Annual Action Plan. - aajeevika.gov.inaajeevika.gov.in/sites/default/files/states_pdfs/assam_aap6.pdf · Annual Action Plan. ... the two hill districts of Karbi Anglong and the North

Annual Action Plan.2012-13

Assam State Rural Livelihoods Mission Society.Govt. of Assam.

Index

Chapter Contents Page No1 An Overview of State 1-112 Current Status of NRLM in the State. 12-143 Human Resource, Support Structure including Staff &

Capacity Building.15-20

4 Financial Management and Procurement Plan. 21-235 Innovation Forum and Technical Assistance Required. 246 NRLM Implementing Strategy in Assam. 257 Roll Out Strategy. 26-35.8 Monitoring Evaluation (M&E) & Learning. 36-399 Grievance Redress Mechanism & Citizen Charter. 40-42

10 Project Costing. 43 -44Annexure

Summary of Readiness Annexure IDetails of GB and EC Annexure IIRoles and Responsibilities of Positions of SMMU,DMMU and BMMU level.

Annexure III

Registration of Society Certificate. Annexure IVApproval of Finance (Estt B) Dept and Personnel (B)Dept

Annexure V

1

1.1.State Background and Demographic Profile

Assam is situated in the North-East region of India-bordering seven states viz. ArunachalPradesh, Manipur, Meghalaya, Mizoram, Nagaland, Tripura and West Bengal and twocountries viz Bangladesh and Bhutan. With a geographical area of 78,438 sq kms i.e, about2.4 percent of the country’s total geographical area, out of which 25 percent is under forestarea and about 227 thousand hectares of land are under Tea Estates,. Assam providesShelter to 2.2 percent population of the country. Most of the state’s population lives in thelush and verdant valleys of its two major river systems in the twenty four districts of theBrahmaputra Valley and the three districts of the Barak Valley .Less densely populated arethe two hill districts of Karbi Anglong and the North Cachar Hills, set in the low-lying hillsthat separate the two valleys. For administrative and revenue purposes, the State has 27districts including Kamrup (Metro) district and four districts under the Bodoland TerritorialCouncil(BTC) areas viz., Kokrajhar, Baska, Chirang and Udalguri.

Assam is also known for its abundant natural resources, perennial rivers, fertile lands and along glorious history. In spite of all these conditions, the State remained one of the pooreststates in the country after independence.

An Overview of the State

2

1.1.1Demographic Profile of the State

PARTICULARS

AREA

a) Geographical area(in sq km) asper 2001 Census

78438 POPULATION as Per 2011Census

31,269,272

ADMINISTRATIVE UNITS Male as per 2011 Census 15,954,927

a) District 27 Female as per 2011 Census 15,214,345

b) Sub-Division 56 Rural as per 2001 Census 23,216,288

c) Revenue Circle as per 2001census

145 Urban as per 2001 Census 34,392,40

h) Gaon Panchayat 2202 Decadal Growth 16.93%

i) Total villages 2001 census 6312 Sex Ratio ‘000 males as per2011 census

954

i)Inhabited Villages(2001Census)

25124 Population density per sq.km asper 2011 census

397

ii)Un-inhabited Villages (2001Census)

1188 Literacy Rate as per 2011census

73.18 %

Total workers as per 2001Census

9538591 i)Male 78.81%

Main workers as per 2001Census

7114097 ii)Female 67.27%

k) Marginal workers as per 2001Census

2424494

Source:-Census of India, 2001 & 2011

Comparative :Demographic Profile of the State

SlNo

Particulars Unit 2001 Census 2011 Census

Assam India Assam India

1 Total Population Lakh 267 10287 312 12102

2 Urban Population Percent 12.90 27.82 14.08 Not Available

i)Male Percent 13.33 28.29 Not Available Not Available

ii)Female Percent 12.44 27.31 Not Available Not Available

3 Rural Population Percent 87.10 72.18 85.92 Not Available

i)Male Percent 86.67 71.71 Not Available Not Available

ii)Female Percent 87.56 72.69 Not Available Not Available

4 S.C. Population Percent 6.85 16.20 Not Available Not Available

5 S.T. Population Percent 12.41 8.20 Not Available Not Available

6 Decadal Growth Percent 18.92 21.54 16.93 17.64

3

7 Density ofPopulation

Percent 340 325 397 382

8 Sex Ratio Females per1000 males

935 933 954 940

9 Literacy Percent 63.25 64.80 73.18 74.04

i)Male Percent 71.28 75.30 78.81 82.14

ii)Female Percent 54.61 58.70 67.27 65.46

Source:-Census 2001 & Provisional Census data,2011

Assam is having 87.10 percent of rural population which is higher than the national averageof 72.18 percent in 2001.Total Rural female population is 87.56 percent against 86.10percent of male rural population. The total ST population is 12.41 which is higher than thenational average of 8.20 percent. The combined population of SC and ST is 19.26 percent.The total literacy rate in the state is 73.18 percent which is lower than the all India literacyrate i.e., 74.04 percent in 2011.The female literacy rate (67.27 percent) is lower compared tothe male literacy rate(78.81 percent) in the state and all India female literacy rate of 65.46percent.

1.2 Schedule Tribe and schedule tribe in the state.

As per the 2001 census, one person in eight was categorized as Scheduled Tribe (ST) andone in fifteen as Scheduled Class (SC). The total SC population is 6.85 percent which islower than the national average of 16.20 percent. But the total ST population is 12.41 whichis higher than the national average of 8.20 percent. The combined population of SC and STis 19.26 percent.

Karbi Anglong and Nagaon district has the highest nos of ST and SC Populationrespectively. But if we calculate the percentage of SC and ST to total population of theparticular district then Morigaon has the highest percent of SC Population and NC Hills hasthe highest percent of ST population .

1232

66

1106

96

1863

1

2498

61

2704

96

3252

3 8833

7

9386

1

9277

0

2082

35

6846

4

3047

2

6320

8

050000

100000150000200000250000300000350000400000450000500000

Barp

eta

Bong

aiga

on

Cach

ar

Darr

ang

Dhem

aji

Dhub

ri

District wise ST/SC Population

3


Percent 340 325 397 382


935 933 954 940


i)Male Percent 71.28 75.30 78.81 82.14







8833

7

1318

00

9392

0

821

1231

34

2503

93

4529

63

2901

3049

85

2088

64

1207

30

1248

28

8939

4

2025

77

6320

8

4802

4

3946

2

5116

9

5925

1

7866

3 1705

41

2952

0

1309

57

3116

7

7006

0

1003

46

3360

2152

09

8623

6

Dibr

ugar

h

Goal

para

Gola

ghat

Haila

kand

i

Jorh

at

Kam

rup

Karb

i Ang

long

Karim

ganj

Kokr

ajha

r

Lakh

impu

r

Mor

igao

n

N C

hill

s

Nag

aon

Nal

bari


3


Percent 340 325 397 382


935 933 954 940


i)Male Percent 71.28 75.30 78.81 82.14







2025

77

4153

3

1950

83

6723

4

8623

6

3575

9 8790

0

3131

5

Nal

bari

Sivs

agar

Soni

tpur

Tins

ukia


Total ST

Total SC

4

1.3. Composition of Minorities in the state.

As per 2001 Census the percentage of various minority communities of the State: Muslims-30.92 percent, Christians-3.70 percent,Sikhs-0.08 percent,Buddhists-0.19 percent,Jains-0.09 percent.

1.4. Literacy Rate in the State.

The male literacy rate in Assam according to 2011 Census is 78.81% while female literacyrate is 67.27%.The following graph shows district wise literacy rate in Assam. The highestliteracy rate at the district level is observed in the district by Jorhat 83.42% and followed bySibsagar 81.36% while the lowest rate is recorded by the district of Dhubri 59.36% .

Source:Census 2011

30.92

Minority Communities in Assam (%)

73.4

4

64.2

0 72.6

7

70.7

2

73.6

6

78.1

9

76.9

8

59.5

4

54.2

6 64.5

3

59.0

4

64.9

9

69.2

1

62.5

3

0102030405060708090

100

*Kok

ra…

*Dhu

bri

Goal

pa…

*Bar

pe…

Mor

iga…

Nag

aon

*Son

it…

District wise Literacy Rate of Assam,census 2011

4





Source:Census 2011

3.70

0.080.19

0.09

0.28

Minority Communities in Assam (%)

76.9

8 84.6

6

75.6

6

77.8

9

82.5

9

86.7

5

88.3

8

84.2

0

82.1

2

85.3

4

85.8

5

85.7

0

81.6

1

75.4

8

62.5

3 71.9

1

62.1

3

63.5

4

69.5

2

75.6

9

78.2

2

72.1

8

64.6

2 72.1

5

74.6

2

73.4

9

68.5

4

65.1

8

*Son

it…

Lakh

im…

Dhem

aji

Tins

ukia

Dibr

ug…

Siva

sag…

Jorh

at

Gola

ghat

Karb

i…

Dim

a…

Cach

ar

Karim

g…

Haila

ka…

*Bon

g…

Districts


4





Source:Census 2011

MuslimChristiansSikhsBuddhistsJains

71.3

5

77.6

4 91.2

6

85.5

8

78.5

5

68.3

6

73.7

9

65.1

8

57.8

7 67.6

9

85.8

2

73.8

5

62.2

3

60.4

0

59.1

7

*Bon

g…

*Chi

rang *…

*Kam

r…

*Nal

bari

*Bak

sa

*Dar

ra…

*Uda

lg…


Male Female

5

1.5 Rural Poverty context in the State.

Assam is among top five states with the highest percentage of population living belowpoverty line.

Source:Prospects and Policy Challenges in the 12thPlan.Montek S Ahluwalia,EPW May 2011;1 .1 Estimates for 2009-10 have been made by CRavi of the Centre for Economic & Social Studies, Hyderabad based on group data from the 2009-10 NSSO Survey & using the TendulkarCommittee poverty line for 2004-05 adjusting for using the CPIAL for rural areas & the CPIIW for urban areas. These estimates are anapproximation for what can be expected when the Tendulkar methodology is applied to the unit level data as will be the by the planningcommission when the unit level data became available.

1.6 Poverty Estimates for Assam by Tendulkar Committee

According to Tendulkar Committee Report the Poverty Headcount Ratio in Assam is 34.4% .The rural poverty is 36.4% and urban poverty is 21.8.

0

54.8

46.4

40.5

40.5

0

10

20

30

40

50

60

0200400600800

Rural

Poverty Line(Rs)

478

AssamPovertyLine(Rs)

Poverty HeadcountRatio(%)

State Rural Urban Rural Urban Total

Assam 478 600.03 36.4 21.8 34.4

5






40.5

39.2

32.5

29.4

26.6

26.5

26.4

23.8

20

19.3

18.3

36.4

21.8

Urban

Poverty Line(Rs)

600.03




Assam 478 600.03 36.4 21.8 34.4

5






18.3

12.8

11.7

11.3

PovertyHeadcountRatio(%)Rural

PovertyHeadcountRatio(%)Urban




Assam 478 600.03 36.4 21.8 34.4

6

1.7 District wise BPL Household.

Table: District Wise BPL Household

District Total HH BPL HH BPL%

District Total HH BPL HH BPL %

Dhemaji 93432 47396 50.73 Goalpara 139870 64587 46.18Morigaon 139026 68638 49.37 Kamrup(Rural &

Urban)253625 88656 34.96

Baksa 152416 70139 46.02 Karbi Anglong 103918 42991 41.37Lakhimpur 136580 67781 49.63 Sonitpur 277609 118899 42.83Chirang 68900 34176 49.60 Jorhat 154919 60758 39.22N.C.Hills 22789 11523 50.56 Nalbari 115159 49485 42.97Udalguri 90916 44921 49.41 Golaghat 152417 58330 38.27Bongaigaon 84801 41581 49.03 Dibrugarh 149890 62435 41.65Nagaon 378778 177697 46.91 Darrang 147194 62260 42.30Hailakandi 90961 44010 48.38 Tinsukia 179136 73953 41.28Cachar 240618 107333 44.61 Sivsagar 218896 89443 40.86Karimganj 162296 73488 45.28 Dhubri 297346 145966 49.09Kokrajhar 149591 70985 47.45 Barpeta 213627 95378 44.65

Source: BPL Census 2002

1.8 Status of Human development in Assam

The estimate of the HDI for Assam during the year 2007-08 was 0.444 as against for allIndia 0.467.The Incidence of Poverty in Assam is lower than the country’s overall incidenceof poverty. Both in health and education indicators. Assam’s performance has been betterthan the country’s average.

District Wise BPL Household

0102030405060

DH

EM

AJI

MO

RIG

AO

N

BA

KS

A

LAK

HIM

PU

R

CH

IRA

NG

N.

C.

HIL

LS

UD

ALG

UR

I

BO

NG

AIG

AO

NA

GA

ON

HA

ILK

AN

DI

CA

CH

AR

KA

RIM

GA

NJ

KO

KR

AJH

AR

GO

ALP

AR

A

KA

MR

UP

KA

RB

I

SO

NIT

PU

R

JOR

HA

T

NA

LBA

RI

GO

LAG

HA

T

DIB

RU

GA

RH

DA

RR

AN

G

TIN

SU

KIA

SIV

SA

GA

R

DH

UB

RI

BA

RP

ET

A

Districts

BP

L P

erce

nta

ge

Series1

7

1.9 Swarnajayanti Gram Swarojgar Yojana (SGSY)

The Swarnajayanti Gram SwarojgarYojana (SGSY), of the Govt. of India was started in April1999 by merging existing self employment programmes (the Integrated Rural DevelopmentProgramme, Training of Rural Youth for Self Employment, Development of Women andChildren in Rural Areas). The objective of the scheme is to bring the assisted poor familiesabove the poverty line by organizing them into Self Help Groups (SHGs) through a processof social mobilization, training and capacity building and provision of income generatingassets through a mixed of bank credit and government subsidy. Till the end of the year2009-10 total of 208212 SHGs were formed in the state of which 135123 were womensSHGs and 65360 nos. of eligible SHGs has taken up economic activities with bank loan andsubsidy. During the year 2009-10, 13673 nos. of SHGs covering 153268 members receivedbank loan with subsidy. Apart from this, 11,455 individual Swarozgaries received bank loanand subsidy for taking up sustainable income generating activities for their livelihood.

