Karnataka State Rural Livelihood Mission

1

Karnataka State Rural Livelihood Mission

2

CONTENTS

Chapter 1

Introduction to Sanjeevini KSRLPS………………………………………04

SECTION 1

National Rural Livelihood Mission (NRLM)

Chapter 2

Social Mobilisation, Institution Building and Capacity Building………09

Chapter 3

Social Inclusion, Social Development, Gender…………………………..32

Chapter 4

Financial Inclusion…………………………………………………………70

Chapter 5

Farm Livelihood…………………………………………………………….81

Chapter 6

Non-Farm Livelihoods………………………………………………………114

Chapter 7

Financials……………………………………………………………………..132

3

SECTION 2

NATIONAL RURAL ECONOMIC TRANSFORMATION PROJECT (NRETP)

Chapter 8

Social Mobilisation, Institution Building and Capacity Building –Promotion of Cluster

Level Federations as Model CLFs………………………….136

Chapter 9

Social Inclusion and Social Development…………………………………..148

Chapter 10

Financial Inclusion…………………………………………………………..153

Chapter 11

Farm-Livelihoods…………………………………………………………….159

Chapter 12

Promotion of Non-Farm Enterprises……………………………………….169

Chapter 13

Financials……………………………………………………………………..175

Chapter 14

Systems (HR & PMS, MIS, M&E)…………………………………………177

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Abbreviations

AGEY- Aajeevika Grameen Express Yojana

AGM- Annual General Meeting

AP- Annual Action Plan

BC- Business Correspondent

BDP- Business Development Plan

BDSP- Business Development Support

Provider

BL- Bank Linkage

BRP- Block Resource Person

BMMU- Block Mission Management Unit

BTM- Block Technical Manager

CBO- Community Based Organization

CB- Capacity Building

CBRM- Community Based Repayment

Mechanism

CHC - Custom Hiring Centre

CIF- Community Investment Fund

CEO- Chief Executive Officer

CLF- Cluster Level Federation

CRP- Community Resource Person

CST- Community Spearhead Team

CTM- Cluster Technical Manager

DAY-NRLM- Deendayal Antyodaya Yojana

- National Rural Livelihood Mission

DEO- Data Entry Operator

DMMU- District Mission Management Unit

DDU-GKY- DeenDayal Upadhyay Grameen

Kaushalya Yojana

DP – Drawing Power

DPM- District Project Manager

EC- Empowered Committee/ Executive

Committee

EOL- Ease of Living

FE- Farm Enterprise

FI- Financial Inclusion

FDVRC- Foundation for Development of

Rural Value Chain

FFS - Farmer Field School

FLH- Farm Livelihood

FM- Financial Management

FNHW- Food, Nutrition, Health and WASH

FPC – Farmer Producer Company

FPO – Farmer Producer Organizations

FSSAI- Food Safety and Standards Authority

of India

GP- Gram Panchayat

GPDP - Gram Panchayat Development Plan

HR- Human Resource

MGNREGA- Mahatma Gandhi National

Rural Employment Guarantee Act

MIS - Management Information System

MKSP-

MahilaKisanSashaktikaranPariyojana

MoRD - Ministry of Rural Development

MoU- Memorandum of Understanding

MPR- Monthly Progress Report

MSME- Ministry of Small and Micro

Enterprises

NMMU- National Mission Management Unit

NPA – Non-Performing Asset

NPM – Non-Pesticide Management

NRLP - National Rural Livelihood Program

NRETP- National Rural Economic

Transformation Project

NRP- National Resource Person

NTFP- Non-Timber Forest Produce

OB- Office Bearer

OSF- One- Stop Facility

PG – Producer Groups

PIA- Project Implementing Agency

PLF- Primary Level Federation

PKVY- Paramparagat Krishi Vikas Yojana

PMSBY- Pradhan Mantri Suraksha Bima

Yojana

PMJJBY- Pradhan Mantri Jeevan Jyoti Bima

Yojana

PTM- Participatory training and learning

methodologies

PVTG- Particularly Vulnerable Tribal Group

PWD- Persons with Different Abilities

RC- Regional Council

RDPR- Rural Development and Panchayat

Raj

RF- Revolving Fund

RSETI- Rural Self Employment Training

Institute

SHG- Self Help Group

SI- Social Inclusion

SLBC- State Level Bankers' Committee

SLF- Secondary Level Federation

SECC- Socio Economic Caste Census

SMMU- State Mission Management Unit

SMD- State Mission Director

SOP – Standard Operating Procedure

SRLM - State Rural Livelihoods Mission

SRP- State Resource Person

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IBCB- Institution Building and Capacity

Building

IFC- Integrated Farming Cluster

GPLF- Gram Panchayat- Level Federation

IEC- Information, Education and

Communication

KMF- Karnataka Milk Federation

KPI- Key Performing Indicators

KSRLPS- Karnataka State Rural Livelihood

Promotion Society

KVK- Krishi Vigyan Kendra

LCRP- Local Community Resource Person

LG- Local Groups

MBK- Master Book Keeper

MCP- Micro Credit Plan

MCRP- Master Community Resource Person

MEC- Micro-Enterprise Consultant

SVEP- Start-up Village Entrepreneurship

Program

SWM - Solid Waste Management

TOR- Terms of Reference

ToT- Training of Trainers

TMMU- Taluk Mission Management Unit

TRIFED- Tribal Cooperative Marketing

Development Federation of India

TSA- Technical support agency

VDVK- Van Dhan Vikas Karyakram

VO- Village Organization

VGF- Viability Gap Funds

VPRP- Village Poverty Reduction Plan

VRF- Vulnerability Reduction Fund

VRP- Village Reduction Plan

WLF- Ward-Level Federation

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CHAPTER 1

INTRODUCTION TO SANJEEVINI KSRLPS

1.1 About Sanjeevini KSRLPS

With a view to reduce rural poverty through establishment of Community Based

Organisations consisting of women, Deendayal Antyodaya Yojana – National Rural

Livelihood Mission is being implemented in Karnataka state through Sanjeevini- KSRLPS.

Under this program self-managed, self-governed, self-sufficient community based

organisations of rural women are being organized, nurtured and livelihood opportunities are

being encouraged through capacity building programs. These organisations are the building

blocks of the program. The program is being implemented under Skill Development,

Entrepreneurship and Livelihoods department in Karnataka.

Out of 6012 Gram Panchayats 4545 Gram Panchayats were saturated by forming Gram

Panchayat Level Federations in all the 176 blocks of 30 districts. In 2020, 50 more new taluks

were formed from existing taluks. These new taluks are added into National Rural Livelihood

Mission MIS and all data has been updated accordingly. Therefore, the total number of taluks

are increased to 226. Further one more district is also created during 2021 by bifurcating

Ballari district. The new district is named as Vijayanagara and Hospet is the district

headquarters. The sanction for the new staff positions for Taluk Mission Management Unit

and District Mission Management Unit has been proposed to government of Karnataka.

Sanjeevini – KSRLPS state level office has shifted to new premises at Mysugar building with

required facilities in the month of October 2020. 21 Young Professionals, 9 State Level

Officers were recruited at State Mission Management Unit. Out of these 8 Young

Professionals are deployed to different districts as per requirements. 65 block level staff are

recruited under NRETP project and they will be reporting by 31st of March 2021. For the

implementation of NRLM programs District Mission Management Unit and Taluk Mission

Management Unit staff are being recruited through HR Agency by Chief Executive Officers,

Zilla Panchayats. Necessary guidelines were sent to the respective districts in this regard.

To establish Integrated Community Based Organisations, selected Gram Panchayat Level

Federations are being developed as Model Gram Panchayat Level Federations. In this

context, 39 GPLFs in NRETP taluks and 15 GPLFs under NRLM taluks have been selected

and developed. Infrastructure development fund, viability gap funds have been given to make

these Model GPLFs as operational self-sufficient institutions. Separate standard operating

procedures are developed for Model GPLFs. Vision building, business development plans

and financial projections trainings were given to these Model GPLFs to prepare them as a

viable self-sustaining community based organisations. By seeing the success of Model

GPLFs concept, 26 more Model GPLFs in NRETP blocks and 15 GPLFs will be selected and

developed as Model GPLFs during 2021-22.

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Convergence programs are being implemented in large scale as per the guidelines of Rural

Development and Panchayat Raj department, Government of Karnataka. RDPR has issued

Government order stating Gram Panchayats can procure services and materials from

GPLFsuptoRs.1 lakh directly. Under MGNREGA program SHG members are being selected

as KayakaBandhu.

1.2 Major Achievements of 2020-21

Different sections of this report highlight the major achievements under each section. The key

achievements of the year 2020-21 are as below:

1. SHG members were trained as community auditors for SHG and GPLF auditing

2. 10158 SHG members had contested in the December 2020 Gram Panchayat elections

out of which 4977 have won elections with a success rate of 49%

3. 91000 bags were stitched and distributed for newly elected GP members

4. Block Resource Persons were used as Resource Persons for training of newly elected

GP members

5. SHG members have done the house site survey for Revenue department at

Ramanagara district

6. SHG members conducted out of school children survey in all the districts

7. EOL survey is under process by involving SHG member in all districts of the state

8. UNDP is implementing Code Unnati project in Bangalore Rural, Dhakshina Kannada

and Raichur district. Under this project Business Sakhis and Women Entrepreneurs

will be identified, trained and deployed

9. SHG worksheds are being constructed in Convergence with MGNREGA

10. Government of Karnataka have issued order to involve NRLM SHGs for Solid waste

management and allotting shops for SHG products by Grama Panchayaths.

11. Rs 7400.00 lakhs CIF released to 8223 SHGs

12. Basic concept training conducted for 3980 SHGs

13. 33,06,457 Triple layered Masks Produced by 11000 NRLM SHG women.

14. Masks distributed free to poor by SHG in 2650 Villages.

15. 23,000 litres Sanitizers are produced by 556 women –earning average Rs. 1800 per day.

16. 10,000 litres liquid Soap Produced by971 SHG members – earning Rs.300 on average

17. 14000 litres Phenyl produced by 232 SHG members –earning Rs. 300 per day.

18. 66,155 PPE Gowns, Head Gears, Hospital Linen, Aprons are manufactured by 3750 SHG

members.

19. 2,206 SHG’s are Delivering Vegetables at Door step.

20. Community based Tax Assessment – RamanagaraDist- SHG member earning Rs. 12760

during Lockdown.

21. SHG members are involved in COVID-19 awareness.

22. Food Distribution (Dry Ration) for Food and Civil Supplies Dept in 7 Districts.

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23. 27 Community Kitchen are Setup for Migrant Workers.

24. 600 vehicles were sanities by SHG members

1.3 Cumulative achievement – Bird’s eye view of coverage so far

SANJEEVINI KSRLPS

CUMULATIVE ACHIEVEMENT

VILLAGES COVERED

27370SHGs

PROMOTED

180516

WLF FORMED

22950

GPLF FORMED

4545

HOUSEHOLDS

COVERED 2378554

AMOUNT of CIF

45358.60 (lakhs)

No. of SHGs

GIVEN 42365CIF

AMOUNT of RF

4164.70 (lakhs)

No. of SHGs

GIVEN RF 27954

AMOUNT of BANK

LOAN 5007868.05 (lakhs)

SHGs GIVEN BANK LOAN

2601158

SHGs TRAINED 175890

GPLF TRAINED

4351

CRPs TRAINED

5656

MBKs TRAINED 2999

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1.4 Thrust for the year 2021 – 2022

Various activities of the year 2020-21 will be further continued with modifications in 2021-

22. The key strategies for the year 2021-22 will be as follows:

1. Saturation of all the Gram Panchayats by forming GPLFs

2. Creating IBCB cell at SMMU level

3. Partnership with the UNDP for Code Unnati program

4. Rolling out State Level Community Resource Person strategy

5. Implementing Fund Disbursement Module 2

6. Convergence with Agriculture department for Organic farming, Value Chain and

establishing Custom Hiring Centres

7. Setting up Community managed training centres at NRLP districts

8. Adopting Karnataka SHG Policy

9. Rolling out digital finance in Model GPLFs and SHGs

10. Gender & FNHW activities

a. Prevention of early marriages

b. Ensuring quality education to all children

c. Prevention of violence against women including human trafficking

d. Promotion of kitchen garden

e. Nutrition food demonstration

f. Mobilisation of adolescent girls for health and nutrition related service

provisions

g. Participation in Poshan Abhiyan

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SECTION 1

NATIONAL RURAL LIVELIHOOD MISSION

(NRLM)

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Chapter 2

Social Mobilisation, Institution Building and Capacity

Building

2.1 Introduction

GPLFs are formed by deploying Master Community Resource Persons (MCRPs) for 14 days

chapter 24545 GPLFs are formed as of December 2020, remaining 1500 GPLFs will be

formed in 2021-22 so that all the Gram Panchayats in the state will be saturated. Revival of

defunct SHGs has started in 2020-21 and 1544 SHGs were revived. The same activity will be

continued in 2021-22 with more focus and better strategies. For the training of Community

Based Organisations and Community Resource Persons, empanelled State Level Community

Resource Persons and State Level Resource Persons will be used as per the need.Community

Resource Persons and BRPs were used as Resource Persons for training of newly elected

Gram Panchayat members. The training expenditure and the payment for Community

Resource Persons was done by RDPR, Government of Karnataka. RDPR has recognized

GPLF as a viable organization at grassroot level and started to implement different programs

with the convergence with GPLFs. RDPR has also issued guidelines that Gram Panchayats

can procure Commodity and Services from GPLFs directly upto Rs. 1 lakh. This has given lot

of confidence to GPLFs. By recognizing the fund management in GPLF, different banks are

coming forward for bulk lending to GPLFs.

