliver training. Two separate channels are suggested for delivery of training

8. A consortium of management institutes, SIRD, livelihoods promoting organisations etc., to train the block team leaders and above

9. Given their numbers, for training of community coordinators a multi-channel approach would be needed, e.g.,

� Use the vacant seats in engineering colleges and ITIs (for instance, it is estimated there are 20,000 vacant seats in the engineering colleges in Orissa).

� Use the resources of coaching centers

� Given its reach, partnership with IGNOU for delivery

59

Training Module -1

Broad Coverage of Introductory/Induction Module on “Key Concepts of NRLM:

Strategy, Approach and Implementation Model”

• Key Strategies of NRLM

• NRLM: Objectives, Scope and Phasing

• NRLM Components and Implementation Support Structures

• NRLM Roll-Out in States

• Technical Assistance to States, Districts and Blocks

• Human Resource Development and Capacity Building Framework

• Community Institution Building Framework

• Community Investment Support

• Innovations and Partnerships

• Mission Results Monitoring and Evaluation

• Knowledge Management and Communication

• Financial Management Framework

• Procurement Procedures

• Social Management Framework

• Environmental Management Framework

• Governance and Accountability Plan

• Financing NRLM

60

Training Module -2

Suggested Modules and Coverage for Thematic Areas

Thematic Area Tentative/ suggested coverage of the training module

Social Mobilization • Understanding poverty and ultra poor: causes and consequences

• Approaches to social mobilization and community participation

• Participatory research methodology

• Identification of poor

• Social mapping

• Graduation pathways for poverty reduction for ultra-poor and vulnerable

• Strategies and choices for linking vulnerable groups with mainstream

Institution Building & Capacity Building

(NOTE: these can be two separate modules, but seemed logical to put together)

• Role of women empowerment and people-based institutions in poverty reduction and livelihood promotion

• Options in institutional models: comparison and analysis

• Legal framework and statutory provisions

• Formation and management of SHGs, federations and producers’ collectives.

• Management of SHGs and federations (meeting norms, financial literacy, financial management and book keeping, monitoring mechanisms, social audit, etc.)

• Capacity building of institution members (leadership development, decision making, conflict resolutions, facilitation skills, etc.)

Livelihood Promotion

• Poverty and well-being mapping

• Understanding, analyzing local area economy

• MIP preparation

• Livelihood options in farm (e.g., paddy, wheat, pulse, millet, vegetables, etc.) and non-farm (e.g., poultry, fishery, goat rearing, dairy, etc.) sectors

• Community-owned farm and non-farm livelihood options

• Collective procurement and marketing

• Value chain analysis

Microfinance • Need for financial inclusion and services related to poor

• Models of MF: MFIs and SHGs – regional variations

• Financial literacy

• Financial counseling (with reference to MIP)

• Savings, remittance and insurance

Market-Linked Skill Development

These modules will be delivered by specialized skill development agencies (e.g., ITIs, local corporate, coaching institutes, etc.), and will be in tune with local job opportunities. Modular Employable Skills (MES) modules can be used for delivering training.

61

Training Module-3

Suggested Modules and Coverage for Administrative/ Managerial Skills

Administrative/

Managerial Skills Areas

Tentative/ suggested coverage of training module

(NOTE: these modules can also be divided into sub-modules for greater focus and coverage)

Basic Leadership Skills • Self-awareness and self-development

• Understanding people

• Team-building and conflict management

• Goal-setting skills

• Communication skills

• Problem solving and decision making

• Change management

• Stress management

Project Management • Project planning and scheduling

• Project life cycle and methodologies

• Activity planning and budgeting

• Process monitoring

• Managing project costs

• Procurement management

• Project appraisal

• Role of MIS

Financial Management • Basic accounting concepts

• Understanding financial statements

• Managing cash flow

• Cost information, allocation and decision making

• Working capital management

• Resource allocation

• Accounting policies, procedures and systems

Performance Management

• Performance and development planning

• Performance appraisal: objectives and issues

• Appraisal methods

• Performance appraisal and coaching

• Interim coaching and progress review

• Performance feedback and counseling

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Appendix 1: Scaling up of Tripti to NRLM-O: Coverage and Human Resource Plan

Table I

Phasing Plan: Coverage of Districts & Blocks

Phases

Unit Year-0

Year-I (2011-12)

Year-II (2012-13)

Year-III (2013-14)

Year-IV (2014-15)

Year-V (2015-16)

Total Districts

Total Blocks

TRIPTI Districts 10 10

Blocks 38 38

Phase-I Districts 7 7

Blocks 28 66

Phase- II Districts 10 23

Blocks 41 107

Phase-III Districts 16 30

Blocks 94 201

Phase-IV Districts 15 30

Blocks 101 302

Phase V Districts 3 30

Blocks 12 314

Total 38 28 41 94 101 12 30

Table II

Coverage Criteria

Phase Criteria

Phase I

(Year 2011-12)

i. 38 TRIPTI blocks from 10 districts will continue under World Bank Assistance

ii. 4 blocks each from Gajapati, Malkangiri, Smabalpur districts; 5 blocks from Rayagada and 3 blocks from Deogarh. All these are LWE focus districts

iii. 4 blocks of the 2 OTELP/WORLP districts i.e. Koraput & Nuapada

Phase II

(Year 2012-13)

i. Remaining 17 blocks of the five LWE focus districts ii. 4 blocks from each of the 6 districts covered under WORLP,

