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					Presentation on Swarnjayanti Gram
     Swarozgar Yojana (SGSY)/
National Rural Livelihoods Mission
            (N.R.L.M)
          Structure of Presentation



SGSY – status
Re-structuring S.G.S.Y into N.R.L.M
NRLM – Salient Features
NRLM roll out status
Issues
              S.G.S.Y - Main Features

 S.G.S.Y - 1999: covering all aspects of self-
 employment
 Organising Rural BPL into S.H.Gs, provision of
  credit linked with subsidy for income generating
  assets
 Identification of key activities
 Support provided for marketing and infrastructure
  creation ( upto 20% of the SGSY allocation )
 Skill Development and Capacity Building Training
  of SHGs leading to micro enterprise.
                 S.G.S.Y - Status
 Main Achievements since inception
   20 lakh BPL S.H.Gs covering 250 lakh
    Swarozgaris
   152 lakh Swarozgaris assisted with bank credit
    & subsidy
   Credit mobilization: Rs.1100 crore in 1999-00
    to over Rs.4450 crore in 2009-10
   Per capita investment: Rs.17000 per beneficiary
    in 1999 to Rs. 31800 in 2009
   Skills and placement special projects: About
    2.31 lakh beneficiaries have been trained &
    1.75lakh placed
      SGSY- Progress – 2009-10 and 2010-11
                                                09-10              10-11
No. of SHGs formed (lakh)                                3.89              3.11
Economically Assisted SHGs (lakh)                        2.92              3.12
Total Swarozgaris Assisted (lakh)                       20.85           21.09
Number of SC/ST Swarozgaris (lakh)              10.76 (52%)       10.97 (52%)
Number of Women Swarozgaris (lakh)               15.02(72%)       14.24 (67%)
Number of Minorities Swarozgaris (lakh)           2.41(12%)         2.44(12%)

Total Central Release (%age against central   Rs.2230 (96%)      Rs.2665(89%)
allocation) (crore)
Total Investment (credit +subsidy) (crore           Rs.6409           Rs.6400
Total Subsidy Disbursed (crore)                     Rs.1962           Rs.1814
Total Credit Disbursed (% against target)     Rs.4447(100%)     Rs. 4586 (88%)
(crore)
Per Capital Income (in Rupees)                          31817           31375
                                                                           5
S. No.   S.G.S.Y / N.R.L.M BUDGET FOR      Total
         2011/12 ( Rs.2914 crs)            (Rs. in cr.)

1.       SGSY/NRLM - Grant in aid to       2191
         States
         (support for formation of SHGs,
         RF, Trg. and CB, subsidy, Mktg.
         and infrastructure)


2.       Special Projects                  450

3.       M.K.S.P                           200

4.       RSETI s                           50
              Restructuring S.G.S.Y
Shortcomings experienced during
 implementation
Large scale initiatives of some states – A.P,
 Kerala, and experiences of N.G.Os

Steering Committee constituted by the
 Planning Commission for the 11th Plan - 2007

Recommendations of Prof. Radhakrishna
 Committee - 2008
  Key lessons from large scale Experiences

Even the poorest family can come out of
abject poverty , in 6 - 8 years provided:

• They are organized, build and nurture own
  institutions, and, provided continuous
  handholding support
• able to access thrift and credit in repeat
  doses, for meeting varied priority
  requirements. External finance of Rs. 1.0
  lakh per family required                   8
              NRLM

Goal:
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
( current poverty line is equivalent to
 Rs.23,000 per family per annum)
                                          9
                 NRLM
 Task: to reach out to 7.0 crores rural
  poor households, and, stay engaged
  with them till they come out of poverty

 Mission: To do this in a time bound
  manner
        N.R.L.M - SOCIAL MOBILISATION

Organising the poor – to ensure a woman from
 each poor family is part of a S.H.G
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
                                                 11
       N.R.L.M – SOCIAL MOBILISATION

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
Exit policy for external support structures
Transparency and accountability
Community self reliance and self
                                            12
 dependence
        N.R.L.M – SOCIAL MOBILISATION

Piloting by national unit: Triggering this work in
 40 districts and 100 Blocks
Proof of concept, training for state teams
Partnerships with experienced C.B.Os and
 resource state societies
Similar strategy was followed in Bihar
Eventually these 100 blocks, and 1000 villages
 become resource villages – training centres and
 immersion sites
                                                  13
       N.R.L.M - financial inclusion

Access to credit key to coming out of poverty.

A minimum of Rs.100,000 per family required,
in several doses over a period of 5 – 6 years. Of
this 90% has to come from financial
institutions.

