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NRLM : GOAL - POVERTY ELIMINATION
Poverty elimination through social mobilization, institution building, financial inclusion and a portfolio of sustainable livelihoods.
VISION: Each poor family should have an annual income of at least Rs.50,000 per annum
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NRLM
Task: to reach out to 7.0 crore rural poor households, and, stay engaged with them till they come out of abject poverty
Mission - to do this in a time bound manner
N.R.L.M - LESSONS FROM LARGE SCALE EXPERIENCE IN THE COUNTRY
Even an ultra-poor family can come out of abject poverty in 6 - 8 years Provided they are organised, nurtured, and, given
continuous support by a dedicated support structure, both external and their own.
Provided they are enabled to access financial support in repeat doses, min. Rs.1.0 lakh per family
Paradigm shifts required
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PARADIGM SHIFT – MINDSET ABOUT POOR
• Poor:
– innate capabilities
– self-help and volunteerism
• Social mobilisation and institutions of poor – key to poverty eradication
• Sensitive support institutions for poor – to induce social mobilisation 4
PARADIGM SHIFT
• Poor as ‘engines’ of growth and not dependent on ‘trickle down’
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PARADIGM SHIFT
• Core investment of Govt. – investment in institutions of poor
• Poor people’s institutions drive the programme – Govt/N.G.Os as facilitators
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Human and Social Capital(Leaders, CRPs,
Community Para-Professionals)
Dedicated Support Institutions
(Professionals,Learning PlatformM & E Systems)
Institutional Platforms of
Poor
(Aggregating and Federating Poor, Women, Small &
Marginal Farmers, S.C s and S.Ts)
Name : Vijayalaxmi Swayam Sahayak SanghamAddress : B.K. Samudram, Ananthapur District, A.PDate of starting : 26 – 09-1996Period of study : 26.09.19196 to31.03.2009 (13 Years)No. of members : 10 No. of weekly meetings :594Percentage of members Attendance in the meeting : 92%SHG bookkeeper’s monthlyHonorarium : Rs. 150/-Total saving in the group : Rs. 1,47,000Total group corpus : Rs .3,46,945
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S.No. Agency Year Loan amount
1 Bank 2000 20,000
2 Bank 2005 30,000
3 Bank 2007 1,50,000
4 Bank 2008 5,00,000
5 Bank 2008 40,000
Sub Total 7,40,000
6 MS/VO 1998 70,000
7 MS/ VO 2004 81,000
8 MS/VO 2005 12,000
9 MS /VO 2006 1,20,000
10 MS/VO 2008 50,000
Sub Total 3,33,000
Grand Total
10,73,000
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S.No
Small Loan
Purpose
No.of small loans
Total loan
amount (in Rs.)
S.No
Investment Loan purpose
No.of Big
loans
Total loan amount (in Rs.)
1 House hold expenses
492 445000 1 Weaving 24 364000
2 Health 127 85000 2 Business 48 839000
3 Agriculture 95 115000 3 Autos 5 229000
4 Education 135 123150 4 House construction
3 800000
5 Milch animals 18 180000
6 Agriculture 7 53000
7 Land 4 160000
8 Vermicompost 7 157000
9 Education 9 60000
10 Miscellaneous 32 353000
Total 848 768150 24%
Total 157 2475000 76% 10
1 Total No. of Small loans 848
2 Total loan amount in Rs. 768150
3 Total No. of Investment loans 157
4 Total loan amount in Rs. 2475000
5 Total No. of loans 995
6 Total loan amount in Rs. 32,43,150
7 Per capita no .of loans 100
8 Per capita loan amount 3,24,315
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S.No.
Name of the Member
Monthly income beforejoining the group
amount(in Rs.)
Present monthly
Income amount(in Rs.)
1 V. Ramanamma 825 7100
2 S. Subbamma 1000 8000
3 M. Gangamma 825 7500
4 Prameelamma 825 8500
5 Chennamma 1200 8250
6 M. Naga Laxmi 1250 7500
7 Papulamma 1250 8200
8 Lingamma 1250 7250
9 P. Savitri 800 8200
10 Nagamani 900 7500 12
N.R.L.M - GUIDING PRINCIPLES
Organising the poor – a prerequisite to poverty eradication – a woman from each family
Inclusion of the poorest, and meaningful role to them in all processes
Institutions of poor, greatest source of strength for the poor
Dedicated, professional, sensitive and accountable support structure to initiate the process
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Poor to drive all project initiatives – key role of social capital: S.H.G and federation leaders, community professionals
Scaling up through community best practitioners
Transparency and accountability Community self reliance and self dependence
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GUIDING PRINCIPLES OF N.R.L.M
BUILDING PRO-POOR FINANCIAL SECTOR
Access to credit key to coming out of poverty.
Out of Rs.100,000 per family required – around 90% has to come from financial institutions.
