1

Uttar Pradesh

1- Administrative Expanse and Resources:

Uttar Pradesh with a total geographical area of 241 lac hectares consists of

75 districts, 822 blocks and 52000 Gram Panchayats. The present population of

the state is 199 million out of which 104 million is male & 0.94 million

femal.(source census 2011)

The net cultivated area, net irrigated area and gross irrigated area represent

167, 131.2 and 189 lac hectares, respectively with a cropping intensity of 153%.

The economy of Uttar Pradesh is primarily agriculture based with about 79% of

its population living in rural areas dependent upon agriculture and allied

activities, which is contributing about 30.4% to the state‟s GDP. In-spite of rich

in natural resources (Land, water and bio-diversity), high population density, has

resulted into high rural poverty rate. Therefore, poverty alleviation continues to

be the top priority item on the agenda of State Government for development. The

rural U.P. also suffers from poor delivery of services, caste politics, limited

economic opportunities, poor infrastructure and dominance of elites over

institutions. The poorest class is women (especially the single women/ widows),

schedule caste/ tribe, landless and agricultural wage workers. The social issues

and presence of institutions which are anti-poor have constrained social and

economic mobilization in the state. The prevailing situation has prevented the

collectivization of poor and evolution of any platform which can raise their voice.

Though the political developments in the state over last one and a half decade

have politically and socially empowered the marginalized class to a great extent,

still the economic empowerment is a far cry. The near absence of support

structure has led to low levels of social capital formation in poor, which has

increased their vulnerability in time of distress and has also hindered in formation

of suitable organizations of the poor and for the poor.

2

1.2- Demographic Profile of the State:

Population*

19,95,81,477

Male Population

10,45,96,415

Female Population*

9,49,85,062

Per Capita Income

16182

Density of Population

828 per sq k.m.

Decadal growth rate 20.09

No. of Districts

75

No. of Sub divisions (Tehsil)

312

No. of Blocks

822

No. of Villages

97941

No. of Gram Panchayat

51976

Total Geographical Area

241 lac hectares

Cultivable Land

167 lac hectares

Forest

21833 sq k.m.

Net Irrigated Area

131.2 lac hectares

Net gross Irrigated Area

189 lac hectares

3

1.3- Development Context and Challenges in Uttar Pradesh

Uttar Pradesh is the most populous state of the country being home of

166 million people. The state would have found a place as seventh largest

country population wise. The all round development of the state is critical to

sustainable high growth rate of country as a whole. The challenges of poverty

alleviation are critical as U.P. is the home for almost 20 percent of the country‟s

poor. In absolute terms 48.4 million people are living below poverty line in

2002-03 (PSMS Report). The PSMS-II report highlights that the per capita net

state domestic product in current prices has doubled from Rs.5066 in 1993-94 to

Rs.10289 in 2002-03. The pattern of growth in above period has been pro-poor

as per capita expenditure of poorest one-tenth of the population increased faster.

The head count poverty rate fell from 40.9 percent to 29.2 percent in above

period. In absolute terms the number of poor declined from 59.3 million to 48.4

million during the same period. The poverty rate in rural areas declined faster as

it fell from 42.3 percent to 28.5 percent, while that in urban area it declined

slightly from 35.1 percent to 32.3 percent.

The gap between U.P. and rest of the country has widened substantially

during the 1990s as GSDP slowed down to over 2 percentage point per year

slower than the country as a whole. Power shortages, low rate of capital

formation, low productivity of existing agricultural and irrigation systems, poor

rural connectivity, along with the under development of human capital were

among the main causes of economic stagnation in U.P. The levels of poverty

vary with poverty rising from West to East. The poverty rises sharply in Central

and Eastern regions and is highest in Southern region.

4

1.4- Poor in Uttar Pradesh ?

A World Bank study on U.P. (Poverty in India – The Challenges of Uttar

Pradesh, May 08, 2002) cites the perception of poverty as follows:

- Landlessness or possession of only poor quality, non-irrigated land.

- Dependency on intermittent casual wage labour, especially in agricultural

sector, dependency on foraging or begging.

- Lack of basic literacy, job skills.

- Limited access to social networks, particularly networks that extend

outside the village and help residents find better jobs, particularly job in

the non-farm sector.

- Chronic indebtedness.

- Desertion, widows, or women living alone without an adult male.

- A high dependency ratio, many daughters, also lack of sons.

- Ill health or disability, particularly of the primary breadwinner.

- Poor quality mud and thatch housing, insecurity of tenure.

- Social or caste identity: low caste status was assumed to be a strong

indicator of poverty.

It is pertinent to note that the poor do not constitute a homogeneous

group; rather they are heterogeneous ranging from destitute poor to upwardly

mobile poor. Their needs and barriers being faced by them are different.

Programmes designed for redressal of poverty should reflect these differences.

A programme oblivious of these differences is hard to succeed. Those hovering

on the brink of destitution are likely to be risk aversive, while other who

possesses a small surplus may be willing to invest this surplus in productive

activities. Micro-credit can be more easily adopted by a “less poor” family as a

way out of poverty as such families do possess some assets and are debt free.

They are also more likely to use a micro-loan to invest in a productive

enterprise than are those who are destitute and already labouring under a burden

5

of debt. Destitute households are likely to utilize micro-loans for emergency

consumption purposes, thereby increasing their indebtedness. The poorest of the

poor and destitute may receive greater benefit from safety-net programmes such

as food subsidies or employment guarantee schemes. A destitute woman

struggling to raise children may not be in a position to take up a work under

rural employment schemes as her time is too limited and her needs are too

basic. For those whose poverty is reinforced by stigmatization, legislations and

social interventions hold the key to real change. Besides the above, the

vulnerability to shocks is a fact of life for the poor. The poor are at a much

greater risk because they lack the income, the assets, and the social capital/ties

that protect the better off from the impact of unexpected set-backs. Death,

disability, and disease are the most common factors responsible for

vulnerability. Widowhood or, more frequently, desertion by a spouse, often

leads to destitution in poor and low-caste women .

6

1.5- The Causes of Widespread Poverty:

Variations in productive capacity of natural endowments, critical inputs

and of human resources further created wide spread regional disparity within

the state in realizing the desired goals. Coupled with this, the natural calamities

viz. droughts and floods frequently occurring cause spatio-temporal fluctuations

in crop productivity. Technological interventions, mid-season corrections,

enterprises combinations and employment guarantee programme would,

however, go a long way in buffering such unprecedented situations. Under such

circumstances, the role of area Institutions, NGOs and Self-Help Groups

(SHGs) become crucial. It is, however, observed that once the support system

from these organizations is moved to other more needy areas and/or purpose,

the sustainability is at the stake. In other words, the poverty perpetuates and

extends to more and more areas. The causes of poverty perpetuation in rural

areas are as under:

1. Agrarian based economy with longer reversal time

2. Agricultural productivity and income disparity

3. Massive out-migration during peak periods

4. Gender, Health and Education Indicators

5. Lack of continuing Institutional supports

7

2- Self Help Groups – Precursor to a Vibrant Organization for

the Poor:

SHGs where constituted and nurtured with due diligence and care have

proved themselves as a vehicle of social and economic empowerment of its

members. Bringing together women from poor and disadvantaged families in

the fold of SHGs and sustaining their interest in the group activities require

huge resources in terms of monetary as well as time and effort. SHG would

become base level structure for VO, Cluster and District level Federations. The

federating of SHGs into village level organizations (V.Os) and their further

convergence and federation at block and district level calls for investment in

human resource for inculcation of financial management and leadership skills.

Parallel to this, improvement in livelihood of poor will require identification of

viable and marketable economic activity and then scaling up the production of

same. The success in this venture will also need collectivization to attain a fair

economic bargaining power. These SHGs also cater as service and information

providers to the poor.

Group Formation

1. Even though we are interested to get the process started , we do not show

any undue anxiety , rather leave the matter with them. Tell them to think

over, discuss about the matter, and make their own decisions. Assure

them that you will return at the same place at the same time, one week

later. During this second meeting, believers will become converts.

2. During the follow-up meeting, we explain again the objectives and

functions and stress the importance of adhering the basic rules and

regulations, such as proper utilization of loans for income generating

activity, mandatory presence and savings, group concept etc.

3. By this time, a potential target group is identified, and a physical survey

is conducted using our flexible poverty criteria. Target population is

distributed at the location so that they can form group of like-minded

people. Once the group have been formed, an intensive five days training

is conducted.

8

3- The Project Area:

It is proposed to begin with the project in the most poor and

backward regions of the state, During the Ist Year for the Ist Phase of Aajeevika

in the State 22 Blocks of 22 Districts are identified on the basis of number of

BPL HH. It includes Naxal effected Mirzapur, Sonebhadra and Chandauli

Districts.

Intensive/District & Blockwise BPL Family

Sr.

No.