2.2 Progress during 2020-21

Table 2.1: Target v/s Achievement for FY 2020-21 with cumulative progress upto

December 2020 and expected cumulative progress till March 2022

S.

No. Indicators

2020-

21

target

2020-21

Progress

till Jan

2021

Cumulative

upto

March

2021

Plan for

FY 21-22

Exp.

cumulative

progress

till March

2022

Households mobilized

1 Total Households mobilized into all

SHGs 507000 2318943 2351443 343200 2694643

2 Total SC Households Mobilized

into all SHGs 81120 494677 495327 45000 540327

3 Total ST Households Mobilized

into all SHGs 35490 216787 217287 14000 231287

4 Total Minority Households

Mobilized into all SHGs 25350 4853 4928 1400 6328

5 Total other Households Mobilized

into all SHGs 360984 1662237 1697512 278800 1976312

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S.

No. Indicators

2020-

21

target

2020-21

Progress

till Jan

2021

Cumulative

upto

March

2021

Plan for

FY 21-22

Exp.

cumulative

progress

till March

2022

6 Total PWD Households Mobilized

into all SHGs 4056 98210 98225 234 98459

SHGs Promoted

7 Number of New SHGs promoted by

SRLM 3000 953 29535 2400 209416

8

Number of other SHGs brought into

the NRLM fold (after

revival/strengthening)

36000 8578 152190 24000 176190

9 Total number of SHGs under

NRLM fold in Intensive blocks 39000 17620 181725 26400

208125

10 Number of VOs formed (WLF) 5000 22950 23135 4000 27135

11 Number of CLFs formed (CLF) 1000 4545 4580 800 5380

Social Capital

12 CRPs 4000 510 5656 1600 7256

13 Master Trainers 1000 52 1046 1130 2176

14 SHG book keepers 36000 2399 17265 26000 43265

15 CLFs Bookkeeper 1000 283 3266 800 4066

Training and Capacity Building

16 SHGs 36000 175890 178390 30000 208390

17 WLF EC 4800 4301 22950 6000 28950

18 CLF EC 2000 1368 4451 2000 6451

19 CLF Sub committee 2500 3197 1280 800 5277

2.3 Plan for Yr 2021-22 - Details of Activities:

1. Model GPLFs in NRLM block

Model GPLF development process was initiated in NRETP blocks during 2019-20.

Accordingly, 13 GPLFs were developed in NRETP blocks. Further 26 more GPLFs were

added in 2020-21.

Due to this success, Model GPLF activities were initiated in 2020-21 in NRLM taluks

also. Further in the year 2021-22, 30 GPLFs will be developed as Model GPLFs in NRLM

taluks. Therefore, the total no. of Model GPLFs in NRLM taluks is 45 including 15 GPLFs

initiated during 2020-21.

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Business development, Vision building, adopting HR policies, sub committee training

will be the major activities under Model GPLFs in NRLM blocks. The Spear head teams will

be formed under each Model GPLFs to guide and streamline the activities of model GPLFs.

Experienced SHG members, ex-office bearers of GPLF, social leaders in the villages will be

the members of Spear head team. Spear head team will meet once in quarter and suggest

different ways and means for GPLF to become an integrated community institution for the

overall development of Gram Panchayat.

Key Strategies and activity plan for Model CLFs

Key Strategies and activity plan for Model CLFs

Parameters Strategies Activities

Registration, Member

education and

fulfilling statutory

compliances

1. Revisit GPLF wise registration

and statutory compliances

requirements

1. Facilitate GPLF wise

discussions/meetings on the

Registration and statutory

compliances requirements

2. Assess key issues in the

registration and statutory

compliances with the support of

legal experts

2. Institutionalise “Internal” and

“External” Audit system at SHG,

VO and CLF

1. Training Community

Auditors for internal audit

2. Establish systems for timely

payments to the Community

Auditors

3. Assist GPLFs in Identifying

and appointment of Auditors for

the Statutory Audit

4. Facilitate Reading of Audit

report in the AGM for

compliances

3. Institutionalizing systems for

fulfilling legal compliances

1. Internal and Statutory audit 2.

Annual General Body meetings

(AGM)3. Attendance during

AGM and compilation of

minutes 4.Filing of Income Tax

return. 5.Submission to the

Registrar 6. Renewal of

Registration 7. EC election

8.Surplus appropriation

4. Member education on their

Rights and Entitlements and

legal aspects

1. Develop pool of Community

Cadre for the member

education.

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2. CRP drives on campaign

mode member education on

their Rights and Entitlements

and legal aspects

Vision Building,

Business

development plan

and MCLFS AAP

preparation by CLF

1. Building Capacity of EC

members in vision building,

BDP, financial projections and

MCLFs AAP preparation

1. Training EC members and

staff of the GPLFs in vision

building, BDP, financial

projections and AAP

preparation

2. Conduct vision and BDP

development exercise in the

GPLF as per the designed

module

3. On the Job support to the EC

members in the Financial

projectionsand preparation of

AAP.

SOP training and

operationalization of

VOs andCLF

1. Plan and conduct of

Governance SOP training at

WLF and GPLF

1. Refresher training to the

mission staff and SRPs on SOP

2. Conduct training on SOP to

the EC members

HR/FM/Governance

Policies of CLF and

its operationalisation

1. Review and update

HR/FM/Governance policies of

GPLFs

1. State level workshop to

review and update

HR/FM/Governance policies of

GPLFs

2. Develop strategies and

approaches to operationalise the

policies

3. Quarterly review on the

policies at DMMU

2. Collect half yearly data related

to the HR/FM/Governance and

Management

1. Develop template to collect

data on the HR/FM/Governance

2. Analise data and provide

feedback on the dark areas to

the GPLF/DMMU

Mechanism for

monitoring

performance of

CLFs and member

organisations on

KPIs including

sustainability

parameters

1. Develop mechanism for

monitoring performance of

GPLFs on KPI

1.Review current MIS and

update inclusion of all KPIs

2. Collect monthly report at

DMMU level

3. Quarterly reporting by

DMMU on the GPLFs KPIs

2. Develop Mechanism to

provide feedback on the

1. District level workshop for

EC members on KPI

15

performance of GPLF and its

member organization

performance

2. Design and share progress

card on KPI with the GPLFs

CBO Staff

Management

(Placement, training,

nurturing, review

and PMS)

1.Develop advisory for GPLF

staff and community cadre (Bank

sakhi, pashusakhi etc.,)-

placement, training, nurturing,

review, payments etc.,

1. Share the advisory with the

mission staff

2. Share the advisory with the

EC members

2. Execution of the

advisory/policies

1. Assist GPLFs to implement

the advisory

2. Handholding in addressing

bottlenecks in execution

Plan for constitution,

nurturing and

positioning of CST in

MCLFs

1. Develop strategy paper on the

Constitution, nurturing and

positioning of CST in GPLF

1. Formation of team from the

field to develop strategy on CST

in tune with national advisory

2. Circulate the strategy paper

for the feedback from GPLF

3. Finalise the strategies and

approaches for Constitution,

nurturing and positioning of

CST

2. Constitution, nurturing and

positioning of CST in GPLFs

1. Identification and constitution

of CST through resolution in the

GPLF EC meeting

2. Assist CST in strengthening

SHG/WLF

Plan for Sr. CRP

development for

MCLFs

1. Identify Sr.CRP and develop

capacity building plan

1. Discussion in the GPLF and

Block to identify sr.CRPs in the

GP/ block

2. Design training modules for

Sr.CRP

3. Plan and implementation of

training plan

Plan for NRP, SRP

deployment for

nurturing MCLFs

1. Develop plan for engagement

of NRPs and SRPs

1. Assess the requirement of

NRPs and SRPs for model

GPLF work

2. Preparation of action plan for

the engagement of NRPs and

SRPs

Integration of FI,

LHs (farm and non-

farm), SI, Gender,

1. Develop and implementation

of plan for integration of

FI,LH,SI,Gender, FNHW and

1. Prepare district level plan for

the integration of

FI,LH,SI,Gender, FNHW and

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FNHW & PRI-CBO

Convergence

PRI-CBO convergence PRI-CBO convergence

2. Implementation of the plan

3. Quarterly review on the

integration and remove

bottlenecks by issuing

appropriate advisory/GO

Rating Tool

implementation

1. Rating of GPLFs 1. Identify external

personnel/agencies like students

from universities and RDPR

university forRating of MCLFs

2. Orientation on the Rating of

GPLFs

3. Assess GPLF wise Quality

Issues based on the rating tools

2. Expansion, Social Mobilisation and Saturation of SHGs

4545 GPs were covered by forming GPLFs through MCRP rounds as on January

2020, out of 6012 GPs. Further 800 more GPLFs will be formed during 2021-22. 26,400

SHGs and 4000 WLF will be formed in 800 GPLFs. Attempt will be made to bring saturation

in existing GPLFs by bringing left out eligible households into the fold of SHGs. Further

focus will be given for saturation of all the existing SHGs to bring into NRLM fold. More

than 80% saturation will be ensured in 15 model GPLF blocks. Re validation of the SECC

data may be done once in 6 months in all the GPLFs to ensure inclusion of left out families.

Table: Saturation plan for 2021-22

Sl.

No.

Saturation % No. of Blocks as

on Jan 2021

No. of Blocks for

FY 2021-22

1. <25% 25 15

2. 26-50% 106 81

3. 51-80% 25 45

4. >80% 20 35

3. Revival of defunct SHGs

A step-by-step process will be followed to identify, map and revive defunct SHGs in

the state. A workshop will be organized to define the defunct SHGs and to plan strategies for

their revival. District wise database of all defunct SHGs will be collected. Community cadre

will be given ToT to revive defunct SHGs. Based on the Action Plan for the revival, DMMU

will roll out the plan with support of LCRPs as Community cadres. The process was initiated

in 2021, and 10,695 SHGs were revived. Further 10000 defunct SHGs will be revived in

2021-22.

17

4. Establishing Capacity Building cell at SMMU level

Capacity Building is one of the core aspects in National Rural Livelihood Mission.

Capacity building will be done for SMMU, DMMU, TMMU and Community cadres to

manage and run the programs. Further Capacity Building of Community Based Institutions

like GPLFs, WLFs, SHGs, PGs etc., will be an important activity in the year 2021-22.

Development of different training modules and materials has to be made available for

execution of these trainings. Different levels of workshops will be organized to finalize

Capacity building strategies. To carry out training activities throughout the year, a Capacity

Building Cell will be established at the SMMU level. SPM, IBCB will be the head of the cell

and PM, Social Mobilisation, PM, Capacity building, Deputy Program Manager and 1 YP

will constitute a training cell. A dedicated support staff will help the different activities of

the Capacity Building Cell at SMMU level.

5. Social Mobilisation rounds

In the year 2021-22, 800 GPLFs will be formed. A team of 4 Master Community

Resource Persons (MCRPs) will be engaged for 14 days to form one GPLF. During Social

Mobilisation round Rs. 750/- will be paid per MCRP per day as honorarium. A total cost for

engaging 4 MCRPs will be 42,000 for 14 days and Rs.3000 will be budgeted for stationary

and incidental expenses. Thus, a total of Rs. 45,000 is budgeted for one GPLF. All the 800

GPLFs will be formed by the end of 2nd Quarter.

6. Strengthening GPLF by engaging CRPs and Master Book Keepers

Sanjeevini-KSRLPS has adopted the strategy of training and deploying Community

Resource Persons (CRPs) and Master Book Keepers (MBKs) for GPLFs. As of now each

GPLF has 2 CRPs and 1 Book keeper, these persons are paid an honorarium on piece rate

basis and circular in this regard has been sent to the districts. It is being implemented since

April 2019. MBKs will be paid a maximum of Rs. 5,000 per month and LCRPs will be paid

Rs. 2,500 per month. FNHW, Gender and PRI-Convergence activities will be implemented in

total of 850 GPLFs this year. In these GPLFs one CRP will be used exclusively for SI SD

activities and she will be known as CRP for SI SD. She will be paid an honorarium on par

with other CRPs under the Mission.Refresher training will be conducted for all MBKs and

CRPs as per need. Focus will be given for the training of book keepers and the updation of

book keeping in SHG, WLF and GPLF during 1st quarter of 2021-22. A special drive will be

conducted for printing books and distribution wherever required. One MBK and two or three

LCRPs will be engaged by GPLF for Social Mobilisation and strengthening of SHG.

