JAMMU & KASHMIR RURAL LIVELIHOOD SocietyRURAL DEVELOPMENT DEPARTMENT

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“UMEED”REVISED ANNUAL ACTION PLAN

(October 2013- March 2015)

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Index

S.No. Chapter Name Page No.1

State Situational Analysis3

2 About National Rural Livelihood Mission (NRLM) in Jammu and Kashmir

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3 Objectives of Annual Action Plan (AAP) 14

4 Implementation Structure of NRLM in Jammu and Kashmir 255

Financial Management System33

6 Management Information System (MIS) 357

NRLM Non- resource Block Strategy and Budgets36

8Annexure Details:

Annexure No.

Annexure Name Page No.

1 Summary of Budget 372 State Mission Management Unit (SMMU) 38

3 District Mission Management Unit (DMMU) 39

4 Block Mission Management Unit (BMMU) 40

5 Proposed Institution Building(IB) and Capacity Building(CB) Cost

41

6 Community Investment Support(CIS), Revolving fund (RF), Capital subsidy (CS), Innovation & Partnership Cost

43

7 Capital subsidy and Interest Subsidy in Non resource Blocks

44

8 Procurement Plan 45

9 % of Rural Population 46

10 SGSY Self- Help Groups(SHGs) since from (1999- 2011)

47

11 ACHIEVEMENT UNDER SELF HELP GROUP (SHG) 48

12 Economic Activity Growth 49

13 Governing Body 50

14 Executive Council 51

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CHAPTER 1:State Situational Analysis

Introduction:

Jammu and Kashmir is situated in the extreme north of the country and is bound in the north by China, in the east by Tibet, and in the south by Himachal Pradesh, Punjab & Pakistan. It has a total area of 222,236 sq. km (including 78114 sq kms the under the illegal occupation of Pakistan and 42685 sq kms under China). The state comprises three division namely Ladakh region with cold, arid and desert climate, Kashmir region with temperate climate and Jammu region with sub-tropical climate. The whole state is mountainous and located in the outer Himalayan region between Karakorum Range in the North and East and Shivaliks in the South.

Profile of the state:

The state is administratively divided into 2 divisions and 22 districts. The demographic, educational, and economic profile of the state is as under:-

I. DEMOGRAPHIC PROFILE OF THE STATE:

S.No. Particulars Jammu and Kashmir

1 Rural Population (%) 72.79%

2 Inhabited Village (No.) 6551

3 SC Population (%) 7.59%

4 ST Population (%) 10.90%

5 Literacy % Total 68.74%

6 Literacy % Rural Population 64.97%

7 Total Sex Ratio 883

8 % of Population Below Poverty Line 5.40%

II. RURAL POVERTY CONTEXT IN THE STATE

NSSO survey of 2005 puts the poverty ratio of State of J&K at 5.4% and the rural BPL at 4.6% only. The official estimates of poverty in 2004-05 were made on the basis of the recommendations of

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Lakadwala Committee Report (1993) which laid primary emphasis in estimating poverty on per capita consumption. It was felt that over a period of time the consumption patterns have changed and with the overall development in the country these estimates need to be re-drawn. The Planning Commission of India appointed Tendulkar Committee to revisit the poverty lines fixed in 2005 and update this next quinquennial i.e. 2009-10. The Tendulkar Committee argued that the poverty lines on the basis of per capita intake of calories are seriously flawed. It also argued that the official estimates of poverty had fixed the BPL population at a very low level in some states which does not correspond to the ground reality. According to a press note issued by Planning Commission, Government of India in January 2012 on poverty estimates, two basic problems with the existing poverty lines were identified by the Expert Group were:

(a) Outdated consumption patterns of 1973-1974 which have changed even among the poor during accelerated growth process;

(b) Outdated weights as well as price base of the segment-specific price indices used in updating the 1973-74 base poverty lines.

Whereas the poverty estimates of 2004-05 in the State of J&K were 4.6 for rural population, 7.9 for urban population and 5.4 combined, the head count ratio for 2004-05 using Tendulkar methodology works out to:

Rural: 14.10%. Urban: 10.40% Combined:13.20%

Therefore, designing the implementation of NRLM on 2004-05 estimates made by NSSO is unrealistic.

J&K state has a peculiar geographical nature. Some parts of Jammu region are comparable with sub-tropical conditions. Valley of Kashmir and more than 50% of Jammu has temperate climate with moderate summers and very severe winters. Ladakh region is a frigid zone with almost arctic temperatures dipping down to -25 to -30 during winters. Obviously the people in such geographical regions have a higher need of calorie intake, warmer dress to cover themselves and a respectable shelter suitable to harsh climate and fulfilling these needs demand higher income levels. Thus, higher income levels are required to meet even the basic needs on the basis of which the poverty ratio is calculated. Therefore, to calculate the poverty ratio on a uniform basis distorts the poverty picture of the State of J&K.

The developmental status of J&K is also low as compared to rest of the country because higher rates of investment are required for obtaining the same developmental results which are obtained at lower rates in rest of the country. This has resulted in a lower human development index where literacy rates , nutritional levels and overall health indicators are very low. Considering the fact that households in J&K both in rural and urban areas require higher levels of income to meet their basic needs and necessities and, therefore, the poverty ratio of even 14.1% in the rural areas and 10.4% in urban areas is not realistic. This poverty ratio should have been calculated on the basis of actual income which a family requires in procuring essential goods and services.

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The State Government has to roll out NRLM which directly targets poverty. The mission aims at creating institutions for the poor which will become platforms for eradication of poverty and social change. In case the implementation of NRLM is predicated on the poverty estimates made on the basis of Lakadwala Report of 1993 or even Tendulkar Committee Report of 2011 then the mission may not help in eliminating poverty from the State of J&K.

Considering these factors NRLM will not succeed in its objectives if at least two-thirds of rural families are not covered under this scheme. This is all the more important considering the fact that attitudinal change is required in the society towards education, health care and related socio-economic problems. Similarly the access of the population to their entitlements from various schemes is a matter of concern. Strong institution building to ensure a hassle free access to the entitlements has not taken place in J&K and, therefore, a platform is required at the village level which will work as a pressure group for accessing the entitlements to help in reduction in the levels of poverty. Similarly, there is a huge gender gap in literacy against women which is a matter of serious concern and has to be addressed upon. The prevalence of child marriage in certain segments of society is also disconcerting especially among Gujjar and Bakerwal population. Besides the society is highly patriarchal where women have little say in the decision making process at the family level or outside the family. NRLM cannot succeed if it takes the consumption indicator into consideration and tries to resolve that only. It has to take the hosts of factors into consideration which perpetuate poverty in the state and, therefore, has to develop a holistic strategy. This will require extending the investment base as well as include larger segments of population into its fold. It is in this perspective that the state has to design the implementation strategy under NRLM in a manner that is not tied to the poverty ratios calculated on the basis of NSSO estimates of 2005 or even Tendulkar Committee estimates of 2011.

As a part of the implementation strategy the identification of the poor families and house hold would be taken up by community by taking up participatory identification of the poor (PIP) .The community would identify the two thirds of the households that need to be linked to the institutions of the poor. Further from the identified poor households the bottom 20% poor households would also be identified and different strategy would be formulated for them.

III. Poverty and Human Development:(Indicators: % of population below official poverty line (NSS/Tendulkar committee), % of poor among SC/ST, average monthly per capita expenditure, annual rural per capital income)

a.State level picture:

S.No Particulars J & K India

1 % of rural poor (NSS 2004-05) 5.4% 27.502 % of rural poor (Tendulkar committee) 21.63 41.83 % of SCs below poverty line (rural, NSS 2004- 23.12 37.1

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05)4 % of STs below poverty line (rural, NSS 2004-

05)43.00 44.7

5 % of Other categories below poverty line (rural, NSS 2004-05)

59.58 22.7

6Average monthly per capita expenditure (rural in Rs., NSS 2004-05) 356 559

7Gross per capita State income (rural in Rs., State Economic Survey 2008-09)

20604 ------

b. Education: As per census 2001, the literacy rate in the state was 55.52% as against 64.84% at all India level. The level of literacy has gone up to 65.3% as shown by the results of the 60 th round of NSS conducted by Directorate of Economics and Statistics in the State. However, as per the census 2011 the literacy rate has gone up to 78.26% in males and 58.10% in females. There is a gender gap in literacy to extent of 20.16%. Major Education Statistics of J&K State (2004-05) in comparison to all India Level (2004-05) is as follows:

Gross Enrolment Ratio (GER) in classes (I to VIII) is 98.22% in J&K and Net Enrolment ratio 76.71%.