Name of

Districts

Name of

Blocks

No. of BPL

Families-

2002

No of group

Formed in 5

Years

Proposed Target for

2012-13

1 Mirzapur Chanve 30931 3093 200

2 Sonebhadra Chopan 32897 3289 220

3 Chandauli Dhanapur 18278 1827 120

4 Agra Shamshabaad 8225 822 60

5 Aligarh Tappal 10404 1040 80

6 Allahabad Koraav 25949 2579 180

7 Azamgarh Thekma 15149 1514 100

8 Badaun Salaarpur 12279 1227 100

9 Basti Bankatee 20054 2005 140

10 Banda Narainee 17033 1703 120

11 Hamirpur Sumerpur 17125 1712 120

12 Behraich Mihipurwa 34234 3423 220

13 Ambedkarnagar Akbarpur 33499 3349 220

14 Deoria Gauri Bazar 14167 1416 100

15 Jalaun Kadaura 16283 1628 100

16 Auraiya Achalda 21314 2131 160

17 Etawah Maheba 19407 1940 160

18 Hardoi Ahiroree 26925 2692 200

19 Kheri Nighasan 33876 3387 240

20 Bagpat Binauli 3489 348 20

21 Bijnore Najeebabad 16638 1663 100

22 Muzaffar Nagar Thana

Bhawan

6702 670 60

9

The Districts selected under Aajeevika Mission (Represents

Green & Brown Colour)

ION

13

10

NRLM

Selection criteria of 22 blocks and 22 districts:

All LWE districts are selected.

At least one district from every division is selected covering various

regions area of the State.

Total 22 districts and 88 blocks are selected.

11

4- Rural Development Schemes of the State Government

The detail of outlay of the major schemes under implementation by the rural

development department is as follows:

S.No Programmes Centre: State share

Allocation for 2012-13(Rs. Cr.)

1 Swarn Jayanti Gram Swarojgar Yojana

75 : 25 531.02

2 Indira Awas Yojana 75 : 25 1660.119

3 National Rural Employment Guarantee Scheme

90 : 10 7003.00

4 Rural Drinking Water Scheme 50 : 50 2032.00

5 Pradhan Mantri Gram Sadak Yojana 100 : 0 425.00 6 M.L.A Local Area Development

Fund 0 : 100 630.00

7 Ambedkar Vishes Rojgar Yojana 0 : 100 12.00

12

MGNEGRA Through MGNERGA a large number of BPL HH is getting wage employment in

UP. In previous financial year Rs. 5061.46 Cr. fund has been utilized which is

81% of the total available fund. It covering 67.68 lakh families of the state

which is 105% of the total target which itself indicates that the poor in UP is

getting more and more regular employment .

In terms of employment generation MGNEGRA has a great impact throughout

the state. Its experience in different districts is very different and it will

definitely helps our district officials in understanding the development trend

and choice of employment in rural areas in UP.

INDIRA AWAAS YOJANA In IAY we have utilized Rs. 1378.81 Cr. which was 88% of the total available

fund and constructed 309620 awaas which was 93% of the total target. Which

itself shows the awareness level of the rural poor in UP and their desire to

overcome the poverty level.

Indira Awaas Yojana will definitely makes development plan of UPSRLM very

easy in all the districts and will be makes an understanding of poverty

throughout the state.

PMGSY PMGSY is a scheme which gives us connectivity to the rural UP. Today we have

an access to the interior villages throughout the state just because PMGSY.

This scheme will going to give UPSRLM a road to success of Aajeevika mission

in the state.

SGSY As SGSY is being reconstructed to NRLM, among the existing two lac SHGs

which are functioning well would be further nurtured under the Aajeevika

mission in state. It would take minimum of 2 to 3 years for building cadre of

internal CRP with good success stories and experience of change in their lives

so for the beginning of Aajeevika mission would utilize external CRPs as per

availability from similar kind of programs like RGMVP and SERP during this

period.

13

5- Goals of the Project:

Mobilizing and Enhancing Livelihood opportunities of Rural Families to

raise their living standards in the selected districts.

Creating a strong and self sustaining organization for poor and producers.

Reduction in the vulnerability of rural poor to natural and economic

fluctuations.

6- Vision:

Each family in the state should be out of poverty and enjoy:

Life with dignity

Equity within the family

Freedom from hunger

Decent Income: Rs. 1 Lakh p.a, 3 - 4 sources

Risks managed - life, health, assets and incomes

Shelter, education, and, health

Core Beliefs

Poor have a strong desire and innate ability to come out of poverty

Poor have a strong spirit of volunteerism

Social mobilization - to unleash their innate abilities

Poor can come out of poverty only through their own institutions

Social mobilization – not automatic, needs to be induced

14

7- Objectives for implementing this new initiative on Rural

Livelihood Promotion in Uttar Pradesh:

The project aims to „attack the various reasons which are responsible for not

allowing the people to break out of the poverty cycle specially in rural

areas‟ with the following objectives:

Creating institutions for supporting and promoting the livelihood

activities of poor: instead of reaching out to the poor, the project should

invest in institutions, capabilities and assets of the poor so as to help them

reach out.

To bring out qualitative improvement in current agricultural practices for

increasing agri-sector productivity and proofing against unprecedented

natural calamities.

To create a pool of skilled manpower capable of efficient and effective

management of on-farm and off-farm agri-business activities.

To promote the assets of rural poor families.

To design and execute Rural Poverty Alleviation Models through in-situ

men and material development involving multi-enterprise activities with

special reference to household nutrition and economic security.

15

8- Important Strategies for Planning of the Project:

(i) Targeting: Targeting the most vulnerable and poor family in the

village and identifying the pockets of poverty with in a village

based on survey, social mapping and participatory process Asset

creation for livelihood strengthening: Based on the need

assessment and demand of the groups assets will be created under

the scheme.

(ii) Organizing the producers at village, block and district level: This

will help in bringing a large number of poor under a single roof and

will enable them to take advantage of economy of scale.

(iii) Autonomous and Empowered Organization: The creation of an

autonomous and empowered organization will ensure expeditious

and befitting solution to the problems of poor. It can have its own

system of reward and motivation for good work as well as

flexibility to hire the best person and approach the most capable

institution for support in time of need.

(iv) Assessing and exploiting the market opportunities: Market led skill

development keeping in view the strength of traditional resources.

Establishing a partnership with NGOs and Private Sector players

for training disadvantaged section.

(v) Financing the livelihood programmes: It is important to link the

financial institutions organically with the livelihood programmes

for the poor in order to achieve the scalability and sustainability.

(vi) Investment in Capacity building and establishing value chain: The

assets created at the family level and organizations of poor at

village level also need the support of market linkages and

processing and storage facilities. To create such linkages and for

running the whole system efficiently also calls for investment in

16

capacity building of the leaders and office bearers of the

organizations of poor.

(vii) Sustainability in long run: Organizations created in the process

need to outlive the governmental support.

(viii) Monitoring and Evaluation: It will be achieved through a third

party validation.

17

9- Readiness of the State to Implement NRLM

Uttar Pradesh State Rural Livelihood Mission (UPSRLM) is a

society promoted by Rural Development Department to promote livelihood for

the disadvantage section of the rural community in the state. UPSRLM is an

independent institution registered under the Society Registration Act 21 of 1860

in the year 2011. The registration no. of society is 2186-2011-2012 Dated

17.11.2011. UPSRLM has opened a separate bank Account in Allahabad Bank

Hazaratganj branch LUCKNOW (A/c no. 50122614943 IFSC code:

ALLA0210062).

Government of Uttar Pradesh decided Commissioner Rural Development

will be the CEO of UPSRLM and Mr Vishal Chauhan IAS as Mission Director

–UPSRLM to lead NRLM activity in the state.

The State Mission Director and other field officials of the state has visited

time to time to Jeevika, Bihar, SERP, A.P. and Kudumbshree, Kerela for

exposure and study tour.

UPSRLM has identified 22 Intensive Blocks of 22 Districts for the

first phase of implementation of NRLM in the state. The Governing body

and Govt. of Uttar Pradesh has approved the post of 6 Thematic Experts at

the state level, 2 thematic experts for each of the 22 districts and 6 thematic

experts for each of the 22 blocks and implementation structure for SRLM.

The recruitment of 5 state level thematic experts has been completed and the

appointment letter to the selected 5 experts is already issued. They are expected

to join by 15th March, 2013. The RFP and TOR has been issued to six call

down HR agencies for the selection of 2 thematic experts in each of the 22

Districts and 6 thematic experts in each of the 22 Blocks. The selection of HR

agency will be finalized by 30th March, 2013. While the selection of 5 Districts

level and 5 Block level posts is likely to be completed by 30th April, 2013.

18

Further the selection process for 17 Districts level and 17 Blocks level posts

will be completed by 30th June, 2013.

In addition to this the selection of HR agency for the supply of support

staff is also completed.

Government of Uttar Pradesh (GoUP) is committed to extend the

outreach of poverty alleviation programs to the poorest of the poor. In its pursuit

to pass benefits of the program by enhancing the quality of implementation a

definite intervention in the shape of organizing the institutions of poor, capacity

building, creating livelihood opportunities for the poor and monitoring &

evaluation of poverty alleviation schemes is envisaged. For furtherance of the

objective, the state government has created a team of Hard Core Qualified and

Experienced and Committed Professionals at different Levels and also planning

to take a support of leading and experienced NGO‟s in different concerned

fields with a „State-Level strong Support to Livelihood Promotion Strategies‟

project, being implemented through „Uttar Pradesh State Rural Livelihood

Mission (UPSRLM)‟, under Society Registration Act 21 of 1860.

Government of Uttar Pradesh designated UPSRLM as State Rural

Livelihood Mission (SRLM) for rolling out Aajeevika in the state. For

furtherance of the objective of Society to promote quality institutions under

Aajeevika, UPSRLM is planning to take initial support with other states

Livelihood Societies like SERP and BRLPS (JEEVIKA) for the external

CRP support to strengthen SHGs, federation and associated field

functionaries in state of UP.