OneLCRP is engaged at the rate of 20 SHGs.The details are given below in the table:

Sl.

No.

Type of Community Cadre Key Deliverables

1. Master Book Keeper 1. Maintaining all the books of records at GPLF

2. Preparing necessary documents for CIF release

3. Auditing of GPLF, WLF and SHGs

4. Preparing Income & Expenditure for GPLF

5. Preparing monthly trial balance

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6. Organizing statutory audit of GPLF

7. Training book writers of SHGs and WLFs

8. Inspecting loan accounts of SHG members and

preparing non performing loan accounts

9. Attending SHG meetings and resolving account

related issues

10. Collecting monthly financial transaction from

the SHGs and consolidating at GPLF level.

11. Ensuring MIS entry of all the data’s of SHGs

12. Participating in different trainings as per

required

2. Local Community Resource

Person

1. Formation of new SHGs by identifying

excluded households

2. Creating awareness among SHG members

regarding government welfare schemes

3. Opening of SHG bank accounts and individual

Jandhan account

4. Training of SHG

5. Grading of SHG

6. Facilitating preparation of MIPfor SHG

members

7. Facilitating Convergence of Government

programs in different departments for SHG

members

8. Ensuring maintenance of standard books in

SHGs

9. Ensuring all the SHGs must follow

Dashasutra’s

10. Encouraging SHG members to take up

livelihood activities

11. Facilitating SHGs for getting bank loans

12. Ensuring prompt repayment and asset creation

for CIF loans

7. Engaging Senior CRPs/GPLF coordinators and YPs

Communitization is the ultimate goal of NRLM. In this regard it is intended to engage

more and more community persons for the implementation of NRLM activities. During 2021,

100 Community Persons were selected as Taluk DEOs and engaged. These DEOs are sitting

in Taluk Panchayat and carry out MIS entry in NRLM portal. In coming days, all the vacant

posts of DEOs at the taluk will be filled by selecting Community Persons only. On 5/02/2021

during pre EC presentation MoRD has suggested to engage more and more Community

Persons to carry out and implement NRLM programs. Accordingly,GPLF coordinators will

be engaged in the ratio of 1 per 6 GPs. Therefore, about 500 GPLF coordinators will be

selected, trained, deployed in the project as per need. In the beginning 2 GPLF

coordinatorswill be engaged per taluk as on experimental basis. One Young Professional will

be selected and deployed through Campus Selection for each taluk as per need.

19

8. Formation of Block level Federations

It is proposed to establish about 35 Taluk Level Federations in the year 2021-22. They

will be established by partnering with the State Women and Child Development department.

In this regard, an inter-departmental committee has been formed as per the 10th Executive

Committee.It is proposed to give the BLF a fund of Rs.2 lakhs each as Start-up fund as per

NRLM norms, and they will be permitted to collect membership fee from their Constituent

GPLFs as per their bye-law. The registration of GPLFs required in Karnataka because RDPR

has already sanctioned solid waste management project to GPLFs with the condition of legal

entity for GPLFs. Sanjeevini-KSRLPS may also examine the formation of BLFs without the

collaboration of WCD with proper direction from MoRD

9. Adopting State Level SHG Policy

Karnataka is a pioneer state for SHG activities, the visibility of the SHGs is available

in nuke and corner of Karnataka. In this regard there is a request from different departments

to have an SHG policy for the state. As per the policy all SHGs will come under one

umbrella. A unique ID will be generated for each SHG.By doing Aadhaar seeding duplication

of membership will be avoided as part of SHG policy for the state. SHG resources will be

utilized judiciously by adopting SHG policy. It is also intended to bring all the SHGs under

NRLM fold, and increase the mobilization percentage.

10. Empaneling Community Resource Persons

Trainings are being conducted by engaging NRPs under NRLM. These NRPs

areempaneled by NIRD, Hyderabad and deployed to different states as per need. These NRPs

are being paid as per cost norms fixed by NIRD&PR. Similarly, SRPs will be empanelled

under Sanjeevini – KSRLPS. Further Community Resource Persons are also being

empaneled. The strategy for empaneling of SRPs and CRPs is approved by Sanjeevini –

KSRLPS. Guidelines for empanelment of SRPs and CRPs are given below:

Guidelines for - State Community Resource Persons CRPs (SCRP)

National Level Resource Persons have been empaneled for different thematic areas at

the National level and deputed to states as per requirements. Similarly, NMMU has advised

the state to identify and empanel potential trainers from the community and develop them as

State Community Resource Persons (SCRPs):

1. Objectives of SCRP:

a) To mentor the GPLF EC members and Community Cadres to develop Model

GPLFs and building vision to GPLF

b) To facilitate the process of building capacities of EC members, Subcommittee

members, OBs of GPLFs and Community Cadres.

c) To assist the GPLF in identification, training and mentoring of the community

spear head teams

d) To develop State Community Resource Persons

e) To conduct demo sessions on conducting of GB, EC and OB meetings

20

2. Eligibility criteria of SCRPs

a) Should be an SHG member for a minimum of 3years, with the preference of 1

year experience as MCRP and such SHG should be rated under A and B.

b) Must have minimum 3 years of experience as CRP in any thematic area

c) Should have minimum of 10th class education.

d) Should be in the age group of 25 – 45 years

e) Should have minimum 3 years experience of working in a Federation – as a GB

member, EC member or OB of a WLF/GPLF or Community Cadre of the GPLF

f) Should have undergone basic trainings on SHG and Federation

g) Should have taken minimum 3 loans for Livelihoods and her loan repayment

should be 100%

h) Should have good communication & writing skills in Kannada

i) Willing to travel and work in any districts of Karnataka

3. Selection process of SCRPs:

4. Roles and responsibilities of the SCRP

1. Conduct training needs assessment (TNA)

2. To assist state mission management unit in preparation of capacity building

plans (curriculum development, training calendar,monthly training plan,

training evaluation ) for SHGs, WLFs and GPLFs and community cadres.

3. Submit reports to the State Mission Management Unit (SMMU), and District

Mission Management Unit (DMMU) within seven days of completion of each

training program both in hard and softform.

4. Organizing training and capacity building programs for the following stakeholders:-

i) EC and Sub-committee member to perform specific roles

ii) WLF & GPLF OB, EC members and Sub-committee members

Steps Process

Identification of Candidates Through advertisement in newspaper / Job portal

Website/notice boards

Collection of CV/Bio data In prescribed format

Desk review /Short listing ofCV Criteria based short listing based on summary of CV

Details

Final screening process Based on Group discussion and Interview

Selection Panel Committee consisting of PD, DMMU, selected

GPLF Representative and concerned district In-

charge from SMMU.

Final Empanelment State Community Resource Person list will be

prepared and announced once in two years

21

iii) Community cadre

iv) Other stakeholders

5. Conduct demonstration on the following activities

i) Conduct GPLF EC and OB meeting, GPLF EC and Sub-committee

meetings – setting up of agenda, performance review of

WLF/SHGs, financial management review of GPLF, discussion on

various themes, preparation of action plan for following month

with clear delegation of roles and responsibilities

ii) Analysis of different reports submitted by the SHGs, WLFs,

GPLFs/ community cadres and actions to be taken

iii) Mentoring OB, Sub-committees and community cadre in

performing specific roles

5. Trainings and Handholding to SCRPs (Developing tool kits): Some trainings have

already been given to SCRPs.Refresher courses and additional trainings from time to

time on the following topics will be carried out:

a) Orientation on model Secondary level federation concept

b) Governance and management of Primary level Federation and Secondary level

federation

c) CIF and financial management of PLF and SLF

d) Accounting and MIS

e) CBO HR management

f) Vision building and business plan development

g) PTM (Participatory training and learning methodologies)

h) Communication skill and team building

i) Documentation and reporting skill

j) Conflict management and negotiation skill

k) Exposure visits

6. Expected Outcomes:

l) Governance related

1. Regular EC and OB meetings in GPLF

2. More than 90% attendance in EC meetings

3. Management, Financial, Social and Meeting norms adoption in the GPLF

4. Support GPLF to identify at least 2-3 potential social issues in its jurisdiction

5. 100% Saturation of house holds

m) Financial management related

1. Ensuring more than 90% repayment at GPLF

2. Ensuring idle fund at SLF level is less than 10%

3. Loan sanctioning process in place (Loan appraisal, sanctioning and disbursal)

n) GPLF Review mechanisms related

1. Establish system to review income and expenditures at GPLF level

22

2. GPLF conducts regular AGM including preparation of annual report, Annual

plan and Audit report.

3. Establish systems to review and conduct performance appraisal of the GPLF

Staff and community cadre

4. Functional Sub-committees

5. GPLFsshould have clear vision and BDP (Business Development Plan) against

their goals

7. Review and monitoring mechanisms

1. Quarterly review cum refresher by DMMU and SMMU

2. Submission of training report to DMMU and SMMU

3. Periodic field visit by DMMU and SMMU

Eligibility criteria for State Community Resource Persons

8. Remuneration

Eligibility Criteria State Level

Category A B C

Qualification PUC pass and

above

10th pass and above 8th pass and above

Experience

9 years and above

of relevant

thematic

experience

6 years and above

relevant thematic

experience.

At least years 3 and

above relevant thematic

experience

Age (Minimum) 30 28 25

Language

proficiency

Proficiency in write read and speak in Kannada. Performance in Group

discussion and interview also considered for deciding category

Sl.

No.

Experience Categor

y

State

level

Districtlev

el

Block Level GP/Village

level

1 Remunera

tion Per

session in

Rs.

(max.3

sessions/d

ay, 1.5

hours

session )

9 years and

above

A 600 500 400 300

6 years and

above

B N.A 450 350 250

3 years and

above

C N.A N.A 300 200

2 Travel Rail – AC –III class, Bus- Volvo /AC

3 Boarding and lodging

arrangement

Boarding and Lodging will be provided by SMMU/DMMU/ BMMU in

Training Centre wherever the training is organized

23

*After submission of reports and original bills, DMMU will release resource fee and

TA&DA

Total of 2260 SCRPs will be empanelled in the state of which, 452 of A category (2

per Taluk) 678 of B category (3 per Taluk) and 1130 of C category (5 per Taluk).

9. Review and Termination

Topic State Level District/Block Level

Review Panel • AMD/COO

• SPMs (Respective

domain)

• CEO/ZP

• DPM (block anchor) of respective block will

be inviteemembers

• TPMs

Termination Process The TPM/DPM panel will recommend to SMMU for terminating the Resource

person based on the following parameters:-

1. If a resource person does not turn up for three consecutive monthly

trainings

2. If the performance of the resource person is found to be unsatisfactory in

three consecutivetrainings with documentary evidences and written

feedback from stakeholders

3. If the resource person is found indulged in anymalpractices.

Guidelines for State Level Resource persons

KSRLPS strives to achieve its ultimate goal i.e.communitisation of the program by focusing

beyond formation of institutions. Over a long period of time, the poor from the marginalized

and vulnerable section have been suppressed and unable to voice their needs and demands.

Although formation of institutions (SHG/VO/CLF) has made a tremendous contribution on

this front by providing the poor and marginalized segment of population a concrete platform

to develop community institutional structure, there is a need to further consolidate this

movement by developing a dedicated support structure and strong community professionals

& institutions. Hence, in order to communitize faster and dig deeper, KSRLPS has decided to

create a brigade of resource persons who would help in smoothening the process of capacity

building of institutions and community cadre. The brigade of resource persons will consist of

external resource persons. The pool of resource persons at the state level will be known as

State Resource Persons. The resource person will not only meet the capacity building needs

but also identify existing capacity building gaps which needs to be filled. The creation of

dedicated pool of resource persons would lead to meeting CB needs and enhancing the

quality of training.

Note: SCRPs will be paid a stipend of Rs 250 per day for attending the TOT and actual TA as per their

grade.

24

In view of the above, the specific objectives are as follows:

To develop pool of dedicated and trained resource person at Statelevel

To enhance the quality of training at differentlevels.

To strengthen the community cadre by providing required training in order to

communitizefaster.

To develop good capacity building content/materials required for

differenttrainings.

Key deliverables of resource persons:

Conduct training needs assessment (TNA); develop training curriculum

and modules and prepare behaviour change communication materials

and trainingmaterials.