Dropout rate at Elementary Level is 21.51.

c.Health

Crude Birth Rate(CBR) per 1000 persons is 18.9 as against 23.8 at National Level, Crude Death Rate (CDR) per 1000 persons is 5.5 as against 7.6 at All India Level. The Total Fertility Rate (per woman) in J&K is 2.4 as against 2.9 at National Level. The percentage of institutionalized births is 54.3% in the State as compared to 40.7% at the National level. Similarly, the percentage of full immunization is 66.7% in J&K as compared to 43.5%.

Life expectancy at birth of females is 67 years as against national figure of 66.1 years. 54% of the pregnant women between the ages of 15-49 years are found to be anemic in the State as against 57.8% at National level. The Negative factors regarding health indicators are as follows

a) Very Low Couple Protection Rate (CPR) (15.9% as against 46.6% at National Level)b) Low Coverage of Vitamin A (22%) and salt iodization (28.7% 15 ppm and above).c) Shortage of manpower and infrastructure in health institutions.d) Low awareness of HIV/AIDS

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IV. Context of Financial Inclusion and Livelihood related Challenges and Opportunities at state level:

Financial Inclusion:Of all the bank branches in J&K, only 54% exist in the rural areas, 20% in the Semi- urban areas and 26% in the urban areas .Though banking coverage in terms of number of branches for the population is adequate, due to the hilly and difficult terrain of the state there is a need to rationalize distribution of bank branches and establishing more branches in the hilly and difficult areas. There is a tendency on the part of the nationalized banks to operate mostly in the urban and semi- urban areas. Much of the onus of operating in rural areas has been shifted to Jammu and Kashmir Bank, which, only till last year, was a banker to the state government.

Given the economic scenario of the state in the context of high incidence of small and marginal farmers, almost every household in rural areas needs to supplement its income. Women play a significant role in adding to the family income especially in the BPL families. They generally work in the tertiary sector of agriculture for raising the family income. In this context, the formation of Self Help Groups becomes especially relevant. The position of the Self Help Groups in our state is not so strong as compared to Andhra Pradesh, Bihar and Karnataka. The other reason that hampers growth and development of SHGs is the hesitation of the Banks to provide credit for fear of creating non-performing assets. Out of 24 banks operating in the state, only 10 banks have reported disbursement of loans under SHG Scheme. There is need to reorient bank functionaries and give them field exposure to the Banks of Andhra Pradesh or Bihar. This will go a long way in removing the hesitation of the Banks to provide loans to the Self-Help Groups (SHGs)

a) Economic Inclusion: Sector wise Economic Growth

S.No Sector Jammu and Kashmir India

Magnitude Reference year Magnitude Reference year1 Primary sector 4.86% 2007-08(A) 12.29% 2006-072 Secondary Sector 15.13% -do- 18.81% -do-3 Tertiary sector 8.98% -do- 15.56% -do-

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Chapter 2:About NRLM Mission in the J&K

The State Rural Livelihood Mission aims “to reduce poverty in the state by building strong grassroots institutions of the poor, engage them into gainful livelihoods interventions and ensure appreciable improvement in their income on a sustainable basis. That, every poor household comes out of poverty with immense confidence and belief in them. Poor starts to think positive about himself and his family. And where in the lifetime of the poor he has accessed all possibilities of change and harnessed his entire talent and worth. Every poor reaps all the benefits of government schemes as his entitlement which ultimately helps him to live a life full of contentment, happiness and dignity.”

Core beliefs of the Mission

Poor can come out of poverty only through their own organizations Poor can be organized only through social mobilization Social mobilization does not happen by itself ,an external dedicated support structure like

NRLM/SRLM are needed to induce SM High level of Leadership among poor Innate tendency among the poor to help each other Poor are Partners in development and not the beneficiaries Poor are Good decision makers and planners Every poor has strong desire to come out of poverty Poor has Lot of survival skills Poor cannot come out of poverty because of unfavorable environment around them

Seven steps to poverty reduction

Identification of the poor Organizing the poor Creating favorable environment to unleash their potential Showing them the path to capital Showing them the path to right livelihood Social awareness Safety nets around the poor and converging welfare schemes as their entitlements

Key Features of the mission:

a) Phased Implementation Approach : In the state of Jammu &Kashmir, SRLM would be rolled out in a phased implementation approach saturating all the blocks in the next five years. The NRLM will be implemented in phased manner with defined scope of coverage. To saturate all the blocks in the state, a two-pronged implementation approach namely; resource block and non-resource block Approach will be adopted. Blocks under resource block approach will be manned with dedicated and sensitive staff from resource organisation SERP,AP for rolling out of mission. These blocks will demonstrate the “proof of concept” and act as immersion sites for learning by other non-resource

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blocks. These blocks will also be treated as resource sites to seed best practices in remaining blocks and expand NRLM in those blocks in a phased manner. The roll out in non-resource blocks would be taken up after one year of the start of resource block strategy in those districts. However, the capacity building of the staff and other stakeholders of the non-resouce blocks would start from the sixth month of starting resource block strategy.

b) Mission Implementation through Social Capital Development : The NRLM lays emphasis on sustainable institution building approach. It has been the experience that poor communities come out of poverty wherever they have organized themselves and created support structures that are sensitive to their needs / demands. The Social Capital that exists among the poor has to be harnessed to facilitate the poor to manage their own sensitive support institutions. The Social Capital in form of Community Resource Person, community mobalisers,Women / Community Activists, Community Facilitators, Animators, Book-keeper,trainers,master trainers,cluster coodinators etc. will be the key for managing NRLM operation in the field and it’s a key requirement in expanding the mission across the state. The mission in the state will facilitate the poor to develop a strong Social Capital base to create, support and nurture their institutions to function effectively for the cause of poor. Therefore, greater thrust and investment would be made in continuous training of the community in the form of exposure visits, participation in workshops, and conducting training programs round the year for the community cadre. Diverse training programmes on core requirements under the mission like mobilization of poor, how to organize the poor, principles on which the organization of the poor would be formed,five basic principles of conduting meetings etc., would be given thrust in the initial phase and later on the training programme would focus on financial inclusion, enhancing livelihood, preparing of microcredit plans, health, education, agriculture, etc as the capacity of the institutions of poor to look at various aspects of poverty gets enhanced. To ingrain these core non-negotiable fundamentals which lay the foundation for these institutions of the poor and to cater to the emerging needs / demands of the poor continuous capacity building of the poor is an essential requirement to achieve the desired objective under the mission. To ensure capacity building on a continuous basis twenty two training centres (one at every resource block) would be started to ensure social capital development in the next 18 months. Trainers evolved from the communtiy cadre over a period of about a year would anchor these training centres. Every resource block cluster would be manned by at least one master trainer and two trainers to impart continuous training. The endeavour would be that the community by itself would run these training centres , with the support of Resource organisation in finalising training curriculum. The community itself would identify the master trainer from the community and these trainers would build the capacity of the community. The mission would rest on the pillars of these trained trainers and the social capital generated.

c) Universal Social Mobilization : wherever communities have come out of poverty it has been seen that it is through social mobilization. Social mobilization is the process that enables poor to build their organizations by themselves. Further in these organizations of the poor, poor themselves take tangible decisions that have impact on their lives by debating and discussing among themselves in a transparent manner. To ensure universal mobilization, at least one member from each rural poor and vulnerable household, preferably a woman, has to be brought under the Self Help Group (SHG) net

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within the next five years. To start with, Resource Block Strategy1 would be undertaken in the identified blocks2. Twenty two -resource blocks would be taken up (@ one block per district) to be covered under resource block strategy. 9 blocks would be taken up in the first year (in 2013-14) and remaining 13 blocks would be taken up in the second year. The work has started in the month of March 2013 for Jammu division and from April 2013, in Kashmir division.