00.10.20.30.40.50.60.7

Zone

1-D

imah

asao

Karb

i Ang

long

Zone

2-K

arim

ganj

Haila

kand

iCa

char

Zone

3-G

olag

hat

Jorh

atSi

vsag

ar

0.36

3 0.49

40.

301

0.36

30.

402 0.

54 0.65

0.46

9

7



Sivs

agar

Dibr

ugar

hTi

nsuk

iaZo

ne 4

-Dar

rang

Soni

tpur

Baks

aU

dalg

uri

Barp

eta

Nal

bari

Zone

5-L

akhi

mpu

rDh

emaj

iZo

ne 6

-Kam

rup(

Met

ro)

Mor

igao

nN

agao

nGo

alpa

raKa

mru

p(Ru

ral)

0.46

90.

486

0.37

7 0.48

30.

357

0.39

60.

343

0.33

70.

277

0.49

40.

356

0.30

80.

574HDI 2003

7



Kam

rup(

Rura

l)Zo

ne 7

-Dhu

bri

Kokr

ajha

rBo

ngai

gaon

Chira

ng

0.57

40.

214 0.

354

0.26

3

8

SHG-Bank Linkage under SGSY-

Swarnajayanti Gram SwarojgarYojana is the mother programme of all poverty allievationprogrammes. Its objective each to uplift economic status of the Rural people living below thepoverty line by providing sustainable economic activities with bank loan and governmentsubsidy. Total ,1.64 lakh SHGs have been formed upto the end of march 2010, out of whichonly 84678 SHGs were given loans by banks. Cumulative progress of SHGs-bank linkageprogramme under SGSY shown in the table below.

As on March 2011.the state has banking network comprising 27 commercial banks (22public sector and 5 private sector), 2 RRBs and a State Cooperative Bank. Banking servicesare provided through a network of 1569 branches i.e. Commercial Banks, (1093), RRBs(408) and State Cooperative Bank (68). The per branch population stood at 19905 (Censusof India 2011) where as per capita deposit and per capita credit were Rs.18654.01 andRs.7844.89 respectively. During the year 2010-11, a total of 81 (80 CBs and 1 RRB) newbranches were opened in the state.

Year Total Credit Linked SHGs Credit Linked SHGs under SGSY

No. Amount ( In Lakh) No. Amount ( In Lakh)

2004-05 42712 17566.70 20388 11273.74

2005-06 94352 38392.36 48235 25024.66

2006-07 109428 52778.91 54735 36549.70

2007-08 115716 51372.98 54790 31006.57

2008-09 138392 69879.98 69144 45898.88

2009-10 163855 83601.33 84678 55161.36

Source Reports of State Level Bankers Committee, Assam.

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

605

3923

1991

1398

3134 46

8074

5274

84

No of Women SHGs since 1999

8






2004-05 42712 17566.70 20388 11273.74

2005-06 94352 38392.36 48235 25024.66

2006-07 109428 52778.91 54735 36549.70

2007-08 115716 51372.98 54790 31006.57

2008-09 138392 69879.98 69144 45898.88

2009-10 163855 83601.33 84678 55161.36


7484

7712

2776

5360

1735

660

2840

3661

9953

93 6116

3493

1346

5063

1105

242

15 5133 60

80

No of Women SHGs since 1999

8






2004-05 42712 17566.70 20388 11273.74

2005-06 94352 38392.36 48235 25024.66

2006-07 109428 52778.91 54735 36549.70

2007-08 115716 51372.98 54790 31006.57

2008-09 138392 69879.98 69144 45898.88

2009-10 163855 83601.33 84678 55161.36


6080

2569

2224

2305

9

1.10 Microfinance in Assam.

Microfinance is widely regarded as an effective programme for reducing poverty as well asempowerment of the poor. The microfinance programme of NABARD, which began in 1992would formation of 500 SHGs, has emerged as the largest micro-finance programme in theworld. The Self Help Group-Bank Linkages programmes, the main micro-finance model andinstitutional finance mechanism to provide financial credit support to the micro-entrepreneurs(including farmers) in the country as a whole, has been proved to be the most cost effectivecredit delivery system in India. The programme has also helped in providing bankingservices to the uncovered rural poor.

The focus of SHG- Bank Linkage Programme is since to be picking up its importance a littlelate in the state of Assam. However, the programme has gathered momentum from the year2001-02 on wards.Till the end of March 2010, total 374745 SHGs have been bank linked inthe state out of which 163855 SHGs were credit linked. The following table has shown thecumulative position of bank linked SHGs.

Table: Self Help Groups Finance By Banks

Year Total Bank Linked SHGs Deposit Linked Credit Linked

No. Amount ( In Lakh) No. Amount ( In Lakh) No. Amount ( In Lakh)

2004-05 122304 20975.75 79592 3409.05 42712 17566.70

2005-06 269917 48239.13 175565 9846.77 94352 38392.36

2006-07 230902 58040.52 121474 5261.61 109428 52778.91

2007-08 257863 57417.70 142147 6044.72 1157.16 51372.98

2008-09 305132 77365.49 166740 7485.51 138392 69879.98

2009-10 374745 92724.79 210890 9123.46 163855 83601.33


SHG-Bank Linkage under SGSY

0100002000030000400005000060000700008000090000

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

Years

Amou

nt(In

Lak

h)Total Credit LinkedSHGsCredit Linked SHGsunder SGSY

10

1.11 Livelihood Context (State Specific).

Assam economy continues to be predominately an agrarian economy as more than 85% ofthe population is living in the rural areas and more than 52% of the total labour force arefound to be engaged in agriculture and allied activities as per population Census 2001.Agriculture and its allied activities played an important role in the socio-economicdevelopment of the State of Assam as this sector is the major contributor to the Stateeconomy as well as providing livelihood to a significant proportion of the population of theState. About 99 percent area of total land mass of the State is rural and almost 50 percent ofthe total land area is utilized for cultivation. The cultivated area of the State is 28.10 lakhhectares (2008-09) and per capita availability of net sown area comes to around 0.1 hectare.On the top of it, 23. of the net sown area is either flood or drought prone. The averageoperational holding is 1.15 hectare only and more than 83 percent of the farmer family issmall and marginal farmers (2005-06 Agricultural Census). The contribution of theAgriculture sector to the GSDP ( at constant 2004-05 prices) was pegged at 4.1 percent in2009-10 (Quick estimate) recorded showing a growth from 2005-06 but remain lower over2008-09. However, this sector continues to support more than 75 percent population of theState directly or indirectly providing employment of more than 53 percent of the workforce.

Animal Husbandry sector has significant impact on employment generation in the State andplays a vital role in income generation of both the rural and semi-urban economy. Fisherysector has a higher growth rate than other agriculture and allied sectors. Besides swampsand low lying areas, and two major rivers and their tributaries have a high growth potentialfor scientific fish farming/fishing and could play a pivotal role in the socio-economicdevelopment and employment generation in the State.There are about 3.91 lakh hectare ofwater area in Assam in the form of rivers, beel, derelict water bodies and ponds and tanks.Scientific fish farming in the State, in natural water bodies has been mostly traditionalcapture fishery only. The scientific fish farming is practiced generally in individual andcommunity tanks. Recently emphasis has been given for scientific fish farming in beels andcommunity tank through awareness, training, Government support and subsequent Banklinkages. But the State is yet to reach self sufficiency in fish production in respect ofeconomic as well as minimum nutritional requirement of 11 kg /person considering 90percent of the State’s population in fish eating. The gap is partially maintained by import fishfrom other states.

Self Help Groups Finance By Banks

0100002000030000400005000060000700008000090000

100000

2004-05

2005-06

2006-07

2007-08

2008-09

2009-10

Years

Amou

nt(In

Lakh

)

Total Bank Linked SHGsDeposit LinkedCredit Linked

11

Non-Agro based Industries:

Handloom & Textile:-

Handloom Weaving is a way of life and intensely linked with Assamese Culture andHeritage. Handloom Industry of Assam is known for its rich tradition of making handloom andhandicraft products. It also plays a very important role in the socio-economic development ofthe State.Assam is a proud owner of more than 13.00 lakh looms out of the total 28.00 lakhlooms in the country.In spite of being intensely connected with the culture of the State,TheHandloom Industry has not flourished in commercial sphere to the required extent.At presentabout 2.80 lakh looms are being utilized for commercial weaving in the true sense.About5.70 lakh looms run semi-commercially and earning subsidiary income. Rest are domesticlooms and are run to meet the domestic requirements.

Sericulture:-

Traditionally, sericulture is a major cottage industry in the State. Non mulberry silk ingeneral and Muga silk in particular has been closely associated with they rituals andtraditions of Assam and ,thus, silk production and its uses has been an important householdactivity in the State over the years. Rearing of Eri, Muga and mulberry silk worm are playingan important role in the economic development of a large section of a rural population of theState. It is practiced in more than 10532 villages and provides employment to 2.6 lakhfamily. Assam accounts for the highest production of non mulberry silk muga and eri in thecountry for which it is well known and famed. Further Assam has the monopoly in the worldin the production of muga, the “golden silk” as about 99% of the muga silk is produced inAssam. Assam has also achieved the right of Geographical Indication for Muga Thread .

The State Sericulture although did not implemented any specific for the empowerment of thewomen the sericulture activities have a significant gender domination as more than 65% ofthe people obtaining livelihood from this activities are women. Under centrally scheme(Catalytic Development Programme) the department has given priority to the womenbeneficiaries for taking up different projects. In such cases 30% of all beneficiaries’ orientedscheme are reserve for women beneficiaries.

Livelihoods of Tribal Communities

The total ST population in Assam is 12.41 percent which is higher than the national averageof 8.20 percent (2011 census ). Out of the total population of the State 7.4 percent of SCcategory .The population of ST farmers of the State comprises of 12.82 percent. Both theSC and ST farmers are mostly belong to small and marginal farmers category with limitedlandholding and dependent on agriculture as primary source of livelihood. Thus they arehandicapped to raise their level of income as well as for socio economic transformation. TheState government has taken policy decision to uplift the economic condition of the SC/STfarmers in Assam

12

1) The Assam State Rural Livelihoods Mission Society was registered on 11/11/2011 underRegistration of Societies Act XXI of 1860. Assam State Rural Livelihoods MissionSociety(ASRLMS) is designated as State Rural Livelihoods Mission by state cabinetfor rolling out NRLM in the state. Government of Assam appointed Mr. Rakesh Kumar, IASas State Mission Director –SRLM on 1st April 2012 to lead NRLM activity in the state.

2) The Finance Department, Govt of Assam also approved the recruitment of 430staffs (state, district and block level) and implementation structure for SRLM. ASRLMShas selected a Core Team specialised in the thematic areas of Social Mobilization,Institution Building and Capacity Building, Livelihoods, Financial Inclusion, Finance for initialsix months to develop strategy & set up the delivery mechanism for NRLM at state, district ,block & community level. Details of Core Team Members are as follows:

a) Sri Rakesh Kumar, IAS, State Mission Director.b) Sri A M M Zakir, Assistant Mission Director.c) Sri Robin Bora, Financial Advisor.d) Sri Surajit Borgohain, Expert ,Social Mobilization, Institutional Building.e) Dr Anil kr Pegu, Expert, Livelihoods.f) Sri Neeraj Lal, Expert, Social Mobilization.g) Sri P.J Khound, Expert, Financial Inclusion.h) Sri Madhurjya Das, Expert, Procurement.i) Ms Narindra Pal Kour, Expert, Community Mobilization.j) Sri Nabarun Das, Expert, Community Mobilization.k) Sri Naorem Kiran kumar, Expert, Community Mobilization and Operational Management.

3) ASRLMS has opened a separate bank Account for NRLM in Assam Gramin VikashBank A/c no.7291010008846.Panjabari Branch, Guwahati.

4) Formation of the core committee. A core committee was constituted by the Departmentof Panchayat& Rural Development, Government of Assam to look after and advice onmatters relating to the preparatory works under NRLM Vide a notification No. RDD404/2010/5 dated 15th November’ 2010 (Notification included in the soft copy). The corecommittee includes sectoral experts, academicians, Head of the Training and ResearchInstitutions, Directors of sectoral departments like Agriculture, Handloom, Animal Husbandry,Director, NIRD, NERC, Dy. General Manager, SBI, Director, SIRD, Jt. Director, SGSY etc.with State Mission Director, ASRLMS as convenor. Thematic experts on social mobilisation,financial inclusion and livelihoods have also been invited time to time for guidance indifferent domain.5) Office Set-up:Setting up of NRLM State Cell: A state cell was constituted to take care of the preparatoryworks by starting it in SIRD premises situated at Khanapara.

State Level: As recruitment of professionals for first year is in process. Advertisement forhiring of designated office premises has been issued.

District and block level: In first year of the Action plan it has been planned to establish 7District Mission Management Unit (DMMU). It is envisaged that all the DMMU office spacewill be hired on rent basis. This unit will be fully furnished with all modern amenities andequipments. Similarly, 42 Block Mission Management Unit will also be established in similarway.

Current Status of NRLM in the State:

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6) Fund released by Government of India with matching share from State Governmentfor preparatory works. The Government of India released an amount of Rs. 135.00 lakhsfor taking up preparatory works by the state NRLM Cell. The State Government released thematching share of Rs. 15.00 lakhs. The amount so released by the Government of India andState Government is being utilised for different preparatory works to facilitate the smoothrolling out of NRLM in the state.