Assist state mission management unit in preparing capacity building

plan (training calendar,monthly training plan) for community

institutions, community cadre, mission staff and other stakeholders.

Conduct Training of Trainers (ToT) on different thematicareas.

Plan and impart training to the staff, stakeholder and community

(institutions, leaders,cadres, resource persons) in NRLMprocesses.

Module Manuals, Resource materials & IEC material and content

development of various training programs in Kannada.

Facilitate the block and community level project teams in effective

implementation byengaging with them organically in team discussions

and other strategicdeliberations.

Conduct Training of Trainers for District / Block Resource

Persons and provide mentoring support to them in roll out

Facilitate ongoing technical assistance in multiple thematic

areas like institutionbuilding, capacity building, livelihoods

promotion, Policies, Strategies, and Guidelines etc.

Fulfill the task based assignment such as video documentation,

animated film development, monitoring and evaluation of project

specific activities, documentation, report writing, mobile based

application development etc as per the need of

theBMMU/DMMU/SMMU.

Submit reports at the respective level like State Mission Management

Unit(SMMU), and District Mission Management Unit (DMMU) within

sevendaysofcompletion of each training programme both in hard and

softform.

25

Eligibility criteria for State Level Resource Persons

Eligibility Criteria State Level

Category A B C

Qualification Phd/ Master Degree in Social science/respective thematic field

Experience

15 years and above

of relevant thematic

experience

10 to 15 years of

relevant thematic

experience.

At least 5 to 10

years relevant

thematic

experience

Age (Minimum) 35 30 25

Language

proficiency

Proficiency in write, read and speak in Kannada and English

Age Limit 63 years is maximum age to apply and 65 year is the maximum

age to serve as State Level Resource Persons (SRP)

If engaged with any organization, must submit No objection Certificate from the Employer

within 15 days of final empanelment. If failed to submit, empanelment will be cancelled

automatically.

Engagement Process for empanelment of SRP

SRPs will be engaged on need based method for providing technical support to DMMU and

TMMU

Screening / Selection of Process

Based on the qualification, experience, aptitude, skills and mutual exploration the

suitable persons would be considered for enlisting /empanelling as the Resource

Persons at State.

The steps involved in the selection process are as follows:-

Steps Process

Invite applications Through advertisement in newspaper / Job portal

Website/notice boards

Collection of CV/Bio data In prescribed format

Desk review/Short listing ofCV Criteria based short listing based on summary of CV

feeding in excel sheet

Final screening process Based on Group discussion and Interview

Selection Panel & final empanelment Committee will be constituted by Mission Director,

KSRLPS and chaired by Mission Director

Total Resources to be empanelled A maximum of 50 resource persons for all 10 Theme

shall be empaneled in totality of the Category A, B & C

Final Empanelment A list/ Empanelment list of State Resource Person will

be prepared and announced.

26

Training process

It is important for the resource persons to have a robust understanding on NRLM

concepts & different thematic areas in NRLM context which they are dealing with.

Therefore, the resource person will undergo at least two Stages of training; the first

Stage will be an Orientation program for four days on NRLM vision, mission and its

components and the second would be a theme specific/sub theme specific training for

five days at state level. Refresher courses can be given based on the need.

Need Based training

On the basis of the training and other tasks demand from district, a specialized resource

person (Best practitioner/ Entrepreneur/Progressive farmers/Animators selected by

other departments etc) can be hired for the stipulated period.SRPs can be booked in

based on their credentials.

Response Timeline

SRP to respond within 3 days of communication for engagement from SRLM on

availability and more that thrice of not being available for the SRLM will be considered

as noncompliance and shall be delisted from the empanelment.

Monitoring Evaluation and Reporting:

• Based on specific Task SRLM will develop a standard reporting format

that comprises of concerned thematic activities, outcome

indicators/output and thematic deliverables and follow up action plan.

• SRP shall submit a detailed work done/visit report to Districts and to

MD, KSRPLS with copy marked to concerned thematic head

immediately after completion of the visit.

• The work done/task completion report shall consist of the approach and

efforts of the SRP outcomes/deliverable/progress during assignment

period.

• The concerned DPM based on feedback of trainee and in consultation

with trainees shall give feedback on the training conducted and endorse

the report and quality of services extended by the SRPs.

• SRLM shall conduct review meeting of empanelled SRPs

(quarterly/monthly/immediately after completion of task) for performance

review of SRPs.

• An annual appraisal which is a consolidated summary of all the tasks taken up

by SRP and the quarterly reviews shall be done under the chairmanship of

MD, KSRLPS

27

No. of days engagement

State level Resource Persons may be engaged for maximum of 10 to 12 days per month,

depending on the need

Remuneration

A. The details of remuneration to be paid to State Level Resource Persons (IB-CB,

Social Development, Financial Inclusion, and non-farm livelihoods. Agriculture,

Horticulture, NTFP, Value Chain and Marketing, Livestock, and proposal

development) is as follows: -

S

N

Remuneration

proposed Per day

(Amount in Rs.)

Experience Categor

y

Honorarium

1 15 years and

above

A 4000

10 years and

above

B 3000

5 years and

above

C 2000

2 Remuneration

proposed Per session

(1.5 hours - Amount

in Rs. (max. 3

sessions/day)

15 years and

above

A 1300

10 years and

above

B 950

5 years and

above

C 650

3 Travel Rail – AC –III class, Bus- Volvo

/AC

4 Boarding and lodging arrangement for state level

resource persons

Boarding and Lodging willbe

provided by SMMU/DMMU/

BMMU in training centre along

with trainees

Daily Allowance for food and incidentals

CATEGORY WITHIN STATE OUTSIDE STATE

A State Capital- 650

District HQ- 500

Taluk HQ- 400

State Capital- 650

Non Capital- 500

28

B State Capital- 400

District HQ- 350

Taluk HQ- 300

State Capital-500

Non Capital- 400

C State Capital- 250

District HQ- 200

Taluk HQ- 150

State Capital- 400

Non Capital- 300

Essential qualification

SN. Category Essential Qualification

1 Institution

Building and

Capacity

Building

Master’s Degree (MSW/or MA) and minimum of 5 years experience in

relevant field

2 Social

Development

Master’s Degree (MSW/or MA) and minimum of 5 years experience in

relevant field (FNHW, Social Inclusion, Gender, Convergence)

3 Financial

Inclusion

Master’s Degree (Mcom /MBA Finance) and minimum of 5 years

experience in relevant field

4 Farm

Livelihoods

(Organic

Farming)

Master’s Degree (Agricultural Science) and minimum of 5 years


5 Farm

Livelihoods

(Value Chain and

Marketing

Forward

Linkage)



6 Farm

Livelihoods

(Livestock)

Master’s Degree (M Sc - Veterinary Science) and minimum of 5 years


7 Farm

Livelihoods

(NTFP)



8 Livelihoods (Non

Farm)

Master’s Degree (MBA) and minimum of 5 years experience in relevant

field

9 Livelihoods

(Enterprise

Development)

Master’s Degree (MBA) and minimum of 5 years experience in relevant

field

29

10 Human Resource Master’s Degree (MBA-HR) and minimum of 5 years experience in

relevant field

Coordination and review of the training

Topic State Level District/Block Level

Review Panel • AMD/COO

• SPMs

(Respective domain)

• CEO/ZP

• DPM (block anchor) of respective

block will be inviteemembers

• TPMs

Termination Process The above panel will recommend to SMMU for terminating the

Resource person based on following parameters: -

1. If a resource person did not turn up in three

consecutive trainings

2. If the performance of the resource person is

found to be unsatisfactory in three

consecutivetrainings with documentary

evidences and written feedback from

stakeholders

3. If the resource person is found indulging in

anymalpractices or involving in any

administrative issues.

Exit Policy for Empaneled SRP

• The list of Short listed SRPs empanelment will be valid only for 2 years, later

based on the performance and need for SRPs, KSRLPS will take decision and

communicate to SRP if his/her services for further period is needed.

• If the performance of the empaneled SRPs is not up to mark KSRLPS can stop

utilizing services and remove his/her name form empaneled list.

KSRLPS reserves the rights to withdraw/ cancel this empanelment process at anytime

without specifying any reason whatsoever

2.4 Activities and Strategies for IB-CB for the Yr 2021-22 at a Glance

Table 2.5: Activities and Strategies for IB-CB for the Yr 2021-22


New and

existing SHG,

VO and CLF

1. Grading of new and existing

SHGs and WLFs

1. Review grading template of SHGs and

WLFs

2. Initiate grading of SHGs and WLFs

30

strengthening

including SOP

trainings of ECs

from peer block staff

3. Identify areas to improve in the new

and existing SHGs and WLFs

2. Clustering of new and existing

SHGs and WLFs for specific

training interventions

1.District wise workshop to prepare 4 to

5 common quality issues for new and

existing SHGs and WLFs

2. Cluster SHGs and WLFs based on the

grading

3. Review existing training modules

4. Design and conduct need based

training for the quality enhancement of

SHGs and WLFs

3. Provide handholding support for

the SHG quality enhancement

1. Conduct training to the stakeholders

(Anganawadi/Asha woker, NGO staff,

CRPs and MCRPs)

2. Formation of 1 working group in

GPLF to work on the quality

enhancement aspects

3. Monthly review for the working group

by TPM

4. Rating of GPLFs 1. Identify external personnels/agencies

like students from universities and

RDPR university for MCLF rating

2. Orientation on the Rating of GPLFs

3. Assess GPLF wise Quality Issues

based on the rating tools

5. Strengthening of GPLFs 1. Design and conduct of need based

training to GPLF staff

2. Design and conduct of need based

training to GPLF EC members

3. Conduct Governance SOP training to

EC members

Revival and

strengthening

of Defunct

SHGs and VOs

1. SHG and WLF not

conducting meeting for

more than 6 months

consecutively to be

considered as “Defunct”

1. Mapping of defunct SHGs and WLFs

2 Capacity building of Cadres

3.Internal SHG exposure visits

4.Developing a pool of higher order

CRPs

5. CRP drives on campaign mode to

revive defunct SHGs

31

Standardised

Bookkeeping

and auditing

system in place

1. Maintenance & regular

updation of all Mission

prescribed books of records

at SHG, WLF, GPLF

levels

2. Conduct regular internal

and statutory auditing in

SHGs and GPLFs

1. Issue instruction and guidance to

districts on printing of SHG books by

Community Institutions

2. Develop grading system of SHG-BKs

and GPLF MBKs

3. Develop internal community auditors

and ensure audit regularly on quarterly

basis

4.Ensure and monitor timely payment to

BKs from community institutions.

5. Strengthen training modules

6. Develop pool of master trainers at

Community and Block levels for

strengthening accounts training.

Office Bearers

and Sub

committees

trainings of

VOs and CLF

1. Training need assessment for

OB and Sub committees

1. Assess present performance levels

based on roles and responsibilities of OB

and Sub Committees

2. Preparation and conduct of

Training calendar for OB and Sub

committees at block level

1. Issue instruction and guidance to the

block level teams to prepare and conduct

training with the support BRPs

2. Assist BRPs in designing training and

conducting training at Block level in

batches

3. Facilitate cross learning during batch

wise training

Registration,

Audit,

Statutory

Compliances

1. Improve knowledge of block

level team members on

registration, audit and statutory

compliances

1. Conduct Training to the MBK, CLRPs

and Mission staff at Block level covering

following aspects:

1. Internal and Statutory audit 2. Annual

General Body meetings (AGM) 3.

Attendance during AGM and

compilation of minutes 4.Filing of

Income Tax return 5. Submission to the

Registrar 6. Renewal of registration 7.

EC election 8.Surplus appropriation

Community

Funds

Management

System (MIS,

Tracking of

Utilisation,

1.Review on the current

Community Fund Management

Systems

1. Convene State level Internal

workshop for the review on the CFMS

2. Identify best practices in the MIS,

tracking of utilisation, repayment, Idle

fund management and rate of service

charges

32

Repayment,

Idle fund, Rate

of Interest etc)

3. Identify gaps and issues in the

management of Community Fund

through field studies

2. Strengthening Community Fund

Management Systems in the State

1. Based on the field studies design

training and technical intervention

2. Monthly tracking of utilisation,

repayments and idle fund by DPM and

Provide monthly feedback to the GPLF

Cadre

Management –

payment

mechanism

through CBOs,

Rationalisation

1. Develop and positioning cadre 1. Prepare community cadre advisory

(Bank sakhi, pashusakhi etc.,)

2. Assist GPLFs to identify cadre in their

Jurisdiction

3. Conduct training to the cadre

4. Position cadre at GPLF/Block level as

per the state advisory

2. Work review and timely

payments to the cadre

1. Monthly review by GPLF level

2. Submission of monthly progress

report and action plan for the next month

by the Cadre-MBK, CLRPs, Bank Sakhi,

Pashu Sakhi etc.,

3. Monthly online/ cheque payments to

the cadre

33

Chapter 3

Social Inclusion- Social Development and Gender

Convergence, Innovations and Partnerships

Social inclusion can be defined as the process of improving the conditions of participation in

society for people who are disadvantaged on the basis of age, sex, disability, race, ethnicity,

origin, religion, economic or other status, through enhanced opportunities, access to

resources, voice and respect for rights. Thus, social inclusion is both a process and goal and is

an integral part of any poverty eradication effort.

