NRLM : Goal - POVERTY ELIMINATION

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NRLM Goal - POVERTY ELIMINATION

• Poverty elimination through social mobilization,
  institution building, financial inclusion and a
  portfolio of sustainable livelihoods.
• VISION
• Each poor family should have an annual income of
  at least Rs.50,000 per annum

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NRLM

• Task to reach out to 7.0 crore rural poor
  households, and, stay engaged with them till
  they come out of abject poverty
• Mission - to do this in a time bound manner

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N.R.L.M - lessons from large scale experience in
the country

• Even an ultra-poor family can come out of abject
  poverty in 6 - 8 years
• Provided they are organised, nurtured, and,
  given continuous support by a dedicated support
  structure, both external and their own.
• Provided they are enabled to access financial
  support in repeat doses, min. Rs.1.0 lakh per
  family
• Paradigm shifts required

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Paradigm shift mindset about poor

• Poor
• innate capabilities
• self-help and volunteerism
• Social mobilisation and institutions of poor
  key to poverty eradication
• Sensitive support institutions for poor to
  induce social mobilisation

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Paradigm shift

• Poor as engines of growth and not dependent on
  trickle down

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Paradigm shift

• Core investment of Govt. investment in
  institutions of poor
• Poor peoples institutions drive the programme
  Govt/N.G.Os as facilitators

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NRLM
Livelihood Services
Institutional Platforms of Poor (Aggregating and
Federating Poor, Women, Small Marginal Farmers,
S.C s and S.Ts)
Human and Social Capital (Leaders, CRPs,
Community Para- Professionals)
Dedicated Support Institutions (Professionals, L
earning Platform M E Systems)
Building Enabling Environment Partnerships and
Convergence
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CASE STUDY OF vijaylaxmi shg

• Name Vijayalaxmi Swayam Sahayak Sangham
• Address B.K. Samudram, Ananthapur District,
  A.P
• Date of starting 26 09-1996
• Period of study 26.09.19196 to31.03.2009 (13
  Years)
• No. of members 10
• No. of weekly meetings 594
• Percentage of members
• Attendance in the meeting 92
• SHG bookkeepers monthly
• Honorarium Rs. 150/-
• Total saving in the group Rs. 1,47,000
• Total group corpus Rs .3,46,945

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SHG Borrowings
S.No. Agency Year Loan amount
1 Bank 2000 20,000
2 Bank 2005 30,000
3 Bank 2007 1,50,000
4 Bank 2008 5,00,000
5 Bank 2008 40,000
Sub Total 7,40,000
6 MS/VO 1998 70,000
7 MS/ VO 2004 81,000
8 MS/VO 2005 12,000
9 MS /VO 2006 1,20,000
10 MS/VO 2008 50,000
Sub Total 3,33,000
Grand Total 10,73,000
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SHG Members purpose wise Small Loan Investment
Loan details
S.No Small Loan Purpose No.of small loans Total loan amount (in Rs.) S. No Investment Loan purpose No.of Big loans Total loan amount (in Rs.)
1 House hold expenses 492 445000 1 Weaving 24 364000
2 Health 127 85000 2 Business 48 839000
3 Agriculture 95 115000 3 Autos 5 229000
4 Education 135 123150 4 House construction 3 800000
5 Milch animals 18 180000
6 Agriculture 7 53000
7 Land 4 160000
8 Vermicompost 7 157000
9 Education 9 60000
10 Miscellaneous 32 353000
Total 848 768150 24 Total 157 2475000 76

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SHG loans profile
1 Total No. of Small loans 848
2 Total loan amount in Rs. 768150
3 Total No. of Investment loans 157
4 Total loan amount in Rs. 2475000
5 Total No. of loans 995
6 Total loan amount in Rs. 32,43,150
7 Per capita no .of loans 100
8 Per capita loan amount 3,24,315
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Members income enhancement
S. No. Name of the Member Monthly income before joining the group amount (in Rs.) Present monthly Income amount (in Rs.)
1 V. Ramanamma 825 7100
2 S. Subbamma 1000 8000
3 M. Gangamma 825 7500
4 Prameelamma 825 8500
5 Chennamma 1200 8250
6 M. Naga Laxmi 1250 7500
7 Papulamma 1250 8200
8 Lingamma 1250 7250
9 P. Savitri 800 8200
10 Nagamani 900 7500
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N.R.L.M - Guiding principles

• Organising the poor a prerequisite to poverty
  eradication a woman from each family
• Inclusion of the poorest, and meaningful role to
  them in all processes
• Institutions of poor, greatest source of strength
  for the poor
• Dedicated, professional, sensitive and
  accountable support structure to initiate the
  process

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Guiding principles of N.R.L.M

• Poor to drive all project initiatives key role
  of social capital S.H.G and federation leaders,
  community professionals
• Scaling up through community best practitioners
• Transparency and accountability
• Community self reliance and self dependence

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Building pro-poor financial sector

• Access to credit key to coming out of poverty.
• Out of Rs.100,000 per family required around
  90 has to come from financial institutions.
• Financial inclusion at affordable cost holds the
  key

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National Rural Livelihoods Mission

• Four streams of livelihoods promotion
• coping with vulnerabilities debt bondage, food
  insecurity, migration, health shocks
• existing livelihoods stabilising and
  expanding, making them sustainable
• self employment - micro-enterprise development
• skilled wage employment - opportunities in
  growing sectors of the economy

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strengthening existing livelihoods