Financial inclusion at affordable cost holds the
key
        Building pro-poor financial sector
 Strategic partnerships with banking sector - intensive
  district adoption by select banks
 SPV promoted by NABARD, SBI and State
  Governments to finance S.H.Gs ( Karnataka)
 Accessing Co-operative banks – restructured after
  Vaidyanathan committee recommendations
 Promoting Financial intermediation by mature S.H.G
  federations

 A national bank for women S.H.Gs on the
  lines of NABARD
       Building pro-poor financial sector

 Leverage IT and business correspondents
  models. SHGs and federations as B.Cs

 Facilitation support: ‘Bank Mitras’, Financial
  literacy and financial counseling

 Interest subsidy on loans to S.H.Gs

 Micro insurance to cover life, health and assets
      National Rural Livelihoods Mission

Four streams of livelihoods promotion:

 coping with vulnerabilities – debt bondage,
  food insecurity, migration, health shocks
 existing livelihoods – stabilising and
  expanding, making them sustainable
 self employment - micro-enterprise
  development
 skilled wage employment - opportunities in
  growing sectors of the economy
                                           17
        strengthening existing livelihoods


 Critical livelihoods are: agriculture, livestock, forestry
  and non-timber forest produce

 Promote institutions around livelihoods

 Promote end-to-end solutions, covering the entire
  value chain

 Key – knowledge dissemination. Development of
  community professionals in a large number
       strengthening existing livelihoods

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

• MKSP to improve the present status of women in
  Agriculture, and to enhance the opportunities for
  her empowerment.
• MKSP is a sub component of the National Rural
  Livelihood Mission (NRLM)
• The primary objective of the MKSP is to empower
  women in agriculture by strengthening
  community institutions of poor women farmers
  and leverage their strength to promote
  sustainable agriulture.
          MKSP Non-Negotiables
• Strong Community institutions of Women farmers
• Community managed Sustainable Agriculture - Low cost
  sustainable practices such as NPM/ IPM/ Integrated
  Nutrient Management
• Promoting and enhancing food and nutritional security
  at Household and Community level
• Drudgery reduction for women farmers
• Focus on landless, small and marginal farmers as project
  participants
• Value addition and marketing
• Resilience to climate change
 Promotion of Livelihoods in the primary sector




• Similar schemes will be formulated for :
  Livestock,  dairying,  N.T.F.P, Fisheries,
  handloom sector

• Learnings from these pilots will feed into the
  strategies for N.R.L.M
       skill development and placement


 Up-scaling Skill development and placement
  through public-private partnerships – 1.0
  crore youth over a period of 5 years

 Special initiatives for J&K, IAP Districts (60),
  Minority concentrated districts and North
  East
                         Progress till 2010-11
 Skills and placement projects through private sector and N.G.Os -
  initiated in 2006. 15% of SGSY/NRLM allocation set apart for
  Special Projects.
 Under this component 148 placement projects sanctioned to cover
  11.50 lakh beneficiaries (Total investment Rs. 1655 Cr. approx.)

                       2007-08   2008-09     2009-10      2010-11
 Projects approved          1         15            66         61
 Beneficiaries          24,000   1,65,000   4,34,000      4,20,000
 Total cost (crore)      10.81    140.20         634.32    797.01
 Funds released(Cr.)     16.21     49.96         158.10    253.89
 Beneficiaries
 Trained                22,000    18,000         80,000   1,40,000
 Placed                 18,000    14,500         55,000   1,10,000
                                                                24
Special Skills and Placement Mission in
                   J&K
 J&k Jobs Project was approved by Cabinet on May 19,
  2011, as a 100% Central assisted scheme.

 This scheme will cover all youth: from rural and urban
  areas, and, BPL and non-BPL category in J&K.

 1 lakh J&K youth will be trained for salaried and self-
  employment in the next 5 years.

 MoRD will take first year (July 2011 to June 2012) as a
  year of experimentation to try out new models
   Self employment and micro enterprise
               development
 Entrepreneurship development among local
  youth to generate in situ employment

 5 – 6 million ‘micro-entrepreneurs’

 Successful RUDSETI model will be replicated
  – MoU with RUDSETI
 Other innovations: Kerala KUDUMBASREE (
  community EDP trainers)
          convergence and partnerships


Convergence – institutions of poor provide a
 platform for convergence and optimisation of all
 anti-poverty programmes
Linkages with PRIs
Partnerships with N.G.Os and CSOs
Partnerships with resource C.B.Os and resource
 state agencies ( S.E.R.P, KUDUMBASREE, BRLPS)
                                                27
          Partnerships for livelihoods


Partnerships with industries, industry
 associations – for skills and placement, micro-
 enterprise development, and, marketing support
 for agri-forest produce
Different thematic groups will be set up, like
 agro-processing, garmenting, hospitality,
 automobiles, construction, IT services, etc.