JEEVIKA and OTELP (Kalahandi, Bolangir, Kandhamal, Mayurbhanj, Nawarangpur, Bargarh)

Phase III

(Year 2013-14)

i. Balance blocks covered under WORLP/JEEVIKA/OTELP ii. Blocks of other LWE affected districts covering 50% of the

total blocks iii. 50% of blocks of remaining districts not covered, including

all left-out scheduled area blocks

Phase IV

(Year 2014-15)

Remaining blocks of LWE and TRIPTI districts

Phase V

(Year 2015-16)

Remaining blocks of the state

Table III

63

HUMAN RESOURCE REQUIREMENT

Unit Description No. of units No. of positions per unit

Total Strength

Sub-block level unit (GP)

6234 1 per 2 GPs 3117

Block level unit 314 12 3768

District level unit 30 20 600

State level unit 1 64 64

Total 7549

Table IV

BLOCK & G.P Level Staffing Pattern

Post proposed for NRLM

Orissa

No. of posts Remarks

Block Project manager / BPFTL

1 Hired from open market

Cluster Leaders/ BPFTs 5 Hired from open market

Livelihood Coordinators 3 Hired from open market

Accounts Assistant/ Accountant

1 Hired from open market

Administrative Assistants 1 Hired from open market

Support staff in Group D 1 Hired from open market

TOTAL 12

Community Coordinator:1 per 2 GPs ( Community Coordinator@ 12 per block suggested by GoI)

3117 Hired from open market

Table V

District Level Staffing Pattern

Name of the Position No. of posts Remarks

Project Director 1 From State Govt.

Additional Project Director/DPM

1 From State Govt./ Hired from open market

Addl. District Project Manager/ Thematic experts

6 Hired from open market

Administrative Office 1 Hired from open market

Accounts Officer 1 Hired from open market

Accountant 1 Hired from open market

Project Assistant-Admin 3 Hired from open market

Officer Assistant 2 Hired from open market

Data Entry Operator 2 Hired from open market

Support staff in Group D 2 Hired from open market

TOTAL 20

Table VI

State Level Staffing Pattern

Name of the Position No. of posts Remarks

State Mission Director/ Chief Executive Officer(CEO)

1 Deputed from State Govt.

Chief Operating Officer 1 Deputed from State Govt./

64

hired from open market/retired (IAS, IFS, OAS, OFS)

State Project Manager/Addl. Project Director

3 Deputed from State Govt./ hired from open market/retired (IAS, IFS, OAS, OFS)

Project Manager 6 Hired from open market

Project Executives 12 Hired from open market

Young Professionals 8 Hired from open market/ Campus selection (e.g. NIRD, IRMA etc.)

PA 1 Deputed from Govt./ hired from open market

Steno-cum-Data Entry Operator

4 Hired from open market

Accountant 3 Hired from open market

Programme Assistants 10 Hired from open market

Table VII:

Staff at TRIPTI State Unit – Brief Profile

S

No

Name Designation

(with TRIPTI

since)

Education Experience Profile

1 Babita Mohapatra APD – Prog (’08)

2 Subash Chandra Sahu

APD – Admin (’10) OAS Officer, worked at various level s in Govt

3 Sudhir Rath Social Dev Officer (Apr ’10)

CENDERET, WORLP - Dist PM consultant

4 Janardan Rout Capacity Building Officer (Apr ’10)

MSW in ‘07

5 Bharti Patra Skill Dev Officer Was Block Coordinator earlier, Action Aid, CYSD experience

6 Bibhu Pd Deo Finance Mgmt Specialist

CA & MBA (Fin)

NRHM, OPEPA, MNCs experience

7 Dibakar Mahar ? Bank Linkage Officer (June ’09)

OUAT Grad

Ex Banker with >30 yrs experience

8 Debashis Jena Institution Building Specialist (Jul ’10)

XISS OTLP – watershed experience

9 Gautam Mohanty Procurement Officer (Feb ’11)

M Com, MBA (Fin)

10 Subrat Biswal MF Specialist (June ’09)

DHAN Academy

Dhan Foundation Experience

11 Kshitij Mohapatra HR Officer (Mar ’09)

8 yrs in HR in private sector

12 Shantanu Bhoi MIS Officer (Feb ’09)

MCA, MBA

13 yrs experience , also in NRHM, OPEPA

65

Chapter -5

Current Resources on Livelihoods: A Bibliography

Joseph Satish, KICS Hyderabad and Srilata Patnaik, XIMB

5.1 Introduction The process of new value creation is central to any field, be it learning or practice. Extending this value creation logic to livelihood generation in India has been gaining momentum recently, especially this past decade. This value should help enable an environment to create efforts and opportunities so that the lives and livelihoods of the poor are given utmost priority. This paper was launched as an off shoot of a larger consultation process where academics, practitioners, government representatives, donors and consultants joined hands to track the current progress in the National Rural Livelihoods Mission (NRLM) and how to enhance its efficacy. One of the outcomes from this discussion was to explore the large amount of literature available on livelihoods in India and see if that could be utilized in contributing to the vision of NRLM. This has given birth to the experimental idea of creating a livelihoods repository to take stock of the enormous resources available on various initiatives drawing from the experiences of organizations working on and off the field.