UPSRLM will implement Aajeevika in the state by identifying the

intensive and non-intensive Blocks. Aajeevika will be effectively implemented

in the Intensive Blocks while in Non-Intensive Blocks SGSY will also in

function along with Aajeevika. Intensive Blocks will increased accordingly and

finally, in 6 years Aajeevika will be implemented in all over Uttar Pradesh.

19

During the Ist Year for the Ist Phase of Aajeevika in the State 22 Blocks

of 22 Districts are identified on the basis of number of BPL HH. It includes

Naxal effected Mirzapur, Sonebhadra and Chandauli Districts.

In connection with, implementation of the project to develop Resource block in

the state under Aajeevika, UPSRLM is proposing 22 districts Mirzapur,

Sonebhadra, Chandauli, Agra, Aligarh, Allahabad, Azamgarh, Badaun, Basti,

Banda, Hamirpur, Behraich, Ambedkar Nagar, Deoria, Jalaun, Aurayaia, Etawa,

Hardoi, Kheri, Bagpat, Bijnore and Muzaffarnagar districts of UP. Each district

has different geographical & regional variance, Mirzapur Sonebhadra,

Chandauli, Allahabad, Azamgarh, Basti, Behraich, Ambedkar Nagar, Deoria

total 9 Districts are from Eastern UP, 3 Districts Banda, Hamirpur and Jalaun

represents the Bundelkhand region, Hardoi, Kheri, Etawa, Auraiya 4 Districts

are covering the Central part of UP and Bijnore, Muzaffarnagar, Agra, Badaun,

Aligarh and Bagpat total 6 District are covering the Western UP region.

UPSRLM need assistance of experienced external/internal Community

Resource Persons (CRP) and Project Resource Persons (PRP) in all the 22

blocks, for inclusion of all the poorest of the poor in these blocks under SHG.

Coverage of vulnerable section of the society

NRLM would ensure adequate coverage of vulnerable section of the

society such that 50% of the beneficiaries are SC/STs, 15% are minorities and

3% are person with disability, while keeping in view the ultimate target of

100% coverage of BPL families.

20

10- Office Set-up:

First year UPSRLM is proposing to start Ajeevika Mission in 22 blocks

of 22 districts of Uttar Pradesh. At state level UPSRLM will have state head

office in Lucknow and similarly the district and block offices will be in the

district/block headquarters.

State Level: Presently UPSRLM has well furnished space in commissioner

rural development office, equipped with modern amenities, required for day to

day office activities. Present capacity of the office is sufficient enough for 15-20

professionals. However, UPSRLM do require office equipment‟s like

computers, laptops, printers, photocopiers, furniture‟s and other fixtures and

equipment‟s for new recruits. As recruitment of professionals for first year is in

process, a new bigger office is required to set up and UPSRLM in is process of

finding a suitable place.

10.1- District and block level:

In first year of the Action plan it has been planned to establish 22 District

Mission Management Unit (DMMU). It is envisaged that all the DMMU office

space will be hired on rent basis. This unit will be fully furnished with all

modern amenities and equipments. Similarly, 22 Block Mission Management

Unit will also be established in similar way. SRLM would engage appropriate

agency for the procurement of office‟s amenities in time to time.

21

11- Status of State Perspective and Implementation Plan:

UPSRLM will prepare SPIP with the help of NRLM core team . If

required some consultant or agency will be hired for preparation of SPIP.

national level multi stakeholder workshop will be organise very soon. It is

expected that SPIP would be prepared and submitted to GOI by end of June

2014.

22

12- HUMAN RESOURCE, SUPPORT STRUCTURE

INCLUDING STAFF & CAPACITY BUILDING

UPSRLM is led by its General Body (GB)1 that is chaired by Chief

Secretary , Govt. of Uttar Pradesh , from which a more functional Executive

Committee (EC)2 that will be preside over by Agriculture Production

Commissioner , Govt. of Uttar Pradesh , has been formed for taking all policy

level decisions and advising the functionaries of the society. The day-to-day

management of the UPSRLM is carried out by the Mission director (NRLM)

and his/her team of Officers. The functions, Programs and their relationship are

illustrated below.

State Mission Management Unit (SMMU)

State Level StructureCEO /SMD

ADD SMD

JMD Programme

JMD Administration

JMDNon Intensive

Training, Marketing

Rudseti, etc

CFOFinance

SocialMobilisation

Finance Inclusion

Social Development

ME

HR

Non Intensive

Cell

Skill Placement

Livelihood

SRLM will be supported by Young Professionals and

interns as per requirement .

Accounts Staff

Vacant

FilledUnder

Creation

ION

7

23

At the district level there is a District Mission Management Unit

(DMMU), led by CDO assisted by Professionals team.

District Mission Management Unit (DMMU)

District Level Structure

CDO

PD NRLM

Livelihoods

Financial Inclusion

SocialMobilisation Social

Development

M & ESkills and Placement

Filled Up Vacant

ION

8Advertisement Issued

Account Officer

24

At the block level there is a Block Mission management unit (BMMU),

headed by Block Development Officer assisted by function specialist.

Block Level Structure

Block Mission Manager

Livelihood

Financial Inclusion

SocialMobilisation

Social Development

Skills & Jobs

Advertisement Issued Vacant

ION

9

25

Mission Units

(SMMU,DMMU,BMMU)

Sl No Position No of Units

1 State Level Mission Unit SMMU 1

2 District Level Mission Unit DMMU 22

3 Block Level Mission Unit BMMU 22

26

Recruitment and Induction of New Staff:

Recruitment of Manpower for SRLM (SMMU, DMMUs & BMMUs) for

different positions at different levels will be done in a phased manner for

1st year. The staff salary Structure for each designation has approved by

GB and Government. This salary structure is upper limit for mention post

& will depend on current market rate for the experience and qualification

& subject to Society overall HR policy.

Recruitment, selection and basic orientation training of staff will be

completed prior to the deployment of CRP strategy and during the CRPs

visit, the staff will be in immersed in the same villages, where CRPs will

be working and if required then exposure visit to SERP, BRLP,

Kudumbasree etc will be organized to expose them to best practices. For

this, it would be appropriate for UPSRLM to utilize the expertise of

SERP, BRLPS, Kudumbasree etc. thru a partnership related to exposure

visit of community/ Staff or Training to staffs in their organisation &

CBOs. It will be help to the UPSRLM in reducing their learning curve

and generate high quality of social capital. Budget for the same for one

year is explicitly mentioned in IB & CB cost.

Leveraging on Existing Human Resource:

It would be beneficial to leverage the services of 6 existing staff of State

Level Apex Marketing Cell. Out of which 4 are Professional Qualified

and having experience of 18 years in the field of working with

SHG‟s(Training, Production, Cluster Development, Innovative Projects,

Marketing and Skill development Training & Placement Special Project

and other different relevant field) at the state level. These professionals

have understanding of project‟s intricacies. Thus, UPSRLM is ready to

start the implementation immediately after the approval of AAP. As for

their indictment in SRLM, Uttar Pradesh, Executive committee suggested

that these professionals will work at the State Level and will also

coordinate the Aajeevika Mission activities at the District Level also as

per the requirement.

Induction:

All recruited staff in UPSRLM and the existing staff would undergo an

extensive induction programme. The purpose of induction is to ensure the

effective integration of staff into or across the organization for the benefit

of both parties. The induction programme would provide all the

27

information that new employees should know at the time of joining. It

will be a well structured and slightly vary between managerial and field

staff. Recruited staff will be trained, orientated & exposed to different

level of practices for formation and strengthening of CBOs at

SERP/BRLP. The framework of induction programme for new entrants

will consists as per society requirements with duration of 4-6 weeks.

Recruitment: Three pronged approach

Govt. Staff/DRDA staff on deputation

Thematic Professional as programmatic leader

Placement of support staff through Manpower Agency

28

13- FINANCIAL MANAGEMENT & PROCUREMENT PLAN

The UPSRLM would design financial management system(FMS) to

ensure transparency and accountability and also richness in decision-

making and allocation of financial resources to the district, blocks &

villages. Each DMMU and BMMU will prepare the detail action plan

based on which UPSRLM will transfer funds to DMMUs and BMMUs

into a separate bank account opened for the project. Similar process will

follow for fund releases from the BMMUs to SHG Federation/s and other

institutions (producer companies, NGOs etc.).Based on Village

organisation (VO) action plan/Community Based Livelihood Business

Plan/Micro Credit Plan BMMU will apprise & approve and fund will be

release through electronic transfer systems, to the extent feasible and be

based on the terms and conditions for fund releases as per Financial

Management provisions / MoU or financing agreements. All fund

releases from the project will be based on achievement of outputs or

results.

Overview of Fund Flow

MORD GOI

Grant to SHG Fedration

DMMU/BMMU

World Bank

UPSRLM

SHGs SHGs SHGs

State Share

29

State Team with the support of district and block team will review and

monitor the performance against plans on monthly basis. Funds will be released

in as per financial management provisions through direct transfers into

UPSRLM bank accounts. UPSRLM will maintain a separate bank account in a

commercial Bank for the Programme funds and notify the same to MORD-

NMMU.

