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Study on Institutional Building
21st Aug. 2006
Society for Elimination of Rural Poverty (SERP)
Hyderabad May – June 2006
Structure of Presentation
Scope of the Study The TWIN-IB Strategy Methodology of the Study Observation and Analysis
Quality of the Institution Sustainability Impact
Scope of the Study
Overall objective To assess the quality,
sustainability and impact of the institution building processes adopted by the project.
Scope of the Study
Assumptions for validation Adoption of an intensive process
oriented approach to IB has significantly contributed to sustainable institutions of the poor.
Sustainable institutions of the poor had significant impact on the QOL of the Poor.
Twin – IB Strategy : Intensive and Moderate
Intensive CRPs from SAPAP mandals Support from APMAS Exclusive Institutions (Chenchus) and
CRPs support Moderate
General IB strategy
Methodology of the Study
Identification of Indicators Two day workshop Field testing in Ranga Reddy
Quality of Institutions Rating tools – SHG, VO and MS
Sustainability Financial Non-financial including management
Impact Quality of Life (7) Perceived Benefits – Financial and Non-financial Perceived changes in Informal Institutions.
A.
Methodology
B. Methods and Tools
S.No.
Levels of Data Collection Method Tool
1 • Members of Sample SHGs • Interview to assess Impact
• Interview schedule
2 • Institutions (SHGs, VO, MMS & ZMS)
• Interview FGD • Rating Tools
3 • Project District Functionaries
• Semi-Structured Interviews (SSIs) Secondary Data
• FGD Guide• Interview Guide• Secondary data
Analysis
4 • Stake Holder (Line departments, bankers, non-poor, etc.)
• Stakeholder analysis • SA Guide
Methodology
Particulars Sample per District Total
• District 1 1 1 3
• Mandals ( 2 per District) 2 2 2 6
• Village Organization (@3 per Mandal) 6 6 6 18
• SHGs• ( @3 per VO) 18 18 18 54
• SHG Members• (@ 3per SHGs) 54 54 54 162
C. Sample Size
Methodology
D. Criteria for selection of mandals
Essential indicators: Age of the Mandal Samakhya Inputs provided by the project for the institution building
process (intensive& moderate) Minimum 75% of entitlement of CIF released and having at
least 90% recoveryDesirable indicators: (apart from the above three any one of the
below given indicators) Engagement in activities like procurement, marketing, RCL,
health, disability, etc. Mandals that have excellent social capital and supporting
other mandals & districts. Mandals that have achieved financial viability (meeting their
costs).
Observations and AnalysisQuality of the Institutions in Warangal:CRP based approach Vs moderate approach1.SHGs:
Mandal Name “A” Grade
“B” Grade
“C” Grade
Intensive: Geesukonda
78% 22% 0%
Moderate:Lingala Ghanapur
33% 56% 11%
Observations and Analysis
Quality of the Institutions in Warangal:CRP based approach Vs moderate approach
2. VOs:
Mandal Name “A” Grade
“B” Grade
“C” Grade
Intensive: Geesukonda
34% 66% 0%
Moderate:Lingala Ghanapur
0% 66% 34%
Observations and Analysis
Future IB strategy has to give more focus on strengthening of VOs both in intensive and moderate models
3. MSs: Geesukonda (Intensive) – “A” Grade Lingalaghanapur (Moderate)- “B”
Grade
Sustainability
Financial
Introduction of AWFP, MCP and Repayment plan facilitate sustainability
All Structures viz., SHGs, VOs and MSs are moving towards sustainability and both operational and financial self-sufficiency can be achieved in two years time
One third of the MSs & about 50% of the VOs are in a position to meet 50% of their monthly office expenses
Sustainability
Non-Financial Meeting place :MSs and SHGs better placed
than VOs. Book-keeping, Financial Management,
Administrative Systems, member participation and complying Legal compliances provide scope for improvement
Linkages with Banks, Line departments and participation in government programs contribute to sustainability of institutions. Enhanced focus would go a long way.
Contributing factors for quality & sustainability of Institutions
Focused and systematic approach to IB Experiential and cross learning through CRP
strategy Bottom –up approach for IB Strengthening Effective methods adopted for problem solving
and conflict resolution Having weekly meetings Intensive member education by CRPs and
exposure visits influenced the performance of SHGs and VOs
Adoption of entitlement approach and 7 step MCP process for lending
Timely provision of credit
Contributing factors for quality & sustainability of Institutions
Staying in the villages and doing home visits Intensive monitoring and continuous follow-up
by staff (mandal, district and state) Promotion of Strong Social capital Concept of Sub-committees influencing the
quality of performance of SHGs and VOs Presence of SHG and VO bookkeeper is
enhancing the performance of SHGs and VOs SHG, VO masanivedikalu and DCB Targeted approach to coverage of POP & Poor
and in giving benefits
Impact on Quality of Life
Perceived changes after joining in SHGs: Increased house hold income and enhanced
physical well being in 70% of HHs 47% of members started getting income from
diversified income sources 82% of members acquired assets after joining
SHGs A positive change has come both in quantity and
quality of food consumption in 75% of members HHs and better clothing in 81% of members HHs
51% members reported improvement in overall health status (Institutional deliveries, childrens immunization and change in treatment seeking behaviour)
Impact on Quality of LifePerceived changes after joining in SHGs: Significant improvement in children education
especially girls education ( 82%) Significant improvement (85%) in members
knowledge and skills (group management, leadership development, bookkeeping, financial management, on various social, economic and political issues)
68% members felt that SHGs is acting as a safety net to tide over their difficulties
SHGs have significantly impacted child labour issues ( 56%)
Violence against women has diminished SHGs are also emerging as strong power groups
Way forward More focus on member managed and
controlled approach (administrative, financial and human resource management, MVTC management and in service delivery)
Adoption of CRP strategy in phased manner and creating demonstration sites for replication
More focus on promotion of operational (meeting office and staff expenses) and financial self-sufficiency in CBOs
Way forward More focus on registration of CBOs,
complying legal compliances and enhancing financial management and accounting skills of members
Strengthening of ZS and TTDCs Establishment of Area Coordinators
system under the overall guidance and control of ZS
Convergence with line departments, financial and non-financial agencies