In 1999, the Ministry of Rural Development worked out the Swarnajayanti Grameen Swarojgar Yojana (SGSY) to focus on self employment of the poor by systematically organizing their capacities. Following comprehensive reviews on the implementation of SGSY, the Ministry has decided to restructure the SGSY by building on its core strengths and learning from its shortcomings. This is being implemented in a mission mode via the NRLM. Several stakeholders have joined the discussion on effective implementation of NRLM. The Ford Foundation in India has facilitated a consortium of management institutions and civil society organizations to scale up operations and efficiently implement the State Rural Livelihood Missions in Gujarat, Bihar and Odisha. In the course of consultations, it was proposed that we could undertake a systematic exercise to capture all available resources on livelihoods in India, subject to specific criteria. This paper describes that journey. The effort to create a repository of livelihood resources stems from the fact that several organizations, institutions (government, academic and civil society) and individuals have contributed to a vast body of literature relevant to livelihoods across the world. This material has been created, over a large period of time, catering to the needs of different audiences. It was largely felt that these resources could be utilized towards capacity building efforts of the NRLM. There is a perceived gap between the current understanding of livelihoods by NRLM officials and the people. By looking at the available literature, we can make preliminary observations on how this knowledge can aid in fostering efforts to make the NRLM effective. In the longer run, this repository can help livelihood practitioners to highlight potential areas of improvement in the way literature can be enhanced for livelihoods in India.

5.2 Objectives The basal goal was, of course, to look at all livelihoods literature available in India. However, we have established some criteria on the basis of which material will be ‘deemed fit’ to be included in the repository. While these are not hard and fast rules, the following criteria guided the process:

66

� The primary audience for the bibliography are district level NRLM officials/trainers

who work with the people in the field

� The material should reflect lessons from the field

� The literature should be relatively recent (preferably for the 2000s)

� The repository itself should be easy to refer so that practitioners can use it readily

� The exercise has begun with the exploration of English literature. However, it is felt

that the addition of vernacular material will add to its value

� While the repository can also include scholarly papers and articles, the focus will be

on material which can add immediate value to practitioners on the field

5.3 The livelihoods repository

Methodology

The creation of a livelihood resource database is not an innovation in itself. It is in essence a literature review of sorts. However, this exercise is intended towards benefiting the practitioner more than the scholar. Hence, it did not begin by analyzing the body of articles published in leading journals. It was decided to approach organizations working in the livelihood sector who have documented best practices, cases and created sector specific manuals and handbooks, etc. The support of donor organizations that have supported civil society efforts in contributing towards the knowledge base on livelihoods was also sought. A ‘snowball technique’ was adopted, where inputs provided by these primary actors helped in identifying other people who have contributed to literature on livelihoods in India. Simultaneously, magazines, reports and journals which dealt with issues related to livelihoods promotion in India and expanded our search through web based resources were also referred. This ad hoc methodology did come with its share of limitations. Organizations working on livelihoods in India are spread all over India. While some of them have their own resource centres, they are in a sense seeking to establish bibliographies of their own. Therefore, one would have to physically visit these organizations to get inputs from them, which means that there are serious restrictions on the number of places one can visit. Since this exercise is essentially a short term effort (extending a little over two months), an effort to analyze how each individual material can contribute to the larger discussion on value creation could not be made. However, the intention is to focus on that in the longer run.

The livelihoods repository: Material and Sources

Several organizations were approached to assist in creating the repository and many responded positively. Adding resources to the repository involved visits to the following resource organizations and obtained leads for the exercise: Ford Foundation, The Livelihood School, PRADAN Resource Centre, ACCESS Development Services, UNDP

Apart from this we have obtained articles largely from the following magazines and journals: International Journal of Rural Management (IRMA), EPW (Economic and Political Weekly), Civil Society, NewsReach (PRADAN)

Resources from the internet contribute a sizeable chunk of the material in the repository. Some of the primary websites that we have obtained information from are: Food and

67

Agriculture Organization of the United Nations (FAO ), Centre for Development Studies (CDS), Development Support Centre(DSC), Eldis Livelihood Connect, International Fund for Agricultural Development (IFAD), Institute for Financial Management and Research (IFMR) Trust, International Labour Organization (ILO), Institute of Small Enterprise Development, MART, Micro, Small and Medium Enterprises (MSME) Foundation, National Rainfed Area Authority (NRAA), Sewa Academy, UNDP Solution Exchange, Watershed Support Services and Activities Network (WASSAN), World Bank The repository lists the following kinds of materials, with prominence given to practitioner specific material: Books, Articles (Strategy, Approach, Framework), Cases, Reports (Research studies, Workshop proceedings, Round Table discussions), Manuals/Handbooks. The following chart gives a representative estimation of the proportion of each type of material in the repository. Please note that this is only a representation and includes overlapping of materials which may be part of other books leading to statistical inaccuracies.