For all fund releases, the UPSRLM will be submitting audit reports and

utilization certificates, as per established MORD-NMMU norms and operation

manuals. Financial Management specialist would lead in setting up standard

finance and accounting system at SRLM, for which one Chief finance officer

post at state level.

14- Procurement Plan:

The procurement of goods, civil works, non-consulting services and

services will be integral part to the implementation of NRLM at State, District

and block levels in the state of Uttar Pradesh . The Governing Body of

UPSRLM has given approval to adopt the MoRD-NRLM procurement

guidelines and procedure outlined for carrying out procurement under

NRLM/NRLP.

The SRLM will hire full time Procurement Consultant to carry out the

procurement as per the procurement plan. SRLM is envisaging critical

procurement of goods, works & services will take place in first year. SRLM

also believes that procurement should result in timely, high quality and cost

effective outputs.

The SRLM procurement operational manual provides for different

delegated 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

30

of goods, works and services with its applicability 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 the procurement process. SRLM will hire services of

appropriate service providers for the Goods, works and Services as per

requirement. All Procurement will be made on the basis of procurement plan

which will be based on Annual Action Plan and Budget for the year 2012-13 .

14.1 Convergence and partnership with NGOs promoting similar

SHG based models of poverty reduction

NRLM need to build on the existing institutions of the poor wherever

such social capital exists. Therefore it is proposed to establish convergence with

selected NGOs, which have been promoting similar SHG federation model to

bring synergy in the implementation of NRLM in the state. All the eligible

existing SHGs and federation would be supported under NRLM irrespective of

their promoting organization. The SHG and federation promoted by different

organization can also access the benefits under NRLM by submitting and

application showing their eligibility like their savings history, bank account and

the poverty status.

In Uttar Pradesh, RGMVP has been promoting similar SHG model of

poverty reduction since 2007 in collaboration with SERP,Govt of AP and

NABARD on a mission mode in over 100 blocks. UPSRLM can learn from

their experiences of institution building and capacity building(IB&CB) and

utilize the social capital generated for effective scale up of the NRLM in the

state. UPSRLM shall provide further support to the existing groups and

federations with CIF and other livelihood promotion program. To formalize the

process, UPSRLM would enter into an MOU with such SHG promoting

organizations.

31

15- NRLP Intensive Block Strategy

Being the largest state we have divided the blocks of UP in intensive and non-

intensive blocks. There are 22 intensive blocks identified in which we have a

target of 5000 SHG‟s which comes to approx. 225 SHG‟s per block per year.

As already mentioned that the whole state is divided in intensive and non-

intensive blocks, first we will explain the strategy for the implementation of

Aajeevika Mission in Resource/ Intensive Blocks. Being the largest state we

have to take 22 intensive block in the first phase of the mission. In the intensive

Blocks UPSRLM will perform following activities:

Social Mobilization, Institution Building & Capacity Building:

It is plan to establish State Mission Management Unit (SMMU), District

Mission Management Unit (DMMU) and Block Mission Management

Unit (BMMU) within 2 months of approval of AAP, with start of project

activities in 22 blocks of 22 districts.

The blocks taken for the first phase would adopt universal social

mobilization approach and would ensure that at least one member from

each identified rural poor household, it has to be mandatorily women, is

brought under the Self Help Group (SHG) network in 5 years.

Project would require CRPs & PRP strategy in all the 22 blocks of these

22 districts for Universal social mobilization, Promotion of

Institutions of the poor, Training, Capacity building, skill building

and Universal Financial Inclusion for each identified rural poor

household. Each SHG group will comprise of 10-12 men & women.

UPSRLM will do a formal partnership for Social mobilization,

Institution & Capacity building , Training of communities/ Staffs etc.

with the resource agencies like SERP, BRLPS.

Each Village Organisation (VO) will comprise of 20 SHGs(According to

a demand of particular cluster) will be defined as single cluster.

32

Each Area level level Federation (ALF) will comprise of 15-20 VOs. This

may increase according to the local population and SHG‟s Constituted

for one CLF in UP.

CRP & PRP Strategy:

Given the successful experience of similar large scale livelihoods projects

in the country it has been decided that CRP & PRP strategy would be key

element of social mobilization and institution building. Hence UPSRLM

will request to SERP and BRLPS (JEEVIKA) for the maximum

support of CRP to strengthen SHGs, federation and associated field

functionaries in state of UP. CRPs strategy in blocks: Number of CRP

teams & PRP deployment in each block, number of CRP members in

each team and number of CRPs rounds in a year will depend on size of

project area and it may increase or decrease as per requirement.

First year social mobilization, organizing the institutions of poor,

strengthening of old SHGs, capacity building of SHGs, federation and

their associated field functionaries to be done by External CRPs, PRPs

and project staff together. Second year onwards internal CRPs will also

be deployed in the field to form New SHGs.

Three PRPs per block & 1 CRP team for 20 SHGs. Each CRP team

having 5 persons(3 workmen as CRPs and 2 book keeper) and would

support the capacity building of VOs and ALF to function effectively.

The 3 PRP & required CRP team will be deployed in each block and the

services of CRPs to be utilized for the first year, each year 4 rounds of

visit of CRP teams will be carried out. It is planned altogether approx

100% of total SHGs to be formed by CRPs. Formation of SHGs will be

depend on CRP round.

The round of internal CRPs trained by external CRPs will start from 2nd

year.

33

Financial Inclusion:

The broader goal of financial inclusion intervention through the Ist phase

is to create an ambience of trust as regards approach of banking with the

poor in 22 blocks. It is aim at creating institutions of the poor who will be

empowered enough to run the institution on merits of financial prudence

and sustainability.

Develop a culture of thrift, credit or inter-loaning & repayment; establish

a mechanism of bookkeeping/ accounting primarily to promote

transparency, accountability and ambience of trust for stakeholders.

POP and vulnerable groups will be identified and would be given

priorities for providing CIF(Community Investment Fund), bank linkage,

convergence and skill enhancement and placement services.

Setting up SHG-bank linkage-grievance re-dressal cell

Developing a bank linkage portal and reviewing bank progress and

performance on SHG lending and developing a ranking matrix of

commercial banks in terms of their pro-poor lending and their

performance

Awarding /Certifying bank branch managers, who have linked more than

100, 500 and 1000 SHGs and outstanding are over 1 Cr; 5 Cr; and 10 Cr.

Exposure visits of branch managers and senior bankers of the state.

Including SHG bank linkage targets under Annual Credit Plan (ACP) of

the state.

Becoming active members of SLBC and engaging the participating state

bankers in purposeful dialogue.

Making BLCC and DLCC functional and operational. Organizing their

meeting on a regular basis.

Forming/Setting up a working group of SLBC on SHG-bank linkage

program.

Keeping the option of bulk account opening at the bank‟s regional HQ

level in case of any difficulty at the branch level.

34

Standardization of forms and procedures followed by different banks for

opening of bank accounts and SHG bank linkage.

Announcing SHG day in each bank branch, which is common for all the

bank branches of a district.

Services of Bankers/ Ex-Bankers will be hired in all DMMUs.

Bank-Mitra in all the banks will be developed .

Livelihoods Verticals: Livelihood Intervention & Micro

Enterprises Development

In each block 2-3 Livelihood Coordinators will be positioned as thematic

expert & 1 Area coordinators will be positioned at Area level as

generalist. This thematic expertise to be attended by virtue of experience

or training. In UP context, Livelihoods Coordinator is more appropriate to

roll out Livelihoods interventions (agriculture, livestock, NTFP, jobs etc.)

with the active involvement of the DLF(District Level Force), VOs with

the help of Area Coordinators, Community Coordinators and Specialized

community cadre for each of the intervention. They will also train and

develop a cadre of CRPs for scaling up of livelihood interventions &

responsible for producing Village Livelihood Plans (which details the

current livelihoods of SHG & their member HHs and potential

opportunities), range of activities in marketing support includes market

research, market intelligence, technology extension, developing backward

and forward linkages, building livelihoods collectives and supporting

their business plans.

The efforts in the Ist Phase will be to train SHGs member for Local value

addition particularly post harvest activities like grading, sorting, storing,

and agro-processing and value chain logistics.

Intervention on Best Practices in Livelihood in UP: UP‟s rural population

is predominately involved in Agriculture and Non- farm Produce as

means of livelihood. In recent times some initiatives has been taken to

boost up their livelihood initiatives. These steps not only improved their

production & income, but also helped them in better utilization of

resources. UPSRLM is planning to demonstrate some innovative

livelihood interventions and financial inclusion models in the state; such

as Traditional way of processing food products like Making of different

types of Flour, with the help of hand-wheel, Traditional way of

35

processing Pulses, Group Farming, Drip irrigation based vegetable

cultivation, Poly nursery for raising healthy seedlings, NTFP value

addition (Sakhu leaves cup - plate making, collective formation and

marketing etc.). In NRLM, UPSRLM would replicate these interventions

in NRLP resource blocks.

The pilot will be emphasis on providing gainful employment to rural

youths. For the purpose, youths would be mobilized and sent for skill

training in RSETIs or any of the multi state skill & placement agencies

working under MoRD scheme. The skills imparted in these schemes are

marketed oriented and cost free.