d) Formation of People’s Institutions : The people led and people centered organizations such as SHGs/federations are necessary to provide space, voice and resources for the poor. This will reduce their dependency on external agencies. The JKSRLM will focus on setting up of federations at various levels. For sustainability and effectiveness of SHG/federations, financial assistance in the form of Community Investment Support, Revolving fund is proposed for these institutions. The Financial assistance will be given on the basis of grading of the SHGs and Micro Planning or Micro Credit Plan prepared by the community institutions and will be a catalyst for improving livelihoods and quality of life of the poor communities. This may be supported further by leveraging finance from commercial lending institutions. The main objective of the financial assistance would be to prove the creditworthiness to main stream banking institutions and to improve and diversify sources of livelihoods and quality of life of the “poorest of the poor” and the poor by increasing their income and employment, decreasing expenditure and decreasing risks through the micro plans of their groups/institutions.

e) Universal Financial Inclusion : Universal financial inclusion will be ensured by opening of savings bank accounts of all SHGs/federations, encouraging thrift and credit activities, facilitating access to revolving fund, providing credit linkages through mainstream financial institutions, ensuring access to insurance services etc. The Mission will also interact with and develop partnership with financial institutions to improve coverage of poor’s institutions and credit mobilization. Efforts would be taken to take up pilots of total financial inclusion of the groups taken up in the resource block by actively involving the banking sectors.

f) Special focus on Health and Education will be there from the start of the mission in the state. From the door to door study conducted by the community resource persons along with the local community members it is seen that there Is significant number of vulnerable households in every village. The survey done throws up many critical issues like high degree of chronic ailments among the members of the community. Further the number of orphans and single headed women households is also very high in the society.

1.

2

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Vulnerable Groups (Data from External CRP blocks)

S.No.

Block Name

Disabled

Orphans

WidowsSingle

Headed women HH

HH that deal with major health

Problems1 Basholi 363 67 107 79 2152 Chenani 115 28 117 30 293 Lar 118 37 67 18 3444 Khansahib 212 11 125 24 270

Total 808 143 416 151 858

g) All the interventions which are required to engage and benefit these house holds would vary frome one family to another. Therefore it becomes imperative to develop family upliftment plans seperately to mainstream these vulnurable house holds. This means that lot of focus on health and education has to be brought . Basic life style practices needs to be discussed in the group meetings and corrective measures taken for the general sanitation and hygine of the villages etc. This would mean that lot of energy and focus has to be put in the training and capacity building of the groups on the benefits of hygiene at the individual and community level. It has also been observed in the survey report that a large chunk of 3 to 6 years of children do not go to the existing Anganwadi Centers meant to impart pre-school training. In the existing set up the community does not have a say in the way these schools are run.Thus for the society to roll out these initiatives, the mission has proposed special staff at the state and district level to look after these two issues. The mission envisages to take up some of the initiatives taken up by established SHG federations in other parts of the country as there is a felt need for these initiatives in J&K. Some of the initiatives would be preschool inintiatives,health and nutrition centers for pregnant and lactating mothers, etc., The Government functionaries at the village level like ASHA worker; Anganwadi worker and the ANM would be an integral part of the training and capacity building. The convergence in these three departments on the platforms of the poor would give the right direction in which the mission should move forward. Further a member per SHG would also be trained on these issues so as to institutionalize health and education to all.

h) Special focus needs to be given on the issues of livelihood , which includes farm and non-farm, based livelihoods of poor and skill development and placement (wage-linked livelihood) for poor youth. It has been observed that the handicraft sector has its presence in many of the villages in the valley and has huge potential. JKSRLM3 is looking at enhancing the skills in the handicraft sector by taking care of all forward and back ward linkages with the market. For strengthening this, various models will be experimented through different partnership modes engaging service providers, training institutions, corporate employers, civil society organizations, industries associations, various state government departments etc.

3Jammu and Kashmir State Rural Livelihoods Mission Society, the nodal agency set up by the State Government to implement NRLM in the state12

i) Training and Capacity Building : Training and capacity building of the poor ensures that they are provided with the requisite technical, marketing and organizational skills for managing their livelihoods. A multi-pronged approach will be adopted for training and capacity building of SHG members, community members, government functionaries, bankers, mission staff and other stakeholders. This will further be supplemented by periodic refresher trainings, exposure visits, experience sharing etc.

j) The SRLM envisages convergence of anti-poverty programmes of Departments of Women & Child Welfare, Health, Education, Social Welfare, Agriculture, Animal Husbandry, Horticulture, Labour, Industries & Commerce and Cooperation.

k) Present status of the mission in the stateThe JK State Rural Livelihoods Society has been registered under the Society Registration Act. The Society has been rechristened as “UMEED”. Mission Director has been appointed to the Society for effective implementation. Of the twenty two blocks that have to be taken up under resource block strategy, implementation has started in four blocks in the state i.e., Lar (Ganderbal), Khan Sahib (Budgam), Chennai (Udhampur) and Bhasoli in Kathua.

Outcomes of Resources block Strategy till now

Block Name

Total SHGs

Formed

Total Bank Account Opened

Total Saving

Total Internal Leading

Book KeepersIdentifie

d

Women ActivistsIdentifie

d

Community

MobilizersIdentified

Chenani 479 448146320

0 773500 406 195 49

Basholi 468 458151111

0 786300 410 220 68Lar 211 197 472700 130100 140 161 30Khansahib 296 284 591200 86350 256 190 31

Total 1454 1387403821

0 1776250 1212 766 178

Another 5 blocks would be taken up in the next 6 months in the following blocks Kargil (Kargil), Sumbal (Bandipora), D.H.Pora (Kulgam),Gundana (Doda) and Mahore (Reasi).To roll out resource block strategy UMEED has in place a signed MoU with SERP, AP to implement the resource block strategy in four blocks. Revised MoU would be signed with SERP for taking up additional blocks and

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the possibilitiy of forging partnership with other Resource Organisations like RGMVP would be explored and finalised.

Exposure visits have been undertaken by a team of District and block level officials along with MD of the Society to SERP, AP as a part of capacity building of the staff. Subsequently, a team of 17 officials from these identified blocks have visited SERP, AP for immersion training on core beliefs and the processes to be adopted in NRLM. Commissioner & Secretary, RDD, Govt of J&K along with Mission Director participated in the national level workshop organized by NMMU in Kerala for studying the best practices in “Kudumbashree”, Kerala. Similar field visit was undertaken by the team to RGMVP, UP to understand the best practices being adopted in RGMVP.

A Meeting of the Governing Body of the society has been convened and the Governing Body has approved the Staff structure of the society and the interim Financial and administrative rules to be adopted by the Mission.

Under resource block strategy two rounds of external community resource persons in four blocks has been completed.

Two batches of thirty members of community mobilisers from the two resource blocks of Jammu division have completed their training in the resource organisation OMPLIS,SERP,AP. Further two more batches of SHG leaders from the two blocks of Jammu are under going immersion training in OMPLIS,SERP,AP.

Notification for recruitment of the mission staff has been advertized in the papers and the process of recruitment would get over by november 2013.

Financial manual is ready and awating EC approval. Identificationof 5 blocks to be taken up under resource block strategy has been identified and finalised.

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CHAPTER 3:Objectives of Annual Action Plan (AAP)

The AAP is prepared to create an enabling environment and to facilitate initiation of preparatory work before finalising the strategies to be adopted by the Mission in covering all the Gram Panchayats of the State within a 5 year period as mandated by the Cabinet.

Learnings from the Resource block strategy proposed under AAP will be helpful in finalizing the scaling up strategies and to assess the nature and effectiveness of internal CRPs from the resource blocks to upscale the mission in the state as per the plan approved by the cabinet . It is therefore desired to start with preparatory work with the following expected outcomes.

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Outputs Phasing

Year 1 Year 2 Year 3 Year 4 Year 5 Total

No. Of Districts covered

8 14 22

No. Of Blocks covered

8 14 40 81 143

Total No. Of habitations covered (Cumulative)

576 2160 4518 7254 14000 14000

No. Of Gram Panchayats covered (Cumulative)

141 388 1553 4098 4098 4098

No. Of SHGs formed (Cumulative)

2304 8640 20772 32922 90000 90000

No. Of families covered (Cumulative)

23040 86400 207720 329220 900000 900000

Setting up of NRLM units at State, District and Block levels with required team on board; financial and administrative systems in place and Human Resource Development Manual adopted.