Based on cursory reading of the material collected for the repository, we have classified the material on the following basis. Future work will enable is to look at the themes more closely and also classify them based on sub-themes. Agriculture, Animal Husbandry, Enterprises, MSME, Fishery, Forest Based livelihoods (NTFP and sericulture), Handicrafts/Handloom, Institutions (SHGs, Cooperatives, Producer Companies, Community Mobilization), Irrigation, Microfinance, Marketing, Natural Resource Management, Policy etc.

What can the repository offer for...

� NRLM?

This repository will enable practitioners to look at existing practices and cases (both success and failure). This learning should help them fine tune these experiences to their own specific context.

� Policy makers?

Much of the material explores the dynamics between different stakeholders and institutions. Policy makers can use lessons learnt from previous instances to draft better rules and strategies to implement NRLM in an effective manner.

� Facilitators?

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Civil society organizations and other facilitating agencies can assist in building up the knowledge base and mutually share benefits that arise out of the lessons exchanged. They will be better equipped to draft strategies to implement projects in contexts which others may already have experienced.

� Academic institutions?

Academics can use the knowledge to expand research on livelihoods. They can also draft management based solutions to some of the incessant problems faced by livelihood practitioners in terms of training, capacity building, organizational skills enhancement, etc.

5.4 Preliminary inferences from the repository The purpose of documenting livelihood promotion attempts is among other things, not just to give the scribe a sense of personal accomplishment. It is more to create value to the field of livelihood generation and through that contribute to the larger goal of poverty eradication. This paper has described so far a small but profound attempt towards listing the knowledge available in the vast literature on livelihoods in India. In this section, an attempt is made to look at the nature of value creation in the realm of livelihoods resources. However the inferences made are based solely on the literature that were able to uncover or were provided by partner organizations. The expectation is with increased interest in this nascent effort, more people would hop on this trip and make an empirical assessment of livelihoods literature possible. This paper should eventually lead to this assessment and help evaluate current efforts on documenting livelihood promotion thus making it more utilitarian to practitioners, policy makers and not merely for academics. From the reviewed literature, it appears that the current state of livelihood resources is focussed across several diverse themes, from agriculture to technology, from shrimp farming to sericulture – which has also been leveraged to look at more specific ideas such as creating livelihoods in disaster prone areas and providing equal opportunities to physically disabled. But having said that one feels that the attempt can be expanded to other terrains; there is also a need to critique existing efforts rather than only compliment them on a job well done by pointing out areas where they can be further strengthened. The outlets keeping track of livelihood literature across the world is certainly witnessing a positive trend. However, this does not seem to be happening very much in India. While there have been some web based attempts to list resources available in the public space, it does not appear to be focussed on the Indian cause. In the context of the NRLM, NSDC, etc. this preliminary bibliography seems to hint that apart from a few agencies which seem to have made some headway in exploring lessons learnt from the available literature, there does not seem to be a coordinated, dedicated effort to map the knowledge space to benefit the people who need it the most. There have been some interesting linkages being explored in contemporary literature. For instance, some resources look at livelihood promotion from not just an income generation perspective but as a medium to promote rights and justice; others have looked into how the changes in farming practices have not only effected changes technically but also in the way that farmers approach conventional agriculture and thus lead to better productivity without compromising on environmental values. This bibliography has only a handful of such literature and the hope is to look forward to many such diverse attempts being made in the near future.