                                              28
          sensitive support mechanism

 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.                                29
                 Accountability

 Extensive use of I.T for transparency and real
  time monitoring
 Databases of S.H.Gs and members
 Link with BPL data base
 Accountability Systems
 • Regular meetings of S.H.Gs and
     federations – financial transactions read
     out in the meeting
 • Social audit for transparency and
     accountability
             RESULTS MONITORING
 Computerised MIS : submission and sanction of
  proposals and online monitoring – centre to
  states to districts

 Periodic monitoring by teams of experts visiting
  states

 Baseline and impact evaluation by independent
  agencies

 Large scale independent study – panel data -
  monitoring same households, once a year
  over 10 years
            NRLM implementation
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
                                          32
 blocks in 7 years
   NRLM - ACTION TAKEN BY MoRD
• Framework for Implementation prepared.
• States to prepare their action plans ( State
  perspective plan and Annual action plan)
• Funds for preparatory activities released
• World Bank loan of $1.0 billion negotiated
• Workshops held: preparation of state action plans,
  Strategy in intensive and non-intensive blocks,
  procurement procedures, HR Policy and recruitment
  procedures
• Secretary’s letters to all C.S s – 3 times
                                                       33
Transition from SGSY to NRLM
Basic requirement for states:
• State Govt. approval for setting up of a society or using
  an existing society
• Setting up of a State Society
• Appointment of a full time CEO
• Recruitment of professionals at SPMU and Govt approval
  for recruitment in the first phase districts
• Preparation of SPIP


SGSY will cease to exist after 31st December, 2011
Progress under NRLM - Setting up of Society
SRLM formed    SRLM formed   SRLM to be        SRLM to be
                             formed by         formed after
                             Sep. 2011         Sep. 2011 (by
                                               Dec. 2011)
• Andhra       • Puduchery   •   Assam         •   Uttar Pradesh
  Pradesh      • Punjab      •   J&K           •   Nagaland
• Bihar        • Haryana     •   Karnataka     •   Mizoram
• Gujarat      • Himachal    •   Maharashtra   •   Manipur
• Kerala         Pradesh     •   West Bengal   •   Arunachal
• Orissa       • Tripura     •   Chhatisgarh       Pradesh
• Tamil Nadu   • Sikkim      •   Jharkhand     •   Andaman &
• Madhya                     •   Uttarakhand       Nicobar
   Pradesh                   •   Meghalaya     •   Daman & Diu
• Rajasthan                                    •   Dadra&NH
                                               •   Goa        35
                                               •   Lakshadweep
        NRLM Progress – Deputing CEO
Full time CEO         An in-charge Officer is
                      working
•   Andhra Pradesh    • Chattisgarh
•   Bihar             • Puducherry
•   Gujarat           • Sikkim
•   Kerala            • Punjab
•   Madhya Pradesh    • Tripura
•   Odisha
•   Rajasthan
•   Tamil Nadu




                                                36
N.R.L.M launched on June 3rd at
Banswara, Rajasthan
Issue: Suitable Name for NRLM
 • Aajeevika
 •   Mahila Shakti
 •   Swavalamban
 •   Grama Shakti,
 •   Mahila Swashakti
 •   Samridhi
 •   Mahila Kranti
 •   Sampoorn
 •   Sanjeevani
Issue: Suggested Names for NRLM
 •   Abhyodaya
 •   Jana Jagriti
 •   Swa Shakti
 •   Ujwala
 •   Roshni
 •   Swarna Bharat
 •   Aalok,
 •   Bhagyashree
 •   Abhilasha
 •   Biswas
 •   Navodaya
 •   Jiwan Aadhar
 •   Swachetna
  Issue: setting up of committees
N.R.L.M Advisory committee headed by
Minister, RD

