SOCIETY FOR ELIMINATION OF RURAL POVERTYDEPARTMENT OF RURAL DEVELOPMENT

GOVT. OF ANDHRAPRADESH

SERP

Srinivas BabaDirectorSERP

Poverty Eradication

Core Beliefs

Poor have a strong desire and innate ability to come out of poverty; a strong sense of self-help and volunteerism

Social mobilization to unleash their innate energies

Poor can come out of poverty only through their own institutions

Sensitive support institutions for poor to induce and nurture social mobilization and their capabilities.

Building Institutions of Poor

Key Interventions

Social mobilization of poor and building institutions of poor

>1.4 crore poor women organized into 10 LAKH Self Help Groups (SHGs)40,000 Village Organizations1100 Mandal Samakhyas (sub- block federations), and, 22 District Federations

Community managed financial systemsSHGs and their federations manage a own corpus of Rs.4650 croresThe Three-tiered financial intermediation involving MS-VO-SHG

Initial seed capital support from projectProduct innovations to finance ultra-poor, food security, agri-marketing, health, education

Microfinance - SHG-Bank LinkagesCumulative bank finance of Rs 45,000 Crores raised by S.H.Gs – 2004/05 – 12 /13.

Andhra Pradesh: Self-help Groups Federation Model

Mandal Samakhya

District Federati

on

SHG SHG SHG

Village Organizat

ion

1 million SHGs and 1.4 crore members

40 thousand VOs

1100 MSs

22 zilla samakhyas

Features

First tier and Building Block Organised by Poor Comprising 10-20 individuals Self Help and mutual aid Unregistered/ Association of

Persons Monthly twice meetings on

pre-fixed dates Decisions on consensus Transactions in meetings Savings and credit core

activity Micro Credit Plan, Livelihoods

promotion and Social Priorities

SB account in name of Group Two Elected Leaders –

Rotation Minutes Book and Mobile

accounts GBK / VBK/CA Borrowings from VO and Bank Transactions in Cash Audit by Vos Data base of Individuals and

Groups computerised

Self Help Groups

Programmes

Community Investment Fund POP Fund Health Risk Fund Group Savings and Shares Bulk Finance Internal lending SHG Mobile Bookkeeping SHG Grading Organising leftover poor into SHGs Identifying eligible groups and

individuals for schemes Identifying Community resource

persons Facilitating Bank linkage Facilitating Insurance Facilitating Marketing of produce. Facilitating grant programmes Facilitating SHG meetings Monitoring SHG activities Nutrition and Day care centres Gender fund management

Village Organisations

Programmes

Capacity Building of Social Capital Formation and development of VOs Systems and best practices

development Legal compliance by VOs AWFP facilitation Corpus funds and capital grants

channelisation Programme grants channelisation Supervision of VOs CRPs strategy VO Savings and Shares Internal lending Mandal level social priorities Vos grading Approving eligible groups and

individuals for schemes Facilitating Bank linkage Facilitating Insurance Trading and Marketing Facilitating grant programmes Facilitating VO meetings Monitoring VO activities

Mandal Samakhyas

Programmes

Capacity Building of Social Capital

Development of MS and VOs Systems and best practices

development Legal compliance by MSs AWFP facilitation Corpus funds and capital grants

channelisation Programme grants

channelisation Loan insurance, general

insurance, and pensions Supervision of MSs CRPs strategy MS grading Approving eligible groups and

individuals for schemes Facilitating Bank linkage Facilitating Insurance Trading and Marketing Facilitating grant programmes Facilitating MS meetings Monitoring MS activities

Zilla Samakhyas

Interventions

Health and nutrition initiative

healthy mothers and babies – ‘zero’ low birth weight babies

Education

Pre-school centres managed by V.Os

Gender initiative – intra family equity, ‘no to domestic violence’, family counselling centres

Insurance and contributory pension: Life,health,assets&loans

Livelihoods: supporting new and existing micro enterptises inboth forward and backward linkages and producer organisations through KRuSHE Project. BMCUs , procurement with MSP etc.