69

The types of sources that has been looked at for the repository includes manuals, handbooks and material to assist trainers in community mobilization, impart organizational skills, operations management, etc. Individual cases have also highlighted the importance of these traits albeit with spotlight on only one issue. The purpose is to see more holistic learning outcomes from case studies so that they do not remain stories of individual successes but contribute to other communities to succeed in their own diverse contexts. Perhaps the most common theme across the livelihoods resources in India would have to be cooperative management and even rightly so. Many of the success stories stem from the fact that the community was able to contribute towards a common cause. This reaches out to a broad audience and also makes it easier to replicate in practice. However, it seems some of these stories tend to get repeated several times and over decades. For instance, stories of the ITC eChoupal and HLL Shakti were found in more than two different instances of literature. The purpose of literature should contribute towards the value creation in knowledge and ultimate help those on the field. The tendency to document only success stories does not bode well both in the case of academic enquiry as well as livelihood promotion at large. Theoretical contributions borne out of practical experiences also feature widely in this literature. This is most certainly a welcome trend. For instance, PRADAN has brought out manuals, both technical and social, on how to effectively utilize local natural resources available, innovate with products keeping the consumer need in mind, establish forward and backward linkages in the market and lead to happier households in the village. Some of the literature also looks at providing different solutions to a specific problem – this could help practitioners and field level staff to look at opportunity and wealth creation from multiple perspectives and chose the best alternatives in coordination with the communities. Closely related to the literature on community mobilization are the ones on promoting livelihoods among tribal and other marginalized populations. These look at the socio-cultural aspects of the communities and not merely the economic facets. Studies listed in this bibliography look at efforts to improve their living conditions, assessment of the same and how these have contributed to betterment of their communities. While these are progressive, the belief is that legitimacy can be gained if there is a continuous assessment of such livelihood generation efforts. What happens to existing cultural traditions? Are they eradicated from the face of these communities? How can their indigenous knowledge be utilized for their own benefit? These questions could also drive the scribe to contribute more substantially. Some of the literature is directed towards public policy on livelihood promotion. There have been reflective reports on how to strengthen the cooperative societies act and other similar legislations. Other critical papers have explored how the MGREGS can be better utilized by providing informed choices to the employees and also expanding the job profiles available to the people. Of course, the delivery of public services also figures in this discourse because without a proper delivery mechanism none of these employment schemes will pass muster. Some of the literature has looked at this aspect and provide insights on how to link up livelihood generation projects with delivery of financial services to help mitigate risk better leading to financial as well as social inclusion. Discrimination on the basis of caste, creed, gender, etc. is not new in Indian society. And no matter how successful livelihood projects can be, there have been instances of unequal distribution of benefits among the people. Hence, efforts to document successful initiatives should also look at how successful it has been for the most vulnerable in that particular community. This bibliography does include some cases focussed on particular marginalized communities, women-centric initiatives and also on equitable distribution of benefits. There has also been literature on why some community institutions have failed and how conflicts within the community can best be resolved to promote livelihoods. Thus, it is felt that the

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literature on livelihood should also focus on the dynamics within different stakeholders and institutions of the community. With a majority of livelihoods in rural India derived from natural resources, it is only understandable that natural resource management forms the basis of many of the resources in the bibliography. Organic farming, watershed management, conservation efforts, common property resources, etc. are therefore seen in many of the related literature. These are explored in detail in the context of promoting socio-economic equity in the targeted communities. This can be utilized in drafting manuals and handbooks in promoting livelihoods in similar communities but adapted to their context. Such manuals will help the facilitating agencies to learn better and work hand in hand with the communities. One feels that there is a romantic approach to documenting existing stories. This clear leads to issues in impact assessment of livelihood promotion initiatives. Very few studies have looked at indicators in measuring social capital or assessing the actual social impact of these initiatives; some of these studies are included in the bibliography. For effective livelihood promotion projects to take root, there should be adequate guidelines/approaches/frameworks to tackle the challenge of impact assessment. While quantitative assessment in terms of households serviced or families brought out of poverty are critical, it is equally important to see how the communities will fare in the long run in the absence of support from facilitators.

Sustainable Livelihoods gained popularity in the early nineties with the Chambers and Conway article ‘Sustainable rural livelihoods: Practical concepts for the 21st century’. Following it, the decade saw a lot of research on the subject ranging from approaches, diversity and frameworks. Many of these studies were funded by DFID. IDS and ODI dominated the research on sustainable livelihoods. UNDP, CARE, IFAD, OXFAM were some of the major agencies that started working in this field. After a decade of intensive work, research on the subject seemed to slow down, especially with the shift in focus from sustainable livelihoods within DFID. The millennium development goals also seem to influence the shift in focus. In the last decade, the focus seems to be more on empirical research than conceptual. Researchers have tried to apply the frameworks in various contexts under different themes like agriculture, fisheries, mining, tourism and others covering almost all the major sectors in livelihoods. While this seemed to be the focus in the research world, practitioners started working on documenting their experiences. Livelihoods was also gaining popularity among government and other agencies like NGOs and donor agencies, especially in the Indian context. Leading organizations like The Livelihood School, Access Development Services, PRADAN, BASIX, WASSAN and others started documenting their experiences for knowledge dissemination and influencing policies. In fact with some of their publications, these organizations could influence some of the government policies on themes like watershed, MGNREGAs etc. Towards this, many of these organizations have come out with publications like manuals, guidelines and handbooks. Many of these seem user friendly highlighting the salient features, processes and steps in implementing a programme or project. The present repository on livelihoods has included some such manuals and handbooks covering themes like watershed, natural resource management , livestock rearing, sericulture published by some of the leading organisations in livelihoods. These could help practitioners to understand the sector, its relevance as well as process of implementation of the programme. Some of the organisations have also published ‘collection of successful cases’ like the ‘Inclusive value chains in India: Linking the smallest producers to modern markets’ and ‘Experiences of Livelihood Promotion: Learning from the field’. The repository has also taken in some such collections. Besides the manuals, the repository has included mostly such successful cases.