3.1 Achievements under Social Inclusion and Social Development -2021-22.

Following are some of the key achievements under SI-SD in the year 2021-22:

• SECC-data validation completed in 3286 GPLFs.

• 30 SRPs and 43 DMMU and TMMU Staffs trained on Gender &FNHW.

• 21343 Cattle shed and 67 common work shed construction got completed with

NREGA convergence.

• 829 GPLFs provided VRF of Rs.8.29 Crores

• Consultative workshop arranged for preparation of Village Poverty Reduction Plan

(VPRP) and 12391 CRPs were trained with SIRD support. SHG and Village level

plan in 41% Panchayat completed and submitted to Gram Panchayat to include in the

GPDP.

• Mapped village wise SECC list of targeted HHs to be made available to WLF/GPLFs.

• Ease of Living Survey (EOL) survey taken up in all the panchayats of the states, 57%

GPs completed and remaining under progress.

• 300 SHGs trained in Solid Waste Management (SWM) from 150 Gram

Panchayatswith 06 SHGs members working as women drivers.

• Covid activities taken up in the state includes- production of 3368554number of

masks, 66155 protective gear, 48units sanitizer, 2306 vegetable delivery units, 11869

vulnerable households provided with dry ration, 189924SHG members covered under

Covid awareness program

3.2 Activities and Strategies for Yr. 2021-22

Key activities under Social Inclusion- Social Development, Gender, FNHW that will be taken

up in the year 2021-22 as part of NRLM include:

i) Validation of SECC data for social inclusion and saturation of left out vulnerable

women through enrolling them in SHGs

34

ii) Preparation of vulnerability reduction plan at SHG and village level

iii) Creating awareness and building capacities of SHGs/ Federations on the importance

of health, and nutrition and creating linkages

iv) Preparation of FNHW plan and its regular review

v) Create awareness and build capacities of CLF members and community cadre on

water and sanitation.

vi) Convergence with other NGOs/ CBOs working in FNHW

vii) Establishment of sanitary napkin units and helping existing units to create linkages

and branding

viii) Provision of Loan to CLF as bridge fund for construction of toilets

ix) With regards to Gender, focus on issues related to violence, preventing girl drop-outs

from school, enhancing proactive participation of women in Gram Sabhas

x) With regards to PRI-CBO convergence, ensuring participation of all SHG members in

Gram Sabhas and in preparation of Village Level Poverty Reduction Plan (VPRP).

xi) SHG women from 400 panchayats to be trained in end-to-end Solid Waste

Management.

The above mentioned activities are detailed below. Table at the end of this chapter

encapsulate various activities and strategies.

3.3 Social Inclusion

To ensure social inclusion, the strategy adopted by NRLM is to validate the existing SECC

data, prepare a list of left-out vulnerable families and integrate them in existing/ new SHGs

and subsequently in Federations. The entire exercise will be facilitated by community cadre.

For ensuring inclusion of physically disadvantaged (PWDs), the existing list prepared by

Disability Department will be referred to, and they will be integrated into SHGs wherever left

out.

3.4 Health and Nutrition

The focus under health and nutrition will be to create awareness and build capacities of

women on the importance of menstrual health, UTI/STIs, cancer, etc. and with regards to

nutrition, on benefits of iron, folic acid, calcium, protein, etc. Through convergence with

NRHM access to institutional delivery, IMR, MMR, full antenatal care to mothers,

examination and treatment for anemia, UTI/ STIs, cancer, etc. will be facilitated.

Apart from the above, awareness regarding good diet will be created. Towards these activities

such as recipe demonstration through food fests/ stalls during exhibitions/ events at GP, block

or taluka level; convergence of SHG members with food product making activities of Women

and Child Welfare Department; encouraging establishment of chikki units, etc. are being

planned. Programme will also provide funds as CIF for development of kitchen garden.

35

Some of the other activities planned under this include:

• Convergence with other NGOs/ CBOs working in FNHW, especially with existing

federations of marginalized female sex-workers and Devadasis.

• Integrating FNHW in SHGs training module; developing resources (IEC) for training

modules; etc. It is proposed to designate one meeting every month to discuss issues

related to FNHW.

• Ensuring SHG women linkage with centrally sponsored health insurance scheme such

as RSBY/PMSBY

• Preparation of Vulnerability Reduction Plan at SHG and village level.

3.5 Water and Sanitation

The focus under this will be to create awareness and build capacities of SHG members and

community on the importance of water and sanitation. Towards this, several activities are

planned:

• Provision of CIF to cluster level federations as bridge fund for construction of toilet.

(This will be treated as a loan to the SHG and on repayment, will be in constant

rotation within the federation).

• Establishment of sanitary napkin centers (1 per taluka) on a pilot basis and helping

existing centers in branding and marketing.

• Creating a model of Solid Waste Management in 300 select CLFs/villages.

NHFS (National Family Health Survey) data to be used as a tool for identifying specific areas

that need FNHW intervention.

Apart from the above, Swatch Bharat Grameen Mission has shown interest in working with

NRLM and leveraging the SHGs in the programme fold for promotion of its objectives like

provision of toiles, solid waste management, etc.

3.6 Gender related interventions under NRLM

NRLM believes that gender mainstreaming should feature in its framework, systems,

institutions and processes to achieve sustainable social, economic and political goals that

have direct/indirect impact on the qualityof lifeindicators of the community. NRLM in

general mobilizes poor women and also undertakes special mobilization efforts for reaching

women in exploitative situations / occupations (like single women, divorced, separated,

survivors of violence, trafficked women, Devadasi, HIV +ve women etc.) in particular.

In particular, the programme plans to focus on issues of violence against women with special

focus on domestic violence and creating awareness for rights and grievance redressal. This

will be done in collaboration with various other actors championing this issue like Women

and Child Development Department, Legal cell, NGO, Police, etc. Apart from this focus will

also be on arresting drop-out of girl children from schools.

Another important area of intervention will be enhancing women’s participation in Gram

Sabhas so that their issues are voiced and heard. Towards this, it is planned to initiate

36

Mahileyara Sabha(Women’s forum) at Village/ GP level to prepare plans for addressing

issues and concerns of women to be presented to Panchayat.

One of the important steps towards this will be sensitizing mission staff and SHGs, CRPs,

GPLF, WLF and SAC committee through organizing workshops. Identification and training

of a gender point person in each CLF is planned to keep this on active agenda at all levels.

3.7 Activities under entitlements focusing on NSAP and PRI-CBO convergence

The main agenda behind PRI-CBO convergence is to help members access insurance and

entitlements due to them as per various Government schemes. Example: old age pension,

widow pension, persons with disability pension, etc. Following are some of the strategies

planned to ensure the same:

Preparation of Vulnerability Reduction Plan.

Vulnerability Reduction Plan focuses on entitlements due to members from marginalized

groups. Once the vulnerable families are identified and the list is finalized, community cadre

will prepare household data card for each such family. This card will contain the basket of

entitlements that members of the family can avail. This will be supported with the

Vulnerability Reduction Fund (VRF). A total budget of Rs 15 crores under NRLM (covering

1500 CLFs) has been proposed as VRF (@1.0 Lakh per CLF).

It is proposed to cover maximum number of members from the following groups under VRF:

• Persons with disability or having PWD family members.

• Legally released bonded laborers or having family members as legally released bonded

laborers.

• Manual scavengers or having family members who are manual scavengers.

• Ex-devadasis or sex workers.

• Widows or single women headed families.

• PVTGs, Project Displaced families and child labor affected families.

• Households affected by natural and manmade calamities.

Specifics under this include:

• Creating awareness and facilitating access to entitlements focusing on insurance and

pensions

• Ensuring that all households have accessed at least one insurance (either life or

medical)

• Ensure that all eligible SHG members /family members have accessed old age/

widow/ person with disabilities pension

37

Village Poverty Reduction Plan (VPRP) and Gram Panchayat Development Plan (GPDP).

The Village Poverty Reduction Plan (VPRP) is a community demand plan prepared by the

SHG network which can be further integrated into the Gram Panchayat Development Plan

(GPDP). It is the consolidation of the demands for livelihoods, health and sanitation, social

security, natural resource development and basic infrastructure development prepared by the

poor families who are members of the SHGs.

GPDP is a comprehensive demand plan for local development. It is the consolidated demand

for various livelihoods, health, and sanitation, social security along with resource

development and basic infrastructure development prepared jointly by involving Self-Help

Groups (SHG), Gram Panchayat and the Community Organization network. In NRLM this is

done at three levels:

➢ SHG - Livelihoods and Entitlement Plan

➢ VO/CLF –Infrastructure and Social Development Plan

➢ Village Poverty Reduction Plan.


• Ensure that all SHG women participate in Gram Sabhas and in planning process of

Gram Panchayat Development Plan.

Convergence with MGNREGA

Since the strength of NRLM is its ability to energize the communities, it is proposed to

involve SHGs and federations in the creation of awareness and demand generation with

respect to MGNREGA. This can be extended to job card survey/identification of

beneficiaries, support in registration for employment, support in the issue of job cards and job

applications, demanding provision of work within 15 days, conducting social audits, etc.

In order to facilitate all the above KSRLM has identified 150 resource persons at the state,

district and taluka levels. The resource group at each level is a loose group of resource

persons who have been trained and are utilized for community trainings/ awareness creation

at taluka and GP level.


• Creating awareness, demand generation and participation in MGNREGA:

• Promote labour groups consisting of SHG women

• Ensure that every household gets a job card

• Increase demand for work and ensure access of 100 days work for entitled household

3.8 Capacity building to mainstream gender, convergence and FNHW

In order to achieve all the planned activities specialized trainings on the topic of gender,

inclusion, convergence and FNHW are proposed for KSRLM state, district and taluka Staff;

38

EC & Sub-committee members of WLF and GPLF; Local Community Resource Person and

Master Book Keepers.

3.9 Detailed list of Activities and Strategies:

Table 3.1: Activities planned for Yr 2021-22 and strategies

Particulars Activities Strategies

1.Social Inclusion

(Saturation, VRP, VRF

utilisation, Leadership,

Accessing Entitlements and

DAY-NRLM benefits,

Inclusion of PWDs and

Elderly)

1. Validating of the SECC

data for Social Inclusion

(including PWD) and

saturation of left-over

vulnerable women in SHGs

1a. This will be one-time

activity and will be done in a

campaign mode by visiting

every village and validating

SECC data. List of left out

families will be prepared

using community cadre.

1b. The left-out families will

be integrated in existing

SHGs or new SHGs will be

formed to accommodate the

left out vulnerable families.

These will subsequently be

taken into the fold of

Federations. This will be

facilitated by community

cadre.

1c. For ensuring inclusion of

PWDs, the existing list of

PWDs prepared by Disability

Department will be referred

and they will be integrated

into SHGs if they have not

already in the Group.

39

2.FNHW

(Operational

strategy and roll

out, Integration

with other NRLM

thematic, FNHW

related enterprises,

Evaluation and

PoshanAbhiyan&

other programmes

participation)

1. Encouraging and

supporting to

establishment of chikki

making units and Ragi

products.

1a. Recipe demonstration through food fests/ stalls

during exhibitions/ events at GP, block or taluka

level.

1b. Convergence - linking members with Women

and Child Welfare and Health Department, where

food product making activities already exist

1 c. Ensuring participation of SHG/GPLF members

in Village Health and Nutrition Day (VHND) held

regularly at village/GP level every month

2. Preparation of

Vulnerability Reduction

Plan at SHG and village

level

2a. Preparing the entitlement basket for each eligible

household and linking them with concerned

department for availing the entitlement.

2b. Vulnerability Reduction Fund under this

program will be made available to the vulnerable

families based on need and priority as decided in

SHG/GPLF.

2c. The village level Vulnerability Reduction Plan

will be consolidated and submitted to GP to be

included in Gram Panchayat Development Plan.

2a. Create awareness

and building capacities

of SHG/ Federation

members on the

importance of health

(institutional delivery,

exclusive breast

feeding, new born care,

menstrual, UTI/STIs,

cancers) and nutrition

(iron, folic acid,

calcium, protein etc)

and creating linkages

2b. Preparation of

FNHW plan, Monthly

discussion in VOs

meeting, Review of

FNHW issues.