• Critical livelihoods are agriculture, livestock,
  forestry and non-timber forest produce
• Promote institutions around livelihoods
• Promote end-to-end solutions, covering the entire
  value chain
• Key knowledge dissemination. Development of
  community professionals in a large number

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AGRICULTURE AS VIABLE LIVELIHOODS

• Community managed sustainable agriculture holds
  immense promise
• A family can secure additional annual incomes of
  Rs.50,000 with 0.5 1.0 acre of land ( 0.25 to
  0.50 acre irrigated 0.50 to 0.75 acre rainfed
  lands )
• Natural farming, multi layer, poly crop models
  for food security and sustainable livelihoods
• Convergence with MG NREGS to improve soil and
  moisture conservation, and, soil fertility

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skill development and placement

• Up-scaling of Skill development through
  public-private partnerships critical
• Plan to reach out to 1.0 crore youth
• Community professionals programmes for skilling
  local youth in agriculture, livestock,
  watersheds, N.T.F.P, etc.

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Self employment and micro enterprise development

• Entrepreneurship development among local youth to
  generate in situ employment
• 50 60 lakh micro-enteprises
• Successful RUDSETI model will be replicated

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Key features of N.R.L.M convergence and
partnerships

• Convergence institutions of poor provide a
  platform for convergence and optimisation of all
  anti-poverty programmes
• Linkages with PRIs
• Partnerships with N.G.Os and CSOs
• Partnerships with industries, industry
  associations

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LINKAGE WITH PRIs

• Establish healthy relationship between
  institutions of the poor and the PRIs based on
  mutual respect and understanding
• Institutions of the poor have a regular dialogue
  with PRIs, provide all information to them, and,
  actively participate in the Gram sabhas.
• PRIs understand the role that S.H.Gs and
  federations play in the life of the poor, and,
  include pro-poor initiatives in their plans
• Intensive capacity building of PRIs and S.H.Gs in
  micro-planning

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PARTNERSHIPS N.G.O

• N.G.Os pioneers in the country in grassroots
  social mobilisation, building institutions of
  poor
• Will play a key role to develop and nurture
  social capital of the poor
• Partnership with NGOs based on mutual respect,
  core principles of NRLM, accountability to
  institutions of the poor, outcomes based

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Key features of N.R.L.M sensitive support

• Dedicated sensitive support structures at all
  levels to trigger social mobilisation.
• A national mission management unit
• State wide sensitive support structure, full time
  dedicated head of the mission
• Positioning multi-disciplinary team of trained
  and competent professionals at state, district
  and sub-district level
• Quality human resources from open market and from
  Govt.

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Key features of N.R.L.M

• Technical support to State missions from the
  national mission management unit
• Monitoring , learning and evaluation to include
  process monitoring, impact evaluations, ICT based
  MIS systems, and, social audit
• Funding pattern Centrally sponsored scheme. Fund
  allocation to states broadly on the basis of
  poverty ratios, and, based on their plans

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Key features of N.R.L.M

• Implementation
• Process intensive hence phased implementation
• Intensive implementation starts with 10 blocks
  in the country they are developed as resource
  blocks.
• Social capital from the 1st phase blocks enables
  organic scaling in the rest of the blocks in a
  phased manner all 6000 blocks in 7 years

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Accountability

• Extensive use of I.T for transparency and real
  time monitoring
• Accountability Systems
• Regular meetings of S.H.Gs and federations
  financial transactions read out in the meeting
• Social audit for transparency and accountability

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RESULTS MONITORING

• Computerised MIS submission and sanction of
  proposals and online monitoring centre to
  states to districts
• Periodic monitoring by teams of experts visiting
  states
• Baseline and impact evaluation by independent
  agencies
• Large scale independent study panel data -
  monitoring same households, once a year over 10
  years

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Lessons for program delivery

• Build and sustain strong institutions of poor
  affinity based organisations
• Groups around narrow interests not sustainable
• Federating the institutions at village, block and
  district level
• No shortcuts process oriented

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Lessons for program delivery

• Institutions of poor not a substitute for
  strengthening and empowering PRI s
• They supplement and strengthen PRIs
• Not parallel bodies

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Lessons for program delivery

• Community finance institutions
• Capitalisation of federations, as opposed to
  subsidies to households
• Makes C.B.Os financially self reliant
• In remote tribal areas makes up for absence of
  banks
• Innovations development of need based products

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Lessons for program delivery

• Govt and C.B.Os - partnership
• Peoples institutions ( C.B.Os) provide the best
  last mile solution
• Govt. wholesale, C.B.Os retail
• Partnership leads to developing appropriate
  strategies, and, implementation arrangements

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Lessons for program delivery

• Scale
• Scaling up without loss of quality, possible only
  in partnership with C.B.Os
• Scaling up both horizontal and deepening - by
  community best practitioners
• Management by C.B.Os and their staff ( paid by
  them and accountable to them)

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Lessons for program delivery

• Knowledge dissemination
• Management by C.B.Os
• Demystify knowledge train village para
  professionals
• Accountability of staff to C.B.Os
• Transfer of knowledge, technology to newer areas
  through community best practitioners

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Lessons for program delivery

• Continuous innovations in such a model of
  empowerment
• Learning from people
• Iterative
• Ideas to implementation learning curve crashed
  end to end solutions
• Training by best practitioners, (not by
  disinterested staff)
• Infectious enthusiasm

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Lessons for program delivery

• Support structures to reinvent themselves
• Empowerment model leads to support structures
  becoming a learning organisation whatever we
  do today, should be done by the C.B.Os tomorrow
• Work increases manifold but staff does not
  increase
• Staff reskilled for new responsibilities
• Focus on new requirements

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