7) Cabinet approval of Assam State Rural Livelihood Mission Society. Cabinetaccorded approval to the ASRLMS on 2-9-2011 and instructed the department to constitutea grievance redressal mechanism at the block level.

8) Exposure visit to Andhra Pradesh: Members of the core committee and officials ofNRLM state cell, Bank Officials have visited Andhra Pradesh in different teams for trainingand exposure on various aspects relating to management of SHGs, federations and otherrelated aspects pertaining to smooth rolling out of NRLM in our state. This has helped theofficials to orient themselves to the preparatory works to be undertaken to roll out NRLM inAssam on the line followed by Andhra Pradesh.

9) Preparation of state perspective plan and Annual Plan: Annual Plan has beenprepared after intensive and extensive situation analysis and consultation with differentstakeholders, experts. Elaborate exercises have gone into the preparation process. SPIP willbe prepared by December 2012 by the thematic experts.

10) Holding of consultation workshops for different stakeholders: Preparation of AnnualAction Plan and State Perspective and Implementation Plan requires consultation withdifferent stakeholders, experts in different field of specialisation to make the plans holisticand comprehensive. Different consultation workshops have been organised to facilitate theprocess. The consultation workshops so far conducted are

a. Sensitisation workshop covering different stakeholders held on December2010 at Assam Administrative Staff College.

b. Workshop on social mobilisation and institutional building with officials,institutes, NGOs and other community based organisations held onNovember 2011 at SIRD Conference Hall.,

c. Workshop on financial inclusion with bankers, community basedorganisations and officials held on September 2011 at AssamAdministrative Staff College.

d. Workshop on livelihood promotion with institutions, NGOs, sectoraldepartments held on December 2011 at SIRD Conference Hall.

e. Workshop with NGOs and officials to get the present scenario and trendof SHGs and SHG Promoting Institutions in the state held on February2012 at SIRD Conference Hall.

f. Workshop for the officials of DRDAs and Blocks to discuss about smoothtransition from SGSY to NRLM held on January 2012 at SIRD ConferenceHall.

g. Workshop / interactive sessions with selected representatives of SHGs toknow about present scenario and trend held on March 2012 at SIRDConference Hall.

h. Consultation Workshop of CEOs of SRLMs in implementation of NRLM inStates held on 16th November, 2011 at Krishi Bhawan, New Delhi.

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i. Orientation cum planning workshop for SRLMs on Resource Blocksstrategy held on 3rd January, 2012 at NIRD Hyderabad.

j. Consultation workshop on AAP-NRLM held on 12th April 2012 at AARDO,New Delhi.

k. Exposure visit of State Mission Director, ASRLMS to Rajasthan to studythe operationalization of NRLM.

l. Consultation Workshop of CEOs on building SRLMs as effectiveinstitutions- Sharing best practices and lessons from the Past experiencesheld on 4th-6th May 2012 at Surajkund, Faridabad.

11) Situation analysis and creation of data base: A date base has already been createdon various socio economic variables for meaningful situation analysis. This has helped in thepreparation of Annual Plan and Perspective Plan. Socio economic data from the all thedistricts and blocks have been collected, collated and compiled. Separate data base hasbeen created for the intensive districts and blocks.

12) Activity plan by the blocks: Activity plans have been prepared by each of the 42 blockswith socio economic data base for each of them. This has helped in the preparation of theAnnual Action & Implementation Plan.

13) Vulnerability analysis: Vulnerability analysis has been done for the 42 intensive blocksbased on poverty, status of SC/ST women etc.

14) Livelihood mapping: Livelihood mapping for the districts and blocks of Assam has beendone based on secondary information as well as analysis done by NABARD and SIRD,Assam.

15) Preparation of manuals on Human Resource, Finance and Procurement: Manualson human resource development, finance and procurement have been prepared afterelaborate exercises of studying manuals prepared by different states, stakeholders’workshops and consultation with experts.

16) Training and immersion of teams from resource blocks and SRLM: Teams havebeen developed covering officials and community resource persons from the six resourceblocks for undergoing training and immersion in SERP Andhra Pradesh to facilitate theprocess of developing the resource blocks on the models already created in thosestates.The Teams comprising 18-20 members from Resource Blocks were sent in 3 batchesfor training and immersion in SERP Hyderabad.First batch comprising members of NRLMState Cell, DRDA Officials related to SGSY , Internal CRPs from 2 Resource Blocks didimmersion at SERP, Hyderabad from 23 March 2012 - 30 March 2012. Second batchcomprising members of NRLM State Cell, DRDA Officials related to SGSY, Internal CRPsfrom 2 other Resource Blocks did immersion at SERP, Hyderabad from 26 April, 2012 – 6th

May, 2012. Third batch of immersion will be sent by 1st week of June, 2012.

17) Orientation training for staff of intensive blocks: Orientation training programmeshave been organised for the staff of intensive blocks to facilitate smooth transition fromSGSY to NRLM.

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The Assam State Rural Livelihood Mission (ASRLMS) is led by its Governing body (GB) toprovide overall policy guidance to the Society with Hon’ble Chief Minister as the Chairpersonand Principal Secretary RD as member convenor. The executive functions of the Society willbe provided by the Executive Committee with Chief Secretary as Chairperson and StateMission Director as the Member Convenor. The day to day functions of the Society will bedischarged by the State Mission Director and his functional teams at the State level namelythe State Mission Management Unit. The District Mission Management Units will be headedby the District Project Manager under the overall guidance and supervision of the PD DRDAand the BMMU will be headed by the Block Project Manger under the overall guidance andsupervision of the BDO of the Block.

The NRLM in the state will have support structure at three levels – state, districts and blocksas follows:

a. State Mission Management Unit.b. District Mission Management Unit.c. Block Mission Management Unit.

State Mission Management Unit:1. The SMMU shall be headed by State Mission Director who will also be Member Convenorof the Executive Committee. The SMD will be assisted by team of Experts in theimplementation of the Mission. As specialists / staff shall be drawn from GovernmentDepartments on deputation and / outsourced from open market on contract basis. The day-to-day management of the ASRLMS is carried out by the State Mission Director (SMD) andhis/her team of Officers. The top decision making activities are carried out in the StateMission Management Unit (SMMU) headed by the SMD and Assistant Mission Director(AMD), Financial Advisor, State project Managers and other functional specialists asindicated in the Society Organogram. In first year the emphasis will be largely on SocialMobilization, Institution Building and Capacity Building, Financial Inclusion and special pilotsin Intensive NRLM Blocks in terms of development of systems

2. The SMD will be assisted by a team of experts in the implementation of the mission. Asper requirements, the state unit could include experts in the following areas:

(i) Social mobilization and institutional building,(ii) Human resource, Capacity building and training,(iii) Financial inclusion and micro finance,(iv) Livelihood promotion.(v) Skill development and placement.(vi) Administration and finance.(vii) Any other as per requirement

3. These experts, with adequate experience in the relevant thematic areas, would be drawneither from the market on contractual basis or from the government organizations, traininginstitutes on deputation basis, with specific terms of reference. Their placement would be ina phased manner based on requirement.

Human resource, Support structure includingStaff & Capacity building.

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Senior Officers to support the SMD on deputation & other Senior Professionals.1. The SMD will be supported by a Assistant Mission Director on deputation fromGovernment / Training Institutes having long experience in similar line. In addition, there willbe Financial Advisor on deputation from govt. department/govt. organisation/training instituteor equivalents in the cadre of AFS. Preferably having experience in the rank of SeniorFinancial Advisor or Senior Grade Position in Finance & Accounts.. Other officers ondeputation/contractual engagement in senior positions would be Chief Finance Officer,,State Project manager.

Supporting secretarial staff of SMMU:1. SMMU will have well equipped and experienced Secretarial staff including accounts staffto ensure efficient, effective functioning of the unit office as well as to facilitate the smoothimplementation of Mission in the state. Required number of persons qualified andexperienced in office management, accounts, data management, computer application etc.will be engaged on contract either on deputation / placement or from the open market.

District Mission Management Unit:1. The day to day affairs of the District Unit shall be conducted by the District Unit under thesupervision, guidance and control of the District Project manager.

2. DMMUs will be set up and operate as branches of state society in close coordination andconsultation with DRDAs. Linked suitably with DRDA, it would be a facilitating and subsidiaryunit of state society at district level. A multidisciplinary unit, the DMMU will be led by aDistrict Project Manager hired from open market on contract or on deputation fromGovernment. It will include functional specialist in social inclusion, financial inclusion,livelihoods, capacity building, programme management, programme support etc. The unitwill also have required support staff. These specialists and staff would be hired in a phasemanner as required on contract or on deputation.

Supporting secretarial staff of DMMU:

DMMU will have well equipped and experienced Secretarial staff including accounts staff toensure efficient, effective functioning of the unit office as well as to facilitate the smoothimplementation of NRLM in the state. Required number of persons qualified andexperienced in office management, accounts, data management, computer application etc.will be engaged on contract either on deputation / placement or from the open market.

Block Mission Management Unit (BMMU):

Block Mission Management unit will be set up as branches of District Mission ManagementUnit. The BMMU will be led by Block Project Manager and will consist of :-

(I) 3-5 spearhead teams or(ii) a Mission Facilitation Team at cluster (sub-block) level; or(iii) a combination of both

The members of sub-district structure(s), including the Block Mission Units, if any, would berecruited from the open market or on attachment.

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Organization Structure of Assam State Rural Livelihoods Mission Society.

Governing Body

Executive Committee

State Mission Director

AssistantMission Director

SPM(Fin Inclusion)

PM-M&E PM-SM,IB& CB PM- Skill Dev. &Placements

PM-FinancialInclusion

Block MissionManagement Unit

(BMMU)

District MissionManagement Unit

(DMMU)

Expert-Liv, Skill Dev.& Placements

Expert-HR, M&E

Expert-SM,IB& CB

AccountsTeamDPM Expert-

FinancialInclusion

Block Project Manager

Accounts &SupportTeam.Block Coordinators

SPM –HR&Adm,M&E

SPM –Livelihoods

SPM(SM,IB&CB)

CFO

Finance &AccountsTeam

FinancialAdvisor

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Leveraging on Existing Human Resource:-ASRLMS has selected a Core Team specialised in the thematic areas of Social Mobilization,Institution Building and Capacity Building, Livelihoods, Financial Inclusion, Finance for initialsix months to develop strategy & set up the delivery mechanism for NRLM at state, district,block & community level.

Recruited Core Staff would be trained, oriented and exposed to different level of bestpractices for formation and strengthen of CBOs at SERP. And for others would be trained,oriented and exposed to different level of best practices for formation and strengthen ofCBOs at SERP/BRLPS/Kudumbashree, for which partnership will be established withSERP/BRLP/Kudmbashree/NIRD/SIRD / others. The budget for hiring HR agency,Recruitment of core staff, Training- Immersion- Orientation etc. is mentioned in the budgetplan.Assam state Finance Department and Personnel Deptt approved the recruitment ofthe 430staffs in SRLM at State, district and block level.

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

Level Cabinet approved Positions UnitState SMD 1

Asst Mission Director (AMD) 1State Project Managers 4Chief Financial Officer- Finance 1Finance officer- Procurement 1Project Manager 4Accounts Officer 1MIS Manager 1Account Assistant 1Support Staff 3Office Assistant 6Sub Total 24

LevelDistrict District project Manager 7

District Functional Experts 28Account officer 7Junior Assistant 7MIS Executive 7Office Assistant 14Sub Total 70

LevelBlock Block Project Manager 42

Block Coordinator 168Block accountant 42MIS executive 42Office assistant 42Sub Total 336

Grand Total 430

In the first year, all the positions at State and in 7 DMMU& 42 BMMU will be recruited inPhase wise.So, in SMMU four thematic state project managers would be recruited; thesethematic areas are-

(a)Social Mobilization, Capacity Building & Institution Building (For SHG, Federations,Community service providers)(b) HR&Administration, Capacity building ( for staff)(c) Livelihood Farm, Livelihood Non-Farm,

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(d) Financial Inclusion.

In addition, 4 Project Managers at the state level would be recruited for smooth operation theNRLM in the state. These thematic areas are (a)Social Mobilization, Capacity Building &Institution Building( For SHG, Federations, Community service providers) (b) Monitoring &Evaluation ( c ) Financial Inclusion (d) Skill Development & placement, (e) Finance (f)Procurement etc.

In the District level, District Project Manager will be assisted by team of thematic experts.These thematic areas are: (a) Financial Inclusion, (b) Livelihoods, Skill Development &placements (c) HR, Monitoring & Evaluation (d) Social Mobilization, Institution Building andCapacity Building etc.

Similarly, In Block Level, Block Project Manager will be assisted by team of BlockCoordinators having thematic expertise. These thematic areas are: (a) Social Mobilization,Institution Building and Capacity Building, Social Development, Financial Inclusion and Skilldevelopment and placements.

Details of job descriptions of above mentioned position mentioned in Annexure III.

Induction Strategy:All recruited staff in SRLM would undergo an extensive induction programme. The purposeof induction is to ensure the effective integration of staff into or across the organization forthe benefit of both parties. The induction programme would provide all the information thatnew employees should know at the time of joining. It will be a well structured and slightlyvary between managerial and field staff. Recruited staff will be trained, orientated & exposedto different level of practices for formation and strengthening of CBOs at SERP/BRLP. Theframework of induction programme for new entrants will consists as per society requirementswith duration of 4-6 weeks.

Induction strategy of Staff

The staff induction program includes the following components: Basic orientation on “SRLM ” for one week which focuses on personal & professional

assimilation of newly joined Professionals, various salient features of “SRLM”,interspersed with short field interface focusing on various key program aspects andexposing them to the subsequent three months structured induction

Village immersion for 30 days which includes one week attachment with a Block MissionManagement Unit (BMMU) to get hands-on experience on various activities and tasksthat are typical to the functioning of a BMMU, which is the frontier of “SRLM” forimplementing activities and delivering results. During the village immersion,professionals will stay in project villages and will go through a structured drill on variousinterventions of “SRLM” related to activities like SRI, PDS, nutrition, dairy, piggery, etc.