Some of the Key Economic Activities for Livelihood Interventions

1- Processed Food

During the DWCRA, IRDP and SGSY days we have experienced of

forming maximum number of SHG‟s in Animal Husbandry and we have

emphasized on loaning in buying maximum number of Buffalos all over

the state. It means BPL HH have a interest in rural based trades and they

easily adapt the rural trades. As we see that more and more food products

with attractive packaging are lacking nutritional values and because there

is health cautious public nowadays and they are in search of Nutritious

Food range. Now as we are in the beginning stage of Aajeevika Mission,

and we are having an opportunity to initiate in this sector. Keeping the

demand of healthy food products in mind, it will be convenient and

adaptable for our Target SHG‟s for the production of a range of

traditionally processed range of healthy food products with nutritional

values compulsorily in all the 88 blocks of 22 Districts. They need not

have to wait for the raw material or technical knowhow. We have just to

facilitate them in organising the production centre and attractive

packaging according to the market demand for them according to the

local availability of raw material. Because this the only key activity

which can give them regular income and sustainability in their income

generation activities and more over there will be regular market demand

of these products throughout the year. The department can even facilitate

for the marketing of these range of food products by requesting GoUP for

Government purchase in state and central departmental Canteens and in

36

railways, defence also. The selected range of healthy food products are as

follows:

1. Different types of Flour made of Hand driven Wheel(Haath ki Chakki ka

Aata)

2. Traditionally processed range of different Pulses

3. Tasty Pickles, Sauces and Murrabba having traditionally nutritional

values

4. Different Types of Papad, Badi

5. Traditionally Processed Mustered Oil and Desi Ghee

6. Traditionally Processed different Masala‟s having traditionally nutritional

values

7. Grinded haldi, Chilli

2- Products related with Group Farming to support the

Processed Food Division

To initiate the Livelihood process under Aajeevika Mission we need to

procure the different types of grains and croups for the processing and

packing the food. Later on we have to build SHG‟s for Group Farming

either by identifying the small land holding farmers or by allotting the

Gram panchayat land to the SHG‟s, so that we will be able to manage to

get the unprocessed grains and croups for those SHG‟s who are engaged

in producing Process food.

2.1 Areas of Subsector Group Farming

As we know that farming can be done in each and every Blocks of

the state, but we have to make a study report of the areas-wise yields of

Farming. After that we will planned in such a manner that gradually we

will get max yields of different identified croups to feed the open market.

So regarding the areas of this sub sector, it is clear that we will constitute

SHG‟s in every blocks.

2.2 Bottlenecks

On our past experiences, following bottlenecks were emerged in this Subsector.

1. In our state majority of our rural population is in individual farming

which results in low productivity and low quality of croups. Through the

network of unorganized buyers of croups the producers are not getting

proper return of their hard work. Money flow from this segment is very

huge but the actual producer is not getting maximum return out of it.

37

2. Any how corporate groups engaged in marketing of food products are

exploiting these farmers through the middle men and through their

dealership network they are encouraging un-nutritional and unhealthy

food supply in a attractive packaging, to the market which leads to

different types of ailment in the society.

3. As we know that Organic farming will give us nutritious croups but still

due to shear negligence and out of some small financial interest our

farmer don‟t want to adopt organic farming. Even due to cash crunch as

well as lack of farming know how, villagers/farmers cannot afford to

initiate vermi-compost farming or organic farming, which will be the

only way to get nutritious croups and healthy food to the society.

4. Identification and tapping of open market which is captured by some few

corporate and multi-national groups with a only motive of making

money, we have to initiate this untapped subsector to discourage the

corporate culture in the farming world which is the back bone of our rural

population.

2.3 Opportunities

The opportunities present in this Subsector were listed as follows.

1. This will be the innovative sector for SHG‟s as far as Rural Department

UP is concern, so there will be immense opportunity in this sector all over

the state and even in a broader perspective all over INDIA also .

2. In this Subsector, many rural people earn their livelihoods like marketing

of different seeds, urea, other farming machines, harvesting, segregation

and exclusive retail outlet of local products.

3. We will make use of many other schemes related with Agriculture

Department to get better manure, seeds and other necessary things to get

maximum yield to our SHG‟s.

2.4 Leverage points

The possible actionable points, which came out from the bottlenecks and

opportunities on this Subsector are given here.

1. To tap the specific segment of the health conscious buyers.

2. Capacity building of the community to handle the farming business in

professional way. Like hospitability services trainings, credit availability,

improvement in information system & their infrastructure facilities etc.

38

3. Involving of Agriculture Research groups and professionals who could

suggest our SHG‟s to get proper and maximum return with little technical

and proper research inputs by providing innovative information‟s, in

agriculture, Medicinal Plants, To prepare the plants and KALAM, to

produce compost manure, information‟s regarding the croup cycle,

gestation period and value additions.

4. Provide initial funds to setup enterprises and working capital.

3- Non-Farm Products

In most of the rural areas of different districts of UP there are various

communities engaged in the production of traditional handicrafts and

handlooms, but due to some negligence on the part of new generations of

artisans and due to some other factors these artisans are have developed a

tendency to migrate and to adopt some other service. This tendency is even

abolishing our traditional handicrafts art and culture from rural world which

used to be one of the attractive feature of rural India.

Considering the past experience of SGSY days during which we have

identified some of the handicrafts and handloom products which has

commercial value in the local and export market, we will try to make some

commercial feasible production units(Clusters) with the association of some

identified artisans and to provide the design and research inputs to produce

competitive products for the open market and also some other products which

are being regularly used in different Government Departments to establish the

order based production unit. Some of the selected handicraft and handloom

products identified in the resource Districts/block is as fallows

1. Mirzapur Durrie, Carpet, other decoratives

2. Agra Stone Carving and leather products

3. Azamgarh Silk Products and black pottary

4. Jalaun Hand made paper

5. Bagpat Handloom Bed-sheets, Cushion Cover, Curtains etc.

6. Bijnore Wood Carving Products

7. Muzaffarnagar Blankets, Katran Durrie and asani

39

4- Products which are in daily use of Different Government

Departments

We have number of examples that Government is giving subsidy to the

BPL families and we have even experienced that there is no use of such

subsidy for them. Instead of this, if we want really to facilitate BPL

families we should make such provisions that Government will purchase

the products produced by BPL SHG‟s on the priority basis or otherwise

the products which are of Government use will be produced by BPL

SHG‟s on the priority basis.

Being the Government if we will not support in purchasing their products

they will not become sustainable and very soon before entering the

market they will be out of the competitive market, and that‟s how even

we will be fail in our Aajeevika mission motive. Therefore to ensure the

order based production from BPL SHG‟s and to support them in regular

income the government should make some positive efforts to give them

some time in understanding the market competition. As soon as they will

complete one or two round of Production and Marketing they themselves

will be able to understand the market demand and they will be in the

market competition with open market. Some of the products which are

consumed by Government Department in bulk everyday they don‟t need

very much skill for the production. They are as follows:

1. File Cover

2. Bandhna

3. Tags

4. Different types of Bags for Workshops and Seminars

5. Folders

6. Clay made flower pots(Gamla)

7. Different products of office tables

8. Curtains

9. Bed-sheets and Pillow covers(Guest Houses and Hospitals)

10. Range of food Products

40

Technological and Cetification Interventions

Total budget amount allocated for this head is Rs. 198.00 lakhs, Fund for

Training and Technology Development Centre(TTDC) to be provided mainly

for facilitating technical assistance for livelihood business and placement of

candidates in different sectors. This is mainly used to enhance the productivity

of all types of FMCG and other rural products by creating innovative devices or

by mechanizing the traditional process of production without effecting the

quality of the product. We are planning to involve CFTRI, RTI Gujrat and other

such institutions in creating innovative devices. It needs a lot of research work

and involve different types of studies on the traditional way of production,

which used to give high quality of product to our ancestors to make them

healthy, strong with a long-life. These traditional ways of production which is

well know as “Dadi-Nani ke nuskhe” was now left far behind because of low

productivity and high-priced and also due to unhealthy competition of few

multi-nationals who are engaged in producing unhealthy product in an attractive

packaging with heavy investment in publicity and expensive advertisement just

to make money.

Our group farming projects in agriculture sector seek to find out how we can

help poor farmers in the developing world increase productivity and deal with

the risks inherent in farming which also includes heavy technical investment in

different process of farming according to the latest available technology. Many

small-scale farmers face significant income uncertainty, and rural farmers who

live from harvest to harvest don‟t have much room for error. Variables beyond

the farmers‟ control, such as fluctuating crop prices, can make a significant

difference in how much a family earns for the year. Farmers may be unwilling

to take on additional risks by borrowing and making long-term investments due

this uncertainty. This reluctance is thought to contribute to the decision of many

farmers not to invest in technologies such as hybrid seeds, fertilizer, or

irrigation that could potentially improve crop yields. Many lenders are also

extremely wary (suspicious) of extending credit to farmers, fearful that they will

inherit the risks inherent to farming. Crop price insurance could help solve this

problem, reducing the risk to farmers and providing them with encouragement

to make investments in their farms. Lenders, too, may feel more confident in

lending to farmers with greater income certainty, facilitating even more capital

investments.

The poor are often marginalized from the decision-making processes that

can greatly affect their daily lives. They may be isolated because of past

conflicts or longstanding government structures that systematically leave out the

poor. In Governance and Community participation sector we hope to discover

the best ways to empower the poor to fully participate in community and

political life. Similarly, as we know that every year most of the village people

and children die of different disease, mostly as the result of drinking

41

contaminated water. Though health experts know a lot about treating diarrheal

and other similar disease, we understand a great deal less about the relative

impacts and cost-effectiveness of preventing diarrhea and other water-borne

illnesses through health interventions or sanitation projects.

