NRLM : Goal - POVERTY ELIMINATION

1. 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 NRLM : Goal - POVERTY ELIMINATION 1

2. 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 NRLM

3. 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 N.R.L.M - lessons from large scale experience in the country 3

4. 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 Paradigm shift – mindset about poor 4

5. Poor as ‘engines’ of growth and not dependent on ‘trickle down’ Paradigm shift 5

6. Core investment of Govt. – investment in institutions of poor • Poor people’s institutions drive the programme – Govt/N.G.Os as facilitators Paradigm shift 6

7. NRLM Livelihood Services Financial & Capital Services Production & Productivity Market Linkages Institutional Platforms of Poor (Aggregating and Federating Poor, Women, Small & Marginal Farmers, S.C s and S.Ts) Dedicated Support Institutions (Professionals, Learning Platform M & E Systems) Human and Social Capital (Leaders, CRPs, Community Para- Professionals) Last Mile Delivery of Public Services Access to Entitlements INNOVATIONS Building Enabling Environment Partnerships and Convergence

8. Name : VijayalaxmiSwayamSahayakSangham 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 bookkeeper’s monthly Honorarium : Rs. 150/- Total saving in the group : Rs. 1,47,000 Total group corpus : Rs .3,46,945 CASE STUDY OF vijaylaxmishg

9. SHG Borrowings

10. SHG Members purpose –wise Small Loan & Investment Loan details

11. SHG loans profile

12. Members income enhancement

13. 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 N.R.L.M - Guiding principles 13

14. 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 Guiding principles of N.R.L.M 14

15. 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 Building pro-poor financial sector

16. 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 National Rural Livelihoods Mission 16

17. 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 strengthening existing livelihoods

18. 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 AGRICULTURE AS VIABLE LIVELIHOODS

19. 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. skill development and placement

20. Entrepreneurship development among local youth to generate in situ employment • 50 – 60 lakh micro-enteprises • Successful RUDSETI model will be replicated Self employment and micro enterprise development

21. 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 Key features of N.R.L.M: convergence and partnerships 21

22. 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 LINKAGE WITH PRIs

23. 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 PARTNERSHIPS: N.G.O

24. 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. Key features of N.R.L.M: sensitive support 24

25. 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 Key features of N.R.L.M 25

26. 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 Key features of N.R.L.M 26

27. 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 Accountability

28. 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 RESULTS MONITORING

29. 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 Lessons for program delivery

30. Institutions of poor – not a substitute for strengthening and empowering PRI s • They supplement and strengthen PRIs • Not parallel bodies Lessons for program delivery

31. 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 Lessons for program delivery

32. 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 Lessons for program delivery

33. 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) Lessons for program delivery

34. 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 Lessons for program delivery

35. 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 Lessons for program delivery

36. 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 Lessons for program delivery