Foundation Course for two weeks which includes structured classroom orientation onvarious thematic disciplines of “NRLM” that the professional may witness during thevillage immersion. The purpose behind the foundation course is to ensure that theexperience gathered by the professional in the field can be linked to overallprogrammatic outcomes and the rational, strategy and implementation process ofspecific interventions can be address and issues are discuss.

Project Work for eight weeks in which the Professionals will be constituted into teamsdepending on area of interest and other parameters around various intervention verticals(about 11-15 specific verticals) that “ASRLMS” is currently implementing. During thissegment of the induction, pre-developed projects in all functional areas will be offered tothe Professionals to choose from. This will allow some flexibility to the Professionals todesign any project and align it with ASRLMS’s strategies. At the end of this segment, theProfessionals undergo a counseling session and formal roles in the project will beassigned.

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A minimum 2-3 week technical course/MDP is also planned after twelve weeks into theassignment.

Professional support during induction

Advice and help of NMMU, New Delhi ; SERP, Andhra pradesh, BRLPs, Kudambashree ,CML and other such organizations will be taken during the planning and implementation ofthe above outlined induction program.

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Funding to state will be based on agreed Annual Work Plan and annual budgetaryallocation.The State Govt will contribute 10% (in case of NE states) of State Plan foractivities proposed under NRLM.NRLM would put in place a comprehensive financialmanagement system at SRLM to ensure transparency, efficiency and accountability. NRLMwould position an IT-based fund tracking system and promotes e-book keeping in institutionsof the poor and in support structures.

Transfer of funds SMMU to DMMU:1) The State Mission Director will open a joint account with Financial Advisor formanagement of the mission fund. The State Mission Director is authorized for makingsanctioning order and payment order from the Mission fund.

2) SMMU would devolve funds to the Districts in accordance with district-wise allotmentsindicated in the Annual Action Plan.

To the extent feasible, funds flows SRLMs will not entail physical transfer of funds, andinstead as Electronic Fund Transfer system will be established. Under this system, annualBudgetary allocations will be approved by State Mission Management Unit (SMMU) for eachCost centre against specific Budget lines. The Cost Centre will generate sanctions and drawdown from a Centralized state level Bank account using the online Banking systems up toBudgetary limits and within the agreed delegation of financial powers.

All funds released by the state to the District and Block level units will be treated as inter unittransfers until expenditures are incurred at these levels.These amounts shall be transferredto the Savings Bank Account called “Mission Fund Account” of the DMMU.

Initially in the first two years of the Mission, the DMMU will be a lean and flexible structuredue to less number of Blocks in each district. It is envisaged that SMMU will directly interactwith the BMMU and greater attention will be given to building the structures at the Block andvillage levels where actual interactions with the community takes place and District unit willplay the role of Coordinator between the SMMU, BMMU and other Mission partners with thinAdministrative structure. Depending on the progress horizontally across villages andlivelihood thematic areas and increase in number of Blocks, district structure will bestrengthened. Hence for initial two years funds only related to district level activities willtransferred to the DMMU.

SMMU to BMMU

SMMU shall retain part of the funds for activities managed directly by it and pass on theremaining funds on quarterly basis to the BMMU based on the annual budgets submitted bythem. These amounts shall be transferred to the Savings Bank Account called “Mission FundAccount” of the BMMU.

BMMU to BLF / /VO/SHG1. The fund releases are formalized through signing the MOUs & financing agreement(Between SMMU, BMMU and BLF, Cluster Level Organization VO &SHG ) specifying mainlyrelease conditions and the amount of the instalments. The fund releases from the BMMUs to

Financial Management and Procurement Plan.

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SHG Federation/s and other institutions (producer companies, NGOs etc.) will be based onVillage organisation (VO) action plan/Community Based Livelihood Business Plan/MicroCredit Plan. BMMU will apprise & approve and fund will be release through electronictransfer systems, to the extent feasible and be based on the terms and conditions for fundreleases as per Financial Management provisions / MoU or financing agreements. All fundreleases from the project will be based on achievement of outputs or results.

The SRLM would design financial management system to ensure transparency andaccountability and also richness in decision-making and allocation of financial resources tothe district, blocks & villages. State Team with the support of district and block team willreview and monitor the performance against plans on monthly basis. For all fund releases,the ASRLMS will be submitting audit reports and utilization certificates, as per establishedMORD-NMMU norms.

GOI State Govt (10%Share)

State RuralLivelihoods Mission

Deposit into BankA/C for Community

InstitutionDevelopment,

CommunityInvestment Fund,

Special Technical &Assistance Fund

,ProjectManagement DMMU for Intensive Blocks PD DRDA for SGSY Blocks

BMMU BDO

Block LevelFederation

Village Organization

Deposit intoBank A/C &

manage FoodSecurity and

certainCommunityLivelihoods

Projects

Deposit inBank A/C

SHG SHG SHG SHG

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GOI State Govt (10%Share)

SMMU

PD DRDA

BMMU for Intensive Blocks BDO for Non Intensive Blocks

Block Level Federation

Village Organization

SHG SHG SHG SHG

Procurement Plan:

The procurement of goods, civil works, non-consulting services and services will be integralpart to the implementation of NRLM at State, District and block levels in the state ofJharkhand. The Governing Body of ASRLMS has already approved and adopted theMoRD-NRLM procurement guidelines and procedure outlined for carrying outprocurement under NRLM/NRLP.

The SRLM will engagefull time Procurement Expert to carry out the procurement as per theprocurement plan. SRLM is envisaging critical procurement of goods, works & services willtake place in first year. SRLM also believes that procurement should result in timely, highquality and cost effective outputs. The MoRD Procurement Manual provides for differentdelegated financial limits for various levels of implementing entities at community level(SHGs/CBOs), block level, district level and state level for goods, works and services.Different methods are also defined for procurement of goods, works and services with itsapplicability based on value thresholds for various levels of implementing entities.

Prior and post review arrangements are also built in at Community Based organisation,BMMU, DMMU and SMMU level for ensuring appropriate quality and oversight over theprocurement process. SRLM will hire services of appropriate service providers for theGoods, works and Services as per requirement. All Procurement will be made on the basisof procurement plan which is based on Annual Action Plan and Budget allocation for theyear 2012-13 (attached in Annexures).

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Innovation Forums:

SRLM will develop framework for innovations and partnerships (decisions on the thematicpreference, eligibility criteria, technical evaluation criteria, selection methods, celebrationprize, partnership strategy, etc.) to rolling out innovative intervention in the state. SRLM willidentify, list and empanel resource agencies through a transparent process for take up ofinnovative livelihood interventions in the state. SRLM will also empanel some group ofexperts to review of innovative intervention in the state.ASRLMS will demonstrate some innovative livelihood interventions and financial inclusionpilots in the state. The Budget for the same is mentioned in the Innovation and partnershipcost.

Technical Assistance Required:These are the areas where technical assistance would be required from NMMU in 1st year:

Continuous programmatic support in rolling out Piloting NRLM in resource Blocks. Support in developing ToR and hiring of recruitment agency: Power of delegation. Support in development of ToR and hiring of Agency for the development of HR

policy/manual. Identification & listing and empanelment of the Multi-state NGOs, Resource NGOs,

CSOs, consultants for rollout of NRLM in the state. Identification & listing of the recognized or accredited agencies or institutes for TOTs. Identification of agency for development and up-keeping of web based Management

Information System (MIS). Procurement: Identification & listing and empanelment of the Resource agencies for

procurement for SRLM in the state.

INNOVATION FORUM & TECHNICAL ASSISTANCE REQUIRED

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Government of Assam is committed to extend the outreach of poverty alleviation programsto the poorest of the poor. In its pursuit to pass benefits of the program by enhancing thequality of implementation a definite intervention in the shape of organizing the institutions ofpoor, capacity building, creating livelihood opportunities for the poor and monitoring &evaluation of poverty alleviation schemes is envisaged. NRLM would reach all blocks &districts of Assam by the end of 2019. The State Rural Livelihoods Mission, Assam has beendesigned to address rural poverty with the aims to enhance social and economicempowerment of rural poor by creating self managed community institutions of theparticipating households and enhancing income through promoting sustainable livelihoods.The programme will be effective only when it is driven by the poor themselves. To be drivenby the poor themselves, SRLM needs to develop social capital of the poor. The programmealso involves huge preparatory activities at the state and district level. It is important toensure that the quality and effectiveness of the interventions is not diluted. Therefore, toensure the quality, it is proposed to adopt phased approach for implementing the State RuralLivelihood Mission in Assam.

Phasing out plan:

District and Block Coverage Plan

Phases Phase-I

Phase-II

Phase-III

Phase-IV

Phase-V

Phase-VI

Phase-VII

Total

Unit Blocks Blocks Blocks Blocks Blocks Blocks Blocks Districts(cumulative)

Blocks(cumulative)

District 7 7 7 6 27Year

–I7 42 7 42

Year-II

7 30 14 72

Year-III

7 30 21 102

Year-IV

6 30 27 132

Year-V

0 30 162

Year-VI

0 30 192

Year-VII

0 27 219

In first year 7 districts and 42 blocks as intensive blocks will be covered. Out of 42blocks, 22 blocks will be covered under the NRLP component and rest 20 as NRLMintensive. By the end of 4th year all the districts will be covered and approximately 60%of all the blocks of the state, remaining blocks will be covered by the end of 7th year.

NRLM Implementing Strategy in Assam

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Government of Assam is committed to extend the outreach of poverty alleviation programsto the poorest of the poor. In its pursuit to pass benefits of the program by enhancing thequality of implementation a definite intervention in the shape of organizing the institutions ofpoor, capacity building, creating livelihood opportunities for the poor and monitoring &evaluation of poverty alleviation schemes is envisaged. The Assam State Rural LivelihoodsMission Society has been established by the government of Assam to address the ruralpoverty of the State. For furtherance of the objective of Society to promote quality institutionsunder NRLM, ARLMS has requested to SERP and BRLPS (JEEVIKA) for the externalCRP support to strengthen SHGs, federation and associated field functionaries instate of Assam.

For rolling out the National Rural Livelihoods Mission in the State, three strategies will betaken

1. NRLP and Resource Blocks (22 Blocks)

2. NRLM Intensive Blocks in non intensive districts (20 Blocks)

3. NRLM Non intensive Blocks (177 Blocks)

7.1. NRLP and Resource Blocks :

22 intensive blocks has been selected from the seven intensive districts and six blocks fromthe intensive blocks have been identified to be developed as resource blocks in the State.These all 22 blocks including the resource blocks will be assisted by the World Bank underNRLP.

Following are the criteria for selection of Resource Block-

- Higher percentage of SC/ST,- Rural BPL households and low level of rural female literacy.- Presence and potential of SHGs in these blocks/villages- Geographical and regional variance- Existing support structure of Women SHG- Existence of village level Animators

Roll out Strategy

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Resource Blocks Profile:

Districts Blocks No of GramPanchayat

No of Villages % of BPL HH % of SC % of ST

Dhemaji Sissiborgaon 17 389 58.69 19.05 46.62Dhemaji 15 286 34.78 8.25 40.88

Nagaon Barhampur 11 70 23.75 5.51 14.14Bajiagaon 12 64 37.60 9.99 5.89

Jorhat Titabor 16 135 40.86 8.67 13.82Sonitpur Chaiduar 17 196 43.53 15.87 14.10

NRLM Project Implementation target for 6 Resource Blocks:

NRLM Project Target of Six Resource Blocks

SI.No Particulars District Nagaon Sonitpur Jorhat DhemajiBlock Bajiagaon Bahrampur Chaiduar Titabor Dhemaji Sisborgaon Total

1 Total HH(Census 2001)27585 13368 23462 27385 23788 44955

115588

2 Total BPL HH (BPL Survey 2002) 17289 8710 11120 10133 7231 15290 54483

3 % BPL HH in selected Block 62.68 65.16 47.40 37.00 30.40 34.01 46.11

4/a No of HHs can be targeted (From BPLHH) 17289 8710 11120 10133 7231 15290 69773

/b

Add. No. of HHs can be targeted(lncrease of BPL HH in 2011)(assuming the growth of population2001-2011 ie 16.93% HH growthrate) 2927 1475 1883 1716 1224 2589

11813

Total Target HH 20216 10185 13003 11849 8455 17879 81586

5 No of GP per Block 12 11 17 16 15 17 88

6 No of Villages Per Block 64 70 196 135 286 389 1140

7 Total SHGs can be formed (Assuming1 SHGs=10 Members)

2022 1018 1300 1185 846 17888159

8 Total No. of New SHGs to be Formed 2022 1018 1300 1185 846 1788 8159

9 No. of VO/VLF (10 SHGs = 1 VO/VLF) 202 102 130 118 84 179 815

10 No of Project ResourcePerson. (1 PRP in 2 luster) 2 2 2 2 2 2 12

11 No of Book Keeper ( 1Book Keeper for 5 SHG) 404 204 260 237 168 357 1630

12 No of Block Coordianitor 4 4 4 4 4 4 2413 Internal CRPs (3 CRP Team/ 1 VLF)b 606 306 390 354 252 537 2445

b/ 3 Internal CRP teams

In connection with, to develop Resource block in the state of Assam under NRLM some pilotproject will be in place . ASRLMS is proposing to start pilot in 6 blocks of 4 districts . Theyare: Bajiagaon ,Bahrampur from Nagaon district, Chaiduar block from Sonitpur district ,Titabor from Jorhat district , Dhemaji and Sisiborgaon block from Dhemaji district. Eachdistrict has different geographical & regional variance. ASRLMS need assistance ofexperienced external Community Resource Persons (CRP) and Project Resource Persons(PRP) in these 6 blocks, for inclusion of all the poorest of the poor in these blocks underSHG.