Pilot Initiatives

Human Trafficking: The National commisson of Women(NCW) along with

UNWOMEN has published the list of 24 districts of UP vulnerable to human

trafficking Out of which 8 districts (Behraich, Banda, Bijnore, Badaun, Khiri,

Mirzapur, Muzaffarnagar and Sonbhadra) has to be covered in the Ist phase of

22 intensive districts.

Manual Scavengers: Manual Scavengers will be identified and rehabilitate in

the intensive blocks under NRLM.

PRI Linkages with SHGs:

PRI has a very important role in developing the linkages with SHGs. In this

context the exposure visits of Block and Gram Panchayat level PRI

representatives will be organised to Kerala/ MP/ Andhra

Pradesh/Bihar/Rajasthan etc to build the capacity . It is also proposed to

Promote community micro-enterprise consultant model with PRIs in the areas

of existing federation. Prepare PRIs to Support community institutions on

convergence development Schemes.

Convergence with MGNREGS

In terms of employment generation MGNEGRA has a great impact throughout the state. Its experience in different districts is very different and it will definitely helps our district officials in understanding the development trend and choice of employment in rural areas in UP. Interested beneficiaries under MGNREGS will be identified and they will be benefited under NRLM.

42

16- Skill development for enhanced employability:

It is well accepted that it is not possible to absorb the unemployed / under

employed rural poor fully in agriculture sector alone. So off-farm and non-farm

activities need to be promoted in a concerted way. The trained manpower in

those areas will accelerate the growth of other sectors in the economy as well.

Imparting skills which are on rise due to significant surge in growth in the

sectors like construction, IT, Private Security and hospitality Driver, Meson etc.

will help in creating manpower with skills which have high market demand.

Stages of mobilization for imparting marketable skills in

disadvantaged youth: a. A team of professionals will be placed at the district level for

implementing this component. Identification of disadvantaged and

interested youth will be done from each village. The SHGs along with

the CRP will be used for identifying the target youth.

b. Market scan for sectors with high demand for a particular skill will be

conducted by a professional organization.

c. The identified youths will be interviewed for their aptitude in a

particular sector and matching of the youth with the organization most

capable of imparting training in that sector will be ensured by the

district level team of professionals. A data base will be created and

maintained at the district level for youth and their training institution

to track their record of placement and efficacy.

d. Placement: The trained youth will be placed in their field of training.

The team of professionals at district level will ensure this with the

coordination of training institution as well as open market demand.

e. Post placement follow up and feed back: The group will keep track of

the youths placed in job for next one year through follow up visits and

interaction with the agency in which the youth are employed. This

43

group will constantly review its process of selection of youth,

institutions identified for training and market scan for new placements

based on their feed backs.

f. A team of professionals will be at the state headquarter to oversee and

guide the teams engaged in the work at district level.

3. Action Plan for Implementation:

a. Identification of Emerging Job Opportunities

(i) Scanning of Job Market in towns as well as nearby industrial belts.

(ii) Continuous On-line Job Search and Up-gradation of emerging Job-

Database.

(iii) Identification and maintenance of database of interested

unemployed youth in the target area.

(iv) Matching of available/ emerging Job Opportunities with the

interest, education and skill of the identified youth.

(v) Interface of Job Creators and Job Seekers

(vi) Arrangements of training programmes matching with the Job

Requirements under Public-Private-Partnerships.

(vii) Arrangements of Social support during the training and initial job

phases.

A Task Force at the State Level, comprising of personnel concerned with

Human Resource Development, will function as a Hub for maintaining the

Database of both Job Creators and Job Seekers. It will also arrange for the

interfaces of Job Creators and Job Seekers.

44

b. Arrangement of Training Programmes

The Task Force will identify the training needs for skill development/

refinement of the Job Seekers to make them suitable for the identified job. It

will arrange the training at recognized and best training institutions in

consultation with the Job Creators. The example of activities proposed are

training and employment of school dropout youth in hospitality, construction

and household services, providing soft skills and getting talented poor girls and

boys in retail marketing/ BPO industry/ other service sectors like security etc.

(c ) Placement of the trained youth and their social support

The Task Force will ensure the placement of trained youth and also

arrange for their social requirements during the initial phase of the job.

d. Linkages

The Task Force at the State Level will link the SHGs and CIGs working

at different places to keep them updated regarding the new job opportunities and

mode of utilizing these opportunities.

4. Financial Requirement:

It is estimated that the cost per person for training and placement will be

Rs.18,200 as per SGSY Special Project guideline. The experience shows that

the arrangements/ support for lodging and boarding are required to ensure their

presence at the training institutions.

Till the establishment of skill and placement cell under UPSRLM the ongoing

process for sanction of special projects will be continued.

45

Awareness Generation Programme for Mission Objectives and

Deliverables with Publicity of SHG’s product

OBJECTIVE

The main objective of Awareness Generation Programme in AJEEVIKA

Mission would be to develop and roll out, mechanisms and processes for

effective flow of information among the primary and secondary stakeholders

with policy advocacy at wider platforms. For this year total budget amount

allocated for this head is Rs. 100.00 lakhs.

STRATEGY

To reach at the purpose, following strategies are to be adopted, which would

result specific outputs.

1. IEC Materials are to be developed and rolled out amongst the staff and

the community with required hand holding support.

2. Internal communication system between Staff – Staff and Staff –

Community, Community –Community is to be strengthened.

3. Strategic links would be made functional for convergence between

poverty initiatives and also to enhance livelihoods support options.

4. Transparency and credibility is to be established by use of traditional

and innovative formats with brand imaging at every level.

5. Learnings and best practices are to be documented & shared at large

with incorporation of effective feedback systems.

46

ACTIVITIES

As per the above strategies, broad range of activities planned is as under to derive

specific outputs.

Sl Output Key Activities

1 IEC Materials

developed and

used by the

staff and

community

workers.

Communication Need Assessment to identify the gaps.

Preparation of awareness materials and village entry kit with

various mediums/ tools.

Development of training materials like flip charts, Audio

Video, other formats and rolling out.

Collection, procurement and re production of materials from

other agencies for various components.

SHG Self Monitoring System with different tools.

Creation of folk art teams in all districts to work more on

culture livelihoods aspect.

Production of theme wise Story boards, Audio songs, Video

short films, Jingles etc.

2

Internal

communication

system between

Staff – Staff,

Staff –

Community and

Community -

Community

strengthened.

Dissemination of various project documents / manuals.

Communication skill development of staff & community

cadres through training, demonstration, exposure etc.

Linkage / partnering with agencies on livelihoods support

options through communication.

Rolling out Knowledge Resource Center model to update the

staff and making the library more dynamic. Field interaction

programme of eminent professionals with the community /

staff – UPSRLM Samwad.

3

Strategic links

made

functional

for

convergence

between

Convergence workshop at block / district / state level

between GO and NGO, Bank, MFI etc. as per theme.

Creating a learning loop between the similar agencies /

projects

Preparation, dissemination and documentation of activities

done with the partner agencies.

47

poverty

initiatives.

Joint campaign on the common issues along with related

departments / agencies / partners.

Identifying strategic input in facilitating effective linkage. If

not, then a pilot on similar concept..

4

Transparency

and credibility

established

with brand

imaging

at every level.

Posters, Wall Paintings throughout the project area on

various themes - both UPSRLM & other programmes.

Project Brochures, Films, Booklets, presentations on overall

impact and dissemination at large.

UPSRLM Suchna Board - Information display, Signage of

the village and VO / BLF activities.

Display panels at DMMU / block to use at various forums.

Branding materials like Diary, Calendar, Advt. etc.

Participation in events / workshops with innovative

presentation formats incl. tableau in 26th Jan & 15th Aug.

Major Solidarity event at State / National Level

5

Learnings and

best practices

documented

& shared at

large

with feedback

systems

incorporated.

Skill development of staff for process documenting & case

study writing to create a long base for publication.

Producing learning documents with success stories, case

studies and impact (both print & AV).

Regular quarterly newsletter both in Hindi and English.

Compilation of the processes adopted in UPSRLM with

views of its users as a referral document.

Interactive Web-based Forum model as proposed.

Media relation activities with some field level events.

One National level event / Workshop to share the learnings

and best practices with branding.

Initiatives for Convergence

Convergence with Social Security Schemes: Different social security schemes

like Rashtriya Swasthaya Bima Yojana, Food Security, Pensions, Group

insurance and other such schemes will be made accessible to the community

under NRLM through Village organisation/community resource person.

48

Convergence of community institutions with Watershed department:

Community institutions will be encouraged to know the different ways to

promote the ground water recharge through Watershed department.

Skilling of rural poor in traditional and income generation activities:

Traditional and other income generation activities are promoted and encouraged

among SHGs so that more and more SHGs could come forward to adopt the

traditional work with organised activities.