2c. Ensuring every

2a. Utilizing the service of ASHA and Anganawadi

workers

2b. Facilitate access through convergence with

NRHM for institutional delivery, IMR, MMR, full

antenatal care to mothers.

2c. Organizing health camps in convergence with

Health Department and Rotary/ Lions club

2d. Ensuring SHG women linkage with centrally

sponsored health insurance scheme such as

RSBY/PMSBY

2 e. Promotion of kitchen garden and linking

interested members with Horticulture department.

2f. NHFS (National Family Health Survey) data to

be used as a tool for identifying specific areas that

need FNHW intervention

40

family member has at

least one insurance

3. Create awareness and

build capacities of

GPLF members and

community cadre on the

importance of water

and sanitation.

3a. One meeting in a month will be dedicated for

FNHW in SHGs.

3b. Integrating FNHW in SHGs Training module.

Developing resources (IEC) for training modules,

communication mediums

4. Convergence with

other NGOs/ CBOs

working in FNHW

4. Working with existing Federations of

marginalized female sex-workers and Devadasis

5a. Establishment of

sanitary napkin centers

(1 per taluka) on a pilot

basis. This will be

established in 15 blocks

based on the interest of

the Federations.

5b. Helping existing

units to create branding

and linkages

5a. Selected Federations will be taken on an

exposure visit to existing units and will be trained.

5b. 10 to 15 members from each Federation will be

involved in this unit.

5c. Rs 5 lakh will be given as initial capital from

NRLM. Remaining cost will be borne by the

Federation

6. Provision of CIF to

GPLF as bridge fund

for construction of

toilet. This will be

treated as a loan from

SHG to members.

7. Exposure visit of

staff and CLF leaders to

best practicing state.

7. Selected members will be taken for exposure visit

for learning best practices

8. Integrating the above

information/ data with

the state MIS portal and

analyzing the same

periodically.

8. Analyzing MIS data once in quarter for planning

interim and further Strategies

3.Gender

(Operational

strategy and roll

1. Focus on Issues of

violence with special

focus on domestic

1a. Organizing state level workshop involving all

state actors (Women and child Development Dept,

Legal cell, NGO, Police, etc.) actively working for

41

out, Developing

Institutional

Mechanisms and

Integration with

other NRLM

thematic)

violence and creating

awareness for rights

and grievance redressal.

women safety.

1b. Sensitization of mission staff through organizing

workshops on gender by involving SRP’s, NRP’s

and line department staff.

1c. Identification and training of a gender point

person in each GPLF. Sensitize CRPs, GPLF, WLF

and SAC committee by organizing training on

gender

2. Preventing drop-out

of girl child from

education

2a. Accessing drop-out data available with

Education Department and analyzing reasons for

drop-out at GPLF and block level

2b. Preparing action plan for re-enrollment of drop

outs based on reasons identified (at GPLF and block

level)

3. Enhancing proactive

participation in Gram

Sabha’s

3a. Initiating Mahileyara Sabha at Village/ GP level

to prepare plans for addressing issues and concerns

of women to be presented to Panchayat.

4.PRI CBO

Convergence

(Expansion of Pilot

project, GPDP and

VPRP preparation)

1. Ensuring active

participation of CBOs

in GPDP preparation

2. Ensuring all SHG

members participate in

Gram Sabha’s regularly

and raise issues

concerning women

1a. Awareness creation of all stakeholders (PRI

members and CBOs and CRPs) on various schemes,

insurance and entitlements (like old age pension,

widow pension and persons with disability pension)

for convergence.

1b. Facilitation to include issues related to poverty

reduction, drinking water, nutrition, sanitation and

health in ward and gram sabhas and ensuring

inclusion of plans for the same in GPDP.

1c. Establish community-based tracking and

monitoring system at villages/GP level and develop

accountable mechanism to ensurethat above issues

are addressed as per plan in GPDP.

42

Gender Operational Strategy (GOS)

Introduction

Sanjeevini has gone beyond the Panchasutra and adopted the Dasa Sutra Strategy towards an

integrated Gender approach for holistic development of SHG members. Through this

approach, Sanjeevini aims to create awareness and encourage behavioral change among rural

women on Gender related issues. Sanjeevini aims to fulfill its targets with convergence and

partnership between the community institutions and the relevant line departments. These

Gender interventions are crucial as they address the underlying causes of perpetuation of

poverty and help reduce it by ensuring mainstream and efficient Food, Nutrition, Health and

Wash practices.

KSRLPS Sanjeevini supports the Women and Child Development Department and Health

Department through mobilizing the community for organizing events. Some of the activities

under Gender includes- Mother’s Meet participating via PoshanAbhiyan activities during

PoshanMaah , adolescent meetings, hand washing, CIF loan for toilet construction, Recipe

Demonstration, Promotion of Kitchen Garden, Promotion of millet production, organic

farming, nutritional value of curry leaf, papaya, pomegranate, coconut, vegetable, Quarterly

adolescent meetings at Anganwadi center’s for discussion on maternal & child issues,

Collaboration with SBM awareness camps on use of toilets, Drumstick saplings distribution

with support from Social Forest & Horticulture Department etc.

COVID related interventions by SHG women:

The SHGs of Karnataka, during the unprecedented corona virus outbreak produced many

personal protection equipment such as the protective face masks, reusable hospital gowns,

head gears, head masks, etc which were the need of the hour for the global scenario. Along

with these products, the SHGs of the state have manufactured and provided cleaning and

sanitation agents such as liquid sanitizers, vehicle fumigating liquids, vehicle sanitization by

the SHG members at affordable prices, phenyls and toilet cleaners and soaps etc.

With a total of 1881 SHGs shifting themselves into the face mask and reusable hospital gown

manufacturing units Karnataka had produced more than 33.6 Lakh face masks and 66155

face shields and head gears with Bangalore Urban district manufacturing the highest number

of masks (450000+) during the coronavirus crisis and helped the market supply needs to meet

the demand for the products. Apart from the sales of the personal protective equipment,

SHGs also provided 11869+ vulnerable households with dry rations and delivered 2306+

units of vegetables during the covid lockdown. 189924 community members were covered

under covid awareness programme.

Nutri- enterprise initiatives:

Apace with the manufacturing and distribution of the personal protective equipment the SHG

members have contributed vastly in the nutrition cycle of the state by taking up activities, like

43

production of nutrition rich foods such as chikki, poultry, millet-based malts, millet powders,

flours, nutritious snacks made with rice and millets, sprouts, eggs, ghee etc. Parallelly the

SHGs also took up the packaging and distribution of these nutrition rich food products and

many SHGs have made arrangement for the provision of the food products to schools and

anganwadis where the children, pregnant and lactating women will be provided with nutrition

rich food to ensure good health. Another important activity taken up by the SHGs of

Karnataka is the setting up and running of Milk cooperatives and federations as milk is one of

the richest sources of protein, and with convergence and linkup with other institutions like

Karnataka Milk Federation (KMF),the cooperatives act out as a nutrition source to many

schools and hostels as well as anganwadis with milk and milk products to some extent.

Gender Interventions in Karnataka:

In a hugely diverse country like India, there can be no “India Strategy” but “State-specific

strategy”. Gender equality is an issue of development effectiveness, not just a matter of

political correctness or kindness to women. New evidence demonstrates that when women

and men are relatively equal, economies tend to grow faster, the poor move more quickly out

of poverty, and the well-being of men, women, and children is enhanced. The need for a new

strategy arises both from the evidence that gender plays an important role in determining

economic growth, poverty reduction, and development effectiveness. The strategy

recommends working with civil society organizations, other governments department and

community based organizations to diagnose the gender-related barriers to and opportunities

for poverty reduction and sustainable development; and to then identify and support

appropriate actions to reduce these barriers and capitalize on the opportunities. Identifying

state specific issues with the help of stakeholders and creating a strategy makes it more

actionable. Currently the operational strategy for integrating gender in all aspects of

Sanjeevini is in process with initial rounds of training already completed to SMMU staff and

district level (in all interventions districts) staff as well as State Level Resource Persons.

Goal: “To reduce poverty through promoting inclusive development, by building a gender

just society where women enjoy equal rights and privileges, have access to entitlements, the

freedom to speech and live a life of dignity free from any form of violence and

discrimination.”

Objectives:

• To mainstream gender in framework, systems, institutions and processes of DAY –

NRLM.

• To promote inclusion of vulnerable and marginalized sections in the implementation

of gender-specific goals.

• To develop an understanding about the gendered roles and responsibilities of men and

women in society.

• To facilitate equal access and control over resources and in decision making processes

by women and men.

44

• To facilitate effective access to rights and entitlements and improvement in quality of

life

• To increase women’s mobility by advocating a safe environment for enhancing their

participation in all development processes.

Broad area of interventions:

1. Preventing early marriages

2. Ensuring quality education to all children

3. Prevention of violence against women including human trafficking

These broad areas of intervention cover all aspects the interventions districts have agreed to

address. District-wise interventions issues are mentioned in Annexure – I. For instance, it

addresses issues of child labor as an outcome of interventions (1) and (2) above. Similarly,

Devadasi and other cultural practices that cause violence against women will be subsumed

under point (3) above.

Strategies/Approach:

1. Utilization of experienced DPM/DM - Social Development in the districts who can

work with the knowledge of local specific issues and challenges

2. Preparation of gender plan and integrate it in annual action plan with budget in

participation with the staff and community.

3. Gender sensitization of the Sanjeevini staffs, trainers, community cadres and

community (SHG members, mostly) in a campaign mode that would lead to (apart

from sensitization per se) some steps towards gender policy of the Sanjeevini, may be

anti-sexual harassment committee and/or a grievance redressal committee at the

District and at the State level.

4. Gender Social Action involving mostly the CBOs (SHGs and their federations at

different levels) that would ultimately result into some corrective and collective action

in the field towards straightening the imbalances prevailing.

5. Target area: Sanjeevini identifies its target area as per the resources available. Seven

districts are identified on a pilot basis to start with the interventions and further to

gradually expand to other blocks/districts.

A. Preventing Early marriages

Strategy:

a. Enlisting support of line departments

Approaches and process:

• Address incidents related to domestic violence and child marriage along with the

Child Marriage Protection Office (CMPO) at District and Taluk level

45

• Advocacy with the state officials to circulate appropriate documents like circulars

among the concerned line department officials and NGOs

• Database of harassment/child marriage issues reported to the VO (WLF) and also

build database of women who faced domestic violence

• Database of legal aid, police services and moderation services available at VO (WLF)

and CLF (GPLF) level.

• Address and resolve the cases received by the Gender Forum/VO. If the case is not

resolved at Gender Forum/ VO (WLF) level, it needs to refer to CLF (GPLF) and

legal systems.

• Maintain a register at Gender Forum/ VO (WLF) level where all the cases

(harassment, domestic violence, etc.) will be recorded.

• Formation of adolescent boys and girls groups for-

a. Awareness generation on personal health and hygiene

b. Awareness generation on child rights and agencies from where they could

access justice

c. Promotion of higher education

d. Self-defense strategies

e. Issues related to early marriage

f. Life skill trainings

B. Ensuring quality education

In the area of education, Sanjeevini would largely focus on three components

1. Enrolment

2. Retention especially high female drop out from upper primary level

3. Absenteeism

Strategy:

1. Enrolment and Retention/Child Labour:

The enrolment and retention would also incorporate the issue of Child Labour in the

rural areas.

a. VRPE Drive in the identified villages and partnership with CSOs

2. Absenteeism

a. Addressing the issue behind students absenteeism, thus making for more

student friendly schools.

Approach:

I. SHGs to track the attendance and enrolment of children of their members.

46

II. If the members are not sending their children to school all others members would

motivate them.

III. The members of these SHGs would also take part in the school management

committee.

Time line:

1. Regularly from current quarter of the 2021-22.

Readiness factor:

Enrollment and retention:

1. Tracking register of the member’s children of 3 to 15 years of age group to be

maintained regarding attendance and enrolment.

2. WLF (VO) registers to have regular minutes of interaction on enrollment and

education issues.

Process:

Enrolment and retention:

1. Gender Point persons (GPPs) would track the enrolment and attendance of

children of members the SHG.

2. The list of the ‘out of school children’ would be shared in the Gram Sabha on

regular basis. Gram Sabha, in turn, would send the list to the BEO through BDO

for necessary action.

Institutional Mechanism:

1. Names of out of school children would be shared with the head of the department on

regular basis by WLF (VO) for necessary action and tracking.

2. Recruitment of Gender Point Persons (GPPs) in each SHG (one in each SHG) to ease

out and table gender related issues to be taken up at WLF (VO) level

3. A band of BRP/CRPs to be recruited and trained on all aspects of gender and

modalities of integrating it across all pillars of NRLM/KSRLPS (IBCB/FI/FNHW

etc.) who in turn would train members of Ward Level federations, GPPs and SHGs.