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Pilot Strategies in Intensive NRLM Blocks:

Pilot Strategies:

ASRLMS has identified few thematic areas where pilots will be taken up. The objectives ofthese pilots are to roll out some initiatives, learning from which can then be used for scalingup. Special pilots in and around the following areas have been designed:

a) Financial Inclusion :

- The broader goal of financial Inclusion intervention through the pilot is to create anambience of trust as regards approach of banking with poor in six blocks. It is aim atcreating institutions of the poor who will be empowered enough to run the institution onmerits of financial prudence and sustainability.

- Assam is highly diverse in term of geography ,ethnic groups and community etc. Therefore a study would help to give an understanding the issues in demand and supplyside and to get strategic direction for financial inclusion intervention in different localitiesof the state. So, a study will be done on the -Status of financial inclusion of the state.

- In the state bank branch network are very unevenly distributed so the coverage islimited. Provisions will be made in pilot to overcome this difficulty. In supply sidestructural deficiency has to be overcome by offering different solutions like technologyetc. In demand side we will also try to create institutional mechanism in product andprocess like incorporating bank mitra, financial literacy etc.

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

- POP and vulnerable groups will be identified and would be given priorities for providingCIF, bank linkage, convergence and skill enhancement and placement services.

- The average CIF available for each group might be around Rs. 25000 considering Rs.50.00 lakh of CIF available per block. However, Poorest of the poor (POP) groups maybe given CIF @ Rs. 50000 /group.

b) Agriculture based – MKSP

MKSP, launched by MoRD, GOI, is a model in promoting sustainable agriculture for poorwomen and being implemented by a large number of Program Implementing Agencies invarious states. ASRLM will proactively look for partners who would be implementingMKSP in the state. The MKSP projects to be implemented in the state would eb treatedas pilots in agriculture and subsequently the successful interventions would be scaled upunder NRLM across the state.

c) Livelihood verticals: Livelihood Intervention & Micro enterprise development

In each block there will be 4 block coordinators. After immersion and training the block co-ordinators will be involved in the social mobilisation process in the block level andsubsequently after completion of one year, they will be engaged in the BMMU in theirrespective thematic areas like social mobilisation, Institutional Building & Capacity Building,Livelihoods, Skill Development & Placements, Financial Inclusion & Social Development. InAssam context, Livelihood coordinator is more appropriate to roll out livelihoods

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interventions in agriculture, animal husbandry &non farm sector with the active involvementof the Village level federation/Block level federation and community people in eachintervention. The Livelihood coordinator will train and develop a cadre of livelihood CRPsand Para professionals for scaling up of livelihood interventions and responsible forproducing Village Livelihood Plans containing the details of current livelihood of SHG andtheir member HH and potential opportunities, range of activities in marketing support(includes market research, market intelligence, technology extension, developing backwardand forward linkages), building livelihood collectives and supporting their business plans.

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

Assam’s rural population is predominately involved in agriculture and animal husbandry asmeans of livelihood. Some initiatives have been taken up to improve the livelihood initiatives.There are several best practices been implemented by SIRD, DRDA etc. ASRLM is planningto take up some of these interventions as pilots to try out the scaling up opportunities inthese. SIRD, Assam and ILRI (International Livestock Research Institute) has demonstratedsome innovative livelihood interventions mostly in piggery. Also, DRDA under SGSY hasimplemented some initiatives in dairy in the state. These interventions have not only help toimproved the production and income of the Rural poor, but also helped them in betterutilization of available resources. In NRLM, ASRLMS would replicate these interventions inNRLP resource blocks.

Micro Enterprises Development (Pilot): Micro Enterprises Development (MED) initiative willtry to promote micro enterprise among community in intensive and non-intensive blocks ofAssam. The pilot will be emphasis on providing gainful employment to rural youths. For thepurpose, youths would be mobilized and sent for skill training in RSETIs or any of the multistate skill & placement agencies working under MoRD scheme. The skills imparted in theseschemes are marketed oriented and cost free . ARLMS is in process of signing MoU withKudambashree, Kerala on “Community Based Resource for Enterprise Support andTraining”, CREST and approval of Executive Committee (EC) has taken in this regard.ASRLMS will also tie up with ITIs of the state .

7.2.NRLM Intensive Blocks In Non intensive districts:

20 Intensive blocks has been selected one each from the remaining districts other thanseven intensive districts for rolling out NRLM in Assam.The project activities in these 20intensive blocks will be under the Special cell for NRLM non intensive blocks which would be inplace at State level taking SIRD ,Assam as major stake holder with 3-4 professionals alongwith a dedicated finance officer for effective financial management of the budget available for177 non intensive blocks and 20 intensive blocks in non intensive districts.

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Social Mobilisation, institution Building & Capacity Building in NRLP &Resource block and other Intensive Blocks:

Mission Management Unit: State Mission Management Unit(SMMU),7 district MissionManagement Units(DMMU) and 42 Block Mission Management Units (BMMU) will beset up immediately to implement the project in the state.

Calculation of total households and BPL households in the six Resource Blocks:The targeted households of six resource blocks have been calculated on the basis ofblock wise total households as per 2001 census and block wise total BPL householdsas per BPL survey 2002. For inclusion of left out BPL families decadal growth of 16.93% population during 2001 – 2011 has been taken into consideration with anassumption that same rate of growth has taken place in case of BPL families also. TotalHHs to be mobilised in the 1st year is 88420 nos .And within 5 yrs total HH to becovered is 145875 nos.

Total villages to be covered: 6869 villages will be covered in 42 intensive blocks ofthe State.

Total number of SHGs to be formed: Total number of SHGs to be formed has beencalculated from the total targeted households (assuming that there will be 10 membersper SHG and in thinly populated area 5 to 6 Member). At least one woman memberfrom each identified poor rural families will come into SHG network in 3/4 years. It isestimated that altogether approximately 72448 SHGs will be formed in all intensiveblocks.

Project would require External and Internal CRPs strategy for universal socialmobilization, promotion of institutions of the poor, training, capacity building, skillbuilding and financial inclusion for each identified Rural poor household.

Book keepers and community activists / facilitators in the resource blocks:Altogether 13316 book keepers (one book keeper = 5 SHGs) and 7243 communityactivists / facilitators, (one CA per VO/VLF) will be developed.

Block coordinators under BMMU: There will be 4(four) positions of block coordinatorsin each block working under BMMU. In 42 intensive blocks there will be 168 blockcoordinators. After immersion and training the block co-ordinator will be involved in thesocial mobilisation process in the block level and subsequently after completion of oneyear, they will be engaged in the BMMU in there respective thematic areas socialmobilisation ,Institutional Building & Capacity Building, Livelihood Skill Development &Placements, Financial Inclusion & Social Development.

Village Organisation / VLF: The SHG will be federated to VO/VLF ( 1 VO= 10 SHG).Total 6404 village organisations will be formed and they will be registered under AssamCooperative Societies Act at village level in the six resource blocks.

Training.Training to SHGs: Training will be imparted to all the members of SHGs at village level andtwo members of each SHG imparted training at block level also.

Training to VOs:20 Executive members of village organisations will be impartedtraining atvillage level and 5 members of the office bearers of the village organisations will also beimparted training at block level.One book keepers from each village organisations will beimparted intensive training.

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Community Resource Person/Project Resource Person Strategy:

In the first year social mobilisation, institutional building, capacity building of SHGs,federation development etc. will be done by external CRP from outside the state ,project resource persons and project staff together in the Six Resource blocks. FromSecond year onwards internal CRPs will also emerge to be deployed in the field toform SHGs and VLFs in resource blocks..

In the remaining blocks , no of CRP teams and rounds in each block in a year willdepend on size and nos of village to be covered and nos of SHGs to be formed.It mayincrease and decrease as per requirement. Detail of External and Internal CRPstrategy is in Budget. Project Resource Person:

There will be two project resource persons in each six resource block. Total 12project resource persons will be positioned in the six resource blocks from theresource agencies

External Community Resource Person in Blocks: In each resource block 4 externalCRP team will be placed from outside the state. Each team will consist of 3 womenCRP, one senior book keeper and one animator altogether 5 members. Total 24external CRP teams will be required for 6 resource blocks.

In each block 4 external CRP teams will provide 150 days of service in a year. 30days in one round, 150 days in five rounds by a team. 4 external CRP teams will have20 rounds in a year in one block. Per year there will be 120 rounds in six blocks by 24external CRP teams. So, total 240 rounds in two year by 24 external CRP teams in sixresource blocks. The details of External CRP rounds is in Budget.

Internal CRPs developed in the resource blocks in 9 months will be engaged in otherintensive blocks as external CRPs for the last three months of the first year.

The CRP team will consist of 3 women CRP, one senior book keeper and one animatoraltogether 5 members.

Internal CRP in blocks: In each block internal CRP will emerge during the process. 3Internal CRP Team will generate from 1 VLF formed in 1st year from ResourceBlocks.10 SHGs will be developed by one internal CRP team. Internal CRPs developedin the resource blocks in 9 months will be engaged in other intensive blocks as externalCRPs for the last three months of the first year.

The internal CRPs will be engaged from the second year

Village coverage and SHG formation by Ext &Int CRPs: Village coverage and SHGformation by external CRP and internal CRP teams in a block will depend on the totalnumber of existing villages and number of SHGs to be formed in the particular block. Itmay increase or decrease as per requirement. It has been planned that approximately52.21% of total SHGs will be formed by external CRPs in two years in resourceblock.Internal CRPs and staff will form 39.94% and 7.84% of the total targeted SHGsrespectively.

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In case of other intensive blocks, it has been planned that approximately 44.51% oftotal SHGs will be formed by external CRPs in two years. Internal CRPs and staff willform 35.29% and 20.2% of the total targeted SHGs respectively.

Financial Inclusion

Access to repeat finance at affordable price and in desired amounts and convenientrepayment terms is critical for poor to smoothen consumption, exit out of debt-trap andinvest in livelihoods assets (acquisition, renewal and expansion). Making poor the preferredclients of the banking system and mobilizing bank credit is core to the NRLM financialinclusion and investment strategy. The following activities will be taken up for financialinclusion of the rural poor:

Will promote a culture of thrift and credit among the SHG members. They will be trainedon better financial management system and through regular capacity building andhandholding support ASRLMS will try to inculcate a habit of transparent financialmanagement and book keeping system among the SHGs.

Will create provisions for Pro-Poor Inclusion Funds (PPIF) to poor and vulnerable groupsto motivate them to enter into financial intermediation.

The SHGs provide only the basic financial services such as savings and individuallending to its members. In most parts of the state the SHG – Bank Linkage programmehas emerged as a mainstream model for delivering micro finance services. Adequateeffort will be made for enabling SHGs to access bank credit and repeat financing.

Revolving Fund and interest subsidy support to deserving SHGs Provide Community Investment Funds to eligible groups to encourage them into viable

income generating programmes, to meet their consumption need and also for repaymentof old debts.

ASRLMS would work with insurance companies to ensure universal coverage ofmicroinsurance services, particularly to cover life, health and asset risks of the poor andvulnerable households. It would seek convergence with a few insurance schemeslaunched by Government of India like ‘AamAdmiBimaYojana’, ‘Jan Shree BimaYojana’,‘RashtriyaSwasthyaYojana’ etc.

Improved access to and efficient provision of savings, credit and insurance facilities, inparticular, can enable poor persons to regulate consumption, improve risk management,build assets, develop micro enterprises, enhance their earning capacity and enjoy animproved quality of life. Microfinance services can also contribute to the improvement ofresource allocation, promotion of markets and adoption of better technology, thereby helpingto promote economic growth and development.

Livelihoods Promotion

ASRLMS will try to promote both farm and non-farm based livelihoods in the stateincorporating experts in every level starting from state to Block . In state level StateProject Manager at SMMU, One project manager will be positioned for guiding thestrategy of Livelihood interventions in the state. At District level one District FunctionalExpert- Livelihood, Skill Development and Placement will be positioned in DMMU andOne Block Functional Expert at BMMU .The major role of these experts is to coordinate

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with line dept and assist the community in making there own livelihood map and providenecessary guidance in rolling out livelihoods activities in the field.

Considering the present livelihoods practices of the poor, five major livelihoods sectorshave been identified. They are agriculture, horticulture, animal husbandry (piggery,dairy,goatery and poultry), fishery and handloom & handicrafts. During the first year ofintervention livelihoods pilots will be initiated in these areas and subsequently those willbe scaled up to other parts of the state. Besides, it will to add value to some existinglivelihoods currently in practice in the areas of upgrading skills, product diversification,marketing etc.

ASRLMS, based on the local context and resource situation, would also identify a fewactivity/trade clusters of non-farm enterprises for comprehensive support.

Will organize innovation forums to identify and recognize scalable and replicablelivelihoods models in the state. Some of those innovations would also be piloted inpartnership with the promoting organizations.

ASRLMS will try to attempt to bridge the skill gap and entry level barriers for the ruralPoor/ BPL youth and facilitate their entry into relatively high wage employment in thegrowing sectors of economy. It would offer complete ‘jobs’ solution - identifying theunemployed, skilling and re-skilling them, placing them in jobs, providing post placementsupport, counselling and mentorship. These skill development programmes would bedemand driven and placement-linked.

ASRLMS would actively seek Public-Private-Community Partnerships between peoples’institutions, public and private enterprises for developing alternate channels to deliverlivelihood support and business and market linkage services for the poor.

As a major section of the rural poor households live upon wage earning, ASRLMS will tryto develop convergence with Mahatma Gandhi National Rural Employment GuaranteeScheme (MGNREGS) and other schemes of government.