Starting field implementation through Resource Block Strategy Strengthening Capacity of the existing SHGs/Community Institutions

Conducting orientation and capacity building programmes for Stakeholders like EC members, Bankers,PRIs and NGOs Members of the line departments NRLM Team Community Institutions

Developing Partnership with SERP for Resource Block Support And other resource organisations like RGMVP,UP

Suggestions on Policy level intervention especially in the context of improving SHG bank linkages and ensuring proactive participation of Bankers in the mission.

Suggestions on the policy level intervention to provide market linkages,upgradations of the skills in handicraft and farm produce.

Initiation of pilot activity in Social Mobilisation, Financial inclusion,health and nutrition, formulation of special plan for the identified vulnerable house holds

The duration for the proposed AAP is 18 months starting from October 2013 to March 2015. The AAP will be the foundation for rolling out detailed mission operation as proposed under cabinet note.

RESOURCE BLOCK STRATEGY

One block in each of the identified twenty two districts of the state would be developed as a Resource Block. It is envisaged that resource blocks in the twenty two districts would be covered in the first two years with the support of the experienced Community Resource Persons (CRPs) from the identified resource organisations. Each block would be divided into six clusters depending on the population, geographical area and distance from the block head quarter. Each cluster would be anchored by a Project Resource Person (PRP) from the resource organization and an extension officer from the rural development staff of the state namely the village level worker. Before the PRPs start their work in the identified clusters at least two women activist would have undergone training in the resource organization inorder to understand the process of social mobalisation and to facilitate the work of the PRPs and CRPs in the villages. These PRPs and CRPs would facilitate in assessing the health of SHGs that exist in the block and do a diagnostic study of the same. They will suggest the strategies to be adopted in the resource blocks in tune with the local requirements. Strategy to roll out the mission in other parts of the state also would be finalized basing on the experience gained in the resource blocks. The ext. CRPs would initiate the social mobilization in the villages, would identify the social capital of the community, would impart training on the various aspects of the institutional building, would assess the training needs of the community and would identify other prevalent social issues in the community.

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The following blocks are to be covered under the Resource Block Strategy in 2013-14Block Profile

S.No. District BlockNo. of GPs

No. of Villages

Total No. of HH

No. of BPL HH

No. of SC HH

No. of ST HH

1 Kathua Basohli 34 42 9661 2013 578 237

2Udhampur Chenani 49 100 16276 8906 1870 1425

3 Budgam Khansahab50 110 13815 10017 - 1405

4 Ganderbal Lar 21 29 11202 4894-

2476

5 Kargil Kargil 20

6 Bandipora Sumbal 16 20 6846 3460

7 Kulgam D. H. Pora 53

8 Doda Gundana 18 19 6296 290 397

9 Reasi Mahore 58Total 154 281 50954 25830 2448 5543

The above identified blocks have been chosen after taking various factors into account, like high proportion of BPL families, SC/ ST families, large number of small & Marginal farmers, high incidence of malnutrition, existing social capital, SHG culture, etc,. The blocks to be covered under Resource block strategy in the remaining 13 districts (one in each district) will be finalised by the Governing body of the society.

The CRPs from SERP,AP and RGMVP,UP will trigger the process of formation of the institution of the poor in the identified villages and habitations in each district of the state. As PRPs and CRPs have the proven experience in Community mobilization and in handholding the women to organise themselves into active institutions of Poor, their field work along with the community members would generate social capital in the community which would go a long way in achieving the stated objectives. Essentially Community Resource Persons are women who earlier were poor and have managed to overcome poverty by being a member of a SHG and have felt the change that could be brought about in the lives of poor by themselves. The CRPs thus have an advantage over other stakeholders, to initiate and facilitate the community mobilization processes. While working with the community, the external CRPs would assist in identifying internal CRPs who would be women activists who have the capability and willingness to understand and assist other women to become a part of the SHG movement. These women then would be trained in the resource organisation on the concepts and the principles of NRLM .Thus, these identified internal CRPs would take up task of social mobilisation after under going training and immersion programme in the resource organisation.

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As a part of CRP strategy, experienced staff of SERP is expected to be placed as anchor persons at division level, to co-ordinate the work of PRPs and CRPs with the State Mission team for at least 2 years. The block Block Development Officer (BDO) along with the Block Mission Management Unit- thus would be required to work in a mission mode with the teams from Resource organisation to ensure that each of the villages of the identified block is covered within the next 18 months.

The capacity building of community institutions would primarily involve the following key activities.

Training on institutional norms Exposure of community members (both inside and outside states) in phases. Immersion

training of atleast 1 member from every SHG in the resource organisation (approx.600 per block)

Handholding support to community institutions through organizing special meeting and interface

Actively involving PRI members to share a common vision for the community through regular interface, workshop and meetings.

Introducing a systematic book-Keeping process. Developing a cadre of book-keepers and their training programme for managing SHGs books

of accounts. Capacity building/ Institutional building through training. Developing women activists,community mobalisers,trainers,master trainers,cluster coordinator

from among the community. Access and leveraging of various financial services available. Commodity based interventions. Creating environment for implementing and enabling the Rural Livelihood Mission. Having a special focus for enhancing delivery mechanism on issues of gender, health and

education. Special focus on the vulnerable house hold and developing family upliftment plan for all of

these house holds.

Expected Outcomes from the Pilots:Since the project is in the preparatory phase, there is a need to test various interventions, which would showcase lots of learning to be incorporated in the project design and would provide useful insights when we go for replication and expansion in all blocks under NRLM. The results would be analyzed in terms of-

System design : Does the system allow the poor to participate adequately and is it transparent and sustainable?

Scope: Do the pilots reach the vulnerable sections of the society? Scalability : Do the pilots attract the different stakeholders such as financial institutions, public

and private agencies, other development schemes of the Govt. line departments, etc. Does it merit the geographical expansion?

18

Developing processes & Strategies : Are the operational processes (mobilizing poor, developing institutions, capacity building, linkage with various agencies for leveraging resources both financial and technical, etc.) adequate enough to bring the desired results?

Type of Pilots:

1. Saturating village by formation of SHGs and its network in the targeted community.2. Financial inclusion3. Developing federations of SHGs.4. Livelihood intervention5. Special projects for the identified vulnerable house holds like pre-school intervention.6. Identifying various farm and non farm activities to be taken up.7. Developing community cadre to roll out NRLM in the resource blocks

Saturating village by formation of SHGs: The primary task of social mobalisation would be to ensure every poor and vulnerable house hold gets linked with the SHG network. The mission through its sensitive community cadre would saturate every village in the identified resource blocks. The external community resource person with the community members would use participaory identification of the poor techniques to bring every poor and vulnerable house hold under the umbrella of the SHGs. Further focus would be given to the identified vulnerable house hold and linking all of them (100%) to SHGs.

Financial inclusion

In order to make SHGs under UMEED credit worthy all the groups would have their bank accounts opened. Thrust would be on preparation and maintenance of transparent and well recorded books of accounts. To start with five books, to be handled by every SHG, would be given to the SHGs namely minutes books,loan ledger,individual pass book,voucher and reciept book. Intense training would be imparted to the book keepers and these book keepers would be identified for each and every SHG. Once the village organisation would be formed then revolving fund @15,000 to every group would be released by the village organisation. Once the groups follow five basic principles of weekly meetings, weekly savings, internal lending , timley repayment and correct mantainence of books of accounts the group would become elligble for the first dose of community investment fund @ 50,ooo. Guidelines issued by NMMU would be adhered in releasing CIF and RF to the SHG organisations. By following the above protocol mission would ensure proper financial disicpline . after the above protocol is done the groups would be linked to bank credit. The release of the community investment fund would be according to the micro credit plans submitted by the SHG to the village organisation which would be debated and disscused in details in the SHG meetings and village organisation meetings. Financial Inclusion would focus on:

The broader goal of financial inclusion intervention through the pilot is to create confidence in the abilities of poor households to handle finances. Aspects like regular book keeping, internal lending , repayment etc., would make a compelling display of innate potential in women to effectively handle credit and repay the credit. Moreover, internal lending among

19

the SHG members showcase the bond and trust among the members as it is the group that would be provided credit by the bank. It aims at creating institutions of the poor who will be empowered enough to run the institution on merits of financial prudence and sustainability.