4. SRLM will work with Education Dept to address outputs as required.

Expected Output:

1. Enrolment would increase by 90% to 100% in the first and second year wherever

required/ applicable.

2. Drop Out rate would decrease by 20% in the first and second year wherever required/

applicable.

47

3. The incidence of child labour would reduce by 20% in the first and second year

wherever required/ applicable.

B. Prevention of Violence against women

There are several atrocities against women in the rural areas of Karnataka and the women’s

collective should work on all of them on which they feel like working. However, Sanjeevini,

on the basis of its own priorities may like to directly support women’s collective on some of

its fight against atrocities at the inception. These issues are:

a. Anti-Human Trafficking

b. Domestic violence

Strategies:

On some of the issues, Sanjeevini would like to work directly through its own human

resources while on other, Sanjeevini would like to support the ongoing work of different line

departments and CSOs through women collectives.

Approach:

a. Consultation workshops on issues like AHT, Domestic Violence, and child

marriage to develop strategies to address them.

b. Public hearing at Block, District and State level.

Key Activities:

1. Consultative meetings and wall paintings: with the help of WLF (VO) and SHG

Members, meetings can be held with line departments eliciting their support and

making people aware about the legal aspects of laws against child marriages,

domestic violence and human trafficking. Wall paintings can be done across villages

with the help of school going children and women.

2. Documentation of individual cases and case history of the survivors: the

facilitation team shall document the case history of each of the survivors so identified

in the process and prepare a personal file of each these survivors.

3. Individual profiling: The Facilitation team shall also fill up the individual profile of

all the survivors, so identified, in a format that will be developed for the purpose. The

format shall also contain information about the status of rights and entitlements of

these survivors including their family back ground, health profile, livelihood profile,

etc.

4. Training of survivors and supporters on Gender issues: Survivors shall be trained

and groomed as community resource persons on the gender issues and for scaling up

the campaign in the next phase to other parts of Karnataka.

48

5. Presentation of the cases at Block and District level workshops: Periodically (once

in a quarter), all the cases shall be presented in a block level workshop followed by

District level workshop to the district administration. The objective of the workshop

would be to

a. Take the police, judiciary and District administration into confidence

about the survivors and their case history.

b. The panelists of the workshops shall make some commitment regarding

following in time bound manner.

i. Providing legal justice to the survivors and ensuring restoration of their

rights and dignity.

ii. Provide protection to the survivors against possible actions by

perpetrators

iii. Ensure the restoration of rights and entitlements to the survivors as per

their eligibility.

iv. Initiating the filing of legal cases against persons responsible for

conspiracy against the survivors.

6. Presentation of Action Taken Report (ATR) at the state level:

Presentation of Action Taken Report (ATR) of the above commitment by the district

administration, DLSA and Police at the state to representative of SALSA, Principal

Secretaries of respective departments, and head of the police department under the

Chairmanship of MD Sanjeevini. In the state level workshop there would will also

presentation about policy level changes like

a. Networking and creation of wider forum

b. Re-activating the dedicated district level committee

c. Formulation of rules

d. Creation of shelter homes for the victims

e. Activating Helpline Number

Readiness Indicators:

a. State Advisory group to be formed taking representatives from various CSOs

and individuals to steer the drive against atrocities.

b. Public Domain to be created to upload the reports of public hearing.

Process:

a. Training of community cadres on various women related laws

b. Assisting CBOs in consultative meetings with representatives from line

departments, CSOs and villagers

c. Sanjeevini to collaborate with Line departments, PRI members, State Legal

services authorities, Police departments, etc for effective public hearing and

action.

49

Institutional Mechanism:

The major players would be following:

a. Sanjeevini: Sanjeevini shall be chief lead who shall steer the entire activities and

back them by providing essential financial provision. It shall commit for taking up the

activities to its entire working area with the help of Village Organizations and their

federations of higher order. Sanjeevini shall also identify and form a pool of resource

organizations (CSOs) who have the relevant experience in fulfilling the above

objectives.

b. Civil Society Organizations: A pool of the civil society organizations would be

created at the state level who have long standing experience of working on the issue

in the state. The pool, through its representation would form a state level resource

group who will formulate the roadmaps of the campaign, decide the content and

format for execution; identify CSOs to carry out the campaign in different parts of the

state, lead CSOs for different themes as per requirement, etc. The CSOs will bring in

their experience and skill in the campaign and will play active role in carrying out the

following activities;

a. Build up cases and provide support to the survivors to get justice through

DLSA

b. Preparation of training modules, IEC materials for training of the survivors

and identified supporters about such evil practices and prepare them as CRPs.

c. Preparation of the policy advocacy note to influence the policy makers.

c. Administration and Police: The district and block administration and police will

actively participate in the block, district and state level sharing workshop. After

hearing the individual case histories panel members consisting of administration,

police department, DLSA, JSLPS and civil societies would take decisions to:-

i. Provide necessary rights and entitlements to the victim for which s/he

is eligible

ii. Give order to provide legal justice to the survivors. It shall also take up

all the cases on fast track, with the help of DLSA and take strong

action against perpetrators to restore her dignity back in the society.

iii. Ensure the protection of survivors from any possible harm in future.

d. Legal Service Authorities at District and State level: DLSA and SLSA, shall

support Sanjeevini in providing legal trainings to survivors and identified supporters

at the village level. DLSA may also like to identify and groom some of them as Para

Legal Volunteers (PLV) and shall help Sanjeevini in establishing legal aid clinics at

suitable level in all the blocks.

Outcomes:

a. Reduction in child marriages supported by increase in school / college retention

b. Reduction in trafficking in persons

50

c. Reduction in instances of alcoholism and other related domestic violence

Local specific gender issues adopted by different districts:

Raichur Yadgir Koppla Mysuru Gadag Tumkuru UK

Child

marriage

Child

marriage

Child

marriage

Child

marriage

Girl Child

Education

–

enrollment,

Retention

& quality

of

education

Safe

Drinking

water

related

Quality

education

(Teacher’s

absenteeism)

Child labor

in

Agriculture

sector

Domestic

violence

Violence

against

women

Human

trafficking

Child

Labor

(Agri)

Domestic

violence

Domestic

violence

Girl child

Education

Alcoholism Child

malnutrition

Health &

sanitation

Domestic

violence

(Gender

Based

Violence)

Quality

child

education

Malnutrition

High

migration

Girl child

education

Girl child

enrolment

(high

migration)

Quality

education

Asset

creation in

the name of

women

Asset

creation in

name of

women

Health &

Sanitation

Cultural

practice –

Devadasi

system

Drinking

water issues

Migration

(to

Kodagu)

51

Food, Nutrition, Health & WASH (FNHW) Operational Strategy

KARNATAKA FNHW STATE OPERATIONAL GUIDELINES

The purpose of developing this Operational guidelines document is to guide the integration of

Food Nutrition Health and WASH (FNHW) interventions within the Karnataka SRLM. This

document has been prepared keeping in mind a timeline of 3 years along with a suggested

scale up strategy based on the learnings gathered during the 3 years.

Introduction

Context of KSRLPS to integrate FNHW: Sanjeevini since its inception has gone beyond the

Panchasutra and has adopted the

Dashasutra strategy in the year 2019

towards integrating FNHW (Food,

Nutrition, Health, and WASH)

interventions through its community

institutions in a more systematic

manner to improve health and

nutrition outcomes for holistic

development of SHG members.

Through this approach, Sanjeevini

aims to create awareness and

encourage behavioral change among

rural women on FNHW related

issues. Sanjeevini aims to fulfill its

targets with convergence and

partnership between the community institutions and the relevant line departments. These

FNHW interventions are crucial as they address the underlying causes of perpetuation of

poverty and help reduce it by ensuring mainstream and efficient Food, Nutrition, Health and

WASH practices.

1. Situational Analysis

Karnataka, though, had seen improvements in overall educational status of population,

availability of better health facilities, implementation of health schemes, institutional delivery

coverage, availability of drinking water source and sanitary facility, it is still marred with

several other health and nutrition related challenges that call for immediate action. There is

also a huge scope for improvement around infant and young child feeding practices

(breastfeeding and complementary feeding) and micronutrients supplementation.

Guided by the national strategy, the success of the

state operational strategy envisages itself on the key

pillars of

(i) System strengthening

(ii) Social behaviour change communication

(iii) Convergence

(iv) Women collective led livelihood ventures.

The strategy also attempts leveraging the support from

internal verticals of KSRLPS viz- Institution Building,

Capacity Building, Financial inclusion, Farm Livelihoods,

Nonfarm Livelihoods, Gender, Social Inclusion and

Convergence with other line departments DWCD,

Health and PRIs etc.

52

Key health, nutrition and sanitation indicators of Karnataka

(NFHS 4, 2015-16)

Key Indicators of Karnataka Karnataka India

Urban

(%)

Rural

(%)

Total

(%)

Total

(%)

Households using improved sanitation facility 77.3 42.6 57.8 48.4

Households with an improved drinking-water source 89.8 88.9 89.3 89.9

Maternity Care

Mothers who consumed iron folic acid for 100 days or more when

they were pregnant

46 44.6 45.2 30.3

Mothers who had at least 4 antenatal care visits 69.4 70.7 70.1 51.2

Mothers who had antenatal check-up in the first trimester 64.1 67.1 65.9 58.6

Mothers who had full antenatal care 34.8 31.4 32.8 21.0

Mothers who received financial assistance under

JananiSurakshaYojana (JSY) for births delivered in an institution

12.5 25.4 19.9 36.4

Delivery Care (for births in the 5 years before the survey)

Institutional births in public facility 50 68.8 61.2 78.9

Births in a private health facility delivered by caesarean section 41.3 39.1 40.3 40.9

Child Feeding Practices and Nutritional Status of Children

Children under age 3 years breastfed within one hour of birth 53.6 58.1 56.3 41.6

Children age 6-8 months receiving solid or semi-solid food and

breastmilk

52.4 42.8 46 42.7

Breastfeeding children age 6-23 months receiving an adequate diet 8.3 4.3 5.8 8.7

Non-breastfeeding children age 6-23 months receiving an adequate

diet

16.3 12.4 14.4 14.3

Total children age 6-23 months receiving an adequate diet 10.9 6.3 8.2 9.6

Children under 5 years who are stunted 32.6 38.5 36.2 38.4

Children under 5 years who are wasted 24.8 26.9 26.1 21.0

Children under 5 years who are severely wasted 9.7 11.0 10.5 7.5

Children under 5 years who are underweight 31.5 37.7 35.2 35.8

Anaemia among Children and Adults

Children age 6-59 months who are anaemic 57.2 63.4 60.9 58.6

Non-pregnant women age 15-49 years who are anaemic 43.1 46.1 44.8 53.2

Pregnant women age 15-49 years who are anaemic 39.6 48.7 45.4 50.4

All women age 15-49 years who are anaemic 43 46.2 44.8 53.1

Men age 15-49 years who are anaemic 18.1 18.3 18.2 22.7

53

Gaps identified based on secondary data (NFHS 4, 2015-16)

• For mother and child nutrition: Less intake of nutrient supplements, menstrual hygiene

and sanitization are some of the major issues in the state of Karnataka. Consumption of

nutritious rich food is very important for a woman's health. Adequate amounts of proteins,

fats, carbohydrates, vitamins and minerals are required for a

balanced diet in women. Deficiency of these essential nutrients

can lead to multiple diseases. Iron deficiency or otherwise

called as anaemia is one of the most commonly found vitamin

deficiency conditions found in women across the country.

Anaemia may have a detrimental effect on women and children

and can also cause maternal mortality, premature delivery, low

birth weight in children etc. Early identification of anemia can

prevent complications in pregnancy and delivery.

Malnourishment among children is also one of the pressing

issues found in the rural settings in Karnataka.

• For adolescent health and menstrual hygiene: The concept of

Menstruation in our country is associated with various myths

and restrictions leading to lack of awareness among adolescent

girls. Insufficient menstrual hygiene practices are the cause of

stress associated with menstruation and reproductive tract infections. Many adolescent girls

miss schools during menstruation. From the study conducted in the district of Tumkur

2019, it was found that lack of menstrual knowledge, poor access to sanitary products and a

non-facilitating school environment can make it difficult for girl children to attend school.

Menstrual hygiene education, accessibility to sanitary products, pain relief, and adequate

sanitary facilities and awareness on UTIs at school would improve the schooling-

experience of adolescent girls in India.

• For WASH related practices and behaviours: Many panchayats in Karnataka have been

declared as ODF Panchayats and as part of it many toilets have been constructed across the

state. But still some people, especially men, don’t use the toilet and practice open

defecation for various reasons that need to be worked upon. Gaps due to awareness

generation regarding usage of toilet and their importance for maintain hygiene is required.

Besides, handwashing, one of the important nutrition behaviour also needs to be

emphasized to prevent infection (has become even more important during COVID

pandemic) and resultant malnutrition.