Micro Enterprises Development (MED) initiative will try to promote micro enterpriseamong community in intensive and non-intensive blocks of Assam. For the purpose,youths would be mobilized and sent for skill training in RSETIs or any of the multi stateskill & placement agencies working under MoRD scheme. The skills imparted in theseschemes are marketed oriented and cost free. ASRLMS will also tie up with ITIs of thestate .

Rural Self Employment Training Institutes (RSETIs)

ASRLMS will emphasis on providing gainful employment to rural youths. For thepurpose, youths would be mobilized and sent for skill training in RSETIs or any of themulti state skill and placement agencies working under MoRDscheme.In budget thereis a provision for reimbursement of training cost .

ASRLMS will be encouraged to develop support mechanisms for graduates of RSETIsin the form of interactive web portal, call centers, network of business counsellingcenters and alumni conventions for helping them effectively run their own enterprises.

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7.3. NRLM Non Intensive Block Strategy & Budget

NRLM would reach all blocks & districts of Assam by the end of 2019. Therefore a phasemannered implementation approach would be adopted in the state of Assam .

In first year 7 districts and 42 blocks as intensive blocks will be covered. Out of 42 blocks, 22blocks will be covered under the NRLP component and rest 20 as NRLM intensive. By theend 4th year all the districts will be covered and approximately 60% of all the blocks of thestate, remaining blocks will be covered by the end of 7th year. The remaining 177 blocks in27 district will be covered under non-intensive approach.

A special cell for NRLM non intensive blocks would be in place at State level takingSIRD ,Assam as major stake holder with 3-4 professionals along with a dedicated financeofficer for effective financial management of the budget available for 177 non intensiveblocks. The key strategy under non intensive would be strengthening of the DRDA and forthat capability assessment of all the 20 districts would be done to understand existing humanresource and their capacity to implement a process oriented community development plan.For implementation arrangement a team of four to five district level professionals (DLP)including the existing staff working in DRDA for implementation of SGSY would be placedexclusively for planning, implementation and monitoring of plan developed for non-intensiveblocks. Below the district the project will support the DRDA in hiring the services of localNGOs/ resource agency/ resource persons to implement the programme at block level. OneNGO/resource agency will be given the implementation responsibility for 2-4 blocksdepending upon the organizational strength of NGO/ resource agency. The special cell alongwith SIRD will identify and train District level resource professionals with the DRDA staff.One block from each district will be taken for capacity building. The block will be divided into4 clusters and 4 team consisiting of 4/5 members will be selected in each cluster from wherelater internal CRPs, PRPs will be developed. The block team(staff) will be trained up in thefield of social mobilization, Institutional building and CRP Strategy and sent for immersionwithin and outside the state.

Role of the SRLM and Special cell would be to provide strategic guidance to DRDA andsupport 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 DRDAofficials, bankers, PRI representatives and other key stakeholder. The fund for the nonintensive blocks would be routed through SRLM to DRDA and Block based on the planprepared by the DRDA for SHGs which will mainly have the activities related to capacitybuilding of the SHG members and their federation, capital subsidy and interest subsidy willbe the basis for SRLM to release the fund to DRDA. However in non intensive blocks newSHG will not be promoted

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

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

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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 youths6. Micro enterprise development.

In financial year 2012-2013 total NRLM(20 Intensive Blocks) and Non intensive(SGSY,177Blocks) budget allocated for the state of Assam is Rs. 19357.00 Lakhs. Here the Stateallocation earmarked for the States under NRLM is Rs.1785.682 Lakhs and centralgovernment’s contribution will be Rs.16071.138 Lakhs. ASRLMS will be the nodal agency forNRLM Non-intensive blocks. Fund routing to DRDAs in the State and the roll out of NRLM innon intensive blocks/districts will be delivered through existing SGSY/NRLM fund.Therefore, it is proposed that Central allocation fund earmarked for the States under NRLMshould be release to the ASRLMS.

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Need for a comprehensive Monitoring, Evaluation and Learning Framework

NRLM is a process Intensive programme as it aims at eradicating rural poverty in its variousdimensions. For the programme to succeed it is important that it constantly reviews,assesses and learns from the progress achieved, both in terms of qualitative andquantitative targets. This requires putting in place a robust I.T. based Monitoring, Evaluationand Learning (MEL) system, which facilitates learning and continuous improvement andsupports informed decision making at all levels of programme planning and implementation.

The Monitoring & Evaluation system will be developed to check as to how project activitiesare progressing. It will be a process of systematic and purposeful observation. M & E will bea mechanism to give feedback about the progress of the project to Government of India,World Bank, Self Help Groups and Federations. Continuous and periodic review will be doneby the units at State, District and Block level of the implementation of the activities to ensurethat work schedules, targeted outputs and other required actions are proceeding accordingto plan. Recording, collecting, processing and communicating information will be undertakento assist project management decision-making.

Monitoring will be carried out in terms of ---

1) Whether the various tasks are carried out according to schedule.2) Whether project results are linked to lead to realization of project objectives?3) Whether project objectives/ targets / execution needs adjustments?

Various Mechanisms of Monitoring under NRLM

(I) Self-monitoring systems at the community level

(a) Self-monitoring of SHGs/primary level federations and other organizations of thepoor;

(b) Training on frontline staff to enable S.H.G.s and their federations to monitor theirown work.

(II) Management Information System (MIS) based on input -output monitoring.

a) Monitoring and Learning Systems: It is proposed to develop and put in place aweb based comprehensive programme system facilitating real time flow ofInformation and programme performance and new initiative effective decisionmaking. ASRLMS will assisted in developing comprehensive enable IT architecturefor hosting data base with dedicated digital grid and used of various front enddevices; institutionalising ICT based result monitoring system and MIS baseddecision supporting systems; monitoring and evaluation activities includes andprocess monitoring; thematic studies ; social accountability practices like social

Monitoring, Evaluation (M&E) & Learning.

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audits, public expenditure tracking system, community score cards etc. to facilitatemonitoring and bring in transparency in programme implementation.

b) The information in the MIS would be entered at Block, District and State Levels andalso be monitored at each level.

(III) Internal Review Mechanisms for the State and District Level Mission Units-Reports, Meetings, Visits, Workshop etc.

a) Monthly Planning/Progress/Process reporting systems which operated under MIS

b) Monthly/Quarterly Internal Review System for the block/district level team facilitatedby the district unit and state unit at the block/districts/state level with district /stateproject management staff participating.

c) Field visit by the officials of block, district, state and centered to assess the overallimplementation and monitoring mechanism for proper implementation and forsuggesting corrective measures.

d) Super vision team will be periodically sent by the National and State mission usuallyonce in six months. Such Super Vision visits would also include the State specificIndependent Resource / Research Institutions (Monitoring Institutions that has undertaken the task of monitoring and super vision in the state. Thematic area super visionvisits besides the overall assessment visits would also be undertaken.

Monitoring Techniques:

1. Regular Progress Report: Progress reports submitted by Community Service Providersand records at DMMUS and BMMUS should contain physical and financial progress of SelfHelp Groups developed, federations developed, livelihoods collectives formed etc.

From the financial and physical progress report, it will be possible to make a rapidassessment of whether, and to what extent, the original objectives of the Project have beenfulfilled, and whether it is working successfully within the allocated budget. Disbursement offunds for the Project can be matched against other data/ schemes.

2. Monitoring Staff Performance: Monitoring staff performance can ensure that individualsare effectively employed to fulfil given tasks. Ideally, all those employed in a project shouldmeet regularly, to discuss their progress, and match this against targets and objectives, anddiscuss problems and possible changes.

3. Tour reports by field Staff: Often, the most useful information about qualitative aspectsof a programme are obtained from the tour reports to be submitted by staff of DMMUs andBMMUs.

4. Participant Observation: The spearhead team of BMMU may stay in the villages andobserve the groups closely so as to obtain sensitive, first-hand insights.

5. Reports from visitors: The spearhead team of BMMU will ensures that all visitors to thefield officials from SMMU, DMMU provide a short report on their impressions of theschemes. These can provide insight/ information on new developments, exchange and helpin further developing programme.

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6. Interviews: Group members and community leaders should be interviewed on theirattitude towards the Project and resultant changes.

7. Participatory Monitoring: In this technique, the group members themselves will be madepartners in monitoring evaluation. Project staff and group will discuss and assess theperformance together, in order to understand how they have performed, what the problemsare and what the future holds for them.

The project staff mainly plays a guiding role to formulate appropriate questions and elicitinganswers. For example, the groups can be prompted to draw inferences from the bank recordbooks, savings books etc.

8. Complaints/ grievances Petitions: Complaints and grievances petition from people ingeneral and target group in particular may throw some light on the actual performance of theProject. The project will make provisions for such source of information as part of monitoringmechanism.

9. Process Monitoring: Process monitoring will be undertaken on the following objectives:-

To understand how project inputs result in project outputs and identify issues criticalto such conversion.

To provide information necessary to the management to increase the effectiveness ofthe project.

To verify the process related assumptions of the project To assess whether activities are carried out as planned. To generate a learning and feedback mechanism, which would enhance prospects

for adaptation especially at the early stages of the project.

10. Peer monitoring: Under this monitoring of one block will be done by a team of monitorsfrom another block on regular intervals. These monitoring will be covered different aspects ofthe vision particularly components like social inclusion, institutional building, livelihoodpromotion, credit delivery, functioning of livelihood collectives, sustainability etc.This will alsohelp in cross learning and share experience from neighbouring blocks. Community ServiceProviders and other professionals will benefit from this horizontal learning system.

11. Community Monitoring :Community Monitoring will be done in following ways:

a) Citizens’ Report Card b) Citizens/ Voice Card c) Family Satisfaction Survey

d) Citizens’ Monitoring of Public Service Delivery. e) Social Audit f) Impact studies

g) Third party evaluation h) thematic studies.

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Approach of Monitoring & Evaluation

MISSystem

Focus areasof

monitoring

ProjectOperation

Tools ofparticipatorymonitoring

DocumentsReview

Surveys

Discussionwith

Groups /Federation

s

MonitoringTechniques

CommunityMonitoring

SelfMonitoringsystem of

SHG

Qualitativemonitoring

of SHG

Projectperformance

ProjectImpact

Qualitativeas well as

QuantitativeMonitoring

Citizens’Report Card

Citizens/Voice Card

FamilySatisfaction

Survey

Citizens’Monitoring

of PublicService

Delivery-

Social Audit

Impactstudies

RegularProgressReport

MonitoringStaff

PerformanceReport:

Tour reportsby field Staff

ParticipantObservation

Reports fromvisitors

Interviews

ParticipatoryMonitoring

Interviews

Observations

Listeningto people

Brainstorming

Conversation

Casestudies

Third partyevaluation

Thematicstudies

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A Grievance Redress Mechanism will be set up by NRLM Assam to receive record,investigate, redress, analyse, prevent or take any appropriate action in respect ofGrievances lodged by any stake holder including rural people, members of Self HelpGroups, federations, livelihood collectives etc.

The Grievance Redress Mechanism will cover the three processes of receipt redress andprevention and will pass through information in the following steps -

i) Information on receiptii) Communications to complaintiii) Criteria for classificationiv) Fixing time norms for redressv) Level of responsibility for Redressvi) Analysis and prevention

Grievance Redress Mechanism under NRLM will follow up bottom up approach

Grievance Redress Mechanism at BMMU level:

Every BMMU shall make arrangements for receiving Grievances brought personally by thecomplainant or received by post. The BMMU shall identify the place, time and a personal forreceiving Grievances with acknowledgment.

Communication to the complainant:

The BMMU at the time acknowledgment should provide the following information to thecomplainant.

a. Grievance number to facilitate monitoring and reminders by complainantsb. Expected time of redressc. If not addressed within expected time, action to be taken by complainant

A complainant can also directly lodge a grievance at DMMU or SMMU level.

Criteria for classification of grievances:

Different types of grievances need different responses. Therefore the grievance must becategorized to facilitate action appropriate to the type grievance. BMMU will categorize thegrievances in the following format.

# Criteria Grievance Category

Grievance Redress Mechanism & Citizen Charter

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Grievance redress committee at BMMU level:

A committee will be constituted with the following members at BMMU level to redressgrievances that can be done at that level.

1. Block Development Officer – Chairperson2. A Representative from DMMU-Member3. Block Mission Manager-Member Secretary4. Representative of concern Panchayat (as per the need to redress the Grievance)-

special invitee5. Branch Manager of the Concern Bank Branch –Special Invitee6. Technical persons (in case of grievances having technical implication)-Special Invitee

Grievances cell at DMMU and SMMU:

If the grievances cannot be redressed at BMMU level it will be redressed at DMMUlevel. In the same manner if the grievances cannot be redressed at DMMU level it will beredressed at SMMU level.

So, DMMUs and SMMUs will also set up grievance Redress cells in their officesunder one responsible person from the office. This person will be responsible to receive andalso to inform superior officials well in time to facilitate redress of the grievance as per timenorms.

Grievance redress Committee at DMMU level:

A grievances Redress committee will be set up at DMMU level with the following members toredress grievances coming to DMMU level.

1. Project Director DRDA - Chairman2. District Mission manager- Member Secretary3. A Representative of the Deputy commission preferably additional deputy

commissioner development - member4. Representative of the concern Panchayat -Special invitee5. Representative of concern Bank branches-special invitee6. A technical expert – Special Invitee

Grievance redress cell at SMMU level:

The grievances which cannot be redressed at DMMU level will be redressed at SMMU level.A grievance redress cell will be set up SMMU level under a responsible officer to keep trackof the grievances and their timely redress.

Grievance Redress Committee at SMMU level.

A grievance redress committee will be set up at SMMU level following members toredress grievances coming to SMMU level

1. SMD- Chairperson2. Assistant/deputy mission director-Member secretary3. Representatives of concern bank –special invitee

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4. Representatives of concerned line departments/agencies -special invitee5. Technical experts as per requirement – Special Invitee.