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Since the entire collection is made from practitioners point of view, very few conceptual or research based articles have been included. Based on the notion that, people implementing livelihoods should have an idea on what sustainable livelihoods is and what are the basic principles of sustainable livelihoods, articles like ‘Sustainable rural livelihoods: Practical concepts for the 21st century’ and ‘What are livelihood approaches ?’ have been included. This is especially for new entrants to the sector.

5.7 The way forward The repository and the process leading to it were briefly shared at the Livelihood Assessment Workshop held at Xavier Institute of Management, Bhubaneswar in September 2011. The effort was welcomed and critical insights were offered into expanding the work. Using those insights, it is proposed to take the following measures to make the repository relevant and utilitarian in the future:

� Partner organizations will volunteer to contribute their own training materials for this

effort

� The consortium is committed to making the effort beneficial for NRLM as a whole,

therefore all members should contribute their materials and provide inputs on other

sources

� Government institutions and autonomous bodies can also be brought forth under this

exercise to seek their materials which will add value to efforts on the field

� Wikipedia-ish web based formats can be used to put these materials online and make

it available for ready reckoning

� Write shops can be conducted where experiential knowledge can be documented

towards this purpose

� The repository can be analyzed towards developing a curriculum for training on the

field

� Existing material can be adapted and made generic with teaching notes so that they

can be used as part of training programmes

� The material can be classified based on some lesser known themes such as soft skills

and organizational skills

� The repository can be hosted on a website where dynamic entry of resources can be

enabled for registered users

� Interest in the repository has to generated at other for such as the ACCESS

Livelihoods Conference so that there are more partners who can contribute to this

effort

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5.5 Select Bibliography of Livelihoods Repository

Sl. No

Title

Author

Publication Type

Theme

State

Source

Year

1

User Manual on M

ART 3M M

odel

Organizational

Manual

Marketing

National

MART

NA

2

Promotion of sm

all business in watersheds

Organizational

Manual

Marketing

National

MART

NA

3

Capacity Building in Livelihoods Promotion

and M

arketing

Organizational

Manual

Marketing

National

MART

NA

4

Micro Finance to M

icro Enterprises – A

business development services intervention by

MART – A case of learning

Organizational

Case

Marketing

National

MART

NA

5

Co-m

anagem

ent and Livelihood

Enhancement Planning in Coastal Artisanal

Fisheries

Organizational

Report

Fishery

Tam

il Nadu

FAO

2008

6

Improving Penaeus Monodon Hatchery

Practices

Organizational

Manual

Fishery

National

FAO

2007

7

Leadership traning m

anual for women leaders

of cooperatives

Organizational

Manual

Institutions

National

ILO

2005

8

Implementing Integrated Natural Resource

Managem

ent Projects under the National

Rural Employment Guarantee Act 2005

Organizational

Manual

Policy

National

PRADAN

2005

9

Strands of Life – Promoting Tasar Yarn

Production among the Rural Poor.