Develop a culture of thrift, credit or inter-loaning & repayment; establish a mechanism of bookkeeping/ accounting primarily to promote transparency, accountability and ambience of trust for stakeholders.

Poorest of the poor and vulnerable groups will be identified and would be given priorities for providing CIF, bank linkage, convergence and skill enhancement.

The average CIF available for each group would be around Rs. 50000. However, vulnerable house holds who are in the groups may be given more CIF @ Rs. 10,000 /vulnerable house hold.

Developing federations of SHGs.Once the cluster in a block has achieved coverage of more than 85% houselholds into SHGs and the SHGs function effectively for 6 months ,the SHGs would be federated into village organisations. Further cluster level federations and block level federations would be developed within an year and 2 years respectively. The federations of the groups would be done by the ext.CRPs. The CRPs would impart proper training on roles and responsibilites of VO. The federated platform of VO would be used for deliberation by member SHGs on issues at a higher level. Further at VO level proper auditng of the SHG accounts would take place. Various committes in the VO would oversee SHGs. Special committies on health,nutrition,training,education,repayment,MCP training etc would help in making the SHGs stronger and evolve as a strong institution of the poor.

Livelihood Intervention:

Major thurst area in the resource blocks would be on the development of the farm and non-farm livelihood. The state has a wide spectrum of activities under the non-farm sector which varies from livestock to highly skilled handicraft. During winters, in Kashmir division most of the poor household get engaged in handicraft based activities . Further the handicraft skill is already highly developed in Srinagar and some parts of the Jammu division. Focus would be to link these households with credit so that the poor house hold are able to buy raw material on their own and latter tie up with markets. The need of the hour is to provide small dose of money to the members of the SHG for operational costs (like purchase of raw material and thread etc.,) and tie up market facility

The society will roll out Livelihoods interventions (agriculture, livestock, horticulture,handicraft,floriculture ,etc.) with the active involvement of the VO and CLF. The society will also train and develop a cadre of CRPs for scaling up of livelihood interventions & responsible for producing Village Livelihood Plans (which details the current livelihoods of SHG & their member HHs and potential opportunities), range of activities in marketing support includes market research,design development,training to the SHGs, market intelligence, technology extension, developing backward and forward linkages, building livelihoods collectives and supporting their business plans.

20

The efforts in the pilot will be to train SHGs member for Local value addition particularly post harvest activities like grading, sorting, storing, and agro-processing and value chain logistics.

Plans would be made to tie up market for the handicraft and horticulture produce In handicraft sector the entire value chain would be studied and interventions taken

depending on the particular need of the cluster . In horticulture, the value chain would be studied and interventions would be taken up esp in

the apple sector of the Srinagar and vegetable sector in Jammu. In pilots, the emphasis would also be on providing opportunities for unemployment rural

youth to get placement linked skill training under HIMAYAT. The need based approach would be adopted in identifying the needs of youth and strategies to be evovled in supporting the youth.

Special projects for the identified vulnerable house holds Special projects would be taken up for single headed women house holds and widows.

CIFs to these groups would be enhanced depending on the number of vulnerable households so that they can enhance their monthly income by taking up a sustaniable livelihood.

Special family upliftment plans would be made depending on the need based assessment of the vulnerable group .

Developing various farm and non farm activities The value chain of handicraft sector esp shawl embroidry and carpet weaving

would be taken up first. Cluster hubs would be established and training aspects and providing backward and forward linkages would be worked out . partnership with other agencies would be at the heart of this project

Developing community cadre to roll out NRLM in the resource blocks

Learnings from the initial round of the resource block strategy has been very informative. Because of tough terrain in many of the villages and scattered nature of households it bcomes very difficult for the mission staff to reach out to all the households . It has been a well thought out strategy that inorder to ensure proper hand holding of the groups in terms of their institutional and capacity building it is imperative to train and equip the local community cadre to be engaged as Community Mobilisers who will work with 6-8 groups, basing on the need. Further in most of the villages in the winter season the large track becomes unconnected because of heavy snow and in those circumstances it would become impossible for any other person other than the local trained community cadre to handhold the groups. Considering all these factors, the mission has decided to position community cadre below the block mission unit. Under this the members of the SHGs would identify one SHG member per group as women activists who would be then trained by the mission by organising immersion training in the resource block. During the training the women activist would be ranked depending on her

21

performance during the training. Once the women activist is found satisfactory by the members of the SHGs after 4 months she graduates to become a community mobiliser. Community mobiliser would be engaged on a ‘resource fee’ model which would be finalised by the Mission. The services of the Community mobiliser would be ranked on ‘approved service parameters’ by the Mission to avoid any subjectivity in ranking the Community Mobilisers. Well performing Community Mobilisers , then may graduate to become internal CRP/internal PRP or a trainer or a master trainer and finally may become a cluster coordinator on sustained good performance as ranked according to the protocol approved by the Mission. At the block level, it is envisaged that the thematic staff would emerge from the cluster co-ordinators. Since the cluster coordinators would have worked with the community for more than a year he or she would be having lot of insights about the local conditions to work on every thematic aspect. It is needless to say that when ever any of the community cader is found not up to the mark the federations and the SHGs would deliberate and discontinue their services. Thus, the community cadre would be accountable to the community for their performance and well performing members have the potential to make to the block level. The performance parameters and the protocols to be followed in managing the community cadre is under development and would be submitted to NMMU for approval.

Expected Outcomes:

Establishment of State Mission Management Unit, District Mission Management Unit and Block Mission Management Unit in a State.

Core staffs recruited at various levels in SMMU, DMMU and BMMU for implementing resource block strategy in the 22 selected blocks.

Immersion Training and induction of newly recruited mission staff at different levels . Establishing partnerships with SERP, RGMVP and other training institutes. Implementing CRP and PRP strategy in selected resource blocks. Strengthen and capacity building of existing Self Help Groups Identified and train community cadre of women activists,community mobilizers,trainers,master

trainers,cluster coordinators,internal community reaource persons ,internal project resource persons etc

Provide training to people from poor households to upgrade their skills and help them to get better sustainable livelihoods in their local areas.

Formation of federations of SHGs at village and cluster levels. Cover all poor households under SHGs made by the end of the pilot project in selected

blocks/districts. By the end of one year the SHG families should have minimum of 2/3 small sustainable

livelihoods The members of the SHGs should be aware of atleast basic preventive health practices and

benefits of good nutritionand hygine environment The members of the SHGs should benefit from the development programmes of the

government as their entitlements

22

Self managed community institutions established, covering at 100% of the poor and vulnerable Households

The households who have received CIF should have increased their family incomes by atleast 40% of their previous incomes.

Members of SHG have considerably increased their cumulative saving through thrift and internal lending.

SHG members have reduced debts from local money lenders by the end of 6months of the SHG formation ,SHGs would have federated into VO formation. Savings from SHG members on continuous basis which will be leveraged with financial

institutions for linkages and for internal lending among group members. Micro Credit Plans prepared for the SHG members Substantial investments on livelihood's CIF is made on the productive assets generating

sustained income Project Monitoring and Learning System established, including MIS, learning and experience

sharing forums at different levels of project management Project implementation procedures and agreed business standards8 are followed for at least

80% of project interventions at any point of time. SC, ST (Gujjar and Bhakarwals ) households directly access Community Investment Support

and formal financial institutions through SHGs/Federations4. Internal community resource persons ,book keepers ,women activists(social capital) identified

and trained through resource block strategy and training available with the community Convergence and Linkage with other development schemes of various Government

departments (NREGS, Himayat, health, education)

III. Orientation and Capacity Building

a. Stakeholders’ Orientation, Exposure and Workshops Orientation of Executive Committee Members about NRLM best practices in different

states. Capacity building of the identified Gram Panchayat / district ( through the CRPs from

other states/ internal resource persons) Capacity building of the Panchayat representatives and line department functionaries

at the panchayat level. Exposure Visit of the Officials ( Deputy Commissioners, Project Officers, Addl.Dy

Commissioners & Other Key District level Stakeholders as APO etc) and public representatives to other states – such as Andhra Pradesh, Kerala, Bihar & Tamilnadu.