Periodic review:

The SMMU will prepare monthly report on Grievance received from BMMUs and DMMUs.The report should also contain information regarding the status of undressed/unresolvedgrievances. In case of online system monthly report will automatically generated. SMMU willalso consolidate the grievances redressed and pending at its own level on monthly basis.

Citizens Charter:

Units of NRLM will prepare citizen charter highlighting the standard of services to bedelivered. Though not enforceable in a court of law, citizens charter is intended to empowerthe stake holders of NRLM so that they can demand committed standard of services andavail remedies in case of none compliance.

Details of Grievance Redressal Mechanism and Citizen Charter will be provided inSPIP.

Components & Activities Amount (Rs in Lakh)

Set up of SMMU 444.8

Set up of DMMU (7) 280.33

Set up of BMMU (22) 1032.95

Resource Block (Ext CRP & PRP) 400

IB&CB (6 RB) 450

IB&CB (16 IB) 600

CIS in 22 Blocks 340

Vulnerability reduction fund 100

M&E 100

MIS 100

Pilots (4 pilot) 400

Exposure of bankers & Govt Offcials 100

State Staff immersion 100

District staff immersion (7 DMMU) 50

Block staff immersion.(22 Blocks) 50

Stake holder Workshops 50

Skill dev & Placement 194

Innovation & partnership 0

Recruitment cost 50

Total Budget ( Rs In Lakh) 4842.08

Budget summary for 22 NRLP blocks

ACER

Typewritten text

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S. No. Components & ActivitiesNRLM

Intensive

NRLM Non-

Intensive

Amount (

Rs. In Lakh )

Amount (

Rs. In Lakh )

Amount (

Rs. In Lakh )

1 State Rural Livelihood Mission 1,025 20 9652,010

2 Institution Building and Capacity Building 2,583 1,593.13 4,2008,376

3 Community Investment Support 440 1,350 7,3389,128

4 Pilot 400 0 0400

5 Setting up state resource cell 5050

5 Monitoring and Evaluation 100 100 0200

6 MIS 100 0 0 100

7 Community Infrastructure 0 0 1,183.82 1,183.82

8 Skill & Placement- Special project 0 1,500 0.001,500.00

8 Skill & Placement 194 100 885 1,179

9 RSETI training reimbursement 72 0 72

Total project cost ( Rs in Lakh) 4,842.08 4,785.13 14,571.69 24,199

S. No. Components & ActivitiesNRLM

IntensiveState Share

Centarl

Share

Amount (

Rs. In Lakh

)

Amount (

Rs. In Lakh

)

Total (Rs in

Lakh)

Amount (Rs.

In lakh)

Amount

(Rs. In lakh)

1 State Rural Livelihood Mission 20 965 985 98.5 886.5

2Institution Building and Capacity

Building 1,593.134,200

5,793 579.3 5213.7

3 Community Investment Support 1,350 7,338 8,688 868.8 7819.2

4 Setting up state resource cell 50 0 50 5 45

5 Monitoring and Evaluation 100 0 100 10 90

6 MIS 0 0 0 0 0

7 Community Infrastructure 0 1,183.82 1,184 118.382 1065.438

8Skill development & Placement-

Special Project 1,500 1,500 150 1350

9 Skill development & Placement 100 885 985 98.5 886.5

10 RSETI training reimbursement 72 72 7.2 64.8

Total ( Rs in Lakh) 4,785.13 14,571.69 19,357 1935.682 17421.138

43

BUDGET Summary for 2012-13

Project Costing.

NRLP Resource Block

NRLM Non- Intensive

Total Budget

Year 2012-13

( Rs in Lakh)

Budget summary of 20 NRLM Intensive Block and 177 Non Intensive Block is presented below:

The detail 1 year head wise budget for 22 NRLP Blocks and 20 NRLM Intensive Blocks

along with 177 Non Intensive/SGSY Blocks is presented below:

Components & ActivitiesAmount (Rs in

Lakhs)

Set up of SMMU 444.8

Set up of DMMU (7) 280.33


Resource Block (Ext CRP & PRP) 400

IB&CB (6 RB) 450

IB&CB (16 IB) 600



M&E 100

MIS 100

Pilots (4 pilot) 400

Exposure of bankers & Govt Offcials 100

State Staff immersion 100

District staff immersion (7 DMMU) 50

Block staff immersion.(22 Blocks) 50



Innovation & partnership 0

Recruitment cost 50

Total Budget ( Rs In Lakh) 4842.08

Components & ActivitiesAmount (Rs in

Lakhs)


IB&CB (20 IB) 754.28



M&E 100

MIS 0

Setting up State Resource Cell 50

Exposure of Bankers & Govt Offcials 100

District staff immersion 100

Block staff immersion (20 Blocks) 55


Special Project - Skill Dev 1500


RSETI training reimbursement 72

Recruitment cost 20

Total ( Rs in Lakh) 4785.13

Budget summary for 22 NRLP blocks

Budget Summary for 20 NRLM Intensive Block.

44

Activities Present Status.Key strategies toaccomplish the

activities.

Time line (by Whenactivity will be

completed/outputwill be achieved)

State Society Formed and/orNotified (State RuralLivelihoods Mission)

Assam State RuralLivelihoods Mission Society(ASRLMS) is designated asState Rural LivelihoodsMission by Cabinet forrolling out NRLM in theState on Dtd 15th Sep’2011

Registration of ASRLMS Assam State RuralLivelihoods Mission Societyregistered under SocietiesRegistration Act, XXI of1860 on Dtd 11th Nov’2011

State Mission Directorappointment for SRLM.

Sri Rakesh Kumar IASjoined as State MissionDirector (SMD) ASRLMS.

Hiring of Core State Team. State Level core team hiredand functioning.

Hiring of SMMU, DMMU andBMMU core Staff.

Personnel (B) Dept andFinance Departmentapproval done.

Recruitment to be donethrough State level andDistrict level selectionCommittee in coordinationwith NMMU

To be completed by 31st

July’2012

Office set up for SRLM Advertisement for NITissued.

To be completed by 30th

June’2012Governing Body meeting. 1st Governing Body meeting

chaired by Hon’ble ChiefMinister held on 17th March2012

Opening of separate bankaccount.

Separate Bank A/c hasbeen opened in AssamGramin Vikash Bank havingaccount no.7291010008846

Training and Immersion of Coreteam members

Core team members havebeen sent to SERP,Hydrabad in three batches.

Recruited manpower willbe trained, oriented andexpose to different level ofbest practices for formationand strengthening of CBOsat SERP/BRLPS

Preparation of1.HR Manual,2.Finance Manual3. Procurement Manual.

Completed. Prepared by State CellTeam.

Submission of SPIP Under process Shri. AAM Zakir, Shri.Surajit Borgohain, Shri.Madhurjya Das, Shri.Nabarun Das, Smt.Narindra Kour & Shri.Naorem Kiran Kumar.

By December 2012

Summary of Readiness.Annexure I

The Governing Body of the Society shall comprise of the following members:

Sl.No Name Designation

1 Chief Minister Chair Person

2 Minister, P & RD, Vice Chairperson

3 Chief Secretary Member

4 Secretaries of P & D Deptt., Finance, Agriculture, Panchayat Raj,Animal Husbandary Dept, SC/ST, Industry, Labour, Education, Health,WCD, SW, Institutional Finance.

Member(s)

5 Representative from MoRD, GOI Member

6 Representative from Training institutes, Corporate Sector, Academicinstitutions State level Representative(s) of RBI, NABARD, ConvenerSLBC (6)

Member(s)

7 Experts (RD)/NGOs (3) Member

8 Representatives of SHG /federations (6) Member

9 Principal Secretary/Secretary (RD) Convener

10 State Mission Director (SRLM) Co-Convener

The Executive Committee shall comprise of the following members:

1 Chief Secretary, Assam -Chairperson

2 Principal Secretary (RD) - Vice-chairperson

3 Commissioner – Agriculture, Rural Development Panchayat Raj,Animal Husbandry Industry, Labour, Education, Health, Womenand Child Development, Social Welfare, Tribal Welfare etc

-Members

4 State level Representative(s) of NABARD/RBI/SLBC convener -Member(s)

5 Industries Associations -Member

6 Representative of SHG Federation -Member

7 State Mission Director (SRLM) -Convener

Annexure II

Position Key Roles and ResponsibilitiesState Mission Director. 1) The State Mission Director shall be responsible for the management

of day-to-day affairs of the State Society and the State Unit (SU).He/She shall have overall responsibility for planning and executing thework of the State Society. She/he shall be responsible for theimplementation of all the policies laid down by the Governing Body /Executive Committee and shall attend to statutory requirementsimposed on the functioning of the State Society.

2)The Management and control of the day-to-day administration andcontrol of finance within sanctioned budgets of the State Society shallbe vested with the Mission Director and through him with the respectivefunctional heads. He/She shall function as the controlling authority of allemployees of the State Society.

3)The Mission Director shall sign or cause to be signed all documentsand proceedings requiring authentication by the State Society. TheState Mission Director shall also represent or cause to be representedthe State Society in business and legal transactions. He /She shallreceive on behalf of the State Society and disburse all funds of theState Society based on instructions from the Executive Committee. TheState Mission Director through functional heads will handle necessarydocuments including bank cheques and other negotiable instruments onbehalf of the State Society, as authorized by the Chairperson/ExecutiveCommittee of the State Society.

4)The Mission Director shall appoint bankers of the State Society withthe approval of the Executive Committee. All funds of the State Societyshall be paid into the State Society’s account with the said bankers.

5)The State Mission Director, as Member Secretary shall in consultationwith the Chairperson convene the meetings of the Governing Body /Executive Committee at stipulated intervals or otherwise and shallmaintain all minutes, records and registers of the State Society.

6) The State Mission Director shall also perform such functions as maybe delegated to him by the State Society, Chairperson and/or ExecutiveCommittee from time to time.

7) The State Mission Director shall ensure handling of allcorrespondences on behalf of the State Society.

8) The State Mission Director as the Member Secretary shall causeimplementation of all the resolutions passed in the GoverningBody/Executive Committee of the State Society.

Roles and Responsibilities of Positions at SMMU, DMMU and BMMU Level

Annexure III

9)The State Mission Director shall also perform such functions as maybe delegated to him/her by the State Society, Chairperson and/orExecutive Committee from time to time , and

(i) shall cause to prepare for the State Society the AnnualReports and Financial Statements etc. with due audit.

(ii) Shall cause to maintain the accounts, cause due verificationof the monthly transactions and the monthly receipt andexpenditure statement, which shall be put up to ExecutiveCommittee as required.

(iii) Shall verify the physical and financial usage of the fundsdisbursed by the State Society to the various participatingorganization and submit a quarterly report to the ExecutiveCommittee.

10) The State Mission Director will liaison with the State Government,the Government of India, other agencies for any matter pertaining to theoperations of the State Society.

11) The State Mission Director shall appoint staff for the StateManagement Unit and for the Missions implemented by the StateSociety. However, approval of the Government shall be obtained for thecreation of regular posts in the State Society and District Societies.

12) The State Mission Director shall have powers to take disciplinaryactions over any staff of the State Society as per the deputation rules orcontract rules as the case may be.

13)The State Mission Director shall sanction and incur expenditure asdecided by the Governing body for day-to-day activities, or as delegatedby the Executive Committee.

14)The State Mission Director shall tender and award contracts andincur expenditure up to a ceiling as may be decided by the government,for civil works and consultancies, in line with the objectives of the StateSociety.

15)The State Mission Director shall perform any of the functions of theExecutive Committee with the approval of the Chairperson, during theinterval between meetings of the Executive Committee whenever it isurgent to do so and place a report in respect thereof, before theExecutive Committee for its consideration/ratification.

16)The State Mission Director may also delegate any of his power tothe functional heads and staff of SU for efficient functioning of the StateSociety.

17)The State Mission Director will delegate administrative and FinancialPowers to the District Units for the smooth functioning of the Mission

with the approval of the Executive Committee.

Assistant Mission Director The Assistant Mission Director under the guidance of State MissionDirector will provide support in managing the Project, convergence withGovt line departments and other related matter within program and toprovide support in regular administrative matters from DMMU

Finance Advisor. 1)To assist State Society in the discharge office responsibilities:-

(i)For the financial regularity of the transaction under Budget in therespect of which SMD functions as a controlling officer.

(ii)For the maintenance of the accounts of transaction correctly and inthe form prescribed under rules and orders in force.

2) The functions of the Financial Advisor are two folds:-

i) As Advisor to the State Society in all matter relating to budgetestimates, budget control, budget variance and to the operation of thefinancial rules of the State Society.

ii) Exercising supervision over the regular and correct compilation of allthe accounts that are required to be compiled and maintained in theState Society.

3)The Finance Advisor should be well conversant with all the sanctionsand orders passing through the office of the State Society and withorder proceedings of the State Society.

4)He should advised SMD on the financial effect of all the proposals forexpenditure and keep watch as per as possible over all the liabilities asthey are incurred against the grants.

5) The Finance Advisor is responsible for the arrangement forcompilation of correct accounts, consolidated audit report, Interimfinancial reports which are to be submitted by SMD to higherauthorities.

6) He should scrutinise over all matters relating to appropriationaccounts and disposal of audit objections.

7) The Finance Advisor will exercise overall supervision over theAccounting Centres and inspect the Accounting Centres to overseewhether the Accounting and Financial Procedures are complied.

State Project Manager

[HR & Administration,Capacity Building (for staffProfessionals) Monitoring &Evaluation]

State Project Manager will responsible for designing various policyframeworks and intertwining them. Further they will also designimplementation guideline according to the policy framework. He/She willbe working closely with the State Mission Director (SMD) of the projectand strive for improving project implementation guideline across theproject period. SPM will strategically have threefold responsibilityincluding specialist functions, project management at district level andleading single or multiple livelihood intervention of the project. Heshould have a total experience of HR / Administration / Project

Management. Along with these. SPMs will be responsible for : Team Building and Shared Vision in the Mission. Developing Learning System. Performance Appraisal of the Staff. Grievance Redressal of Staff. Preparing Staff Capacity Building Plan. Institutionalising System for Services, conduct, and discipline in

the Mission. Maintaining standard rate of staff retention in the Mission. Operationalising Gender Action Plan in Project Management

units. Recruitment and induction of new staff.