Why health in poverty reduction program

56% of the SHG members spent their income on health related issues

Strong link between poor health and nutrition indicators

No special nutritional care for vulnerable groups Lack of awareness about Govt schemes & low

Utilisation Mismatch between the design & implementation of

Govt schemes Community level interventions are needed to increase

community participation and reduce gaps in service delivery

Community Managed Nutrition cum Day Care Center (NDCC)

Beneficiaries: Pregnant and Lactating women and Children up to the age of 2 from the poor and marginalized communities (POP/Poor)Physical center i.e., building with Kitchen, Dining and Garden (for growing vegetables)THREE MEALS a day prepared and served to pregnant and lactating mothers and children <2 yearsCook (Para nutritionist) is an SHG member trained in preparation of nutritious, traditional diet (with focus on use of millets & green leafy Vegetables)Health activist (Community nutritionist) provides NHED while doing the CIG activities

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Universal Health interventions as a starting point, such as Health

Savings , Fixed NH Days, Trainings - to set a strong Health and Nutrition foundation

Intensive Interventions after 6 months through Community Resource Persons- CRPs (SHG women) who are the backbone for NDCC establishment and scale up.

One-time grant to cover all establishment expenses procured through the VO

Identification of active and interested VO members to function as Health Subcommittee members by CRPs

Health Subcommittee members are trained once a month on procurement of materials needed for preparation of a balanced diet, monitoring of NDCC activities and community mobilization

Cook (SHG member) is trained once a month on preparation of balanced diet and maintaining a hygienic environment

Monitoring and supervision by VO OB

End-to End Community Managed Model

NDCC

Balanced diet (3 meals)

Daily use of sprouts

Daily use of millets

Growth monitoring

Fixed NH

Days NHED Complementary food

Common Interest Group (CIG) activities Community kitchen GardenCapacity building

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Key elements of NDCC

NDCC Expansion Graph

Current statusS.No

Particulars DPMUs TPMUs Total %

1 NDCCs established 3138 1089 4227

2 Total beneficiaries enrolled 72168 21855 94023

a Pregnant 21574 6439 28013

b Lactating 23392 8397 31789

c Children < 2Yrs 27202 7019 34221

3 Total No of deliveries (2007-2012) 19449 6221 25670

4 No of Safe deliveries 19000 5955 24955 97

5 Total no of girl children 11400 2517 13917 54

6 No of Children with < 2.5 Kgs 825 600 1425 6

7 No of Children with >2.5 to 3.00 Kgs

11388 3976 15364 60

8 No of Children with >3.0 Kgs 7496 1071 8567 33

9 No of NDCCs with regular member contribution

2362 503 2865 68

10 No of NDCCs identified with land for vegetable gardens under NREGS

1189 493 1682 40

11 No of NDCCs with financial sustainability

1408 196 1604 38Note: Approval under NREGS is given on 15th Aug’12 which will enables the NDCC to become self sufficient.

Community managed through CBOs

Prioritisation by community for finance.

End to end monitoring by community.

Responsibility and ownership.

Reasons for success

Some Vos are arranging common tuitions for their

children from their surplus (profit)

ECE center’s (play school)are being run by the CBOs

Vos are financing the education loans to their members.

Some CBOs are running Neighborhood centre’s for PHC children.

Education- Interventions by CBO’s

End to end control and monitoring by CBOs. The MDM to be financed through CBOs where

they can monitor the Quality and Hygiene. CBOs can prioritise and finance the related

investments in both backward and forward linkages in MDM.

The Responsibility, Monitoring and ownership rests with the community for their own good.

Proposed model-MDM

PILOT IN 3 MANDALS IN DIFFERENT DISTRICTS ?

Why not MDM through CBOs

THANK YOU