Block level Dissemination Workshop on findings of the pilot in one Gram panchayat. Block Consultation Workshop for developing strategies for the scaling up of activities. Orientation cum training programme for Government officials / Staff on NRLM. For the implementation of the programme, master trainers are required to be trained

Master trainer’s training would focus on – SHG formation, SHG Management, Activity

4

23

selection & Livelihood. These Master trainers would then facilitate the training of the Active Groups, CRPs of the concerned blocks and facilitate the capacity building part at the block level.

From every block at least 600 community identified women activists would be imparted immersion training in the resource organization. This will help in dissemination of the best practices of social mobilization, institutional building, livelihoods etc in the community. The overall resource block strategy would be to ensure creation of high quality social capital in form of SHG leaders, community activists and facilitators, book keepers, social auditors etc. to initiate social mobilization in other blocks of the state in a time bound manner as mandated by the Cabinet. The social mobilization in all other blocks would be spearheaded by the social capital generated in the resource blocks.

IV Monitoring and Evaluation Monitoring is a continuous process and consists of comparing the set targets and the

actual performance achieved within the project framework. To effectively track the physical progress and financial performance, the State Mission

Management Unit would develop a MIS based monitoring system. The monitoring mechanism developed for mission activities at different level would-

Provide continuous feedback Identify potential problems Monitor the accessibility of the project to the target population Monitor the efficiency Evaluate the extent to which the project is able to achieve its general objectives. Provide guidelines for the planning of future projects. Will be a portal for knowledge exchange, transfer and dissemination of

longitudinal studies based on sample and stand-alone studies and Social/development audit.

V SKILLS AND JOBS Skills and jobs are being looked after Himayat mission management unit in the state. After three years of the roll out of Himayat mission it would come under the umbrella of the JKSRLM. However, pilot initiative would be tried in the resource block on community based mobilisation of youth on the career choices available to the youth. The pilot initiative , Block Employment Resource Center for Youth, being done under Himayat would be studied and the possibility of setting up youth counselling center at the block level would be looked into.

System Development and Delegation of Authority:

HR Manual

24

A comprehensive HR manual would be the primary requirement for all the structures envisaged under NRLM. The manual would be the guiding document for recruitment, HR development, staff governance and for determining benefits and compensation packages for staff. This activity is envisaged to be completed by the end of Nov, 2013.Formulation of Financial and Administrative Rules – The SMMU would develop administrative and financial rules clearly indicating delegation of power, decision making processes and systems to enable to society to function with desirable autonomy and efficiency in carrying out day-to- day business for achieving NRLM outcomes. Suitable delegation of financial and administrative authority to the Mission Director will be decided by the Executive Committee of the SRLM.

25

CHAPTER 4:Implementation Structure of NRLM in Jammu and Kashmir

Jammu and Kashmir Rural Livelihood Mission Society (JKRLMS) under the state Societies Registration Act, has been constituted to implement the National Rural Livelihood Mission in the state.

NRLM lays emphasis on promotion of ‘professionally competent and dedicated implementation structures’ at the national, state, district, and block level for managing and supporting Mission activities. For effective implementation of the mission, an independent society has been formed in the state. The society will have a three tier implementation structure via State Mission Management Unit (SMMU), District Management Unit (DMMU) and Block Management Unit (BMMU).The setting up of dedicated and sensitive implementation structure for the mission will include key features as follows.

PRI would be an integral part of the whole mission roll out where social mobilization would be done with their help.

Every block would be divided into 6 clusters each depending upon geographical area and population of the area.

Anchor person to look after the institution building aspect will be positioned at both the divisions (Kashmir and Jammu) at state by the Resource Organization for a period of 3 years. This arrangement will be made under Resource Block Implementation.

At the block, cluster and village level community cadre would be positioned to roll out the mission. The community cader would evolve with time and special focus would be on their training,capacity building and induction.

Functionaries for taking up farm and non-farm, health and education activities would also be positioned.

Special MoU would have to be made with RBI/nationalized banks to have a special strategy for total financial inclusion of the SHGs in a phased manner. The focus of FI would be on extending timely and low credit to the SHG members.

26

Coverage of households in Jammu & Kashmir

Total No. of Districts in J&K 22

Total No. of Blocks 143

Total No. of habitations 14000

No. of habitations per block 100

2/3rd of Households to be covered1000000

Average No. of Households per block 7000

9 blocks have to be taken as resource blocks in the first year and 13 blocks in the second year.

Remaining blocks would be developed by internal community resource persons and internal project resource persons, who will be generated and identified by the external community resource persons within one year. The formation of new groups and social mobilization in non-resource blocks would start from the March 2014 .

Further 22 resource block training centres would be set up in all the 22 districts of the state, which would on continuous basis impart training on institutional building and social mobilization in two years. These training centres would be anchored by the master trainers and trainers from the community. These training centres would be the core of training for all the non-resource blocks.

The social mobilization in the non-resource blocks would be done by internal CRPs/internal PRPs that would be developed from the 22 resource blocks.

Convergence of various developmental schemes and delivering the entitlements of the poor as their rights, through the institutions of the poor forms the ultimate goal of the mission. Thus various departments would be made sensitive about the mission at the state, district, block and village level by taking up exposure visits and workshops. Proactive steps by the state machinery would be taken so as to ensure this integration and sensitization of all other departments involved in the development programmes of the state.

1.1. Structure of State Mission Management Unit (SMMU)

27

a. The SMMU will be the ideal incubation hub and policy formulation unit for the entire mission. SMMU will comprise of multi-disciplinary team of experts in Social Mobilisation and Development; Financial Inclusion; Livelihoods Development; Human Resources; Monitoring and Evaluation; Financial Management; Administration etc. The experts, with adequate experience in the relevant thematic areas, will be drawn either from the market on contractual basis or from the government organizations on deputation basis for the mission period. This unit will be supported by other administrative and technical staff. The SMMU will work under the direct supervision and guidance of the Mission Director. The profile of the core team members will be of a nature that includes at least 5-7 years of experience, domain knowledge on theme they will work on and have proven skills of comprehension, analysis, articulation etc. To attract the best possible human resource for the mission, competitive salary package, based on current job market, is proposed to be offered. The SMMU office will be situated at the state capital and would move with the shift of the capital.

The major responsibilities of the SMMU will include: leading all NRLM activities in the state;

28

General Body

Executive Body

Supporting Staffs (2 MIS officers, 2 Accountant, 2 office Assistant & 2 Office Subordinate) State Mission Director

Additional Mission Director (Jammu) Additional Mission Director (Kashmir)

State Project Manager Social Development

Officer

State Project Manager Monitoring and

Evaluation & MIS

State Project Manager Finance Management &

Procurement

State Project Manager

Livelihoods

State Project Manager Financial Inclusion

State Project Manager Social

Mobilisation, IB & CB

Project Manager Health Project Manager Livelihood on Farm

Project Manager Education

Supporting Staff (1 office Assistant & 1 Office

Subordinate)

Supporting Staff (1 office Assistant & 1 Office

Subordinate)

Project Manager Livelihood off Farm

Project ExecutiveProject Executive

preparation of policies and implementation guidelines of the Mission at the state level for approval of GB and EC wherever necessary;

provision for handholding support to District and Sub-district implementation/support structures;

ensuring quality implementation of different components/thematic interventions; and managing convergence with various line departments and building partnerships with NGOs

and other organizations

District Mission Management Unit (DMMU)

The DMMU of the SRLM will be responsible for implementing NRLM activities in the district and will have its district office at the respective district headquarters. This unit will interface and forge convergence with District Administration, District Panchayat unit, line government departments, banks, civil societies and NGOs. DMMU will be a facilitating and support unit for BMMU. A DMMU will be led by a District Mission director (DMD), with officers in domain like Social Development, Financial inclusion, Livelihoods, Capacity building etc. Based on requirement, support staff will also be placed there. Staff at District unit will be hired from open market on contract, or on deputation from Line Departments of State Government. District mission director would be the erstwhile PO,DRDA who used to look after the SGSY scheme in the district. The district project director would be assisted by the district mission manager whi would be appointed from the open market. The district thematics would also be positioned at eh district level who would be specialists in social mobilisation,financial inclusion,social development,livelihoods etc

Block Mission Management Unit (BMMU)A Block Mission Management Unit (BMMU) shall be formed at the block level led by a Block Mission DIrector (BMD). BDO of the concerned block will be the ex-officio administrative head of the unit and will be called as Block Mission Director. To support BMD, themetics in financial inclusion,skills,livelihood,master trainer,social development and institutional development and capacity building would also be positioned in the second year.