State Project Manager.[Social Mobilization &Institutional Building andCapacity Building ( for SHGs,Federations, CommunityService Provider)]

State Project Manager.(Livelihoods)

State Project Manager.(Financial Inclusion)

State Project Manager will responsible for designing various policyframeworks and intertwining them. Further they will also designimplementation guideline according to the policy framework. He/She willbe working closely with the State Mission Director (SMD) of the projectand strive for improving project implementation guideline across theproject period. SPM will strategically have threefold responsibilityincluding specialist functions, project management at district level andleading single or multiple livelihood intervention of the project.SPM will be responsible for :

Partnership management with service providers both public andprivate, coordinating relationship with project stakeholders aswell as external resource agencies.

Convergence with Government Department, linkages withfinancial institutions, building capacity of NGOs and civil societyorganisation.

Team building across the project and handholding on projectmanagement, performing administrative function, financialmanagement and conflict resolution to district and block units.

Coordinating project based studies, evaluation and researchassignment.

Timely reporting, review and supervision of task.Project Managers (PM)

1. Skill Dev and placements.

2. Social MobilizationInstitutional Building &Capacity Building.

3. Monitoring & Evaluation.

4. Financial Inclusion.

Project Manager will function with specialist capacity. Their expertisewill be available to district and block level. Initially they will facilitatecoordination and liaison at district level. Project Manager will furtherensure task accomplishment against the plan at district and block unit ofthe project. Their hands on experience of the field will help SPMU inpolicy design, system improvement and upgrading implementationguidelines of the project. Besides these, PMs will be extendinghandholding support to district and block unit on linkages with financialinstitutions, convergence with Government programmes, capacitybuilding of community institutions, planning and disbursement of CIFand team building. PMs are supposed to perform specific role of trainerto Block and District team and act as an active link between BMMU andSMMU. They should also establish financial linkage between financialinstitutions and VO/SHGs.

Chief Finance Officer. The CFO will have overall responsibility for all the financial andaccounting aspects of the mission and provide leadership and strategicdirection on the financial aspects, including development of financialcapability in all the implementing agencies at the district block and

community institutions he will oversee the finance and accountingfunctions of all units, budgetary control, monitoring and control offinancial management system, internal control functions at the state,district and block level.

Some of the core functions to be performed by CFO will be:-

1. Compile annual budget of mission based on AAP for SMMU,DMMUand BMMU and submit same to the MoRD for sanction of the budget.

2. Distribute funds to DMMU and BMMUs on time basis as per agreedannual worked plans.

3.Institute mechanism for proper accounting and auditing of Missionfunds at state, district, block and village level.

4. Maintain database on district/block wise, component wise fundreleases and expenditure.

5. Compile and forward regular quarterly/annual financial reports toGovt. of Assam, Govt. of India.

6.Submit regular claims for reimbursement of Mission expenses

7. Develop policy and strategy for book keeping capacity building atblock & village level and implement the same.

8. Review financial progress at District & Block level.

9. Liaise with statutory auditors for the audit on an annual basis andplace the audited accounts before SMD of state society and filing ofreturns with Regular of Societies.

10. Effective Liason with consultants engaged to work on Finance andaccounts aspects.

11.Ensure that the internal audit system is working as per schedule andfollow up of issues arising out of internal audit.

Finance Officer. The Finance Officer will assist the CFO in relation to fiduciarygovernance of the mission fund and coordinate with CFO oversee thefinance and accounting function of all units, budgetary control,monitoring and control of financial management system, internal controlfunctions at the state, district and block level. The procurementarrangements in the various project implementing units will be overseenby him.

Some of the core functions to be performed by FO will be:-

1.Assist in compilation of annual budget of mission based on AAP forSMMU, DMMU and BMMU and submit same to the MoRD for sanctionof the budget.

2. Assist in distribution of funds to DMMU and BMMUs on time basis asper agreed annual worked plans.

3. Institute mechanism for proper accounting and auditing of Missionfunds at state, district, block and village level.

4. Maintain database on district/block wise, component wise fundreleases and expenditure.

5. Compile and forward regular quarterly/annual financial reports toGovt. of Assam, Govt. of India.

6. Submit regular claims for reimbursement of Mission expenses.

7. Develop policy and strategy for book keeping capacity building atblock & village level and implement the same.

8.Review financial progress at District & Block level.

9. Assist to liaise with statutory auditors and internal auditors for theaudit on an annual and regular basis.

10. Preparing schedule and imparting financial training to staffmembers of various key implementing units.

11. He will be responsible for managing CIF flow in accordance withsystem laid down and supervise that proper records are maintained atdifferent accounting centres for CIF management.

12. He will be responsible for advising various accounting centres infollowing prudent and financial norms and ensuring fiduciary disciplineat accounting centres

13.Quarterly Review of financial progress against Annual Budget(quarterly target) identifying the variance to ensure that project isprogressing as planned and to plug any deviation or to take necessarysteps to set right to achieve the target.

14.Monthly Review of financial progress against AnnualBudget(quarterly target) identifying the variance to ensure that project isprogressing as planned and to plug any deviation or to take necessarysteps to set right to achieve the target.

Accounts Officer (SMMU) Will be responsible for performing all finance and accounting functionsat the SMMU level of State society.

Some of the core functions to be performed by Accounts Officerare:-

a.Maintaining proper books of accounts and consolidating accounts

b.Compilation of accounts in state level

c. Preparing interim financial statements to be submitted toMoRD/NMMU.

d.Ensure timely and up-to-date upkeep of accounts regularly.

e. Maintaining Accounting and Financial Procedures at Mission Units.

f. Maintaining and compiling records of CIF from different accountingcentres.

g. Incorporating internal controls in accounting system at various levels.

h. Preparing stock statement and updating Fixed Assets Register afterproper physical verification at periodic intervals. .

i. Assisting external and internal audit team in audit related matters,

j. Monthly analysis of advances and ensure its proper accounting.

k. Quarterly Reconciliation of Payments with Expenditures to ensureproper accounting.

l. Monthly analysis of statutory payments-deductions and remittancessuch as sales tax, income tax , EPF etc. to ensure that legal andstatutory deductions and remittances are made in time.

Accounts Assistant (SMMU) The Accounts Assistant will assist Finance and Account teamand will beresponsible for performing all finance and accounting functions at Statelevel as per the instructions given.

MIS Manager MIS Manager should analyse the data and circulate the same bothupward and downward to all concerned stakeholders. He should haveability to plan, organise and conduct training for MIS Executive, DataEntry Operators and other stakeholders on MIS system. He shouldstreamline information flow (through periodic compilation of progress)for conducting district and block meeting. He should anchor studies,process monitoring and periodic evaluation at District and Block level.Compile and submit reports to concerned stakeholders at periodicintervals as and when required.

MIS Executive(SMMU, DMMU, BMMU)

Collection of data from concerned level, Compilation and submittingreports to concerned stakeholders at periodic intervals as and whenrequired. He will make the data entry and assist MIS Manager in all MISrelated activities.

District Project Manager Will be responsible for giving a district perspective to the Project andpopularise it among all leading development institutions, civil societyorganisations and line department. DPM will be responsible forstrengthening Block Level Federations and initial mentoring to them.She/he will be in regular touch with SMMU, DPM will be implementingpartnership activities and business facilitation jobs in the field. collating,consolidation and analysis of project data will be another importantsphere of functioning for him/her. It is expected that DPM will positionhim / herself in such a way that it could fetch opportunity to representdistrict level committees of bankers, forum of civil society organisationsand various advisory committee for Government programmes. The

DPM will also be responsible for consolidation of district plan,monitoring activities and reporting according and extendingprocurement support to the block units. The DPM will have to play acritical role in building a Team of those associated with Projectimplementation, Plan and administer administrative supportprogrammes, review Project Management Cost Budgets, Coordinate inorganizing meetings, seminars, workshops etc, develop communicationprocedures to ensure that all members of staff are informed regardingpolicies and directions of Project, assisting/guiding communities indevelopment of Livelihoods plan, Monitor and supervision of Projectactivities.

District Functional Specialists

( Social Mobilization,Institutional Building &Capacity Building)

(Livelihoods, SkillDevelopment & Placements)

( HR, Monitoring &Evaluation)

( Financial Inclusion)

District functional specialists will help DPM to ensure coordination inrespective specialised field. this broadly includes:

Resource Management for Training to Community. Facilitating for livelihood activity management and market

linkages. Facilitation in preparing the Micro Credit plan and consolidating

the same. Handholding the block unit on VO strengthening. Implementing partnership at district level. HR functions – training to block administrative and finance staff,

assisting SMMU in HRD assessment and strengthening learningprocess among block team.

Facilitating reviews, monitoring and communication withinMission.

Coordination in establishing linkages between FinancialInstitution and SHG/VOs

Coordination among various financial Institutions, SHGs, VOs,Other agencies in organizing training and exposureprogrammes.

Accounts Officer (DMMU) Will be responsible for all finance and accounting functions at theDMMU level and perform the accounting & finance functions of theState Society.

Some of the core functions to be performed by Accounts Officer atdistrict are:-

a.Maintaining proper books of accounts and consolidating accountsfrom Block level.

b.Compilation of accounts in District level

c. Preparing interim financial statements (Internal reports) to besubmitted to SMMU in regular intervals.

d. Ensure timely and up-to-date upkeep of accounts regularly.

e. Maintaining Accounting and Financial Procedures at Mission Units.

f. Maintaining and compiling records of CIF from Blocks.

g. Incorporating internal controls in accounting system at District levels.

h. Preparing stock statement and updating Fixed Assets Register afterproper physical verification at periodic intervals.

i. Assisting external and internal audit team in audit related matters,

j. Monthly analysis of advances and ensure its proper accounting.

k. Quarterly Reconciliation of Payments with Expenditures to ensureproper accounting.

l. Monthly analysis of statutory payments-deductions and remittancessuch as sales tax, income tax , EPF etc. to ensure that legal andstatutory deductions and remittances are made in time.

Junior Assistant (DMMU) The Junior Assistant will assist District Project Manager and AccountsOfficer and will be responsible for performing all finance and accountingfunctions and other related functions at District level as per theinstructions given.

Block Project ManagerBPM will be the leader of the project implementation unit at Block Level.She/he will be supported with a team of Cluster Coordinators. BPM willbe steering the effective implementation of the project activities. Keyresult areas of his/her performance will be

Conceptualising development plan and extend mentoringsupport to village institutions (SHGs, VOs and BLF) throughblock team.

Designing and fostering linkages with local financial institutions. Building project image among Government, civil society

organisation, PRIs, NGOs and other support institution. Coordinating block livelihood promotion plan and facilitate

functioning of service providers at block level. Implement partnership plan with NGOs in the block. Planning and ensuring implementation of capacity building

activities for community institutions and project stakeholders atblock level.

Supervising Micro Credit Plan and facilitating CommunityInvestment fund utilisation of VOs/SHGs.

Making BLF functional and extending regular handholding formanaging its day to day affairs.

Block Coordinator.(Social Mobilization,Institutional Building &Capacity Building)

Block Coordinator.(Livelihoods, SkillDevelopment & Placements)

Block Coordinator.(Financial Inclusion)

The Block Coordinator will be supported by a team of Communitycoordinator in Community level which will be evolved out of Socialmobilization process. The Block Coordinators will serve in Cluster of ablock. The BC will be supervising the functioning of SHGs / VOs withdecided standard parameters in the Project. In the hierarchy of villageinstitutions being promoted by the project, BC will be mentoring VOs.Their Prime responsibility will be mentoring SHGs of respective villagesand enabling them to meet the institutional objectives. After immersionand training, the Block Coordinator will be involved in the socialmobilization process in the Block level and subsequently aftercompletion of 1 year, they will be engaged in BMMU in their respectivethematic areas. The core functional areas of BC will be :

Block Coordinator.(Social Development)

Preparing cluster plan and operationalising the same. VO formation and strengthening (through training,

handholding etc). Training to VO members. Facilitating audit of VOs accounts. Implementation of social action plan of the project. Facilitating Community Investment Fund channelling from

project to VO and to SHG members and keep regularmonitoring of the same.

Facilitating bank linkages process. Conflict management at SHG and VO level. Relation building with PRIs. Marketing Support of institutions of the poor. The range of

activities in marketing support includes market research,marketing intelligence, technology extension.

Facilitation for preparation of Micro Credit Plan to SHGs. Facilitation preparation of Bank Linkages of SHGs. Supervising CIF utilisation and its repayment. SHG rating and audit. Assist of SHG formation and their strengthening.

Block Accountant. 1. Will be responsible for all finance and accounting functions at theBMMU level and perform the accounting & finance functions of theState Society.Some of the core functions to be performed by Block Accountantare:-a. Maintaining proper books of accounts and consolidating accountsand submitting it to DMMU.b. Ensure timely and up-to-date upkeep of accounts regularly.e. Maintaining Accounting and Financial Procedures at Block MissionUnits.f. Maintaining and compiling records of CIF at Blocks.g. Incorporating internal controls in accounting system at Block levels.h. Preparing stock statement and updating Fixed Assets Register afterproper physical verification at periodic intervals.i. Assisting internal audit team in audit related matters,j. Monthly analysis of advances and ensure its proper accounting.k. Quarterly Reconciliation of Payments with Expenditures to ensureproper accounting.l. Monthly analysis of statutory payments-deductions and remittancessuch as sales tax, income tax , EPF etc and ensure it properaccounting.