Proposed timeline for rolling out Intensive block strategy

Activity Timeline

Recruitment of State level core team Completed

Joining of state level core team 15 March, 2013

Induction & immersion of state level core team to SERP AP & other livelihood projects

30 April 2013

Finalisation of recruitment agency 30 March, 2013

Recruitment of District & Block level team (5 District & 5 Blocks)

30 April 2013

Signing MOU with resource agency: SERP 15 May 2013

Orientation training & immersion visit to best practice sites within state and out side state for DMMU & BMMU staff(5 District & 5 Blocks)

30 June 2013

Rollout of 5 resource block strategy with the help of CRP/PRP

1st

July 2013

Recruitment of District & Block level team(17 District & 17 Blocks)

30 June 2013

Orientation training & immersion visit to best practice sites within state and out side state for DMMU & BMMU staff(17 District & 17 Blocks)

31 August 2013

49

17- NRLM Non Intensive Block Strategy & Budget

NRLM would reach all blocks & districts of Uttar Pradesh by the March

2019. Therefore a phase mannered implementation approach would be adopted

in the state of Uttar Pradesh.

In first year 22 blocks of 22 districts has been taken as a Resource

Block/intensive block under NRLP in the state which will act as a learning

ground for the rest of blocks .The remaining 734 blocks in 75 district will be

covered under non-intensive approach. Out of 734 non intensive blocks the 150

blocks (each District 2 Blocks) will be identity as resource block for non

intensive .

The key strategy under non intensive would be strengthening of the

DRDA and for that capability assessment of all the 75 districts would be done to

understand existing human resource and their capacity to implement a process

oriented community development plan. For implementation arrangement a non-

intensive cell will be created at the state level by Leveraging on Existing staff

and as per the requirement some young professionals will be hired on contract

basis through the campus interview from reputed institutions. Team of one

district level professional, one retired banker including the existing staff

working in DRDA at district level. and dedicated ADO(ISB), one development

professional at block level for implementation of SGSY would be placed

exclusively for planning, implementation and monitoring of plan developed for

non-intensive blocks. Below the district the project will support the DRDA in

hiring the services of local NGOs/ resource agency/ resource persons to

implement the programme at block level. One NGO/resource agency will be

given the implementation responsibility for 2-4 blocks depending upon the

organizational strength of NGO/ resource agency.

Role of the SRLM would be to provide strategic guidance to DRDA and

support for preparation of the capacity building and livelihood plan for the

existing SHGs. Apart from that an intensive capacity building exercise will be

50

done by SRLM for the DRDA officials, bankers, PRI representatives and other

key stakeholder. The fund for the non intensive blocks would be routed through

SRLM to DRDA and a special cell for NRLM non intensive blocks would be in

place at State level with 3-4 professionals along with a dedicated finance officer

for effective financial management of the budget available for non intensive

blocks.

Based on the plan prepared by the DRDA for SHGs which will mainly

have the activities related to capacity building of the SHG members and their

federation, capital subsidy and interest subsidy will be the basis for SRLM to

release the fund to DRDA. However in non intensive blocks new SHG will

form only if necessary

The overall focus under non intensive blocks would be to create a

readiness of the SHGs and other village organizations for quick and quality

adoption of the process taken under intensive blocks. Selection and building the

capacity of the CRPs through using the intensive blocks and exposure to best

practices within the state would be the key feature to support the community for

vibrant institution building.

The key thrust area where project would intervene in non

intensive blocks:

40000 SHG will covered in 2013-14

Strengthening existing SHGs

Formation of new SHG‟s only on need basis

Identifying officers at district and block level responsible to implement

NRLM.

Training to all staff in cascading approach.

Large scale training and Capacity building of SHGs

Facilitating credit linkage of SHGs with banks

Promotion of existing livelihood clusters.

Dedicated DRDA Staff + 1 Professional + 1 Banker/Ex Banker at District

Level

Dedicated ADO(ISB) + 1 Development Professional at Block Level

51

Identification of trainers at block level (Suvidha data, NGO workers,

SHG leaders).

Select 2 blocks in each district as resource block for Non Intensive.

Brand Name Registration, Certification of Product to ensure quality

Study of Market, e.g. Marketing, Exhibitions etc:

Identifying & partnership with livelihoods value chain for support to

market product at district level.

Young Professional will be engaged at state & District Level.

Selection and capacity building of women CRPs

Revolving fund and interest subsidy support to deserving SHGs

Skill development and placement of rural youths

SARAS Exhibitions and other marketing interventions(infrastructure

fund)

In financial year 2012-2013 total NRLM/ SGSY budget allocated for the

state of Uttar Pradesh is Rs. 53102.02 Lakhs. Here the Central allocation

earmarked for the States under NRLM is Rs. 39827.50 Lakhs and state

government‟s contribution will be Rs. 13275.50 Lakhs. SRLM, Uttar Pradesh

will be the nodal agency for NRLM Non-intensive blocks. Fund routing to

DRDAs in the State and the roll out of NRLM in non intensive blocks/districts

will be delivered through existing SGSY/NRLM fund.

Therefore, it is proposed that Central allocation fund earmarked for the

States under NRLM should be release to the UPSRLM.

The proposed expenditure budget for NRLM/Aajeevika (Non-intensive

blocks and districts) will be on following heads.

Sr. No Items of Expenditure Budget (Rs. in

Crore)

Percentage

Against Total

Budget

1 Interest Subsidy 122.00 20%

2 Revolving Fund 122.00 20%

3 Institution Building &

capacity building

213.50 35%

4 Infrastructure & marketing 122.00 20%

5 Administration 30.50 05%

Total 610.00 100

52

Implementation Strategy: Phasing PlanPeriod Duration

In Month

No of

District

No of Block

Phase-I

March 2013 to

March 2014

13 22 22

Apr. 2014 to Mar.

2015

12 22 66

Phase-II

Apr. 2015 to

Mar.2016

12 40 120

Apr. 2016 to mar.

2017

12 75 200

Phase-III

Apr. 2017 to mar.

2018

12 75 200

Apr. 2018 to mar.

2019

75 214

ION

19

Directory/Inventory of SHGs

Prepare Web based directory of all SHG‟s with Unique Code for

day to day monitoring it include SHGs formed under any

Government sponsored projects/ schemes or by any other agency

shall be included in the directory. SHG bank linkage data will be

also included in the directory

53

18- Expected Outcomes 2013-14(Year-1)

1. Detail action plan for 22 resource blocks of 22 district prepared and approved by MORD-NMMU.

2. State prospective and implementation plan (SPIP) prepared and submitted by State to MORD-NMMU for approval.

3. Operational Manuals finalized and approved by Governing body (GB) of society.

4. HR agency hired for recruitment of SRLM support staff.

5. Recruited manpower trained, orientated & exposed to different level of CBOs at RGMVP/SERP/BRLP & other NRLM activities.

6. Partnerships established with NGOs, training institutions & other resource organizations.

7 One member from 100000 poor HHs have gone through skill training and gainfully placed with job employment.

8. Approx 500 women from community identified & trained as Community facilitators.

9. Setting up of SMMU, 22 DMMU and 22 BMMU.

10. Required no. of staff for the state, district and block level recruited and placed.

11. Resource block strategy implemented in 22 blocks, one from one district.

12. Core staff and all newly recruited staff trained to implement the project effectively.

13. Key stakeholders like CDO; PDs, DRDA; Bankers; BDOs etc. to have exposure on similar projects outside the state.

14. 5,000 SHGs in the intensive blocks are trained on Panchasutras.

15. 3250 SHGs in the intensive blocks received revolving fund

16. 2500 SHGs will linked with Bank in intensive blocks.

17. Livelihoods pilots on Agriculture, Dairy and others under MKSP are initiated.

18. 70,000 SHGs in the non intensive blocks are trained on Panchasutras.

19. Existing livelihoods clusters in both farm and non-farm sectors will be promoted.

20. Improved Livelihood for 300,000 unemployed youth.

21. Baseline Studies in all 822 Block for SPIP.

22. Technical inputs unit in two selected cluster to insure technical assistance, quality & certification

54

19- The Budget :

The proposed action plan is for one years. The major expenditure assessed to be

incurred during that period will be as follows:-

Office Setup Expenditure

Head Unit No of unit Per unit cost Total (Lakh Rs)

1 2 3 4 5

Off ice

Refurbishment

& Office

furniture’s,

fixtures etc

SMMU 1 185.80 185.80

DMMU 22 28.25 621.50

BMMU 22 05.25 115.50

Total 45 922.80

55

Recurring Expenditure

Head Unit No of unit

Per unit cost

Total (Lakh Rs)

1 2 3 4 5 Operating costs

Rentals for office space, Stationery,

Postage, Telephones, Transport, Field

Travel, etc.

SMMU 1 77.00 77.00

DMMU 22 12.00 264.00

BMMU 22 07.55 166.10

Total 45 507.10

Staff Costs Staff costs including allowances, statutory contributions, etc.

SMMU 1 240.08 240.08

DMMU 22 15.80 347.60

BMMU 22 27.20 598.40

Total 45 1186.08

Workshops 01 State, 22 District & Block level

54.00

Consultancies( HR Agency for conduct recruitment process etc)

50.00

Trainings and exposure visits

Staff, Ngo, civil society etc

50.00

TOTAL 1847.18

56

Resource Block External CRP Round Budget

Sr. No

Unit No of Member

Resource fees @

Rs. 600.00

per member per day for 30 days

Food Charges

@ Rs. 100.00

per member per day for 30 days

Local Conveyance Charges @ Rs. 1000.00

per Trip/Round

Miscellaneous

Expenditure @ Rs.