29

District Project Manager

District Mission Manager (OM)

District Project Manager Social

Development Officer (OM)

District Project Manager

Livelihoods (OM)

District Project Manager Finance

Inclusion (APO)

District Project Manager Social

Mobilization, IB & CB (OM)

6 cluster coordinators in each block will also be positioned from the community cadre with in one year of start of social mobilisation. to facilitate community interface, mobilisation and capacity building activities. BDO of the concerned block will be the ex-officio administrative head of the unit. mobilizing all poor households into SHG fold;

strengthening existing and new SHGs; building SHG federations and other institutions of the poor at various levels; facilitating financial inclusion, convergence of other developmental schemes and

entitlements of the poor; facilitating trainings to be held for the members of the SHGs and their federations; and Building capacities of the poor, their institutions, CRPs and other social activists. building capacities of the poor, their institutions, CRPs and other social activists

Recruitment of the staff The recruitment of the entire staff is planned to be completed in phased manner. The full functional team at all levels is expected to be on board by the end of November 2013. A detailed recruitment process will be included in the HRD manual proposed to be prepared by JKSRLM. For the immediate recruitment of core team at SMMU and conducting recruitment till full-fledged HRD manual is developed, an interim recruitment procedure will be adopted by the mission. A recruitment calendar will also be drafted once the SMMU team is placed.

30

Master trainer (community cadre)

Resource person ( Social Development)

Resource Person Manager (Financial Inclusion)

Resource Person ( skills & Placement)

Resource person livelihood

Block Program Manager (BPM)

Block Project Manager IB/CB

Block Mission Director (BDO)

Approved Core staff at state, district and block level are mentioned below

LevelCabinet approved Positions Unit

31

Level Cabinet approved Positions Unit

Stat

e

Mission Director 1Additional Mission Director (Jammu) 1Additional Mission Director (Kashmir) 1State Project Manager, Social Mobilization, Institution and Capacity Building 1State Project Manager, Financial Inclusion 1State Project Manager, Livelihoods 1State Project Manager, Finance Management and Procurement 1State Project Manager, Social Development Officer 1 State Project Manager Monitoring and Evaluation &MIS 1Project Manager – Education 1Project Manager- Health 1Project Manager – Livelihoods, on farm 1Project Manager – Livelihoods, off farm 1Project Executive 2MIS officer 2Accountant 2Office Assistant 4Office Subordinate 4Driver 1Sub Total 28

Dis

tric

tDistrict Mission Manager

4District Project Manager

4District IB and CB officer

4District Livelihood officer

4District Financial Inclusion officer

4District Social Development Officer

4District Manager Finance (DRDA)

4MIS Assistant

4Accountant

4

Total 36

Level Cabinet approved Positions (for 4 block) Unit

Blo

ck

Block Mission Manager4

Block Project Manager (Social Mobilizations)4

Block Manager (Financial Inclusion)4

Block Manager (Skills & Placement)4

Cluster Coordinator24

Accounts & Administrative Assistant4

Data Entry Operator4

Subtotal 48

Grand Total 112

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b. Staff Capacity Building To start with a two day orientation programme would be organized for the newly

recruited staff followed by their village level training for one week in the blocks allotted to the staff.`

Followed by a comprehensive immersion cum induction programme designed by NMMU for the state core team before their placement . The final selection of the mission staff would be subject to the ranking done by the NMMU during the immersion cum induction training.

Thematic training programme will also be conducted for the staff recruited as per the protocol developed by NMMU. They will be sent to different locations to participate in relevant programmes.

Need based exposure of SRLM team at state, district and block levels.

33

CHAPTER 5:Financial Management System

The SRLM will design financial management system to ensure transparency and accountability and richness in decision-making and allocation of financial resources to the district, blocks & villages. Each DMMU and BMMU will prepare the detail action plan based on which JKRLS will transfer funds to DMMUs and BMMUs into a separate bank account opened for the project. Similar process will be followed for fund releases from the BMMUs to SHG Federation/s. As formation of SHGs federation may take some time, CIF may be give directly to SHGs as well. Based on SHG or Village organisation (VO) action plan/Community Based Livelihood Business Plan/Micro Credit Plan, BMMU will apprise, a approve the action plan and funds will be released through electronic transfer systems, to the extent same side and shall be based on the terms and conditions for fund releases as per Financial Management provisions. Fund releases from the Project will be based on achievement of outputs or results.

Overview of Fund Flow

MORD

State Mission

Addl.MDs

DMMU

SMMU

BMM

State Team with the support of district and block team will review and monitor the performance against plans on monthly basis. . Funds will be released as per financial management provisions through direct transfers into JKRLS bank accounts. JKRLS will maintain a separate bank account in a commercial Bank for the Programme funds and notify the same to MORD-NMMU.

For all fund releases, the JKRLS will be submitting audit reports and utilization certificates, as per established MORD-NMMU norms and operation manuals. Financial Management specialist would lead in setting up standard finance and accounting system at SRLM.

34

Procurement Activities:

The SRLM believes that procurement should result in timely, high quality and cost effective outputs. The objective is not to find the cheapest provider but to find the provider who offers the best value for money. SRLM will hire services of appropriate service provider for the Goods and Services. EC/GB of JKSRLM will approve and adopt the MoRD-NRLM procurement guidelines and procedure outlined for carrying out procurement under NRLM.

All Procurement will be made on the basis of procurement plan which will be based on Annual Action Plan and Budget for the year 2011-12. Separate costing of entire cycle of identifying procurement needs, selecting, contracting, monitoring and supervising procurement of consulting services and equipment at State, district, block and community level is mentioned in the budget plan .

35

CHAPTER 6:Management Information System (MIS)

Under NRLM, J&KRLS will evolve and established a monitoring and evaluation system enabling the programme to enhance overall effectiveness through establishing clear logical links between programme interventions and results. The M&E system will build upon the need for demonstrating accountability of DMMU/BMMU/partners and stakeholder by having strong mechanisms of measuring and managing results and learning. To this end, M&E will be both, learning and guiding mechanism by integrating programmatic and institutional framework across the implementation structure i.e. SMMU, DMMU, BMMU and also cover Partner agencies & Technical Support Organization which will ensure accountability and higher degree of results.

The monitoring system design for the NRLM would have two major components: concurrent monitoring and participatory process. Concurrent monitoring would be undertaken through systematic and regular monitoring of project progress through measurement of outputs by all the key stakeholders. The DMMU and BMMU would report their activities and progress on a monthly/quarterly basis in pre-designed reporting formats, which would feed into the project MIS. The SMMU teams would validate and verify these progress reports through regular checks at village level and raise implementation issues identified with the partners.

36

CHAPTER 7:NRLM Non- Resource Block Strategy

NRLM would reach all blocks & districts of J & K by the end of 2015-16. Therefore a phase mannered implementation approach would be adopted in the state of Jammu and Kashmir.

In first year 9 blocks of 9 districts and in the second year 13 blocks in 13 districts has been taken as a Resource Block under NRLM in the state which will act as a learning ground for the rest of blocks . the remaing blocks woukd be taken up under non-resource block strategy wher social mobilisation would be started by the internal community resource persons .

The key strategy under non intensive would be strengthening of the DRDA and for that capability assessment of all the 22 districts would be done to understand existing human resource and their capacity to implement a process oriented community development plan. For implementation arrangement, a team of four to five district level professionals (District Resource Persons) including the existing staff working in DRDA would be placed exclusively for planning, imparting training to the existing groups, establishing bank linkages, monitoring of plan developed for non-intensive blocks.

Role of the SRLM would be to provide strategic guidance to DRDA and support for preparation of the capacity building and livelihood plan for the existing SHGs. Apart from that an intensive capacity building exercise will be done by SRLM for the DRDA officials, bankers, PRI representatives and other key stakeholder. The fund for the non intensive blocks would be routed through SRLM to DRDA and a special cell for NRLM non intensive blocks would be in place at State level with 3-4 professionals along with a dedicated finance officer for effective financial management of the budget available for non-intensive blocks.