Financial inclusion at affordable cost holds the key
NATIONAL RURAL LIVELIHOODS MISSION
Four streams of livelihoods promotion:
coping with vulnerabilities – debt bondage, food insecurity, migration, health shocks
existing livelihoods – stabilising and expanding, making them sustainable
self employment - micro-enterprise development
skilled wage employment - opportunities in growing sectors of the economy
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STRENGTHENING EXISTING LIVELIHOODS
Critical livelihoods are: agriculture, livestock, forestry and non-timber forest produce
Promote institutions around livelihoods
Promote end-to-end solutions, covering the entire value chain
Key – knowledge dissemination. Development of community professionals in a large number
AGRICULTURE AS VIABLE LIVELIHOODS
Community managed sustainable agriculture holds immense promise
A family can secure additional annual incomes of Rs.50,000 with 0.5 – 1.0 acre of land ( 0.25 to 0.50 acre irrigated + 0.50 to 0.75 acre rainfed lands )
Natural farming, multi layer, poly crop models for food security and sustainable livelihoods
Convergence with MG NREGS to improve soil and moisture conservation, and, soil fertility
SKILL DEVELOPMENT AND PLACEMENT
Up-scaling of Skill development through public-private partnerships – critical
Plan to reach out to 1.0 crore youth Community professionals –
programmes for skilling local youth in agriculture, livestock, watersheds, N.T.F.P, etc.
SELF EMPLOYMENT AND MICRO ENTERPRISE DEVELOPMENT
Entrepreneurship development among local youth to generate in situ employment
50 – 60 lakh micro-enteprises
Successful RUDSETI model will be replicated
Convergence – institutions of poor provide a platform for convergence and optimisation of all anti-poverty programmes
Linkages with PRIs Partnerships with N.G.Os and CSOs Partnerships with industries, industry
associations
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KEY FEATURES OF N.R.L.M: CONVERGENCE AND PARTNERSHIPS
LINKAGE WITH PRIs
Establish healthy relationship between institutions of the poor and the PRIs – based on mutual respect and understanding
Institutions of the poor have a regular dialogue with PRIs, provide all information to them, and, actively participate in the Gram sabhas.
PRIs understand the role that S.H.Gs and federations play in the life of the poor, and, include pro-poor initiatives in their plans
Intensive capacity building of PRIs and S.H.Gs in micro-planning
PARTNERSHIPS: N.G.O N.G.Os – pioneers in the country in grassroots
social mobilisation, building institutions of poor Will play a key role to develop and nurture
social capital of the poor Partnership with NGOs based on: mutual
respect, core principles of NRLM, accountability to institutions of the poor, outcomes based
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. 24
KEY FEATURES OF N.R.L.M: SENSITIVE SUPPORT
Technical support to State missions from the national mission management unit
Monitoring , learning and evaluation to include process monitoring, impact evaluations, ICT based MIS systems, and, social audit
Funding pattern: Centrally sponsored scheme. Fund allocation to states broadly on the basis of poverty ratios, and, based on their plans
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KEY FEATURES OF N.R.L.M
Implementation: Process intensive – hence phased
implementation Intensive implementation starts with
10% blocks in the country – they are developed as resource blocks.
Social capital from the 1st phase blocks enables organic scaling in the rest of the blocks in a phased manner – all 6000 blocks in 7 years 26
KEY FEATURES OF N.R.L.M
ACCOUNTABILITY
Extensive use of I.T for transparency and real time monitoring
Accountability Systems• Regular meetings of S.H.Gs and
federations – financial transactions read out in the meeting
• Social audit for transparency and accountability
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
Build and sustain strong institutions of poor – affinity based organisations
Groups around narrow interests – not sustainable
Federating the institutions at village, block and district level
No shortcuts – process oriented
Institutions of poor – not a substitute for strengthening and empowering PRI s
They supplement and strengthen PRIs
Not parallel bodies
Community finance institutions o Capitalisation of federations, as
opposed to subsidies to householdso Makes C.B.Os financially self relianto In remote tribal areas – makes up for
absence of bankso Innovations: development of need
based products
Govt and C.B.Os - partnership Peoples’ institutions ( C.B.Os)
provide the best last mile solution Govt. – wholesale, C.B.Os – retail Partnership leads to developing
appropriate strategies, and, implementation arrangements
Scale: Scaling up without loss of quality,
possible only in partnership with C.B.Os Scaling up – both horizontal and
deepening - by community best practitioners
Management by C.B.Os and their staff ( paid by them and accountable to them)
Knowledge dissemination: Management by C.B.Os Demystify knowledge – train
village para professionals Accountability of staff to C.B.Os Transfer of knowledge,
technology to newer areas through community best practitioners
Continuous innovations in such a model of empowerment
Learning from people Iterative Ideas to implementation – learning
curve crashed – end to end solutions Training by best practitioners, (not
by disinterested staff) Infectious enthusiasm
Support structures to reinvent themselves
Empowerment model leads to support structures becoming a ‘learning’ organisation – whatever we do today, should be done by the C.B.Os tomorrow
Work increases manifold – but staff does not increase
Staff reskilled for new responsibilities Focus on new requirements
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