Organizational

Manual

Sericulture

Multistate

PRADAN

NA

10

Livelihood Opportunities in Broiler Farming

Organizational

Manual

Poultry

National

PRADAN

NA

11

Siali leaf-plate m

aking activity

Organizational

Manual

Sericulture

Odisha

PRADAN

2009

12

Lacquered Dream

s Organizational

Manual

Forest based

National

PRADAN

NA

73

13

TASAR Hand Book

Organizational

Manual

Sericulture

National

PRADAN

NA

14

Capacity building of panchayats in

implementing NRM projects under NREGA

Organizational

Report

NRM

National

PRADAN

2008

15

Planning livelihoods

Dhrubaa

Mukhopadhyay

Manual

Policy

National

PRADAN

NA

16

Profits from pigeon pea

Yoganand M

ishra

Case

Agriculture

Jharkhand

PRADAN

NA

17

A take on tomatoes

Prativa Sundaray

Case

Agriculture

Jharkhand

PRADAN

NA

18

Soybean symphony

Prashant Mishra

Case

Agriculture

Madhya Pradesh

PRADAN

NA

19

Mushroom m

agic

Guru Charan

Naik

Case

Enterprise

Madhya Pradesh

PRADAN

NA

20

Nam

dhari Fresh Lim

ited

NA

Case

Enterprise

Multistate

BFD

2009

21

ITC Choupal Fresh

NA

Case

Enterprise

Multistate

BFD

2009

22

INFAM

NA

Case

Agriculture

Kerala

BFD

2009

23

Spencer's Retail

NA

Case

Enterprise

Multistate

BFD

2009

24

Contract farm

ing on Potato: BASIX

NA

Case

Agriculture

Multistate

BFD

2009

25

Basmati rice and Kohinoor Foods Lim

ited

NA

Case

Agriculture

Uttarakhand

BFD

2009

26

Agrocel Industries

NA

Case

Agriculture

Gujarat

BFD

2009

27

BioRe organic cotton

NA

Case

Agriculture

Madhya Pradesh

BFD

2009

28

Falcon m

arine exports

NA

Case

Fishery

Odisha

BFD

2009

29

Honey in M

uzaffarpur: KVIC

NA

Case

Enterprise

Bihar

BFD

2009

30

Fairtrade and organic coffee: Naandi

NA

Case

Agriculture

Andhra Pradesh

BFD

2009

31

ITC and Agarbathis

NA

Case

Enterprise

Multistate

BFD

2009

32

Operation M

ojari

NA

Case

Enterprise

Rajasthan

BFD

2009

33

BAIF’s W

adi model

Organizational

Case

NRM

Maharashtra

DSC

2011

74

34

Sadguru’s lift irrigation initiative: lifting the

spirits of tribal communities in western India

Organizational

Case

Irrigation

Multistate

DSC

2011

35

Improving livelihoods by making vermin-

compost

Organizational

Case

NRM

Multistate

DSC

2011

36

Rangsutra: adding colour to the lives of

Indian artisans

Organizational

Case

Handicrafts

Multistate

DSC

2011

37

E-choupal

Organizational

Case

NRM

Multistate

DSC

2011

38

mKRISHI

Organizational

Case

NRM

Multistate

DSC

2011

39

Village knowledge centres - MSSRF

Organizational

Case

NRM

Multistate

DSC

2011

40

Source for change

Organizational

Case

NRM

Multistate

DSC

2011

41

TARAhaat

Organizational

Case

NRM

Multistate

DSC

2011

42

Drishtee

Organizational

Case

NRM

Multistate

DSC

2011

43

Ekgaon

Organizational

Case

NRM

Multistate

DSC

2011

44

Saving the sacred Oran Lands of Rajasthan

Organizational

Case

NRM

Rajasthan

DSC

2011

45

Aggregation of Traditional Fisher folk in

Gujarat Coast - Kutch Seafood Producer

Group

NA

Case

Fishery

Gujarat

ADS

2010

46

Chetna Organic:

Environment…

ethics…

equilibrium

NA

Case

Agriculture

Andhra Pradesh

ADS

2010

47

Chirag’s M

arket Linkage Program for Small

Marginal Farmers

NA

Case

Agriculture

Uttarakhand

ADS

2010

48

Enabling Aggregation through Institutional

Framew

ork for Farmers: Poompuhar Farmers

Federation M

odel

NA

Case

Agriculture

Tam

il Nadu

ADS

2010

49

Enterprising Farmers form

ing Farmer

Enterprises

NA

Case

Agriculture

Andhra Pradesh

ADS

2010

75

50

Entrepreneurs in Agricultural Extension –

Experience of AKRSP(I) in Junagadh district

of Gujarat

NA

Case

Agriculture

Gujarat

ADS

2009

51

By the Power of Cloth – How GOONJ

Transform

s Villages Through its ‘Cloth for

Work’

NA

Case

Multi them

e National

ADS

2009

52

Enabavi–The Road Ahead in Agriculture

NA

Case

Agriculture

Andhra Pradesh

ADS

2009

53

Enhancing Income of Farmers through

Patneswari Agricultural Cooperative

NA

Case

Agriculture

Odisha

ADS

2009

54

Grain-Cash-Seed Bank – A sustainable

approach to achieve seed security using

market

NA

Case

Agriculture

Multistate

ADS

2009

55

Rags to Riches: A Company That Uplifts the

Powerless Through Employm

ent and

Achieves Economic and Environmental

Sustainability

NA

Case

Waste

Managem

ent

Bihar

ADS

2009

56

Alternate im

plementation m

echanism a case

study on Jharkhand tribal development

programme

Mahua Roy

Choudhury,

Pradeep Kumar

Mishra

Case

NRM

Jharkhand

TLS

2010

57

Alternate im

plementation m

echanism a case

study on W

oman Development corporation,

Bihar

Rajshekar S,

Dhruv Sengupta

Case

Institutions

Bihar

TLS

2010

58

Livelihood Promotion through Non Tim

ber

Forest Produce: A Case of Chhattisgarh State

Rajendra singh

Gautam,

Deepak Sharma

Case

NTFP

Chhatisgarh

TLS

NA

76

59

The Role of SHG Federation In The

Promotion of Livelihoods and the Community

Enterprises- A case of Mahakalasam

P Kottaisamy,

Nirmala

Case

Institutions

Tam

il Nadu

TLS

NA

60

Cluster Development Project of Chanderi

Suresh C.Sharma

Case

Enterprise

Madhya Pradesh

TLS

NA

61

A Case study on Livelihood Promotion

through W

atershed Development in

Ahmednagar (Maharastra)

