PRADAN presentation

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Welcome

• PRADAN presentation

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PRADAN working Districts in Rajasthan
With DPIP
Future expansion
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Coverage (DPIP)(As on November 30, 06)
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Current interventions

• Promoting SHGs /CIGs
• SHGs saving and lending among the members,
  Organising, grooming in SHGs (380 SHGs), clusters
  (40 cluster) and federations (2)
• Leverage bank credit and government funds
• Dairy and goat rearing
• Induction of quality animal/livestock
• Improved rearing practices
• Veterinary support and milk marketing,
• Creating various system, system setting for
  sustainability
• Promotion of Producers Intuitions and Producers
  Company
• Land water activities and improved agriculture
• Revival constructions of Paals (RWHS) Land
  leveling Bunding , Irrigation rain water
  harvesting, Improved cropping practices

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Saheli Sangthan(Social Capital to rural poor
women)
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Current Status (Major activities)
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Outreach Detail
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Business Processes in DPIP
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Subproject process timeline (Months)
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CIG performance
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Assets and Insurance
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Credit Linkage Capacity building of CIGs
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10 Success Groups
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What has worked

• Women SHGs, then livelihood activity
• Poor friendly approach (Managed by PRADAN)
• Social Capital developed for Poor
• poor community(Especially women) organised in
  groups, clusters and federation
• Enhanced confidence, bargaining power, self
  respect, respect in family of poor women
• Skills and Income enhanced
• Large number of poor people gets huge funds
  without cuts, directly to them
• Community groups managed funds well

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What has worked cont..

• Women acquired assets from govt grant by their
  complete involvement
• Funds withdrawal, counting, payments,
  exploration, identification, transportation etc
  first time in life
• Involving voluntary sector/NGOs in grass root
  implementation on large scale
• Increased Transparency
• Sectoral livelihood promotion (Though came later)

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What has worked cont..Value addition for
Livelihoods sustainability (From other sources)

• Vet services ensuring vaccination, deworming,
  regular health checkups, treatment, emergency
  cases, castrations, dehorning etc
• Poor friendly pamphlets for awareness and
  medication
• Artificial Insemination
• Developing local cadre as pashudhan sahyogis
• Milk marketing thro federation, bulk cooling,
  self managed procurement

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What has not worked

• Time frame of project, Planning (Financial
  physical)
• Set models/units -not suited for ultra poor
• CIG has not, SHG Saving and credit group worked
  and has been sustainable. CIG is not sustainable
• Up front cash contribution
• Single window support through CIG only
• One time support-needs more time support
  (Financial and handholding)
• Training extended by Non practitioners

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What has not worked cont..

• Limitation of promoting more than one CIG in one
  village on sectoral cluster approach
• Various self imposed constraints
• like purchasing of goats in two phases,
  purchasing places, involving line deptt,
  Technical sanctions for exactly same projects,
  whose rates largely decided by SPMU and number of
  supporting documents etc.
• True partnership in action
• Huge paper work must be avoided
• Non clarity at various level, Procedural delays
• Low support to NGOs for linkage with banks,
  institutional buyers
• Technical bureaucratic bottlenecks, Support by
  Line deptt

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What has not worked cont..

• Human resource stability, attitude and
  accountability to poor not as expected
• Short period for execution, capacity and vision
  bldg
• Activities are seasonal like land based, dairy
  etc
• Low focus on process part (community dev.)
• Low focus on livelihood (largely asset creation)
• No provision for post asset creation support like
  vet services, post induction, entrepreneurship
  business development trainings

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What has not worked cont..

• Less scope for accommodating ongoing innovations
  and experimentation
• Generating group kosh for Livestock CIGs
• Sanctioning of each step
• CIGs sanctioning, membership inclusion
  exclusion, changes in office bearers,
  subprojects technical, administrative and
  financial, purchase plan sanction
• Adding new tasks like Sharab bandi, Sarb bhomik
  Bima, Prashashan aapke dwar, Krishi Aapke dwar
  etc-has financial implications in task based
  agreement

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What has not worked cont..

• DPMU limited influence largely in sanctioning
  and disbursement.
• No development support was available to the
  agencies from DPMU
• Similarly SPMUs influence also limited to
  administrative (fund flow, administrative and
  issuing circulars)
• Weak support and understanding to the activity
  cluster (common infrastructure) development
• No policy on common infrastructure, inadequate
  support

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What has not worked cont..

• Same guidelines based on CF model for PFTs also,
  Frequent changes in guideline
• Complicated agreements and various changes in
  project later on
• Task basis payment to NGO did not worked. Many
  NGOs had to withdraw, other raised own fund to
  carry out DPIPs work
• Rs 70.31 Lac in Dausa and Rs 105 Lac in Dholpur
  invested in overhead support for project
  execution
• Where as Rs 7.89 Lac in Dausa and Rs 10.51Lac in
  Dholpur only can be claimed, financial burden,

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What should be next

• PFT based execution
• Both GO-NGOs in separate operational areas
• Larger time frame (5-7 yrs) in a village
• for organizing, grooming, capacity building,
  livelihood support and handholding
• Focus on INRM and livelihood
• Balance between sectoral, hybrid and honeybee
  livelihoods- family focus instead of CIG
• Supporting livelihoods of poor needs multi
  approach, multi doses of support and hand holding
  for long term sustainability

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What should be Next cont..

• SHG focus, members can take up any livelihood
  activity
• Clear cut institutional building
  model-SHGs-Cluster-Federation
• Linking SHGs for credit with Bank/MFIs
• Involve Community in mobilization
• Ceiling on subsidy, part subsidy-part loan model,
  back end subsidy..
• More decision making powers to district level and
  NGOs ( even for technical assessment)

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What should be Next cont..

• Infra development at secondary and tertiary
  platform of livelihood chain
• Cluster based sanctioning, fund release,
  execution like in Watershed
• Lump sum amount for capacity building (Training,
  exposure) of community and team on disposal of
  NGO/agency like in watershed
• Innovative and flexible funds to address and
  accommodate value addition and new initiatives at
  disposal of agency (Lump sum amount can be
  allotted)

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What should be Next cont..

• Livelihood training and capacity building of the
  implementing and intervening institutions and
  agencies
• Developing cluster with Sectoral intervention,
  developing common infrastructures for the
  producers
• Developing Producers institutions and Producers
  Company

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What should be Next cont..

• Convergence with other govt program i.e NREGA,
  Watershed etc to complement and strengthen DPIP
  support
• Involve agencies like Resources and Research
  Institutions, Financial Institutions including
  Micro Finance Institutions (MFI), Government
  Departments and the Markets across.
• Applying the principals of Velugu in Rajasthan
  context

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What should be Next cont..

• Bring real term partnership in action
• Clear cuts roles responsibility
• Minimize procedures and papers work
• So that Thankless collaboration with govt can be
  replaced with worthful collaboration
• Salary based payment /Increased task payment up
  to Rs 35000/SHGs
• Both inputs and outputs cannot become criteria
  for NGO contract

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• Thanks
• for providing this opportunity to share our
  expereince