Based on the plan prepared by the DRDA for SHGs which will mainly have the activities related to capacity building of the SHG members and their federation, capital subsidy and interest subsidy will be the basis for SRLM to release the fund to DRDA. However in non-intensive blocks new SHG will not be promoted

The overall focus under non intensive blocks would be to create a readiness of the SHGs and other village organizations for quick and quality adoption of the process taken under intensive blocks. Selection and building the capacity of the CRPs through using the CRPs of intensive blocks and exposure to best practices within the state would be the key feature to support the community for vibrant institution building.

The key thrust area where project would intervene in non resource blocks:

1. Capacity building of DRDA and existing SHGs2. Livelihood business development plan of SHGs and bank linkage3. Selection and capacity building of women CRPs4. Revolving fund and Interest subsidy support to deserving SHGs5. Skill development and placement of rural youths

JKSRLM will monitor the Non-resource blocks results, processes and activities through regular meetings of the Performance Review, visits by SMMU, DMMU team in field. JKSRLM would also promote social accountability practices in Non-resource blocks to introduce greater transparency.

37

Annexure

% of Rural BPL population

Reas

iRa

mba

nKi

sthw

arPo

onch

Kupw

ara

Karg

ilBa

ndip

ora

Doda

Budg

amBa

ram

ulla

Pulw

ama

Rajo

uri

Udha

mpu

rGa

nder

bal

Kulg

am Leh

Shop

ian

Anan

tnag

Sam

baJa

mm

uKa

thua

Srin

agar

05

1015202530354045

40.1539.3 40.1

35.133.33

34.4133.8730.67

28.1530.52

27.9626.14

29.2524.94

22.827.47

17.115.94

16.0915.32

12.66

8.16

% of Rural BPL Population

% of Rural BPL Population

38

Annexure 10

Swaranjayanti Gram Swarozgar YojanaSelf- Help Groups(SHGs) since from (1999- 2011) (Rs. in Lakhs)

S. No

District No. of SHGs Formed No. of

SHGs Defunc

t

No. of SHGs

passed GD-I

No. of SHGs

passed GD-II

No. of SHGs

Given RF

No. of SHGs financed for Economic Activities

DRDA

NGO

1 Anantnag 999 NA 0 290 99 NA  66492 Pulwama 439 -do- 0 374 81 -do-  163 Srinagar 77 -do- 0 43 17 -do-  21384 Budgam 1574 -do- 0 602 192 -do-  48865 Baramull

a1084 -do- 0 736 306 -do-  9756

6 Kupwara 795 -do- 0 410 140 -do-  66427 Leh 301 -do- 0 76 36 -do-  15688 Kargil 87 -do- 87 69 0 -do-  NA9 Jammu 466 -do- 31 249 76 -do-  26910 Udhampu

r965 -do- 438 407 266 -do-  339

11 Doda 629 -do- 0 453 65 -do-  43512 Kathua 403 -do- 129 155 53 -do-  21113 Rajouri 620 -do- 411 214 9 -do-  37714 Poonch 458 -do- 0 259 12 -do-  24315 Reasi 151 -do- 65 97 38 -do-  17216 Samba 226 -do- 129 92 25 -do-  8517 Ganderba

l367 -do- 0 272 106 -do-  1140

18 Shopian 134 -do- 0 69 7 -do-  4019 Kishtwar 195 -do- 5 77 53 -do-  6320 Ramban 178 -do- 81 112 75 -do-  27221 Kulgam 481 -do- 95 181 50 -do-  119422 Bandipor

a326 -do- 259 89 -do-  3421

39

Annexure 11

ACHIEVEMENT UNDER SELF HELP GROUP (SHG)-POSITION AS (Amounts in Lacs of Rs.)S. No.

Name of the Bank Disbursement under SHG Disbursement under SHGfrom April 1st 2009 to 31 MARCH 2010

from April 1st 2010 to 31 MARCH 2011

No. AMOUNT No. AMOUNT1 J&K Bank 285 159.97 209 174.822 S. B. I. 119 140.79 46 49.783 P. N. B. 80 46.05 61 54.004 Canara Bank 10 3.40 0 0.005 UCO Bank 10 7.33 10 7.506 J&K State Cooperative

Bank81 35.60 90 44.95

7 P&S Bank 0 0.00 0 0.008 Indian Overseas Bank 0 0.00 0 0.009 ICICI Bank 0 0.00 0 0.0010 Syndicate Bank 0 0.00 0 0.0011 Corporation Bank 0 0.00 0 0.0012 Oriental Bank of

Commerce0 0.00 0 0.00

13 Bank of Baroda 0 0.00 0 0.0014 Vijaya Bank 0 0.00 0 0.0015 Andhra Bank 0 0.00 0 0.0016 State Bank of Patiala 0 0.00 0 0.0017 HDFC Bank 0 0.00 0 0.0018 JCC Bank 0 0.00 0 0.0019 ACC Bank 12 22.44 2 3.2520 BCC Bank 23 9.98 16 15.1721 Ellaquai Dehati Bank 22 24.35 66 94.9122 J&K Grameen Bank 89 51.00 106 128.0023 C. B. I. 0 0.00 0 0.0024 Citizen Co-operative

Bank0 0.00 0 0.00

TOTAL 731 500.91 606 572.38

40

S.No Economic Activity Growth in 2006-2007(Q) Growth in 2007-2008 (A)1 Agriculture and Allied Activities 27.91% 26.90%2 Mining & Quarrying 0.20% 0.23%3 Manufacturing 6.52% 6.81%4 Construction 13.68% 14.88%5 Trade, Hotel and Restaurants 7.98% 8.25%6 Transport, Storage &

Communication6.29% 7.06%

7 Communication 3.84% 4.30%Annexure 12

41

Annexure 13

The Governing Body:S.No. Name Designation

1 Minister Rural Development and Panchayati Raj Chairman

2 Minister of State, Rural Development and Panchayati Raj Vice-Chairman

3 Administrative Secretary Agriculture Member

4 Administrative Secretary Animal Husbandry Member

5 Administrative Secretary Education Member

6 Administrative Secretary Finance Member

7 Administrative Secretary Health Member

8 Administrative Secretary Industry Member

9 Administrative Secretary Labour Member

10 Administrative Secretary Planning Development Member

11Administrative Secretary Rural Development and Panchayat Raj

Member

12 Administrative Secretary Social Welfare Member

13 Representative from MoRD, GOI Member

14 Representative from State Cooperative Milk Producer’s Member

15-17

State level Representative (s) of RBI, NABARD, convener SLBC

Member

18-19

Representative from National level NGO/Civil Society Organization working for empowerment & livelihood promotion

Member

20 Representative from SHG Federations Member

21-25

Nominated by the Government initially and the General body subsequently, from among the members from outside the government.

Members

26 State Mission Director (SRLM) Member Secretary

42

Annexure 14

The Executive Council:S.No. Name Designation

1Administrative Secretary Rural Development and Panchayat Raj Chairman

2Administrative Secretary Agriculture or his representative not below the rank of Additional Secretary Member

3Administrative Secretary Animal Husbandry or his representative not below the rank of Additional Secretary Member

4Administrative Secretary Education or his representative not below the rank of Additional Secretary Member

5Administrative Secretary Finance or his representative not below the rank of Additional Secretary Member

6Administrative Secretary Health or his representative not below the rank of Additional Secretary Member

7Administrative Secretary Industry or his representative not below the rank of Additional Secretary Member

8Administrative Secretary Labour or his representative not below the rank of Additional Secretary Member

9Administrative Secretary Planning Development or his representative not below the rank of Additional Secretary Member

10Administrative Secretary Social Welfare or his representative not below the rank of Additional Secretary Member

11 Representative from MoRD, GOI Member12 Representative from State Cooperative Milk Producer’s Member13-15

State level Representative (s) of RBI, NABARD, convener SLBC Member

16-17

Representative from National level NGO/Civil Society Organization working for empowerment & livelihood promotion Member

18 Representative from SHG Federations Member

19-23

Nominated by the Government initially and the General body subsequently, from among the members from outside the government. Members

24 State Mission Director (SRLM)Member Secretary

43