Bharti Joshi

Case

NRM

Maharashtra

TLS

NA

62

Sudha Dairy: A Ray of Hope in Bihar

Shishir Ranjan

Case

Dairy

Bihar

TLS

NA

63

Paliganj Vitarani Krishak Sam

ithi

Kumar Rahul

Case

Multi them

e Multistate

TLS

NA

64

Apna Bazaar – retail outlet owned by women

Organizational

Case

Enterprise

Gujarat

TLS, AKRSP

2011

65

Pani and panchayats: case on intervention on

drinking water

Organizational

Case

Irrigation

Gujarat

TLS, AKRSP

2013

66

Working hand in hand: case of input supply in

MP

Organizational

Case

Agriculture

Madhya Pradesh

TLS, AKRSP

2014

67

Renaissance of agriculture: a case of crop

diversification and improving production

system

Organizational

Case

Agriculture

Maharashtra

BASIX

/KJB

F

2011

68

From resistance to persistence: a case of

womens involvem

ent in harvesting rainwater

Organizational

Case

Irrigation

Maharashtra

BASIX

/KJB

F

2011

69

Rejuventating the lifeline: a case of river

revival

Organizational

Case

Irrigation

Maharashtra

BASIX

/KJB

F

2011

70

Harvesting run off in the farm

- vidarbha

Organizational

Case

Irrigation

Maharashtra

BASIX

/KJB

F

2011

77

71

Spicy life line: a case of mango pickle m

aking

Organizational

Case

Enterprise

Multistate

TLS

2009

72

Stiching livelihoods

Organizational

Case

Enterprise

Multistate

TLS

2009

73

Resource book for livelihood promotion

Organizational

Manual

Livelihood

National

TLS

2009

74

Fish-prawn pickle, hygienic dry fish

production and m

arket promotion for fishery

products through women cooperatives and

SHGs

Organizational

Case

Fishery

Odisha

ADS

2014

75

Integrated natural resource managem

ent

(INRM) model

Organizational

Case

NRM

Odisha

ADS

2018

76

Innovative im

provem

ent of value chain for

ginger and ginger products

Organizational

Case

Enterprise

Odisha

ADS

2020

77

Innovative means of promoting livelihoods

through community or group farming

Organizational

Case

Agriculture

Odisha

ADS

2021

78

Livelihood options for tribal communities

through value chain approach for rice

Organizational

Case

Agriculture

Odisha

ADS

2023

79

Promoting livelihood security through

vegetable growers' cooperatives in three

districts of odisha

Organizational

Case

Agriculture

Odisha

ADS

2025

80

Developing Block-level Plans for Livelihood

Promotion through NREGA

Organizational

Report

Policy

National

UNDP SE

2009

81

Needs Assessm

ent of the Producer

Cooperatives

Organizational

Report

Institutions

National

UNDP SE

2009

82

Getting to Know Clusters: Frequently Asked

Questions

Mukesh Gulati,

Tam

al Sarkar

Report

Enterprise

Multistate

MSMEF

2006

83

Making Clusters Work - UNID

O

Methodology

Organizational

Article

Enterprise

Multistate

MSMEF

NA

78

84

Reviving Community M

anaged Tank Based

Fisheries

Organizational

Manual

Fishery

National

WASSAN

NA

85

Chick rearing and Backyard Poultry -

Enhancing Returns with Efficient

Managem

ent

Organizational

Manual

Poultry

National

WASSAN

NA

86

Community Managed Livestock Insurance -

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Organizational

Manual

Livestock

National

WASSAN

NA

87

Improving Goat Production System

s -

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Organizational

Manual

Livestock

National

WASSAN

NA

88

Ram

Lam

b Rearing - A potential enterprise in

promoting local breed

Organizational

Manual

Livestock

National

WASSAN

NA

89

System

of Rice Intensification - Growing

More Rice Less Water

Organizational

Manual

Agriculture

National

WASSAN

NA

90

Strengthening the Backyard Poultry

Organizational

Manual

Poultry

National

WASSAN

NA

91

Integrated Insurance and Risk M

itigation

solution for dairy farmers

Anupam

a Sharma,

Avishek Gupta,

Jai Mohan M

Article

Dairy

National

IFMR

NA

92

Organizing Bidi Workers in Gujarat and

Madhya Pradesh

Organizational

Case

Livelihood

Multistate

Sew

a Academ

y

2000

93

Jackfruit in all its glory

Shree Padre

Article

Forest based

Multistate

Civil Society

2011

94

Small field, big crop- innovative project helps

tribals farm

better

Rita and Umesh

Anand

Article

Innovation

Civil Society

2009

95

Sustainable rural livelihoods: Practical

concepts for the 21st century

Robert

Cham

bers,

Gordon

R.Conway

Article

General

International

IDS

1992

79

96

REHWA

Maheshwari Handloom

Weavers

Nikhil M

athur

Case

Handloom

Madhya Pradesh

EPW

Vol. 41 No. 31

2006

97

What are livelihood approaches ?

Article

General

International

Eldis

98

MGNREGA and livelihoods—

the story of an

orchard

Varun Sharma

and Rajesh M

it

Case

Policy

West Bengal

New

sreach,

PRADAN

2011

99

Promoting swi in the mountain farms

Article

Agriculture

Multistate

New

sreach,

PRADAN

2010

100

Sugarcane intensification system

:An

innovative method developed by farmers in

medak district

V. Shashi

Bhushan,

Norm

an Uphoff,

K. Suresh and M

. Sudarshan Reddy

Article

Agriculture

Andhra Pradesh

New

sreach,

PRADAN

2012