N.R.L.M Co-ordination committee headed
by Secretary, RD

N.R.L.M Empowered committee – for
approving state action plans
   Issue: dedicated support structures
• Dedicated support structures a must to trigger
  social mobilisation, institution building of the
  poor, and livelihoods promotion
Poor should not be served poorly
• Best talent should work for the poor
• Working for the poor should be seen as an
  attractive career option
• Govt servants should not think that they have
  been punished, when they are posted to N.R.L.M
• Serious mismatch between outlay for programme
  funds and funding support costs
        Issue: dedicated support
                structure
• Present provision of administrative cost is 5% of
  program fund (excluding placement linked skill
  development and RSETI component) – is a serious
  constraint
• Professional support of multi-disclinary teams,
  drawn from the open market and from the
  Government is essential.
• Good and dynamic HR policy ( Compensation and
  other terms) to attract and retain the best
• HR policy benchmarked with the best in the
  market
  Issue: dedicated support structure
• National level – EFC has not agreed to the
  Ministry’s request for setting up a National level
  society for managing N.R.L.M
• However need for a dedicated society at the
  national level exists – this will reduce the learning
  curve for the states
• This unit will shrink when states pick up
• Full time Mission Director – essential. At present
  JS, S.G.S.Y is also the Mission Director
• Need for recruiting dedicated manpower, by
  paying them market rates for development
        Issue: dedicated support
                structure
• State level – except for A.P, T.N and Bihar –
  problems in each state as far as manning of the
  missions is concerned

• This is a serious issue in most of the states
    Issue: target group of N.R.L.M

•   Target group for N.R.L.M: Present N.R.L.M
    formulation - only those categorised as
    BPL.
•   In view of large exclusion errors in the
    present BPL list, what should be the
    target group under N.R.L.M
•   2011 BPL enumeration - many of the
    previous errors are expected to be fixed.
              Issue:Target group
•    Two formulations:
    1. All those who are not falling under
       automatic exclusion
    2. BPL list, plus,
    – All those groups eligible under Category IV
       MGNREGS works: SC/STs, beneficiaries of
       land reforms, beneficiaries of Indira Awas
       Yojana, small farmers or marginal farmers
       as defined in the Agriculture Debt Waiver
       and Debt Relief Scheme, 2008
    – Worked in MGNREGS – 30 days – for the
       last 2 years
   Issue: Financial inclusion – a
         serious challenge
  Poor performance of banks in lending to
  the rural poor, including S.H.Gs.
  Innovations required:
• NBFC – State Govt, banks and NABARD –
  for exclusively lending to S.H.Gs and S.H.G
  Federations
• Mature S.H.G federations to become CFIs –
  community owned financial institutions (
  Mahila banks)
     Issue: Financial inclusion



• National bank for women S.H.Gs –
  essential to focus on the issues of rural
  poor women
      Issue: Financial inclusion


• Interest subvention on the same lines as
  ‘crop loans’ – to be taken with Finance
  Ministry ( DFS)

• Support states to set up their own NBFC s
  to finance S.H.Gs and S.H.G federations
  exclusively – to be taken up with Finance
  Ministry (DFS)
Issue: subsidies and administration
            of subsidies
At present N.R.L.M provides for the following subsidies:
    1. Revolving fund
    2. Capital subsidy
    3. Interest subsidy

Restructuring the first 2 subsidies in view of the negative
experiences of S.G.S.Y.
Subsidies should strengthen the institutional architecture
and not weaken them
       Issue: Role of subsidies and
       administration of subsidies

  Who will administer the subsidies: desirable to
  delink subsidy administration from DRDAs

• To make DRDAs focus on building quality institutions of
  the poor
• To create a level playing field for all S.H.Gs and S.H.G
  federations to access grants – whether they are promoted
  by N.G.Os, DRDAs or banks
• Alternative mechanisms: Banks, NABARD ?
      Issue: Placement linked skill
       development programme
• To achieve the target of 1 crore job opportunities
  for rural poor by the end of 12th Five Year Plan
• Present allocation is pegged at 15% of N.R.L.M
  outlay – this needs to be lifted
• This needs to be lifted and we should be funded
  for creating 1.0 crore jobs for BPL youth
            Strategy for IAP districts
 Special focus on states with large tribal
  population and IAP districts
 States to be advised to cover these districts
  under intensive N.R.L.M in the next 2 years
 Support to N.G.Os already working in these
  districts
 Saturation approach – cover all families
 Formation of S.H.Gs and federations in all
  villages
 Creation of Social capital – S.H.G and federation
  leaders, community resource persons, village
  para professionals
      Institution building – IAP districts
 Financial inclusion – a big challenge ??
 Agriculture livelihoods – C.M.S.A strategy
 N.T.F.P livelihoods – with forest dept.
 Convergence – MG NREGS, N.R.L.M and
  Forest dept funds
 Securing land rights of the tribals – para
  legal approach
 Focus on youth – placement linked skill
  development – special scheme to be taken
  up on the lines of the J&K SEE programme

				
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