2500.00 per Trip/Round

Travelling Allowances

Total Expenditure

Total Expenditure for 4 round of each CRP

team

1 2 3 4 5 6 7 8 9

1 CRP team

5 90000.00 15000.00 1000.00 2500.00 15000.00 123500.00 494000.00

For 22 Block = 250 CRP team

22500000 3750000 250000 625000 3750000 30875000 123500000

Resource Block PRP Round Budget Sl

No Unit No of

Member Resource

fees/Salary @ Rs.

20000.00 per Month

Telephone expenses

etc. @ Rs. 2000.00

per month

Local Conveyance Charges @ Rs. 2000.00 per month

Travelling Allowances

To & fro trip to Native

place @ 2000 per annum

Total Expenditure for 4 month

1 2 3 4 5 6 7 8 9

1 PRP 1 20000.00 2000.00 2000.00 1000.00 2000.00 302000.00

For 1 Block = 3 PRP

60000.00 6000.00 6000.00 3000.00 6000.00 9,06,000.00

For 22 Block = 66 PRP

3960000 132000 132000 66000 132000 17688000

TOTAL CRP & PRP

1411.88 Lakh

57

Proposed SMMU cost for 1 Year

Sr.no. Head Unit

No

Per unit

cost (in

lakh Rs.)

Year Total

2013 2013 2014 2015 2016

1 2 3 4 5 6 7 8 9 10

Non recurring expenditure

Of f ice Refurbishment etc 1 50.00 50.00 50.00

Office furnitures,fixtures etc 50.00 50.00 50.00

IT infrastructures (servers etc.) 1 50.00 50.00 50.00

Office Equipment 1 computer desktop 20 0.60 12.00 12.00

2 Computer laptops 10 0.70 7.00 7.00

3 Printer 20 0.10 2.0 2.0

4 scanner 2 0.50 1.00 1.00

5 fax machine 4 0.20 1.00 1.00

6 Photocopier(colour, black) 2 3.00 6.00 6.00

7 LCD Projector 1 3.00 3.00 3.00

8 LCD TV 4 0.75 3.00 3.00

9 Camcorder (handy-cam DV)

2 0.40 0.80 0.80

A SUB TOTAL Non recurring expenditure

185.80

185.80

Recurring expenditure Operating cost

1 Vehicle on Rent (Monthly) 08 0.25 24.00 24.00

2 Office Rent 1.50 18.00 18.00

3 Office running Expenses 25.00 15.00

4 O&M Expenses 5.00 05.00

5 Miscellaneous Expenses 5.00 5.00

B SUB TOTAL 77.00 77.00

Staff Salary and alounces

1 A. Staff Costs ( Pl see detail in annexure)

211.08 211.08

2 Staff Allowances DA,TA, etc (15% of total Salary amount)

@15% (round off)

29.00 29.00

C SUB TOTAL 240.08

240.08

Grand Total ( A+B+C) 886.88

886.88

10 IT infrastructures (servers etc.)

1 200.00 200.00 200.00

58

Proposed DMMU cost for 1 Year

Sr.no. Head Unit

No

Per unit

cost (in

lakh Rs.)

Year Total

2013 2013 2014 2015 2016

1 2 3 4 5 6 7 8 9 10

Non recurring expenditure

Of f ice Refurbishment & Office furnitures,fixtures etc

1 15.00 15.00 15.00

Office furnitures,fixtures etc 10.00 10.00 10.00

IT infrastructures (servers etc.) 1 01.00 01.00 01.00

Office Equipment 1 computer desktop 02 0.40 0.80 0.40

2 Computer laptops 1 0.40 0.40 0.40

3 Printer 1 0.10 0.10 0.10

4 scanner 1 0.10 0.10 0.10

5 fax machine 1 0.10 0.10 0.10

6 Photocopier(colour, black) 1 0.75 0.75 0.75

A SUB TOTAL Non recurring expenditure

28.25 28.25

Recurring expenditure Operating cost

1 Vehicle on Rent (Monthly) 1 0.25 3.00 3.00

2 Office Rent 0.25 3.00 3.00

3 Office running Expenses 4.00 4.00

4 O&M Expenses 1.00 1.00

5 Miscellaneous Expenses 1.00 1.00

B SUB TOTAL 12.00 12.00

Staff Salary and alounces

1 A. Staff Costs ( Pl see detail in annexure)

13.80 13.80

2 Staff Allowances DA,TA, etc (15% of total Salary amount)

@15% (round off)

2.00 2.00

C SUB TOTAL 15.80 15.80

Grand Total ( A+B+C) 56.05 56.05

59

Proposed BMMU cost for 1 Year

Sr.no. Head Unit

No

Per unit

cost (in

lakh Rs.)

Year Total

2013 2013 2014 2015 2016

1 2 3 4 5 6 7 8 9 10

Non recurring expenditure

Of f ice Refurbishment & Office furnitures,fixtures etc

1 01.00 01.00 01.00

Office furnitures,fixtures etc 01.00 01.00 01.00

IT infrastructures (servers etc.) 1 01.00 01.00 01.00

Office Equipment 1 computer desktop 02 0.40 0.80 0.80

2 Computer laptops 1 0.40 0.40 0.40

3 Printer 1 0.10 0.10 0.10

4 scanner 1 0.10 0.10 0.10

5 fax machine 1 0.10 0.10 0.10

6 Photocopier(colour, black) 1 0.75 0.75 0.75

A SUB TOTAL Non recurring expenditure

05.25 05.25

Recurring expenditure Operating cost

1 Vehicle on Rent (Monthly) 1 0.25 03.00 03.00

2 Office Rent 0.15 01.80 01.80

3 Office running Expenses 02.00 02.00

4 O&M Expenses 0.25 0.25

5 Miscellaneous Expenses 0.50 0.50

B SUB TOTAL 07.55 07.55

Staff Salary and alounces

1 A. Staff Costs ( Pl see detail in annexure)

25.20 25.20

2 Staff Allowances DA,TA, etc (lumsum)

Lumsum 2.00 2.00

C SUB TOTAL 27.20 27.20

Grand Total ( A+B+C) 40.00 40.00

60

Expenditure on Non Intensive Blocks

Sr.no. Head Unit No Per

unit

cost

(in

lakh

Rs.)

Year Total

2013 2013 2014 2015 2016

1 2 3 4 5 6 7 8 9 10

1 Revolving Fund and Community Investment Fund

40,000 50,000 200 200

2 Institution Building and Capacity Building

40,000 75000 300 300

3 Infrastructure and Marketing

80 80

4 Administrative Expenditure

30 30

Total Rs 610 crore

61

Budget Summary For 1 Year (For Intensive 22 district & 22 Blocks)

Sr. No.

Components & Activities

Unit Per Unit cost

Total Cost (INR Lakh)

% of Total Cost

1 2 3 4 5 6

1 Non recurring expenditure

Office set-up 1 SMMU 185.80 185.80

22 DMMU 28.25 621.50

22 BMMU 05.25 115.50

Total- 1 922.80

2 A. Recurring expenditure

Operating costs Rentals for office space, Stationery, Postage, Telephones, Transport, Field Travel, etc.

1 SMMU 77.00 77.00

22 DMMU 12.00 264.00

22 BMMU 07.55 166.10

Total- A 507.10

B. Staff Costs Staff costs including allowances, statutory contributions, etc.

1 SMMU 240.08 240.08

22 DMMU 15.80 347.60

22 BMMU 27.20 598.40

Total-B 1186.08

C. Workshops State, 22 District

@ 2 Lakh

10.00 44.00

D. Consultancies( HR Agency for conduct recruitment process etc)

50.00

E. Trainings and exposure visits Staff, NGO, Civil Society

50.00

Total-2 (A+B+C+D+E) 1847.18

3 COMPONENT: Institution Building and Capacity Building

Institution Building and Capacity Building Social Mobilization (PRP/CRP) costs including salary allowances,

250 CRP team for 5000 SHG

1411.88

Total-3 1411.88

4 C. COMPONENT: Community Investment Support

Food security & Health security Fund

100.00

Initial Capitalization/Revolving Fund @ 75% of 5000 SHG

3250 SHG 15000 487.50

Training & capacity building 32500 member

7500 2437.50

Capital Subsidy (Not required in 1st -

62

year)

Interest subsidy

(@7% for Rs 5.00 lakh loan) 500 SHG

35000 175.00

Village Level Organization

(20 SHG = 1 Federation) 100

10000 10.00

Block Level Federation

District Level Federation

Skill Training & Placement

@ Rs 16200 + 2000 = 18200

Technical inputs for specialised production ( CPU/TTDC)

02 99.00 198.00

Total -4 3408.00

5 COMPONENT: Innovations Forums

Hiring of agency for scouting, selecting innovations, organizing and Partnerships with Innovators

Total- 5

6 COMPONENT: Monitoring and Evaluation

Baseline Studies (@ Rr. 4 lakh per Block for 822 Block) & preparation for SPIP

BPL House hold, market scan etc.

- 3288.00

7 COMPONENT: e-NRLMS

Consultancy for MIS design, IT Infrastructure, etc. ( Included in Office Setup @ Rs 50.00 lakh)

8 Awareness Generation Programme for Mission Objectives & Deliverables with Publicity of SHG’s product

100.00

9 Pilots 100.00

10 Total for NRLP Blocks (1 to 8)

11077.86

11 Non Intensive Block Budget (NRLM)

61000.00

TOTAL 72077.86

Central Share(MORD) @ 75%

54058.40

State Govt. Share @ 25%

18019.46