2. Nutri enterprise initiatives: Goal

To improve food, nutrition, health and WASH behaviors by improving awareness and access

to related entitlements and creating an enabling environment through suitable system to

sustain the same.

3. Objectives

SHG women’s contribution during

COVID pandemic: The SHGs of

Karnataka, during the covid outbreak

producedpersonal protection

equipment, Face masks, reusable

hospital gowns, head gears, head

masks, etc. Along with these

products, the SHGs have

manufactured and provided cleaning

and sanitation agents such as liquid

sanitizers, vehicle fumigating liquids,

vehicle sanitization, phenyls, toilet

cleaners and soaps etc.

54

• To strengthenthe system to implement FNHW interventions

• To mobilize the communities to realize the FNHW entitlements. To improve

knowledge of SHG members and their household having pregnant women, lactating mothers,

adolescent children and children below 5 years about FNHW services and entitlements.

• To enhance the access to FNHW and various other verticals of livelihoods and

intervention programmes through convergence with various line departments

4. Clientele/Target Group

The FNHW strategy intends to reach out to all SHG households in select geographies.

Adopting 1000 days approach, the following beneficiaries will be focused for specific

interventions. Adolescent girls will be focused for menstrual hygiene related interventions and

all SHG households will uptake WASH related interventions.

• Pregnant women- maternal nutrition care, dietary diversity, micronutrient

supplementation and WASH

• Lactating mothers- maternal nutrition care, diet diversity, micronutrient

supplementation and WASH

• 0-6 months old infants- optimum feeding practices

• Young children between 6-24 months- optimum feeding practices including dietary

diversity

• Adolescent girls- Menstrual hygiene and supplementation of iron and folic acid and

awareness building

• All SHG households- Nutrition enhancement and WASH related interventions

• Referring and utilisation of the services of the NRC for identified Severely Anaemic

and Malnourished children.

55

5. Areas of Operation

The FNHW Programme is planned to be implemented in 3 NRETP, 2 Aspirational Districts

and 2 NRLM districts covering 17 taluks and 39 model CLFs/GPLFs.

Sl

N

o

Districts Taluks

Scheme

Year 1 Year 2 Year 3

No.

Of

Blo

cks

No

of

G

PL

Fs

No

of

WL

Fs

No of

SHG

s

No.

Of

Blo

cks

No of

GPL

Fs

No

of

WL

Fs

No of

SHG

s

No.

Of

Blo

cks

No

of

GP

LFs

No

of

WL

Fs

No of

SHG

s

1 Gadag Gadag,

Mundaragi

,

Naragund,

Ron and

Shirahatti

NRETP

5

15

59

629

5

25

98

1050

5

25

98

1050

2 Tumaku

ru

Chikanaya

kahalli,

Madhugiri

, Pavagada

and Shira

4

12

68

672

4

20

94

820

4

20

94

820

3 Uttara

Kannad

a

Ankola,

Joida,

Yellapur

and

Kumta

4

12

61

594

5

20

87

800

5

20

87

800

4 Yadgir Yadgir

AD

1 5 21 174 1 10 36 320 1 10 36 320

5 Raichur Raichur 1 5 22 177 1 25 102 960 1 25 102 960

6 Mysore HD Kote

NRLM

1 5 21 201 1 25 102 1095 1 25 102 1095

7 Koppal Koppal 1 5 34 338 1 20 90 890 1 20 90 890

8 Mandya Maddur,

Malavalli,

Srirangapa

ttana

0

0

0

0

0

0

0

0

3

15

55

745

9 Ramana

gara

Kanakapu

ra, Magadi

0 0 0 0 0 0 0 0 2 10 45 300

10 Chamar

ajanaga

ra

Kollegala,

Gundlupet

,

Chamrajn

agara

0

0

0

0

0

0

0

0

3

15

60

800

Total 17 59 286 2785 17 145 609 5935 25 185 769 7780

56

6. Focus Areas and Key

Strategies

Focus areas

Food • Linking with PDS

• Establishment of nutri-gardens

• Promotion of ethnic foods through awareness

generation and establishing enterprises

All SHG

households

Nutrition • Nutrition care during 1000 days focusing on

-exclusive breast feeding

-complementary feeding

-dietary diversification (focusing ethnic and local foods)

-Micronutrient supplementation

• Awareness generation on utilization of Nutrition

rehabilitation Centre (NRC) for already identified SAM

children and linking them with social security

schemesMobilization to VHSNDs for nutrition related

services

Pregnant women,

lactating mothers,

0-6 months old

children, 6-24

months old

children and 2-5

years old children

Health • Antenatal care and Institutional delivery

• Awareness generation and linking with services and

entitlements for maternal and child health (MathruPoorna

Scheme, JSY/JSSK/PMMVY/Ayushman Bharat and other

social security and insurance scheme etc.)

• Mobilization to VHSNDs for health-related services

Pregnant women,

lactating mothers

and children

below 5 years of

age

WASH • Menstrual hygiene

• Handwash

• Toilet use

• Household waste management

Adolescent girls

and women of

reproductive age

group, all SHG

households

6.1 Key strategies

Systems strengthening is required across levels so that the capacities are built and processes

are established to integrate FNHW. Following will be done in this regard:

• Formation of FNHW state management committee to coordinate tasks and review

progress

• Identification and capacity building for FNHW nodal persons across all administrative

levels (State/district/Taluk and SAC committee members at federation level) to orient them on

key focus areas and operational aspects of FNHW integration

• Creating a resource pool of trainers across all levels (SRP, DRP, CRP level) for

FNHW training/session roll out

57

• Introduce FNHW interventions to the SHG members and conduct orientation and

discussion in the monthly meetings.

• Promotion of Adolescent groups formation.

• Establish and strengthen reporting and monitoring mechanisms

Convergence- In order to have common understanding within and outside of DAY-NRLM on

the FNHW requirements and synergistic efforts following will be done.

i.Identify the areas of convergence

ii.Establish protocols for conducting regular convergence meetings with other verticals and line

departments- frequency, participation, schedule and activities to be discussed

Areas of Intra and Inter-departmental convergence

Focus

Area

Within DAY-NRLM With other departments

Food Farm livelihoods

Nutri-gardens for

cultivating and consuming

nutritious food products

Non-farm livelihoods

FNHW Enterprises

Department of Food, Civil Supplies and Consumer

affairs and Public Distribution

Public Distribution System (PDS)

For access to cereals, pulses and other food articles,

subsidize/free under Government programs

Fisheries Department

Coconut Board

Animal Husbandry

Department of Education

Ministry of Food Processing Industries

Mid-day meal scheme

MGNREGS and Department of

Agriculture/Horticulture

For establishing of nutri-gardens

Nutrition Department of Women and Child Development

Integrated Child Development Services

Growth monitoring of children

Take Home Rations

Anganwadi worker as behaviour change agent

Poshan Abhiyaan

supplementation for target beneficiaries

Health Financial Inclusion

Access to

Health/Life/Accident

Insurance

Institution

Building/Capacity

National Health Mission

Create interface between SHGs and Village Health

Nutrition and Sanitation Day Services

Anaemia Mukt Bharat for Iron

Increase access to health-related schemes and

entitlements

58

Building

Use of Vulnerability

Reduction Fund

Improve access to Insurance and Finance schemes –

Ayushman Bharat, PMMVY, PMAJY Health

Insurance

WASH Financial Inclusion

SHG members take bank

loans for WASH from

WLF/GPLF

MNREGA

Soak pits and Waste Management

Ministry of Jal Shakti

Swachh Bharat Mission

Toilet construction

Support for household waste management

Table- Schedule and plan for convergence mechanism

Level Undertaken by Participants Frequency

State SPM/FNHW Core

committee

State-level representatives from line

departments

Biannual

SPM/FNHW Core

committee

KSRLM vertical heads Quarterly

District District Program Manager District-level representatives from line

departments

Quarterly

Taluk Taluk Program Manager Taluk-level representatives from line

departments

Quarterly

GPLF SAC Supervisor and ANM Quarterly

WLF SAC AWW and ASHA Monthly

Behaviour change communication- To generate awareness about correct FNHW behaviours,

SHG communities will be sensitized on key FNHW aspects (as mentioned in the focus areas).

-A training package consisting of different modules covering key messages and information

will be developed/utilized to be disseminated among the SHGs.

-Resource persons across state/district/taluk/community level will be oriented/trained on the

FHNW related SBCC sessions. Ansuitable training implementation plan (SBCC session plan

+ cascade) will be prepared and appropriate digital tools (due to COVID 19 pandemic) will be

used to suit the requirement and feasibility. This will percolate further down to SHGs during

their regular monthly meetings in such a manner that one member in each SHG will be

sensitized on one session per month.

TRAINING PLAN

Training will comprise of 10 FNHW sessions (covering all the selected areas) to be conducted in 2 phases.

Phase1:5 sessions, Phase2:5 sessions

59

Figure: Training rollout plan

-The Social Action Committee (SAC) members at WLF will review the quality and progresses

of these sessions conducted at SHG level and score each SHG on predefined FNHW

indicators for quality assessment.

-SAC Committee at GPLF level will support CRP in monitoring and capacity building.

FNHW enterprise- Nutri-based enterprises have the potential to support livelihoods and

simultaneously confront nutritional needs directly and within the local contexts of primary

source of macro and micronutrients. This enables to establish a food system such that it

facilitates food availability closer to homes and provide communities, a variety of foods that

can meet multiple dietary and micronutrient requirements

District Taluk Choice of Enterprise

Gadag Gadag and

Shirahatti

4 Millet Products, Holige (Kind of sweet rich in protein)

Tumakur CN Halli

and Sira

4 Ragi Malt, Nipattu (Crispy snack), Chakulli (Crispy snack made

of rice flour and different types of dal)

Uttara

Kannada

Karwar and

Sirsi

4 Chikki (Peanut Barfi), Jowar, Urad Dal, Sandige (kind of snack

usually made of rice)

Yadgir Yadgir 2 Nipattu (Crispy snack), Chakulli (Crispy snack made of rice

flour and different types of dal)

Raichur Raichur 2 Cova, Karjikayi (Kind of sweet), Attaras, Puttarekalu (kind of

sweet)

Mysore H D Kote 2 Sandige (kind of snack usually made of rice), Ragi Products,

Nipattu (Crispy snack),

Koppal Koppal 2 Jowar, Vermicelli, Chakulli (Crispy snack made of rice flour and

different types of dal), Sandige (Small papads usually made of

rice)

Training of Master Trainers SRPs/DRPs/BRPs

FNHW session Roll out at SHG level

3 days (each phase)

2 days (each phase)

One session per month

Training of CRPs

60

7. Intervention plan

Focus area

covered

Key interventions Key indicators Level Key

Approach/

strategy

Food

Nutrition

Health

WASH

Develop FNHW plan at all

levels (WLF/GPLF/taluk)

Plan

developed at

all levels

WLF/

GPLF/

Taluk/

District/Stat

e

Convergenc

e and

planning

Food

Promotion of Kitchen

Gardens (Lemon, Papaya,

Drumsticks, Pomegranate,

Curry leaves, Coconuts,

Seeds of greens and

Vegetables) by the SHG

members and the

vulnerable people

(adolescent, newlyweds,

1000 days window

beneficiaries)

1. Numb

er of HH

having Agri-

Nutri garden

Household Convergenc

e with

WCD

Awareness generation on

local ethnic foods,

conventional home-based

food processing techniques

(sprouting, drying, pickling

etc).

1. Numb

er of SHGs

trained

2. Numb

er of SHG

members

attended

SHG Social and

Behavior

change

Communica

tion

Use of Vulnerability

Reduction Fund for

ensuring food security for

at-risk beneficiaries

(pregnant and lactating

mothers and children

below 2 years)

1. No. of

high-risk

beneficiaries

identified

and

supported.

WLF Convergenc

e with

WCD

Linking of SHG families

with PDS for availing

standard provision

Number of

beneficiaries

identified

and linked

WLF Convergenc

e with

department

of food and

public

distribution

Nutrition

Quarterly food

demonstration (community

1. No. of

demonstratio

WLF Food

demonstrati

61

events) on preparation and

usage of homemade

complementary foods in

collaboration with

Department of Women and

Child Development

n conducted

2. No. of

beneficiaries

(mothers of

6-23 months

old children)

participated

on and

convergenc

e with

Department

of Women

and Child

Developme

nt

Linking of target

beneficiaries of SHG

families with standard

provision of Take-Home

Ration (THR)- pregnant,

lactating, children 6

months to 3 years, children

3-6 years and adolescent

girls as per standard

norms.

Enterprise promotion and

establishment- Nutri

enterprise particularly

chikki production and ragi

products and sanitation-

based enterprises for

sanitary napkin production

Number of

beneficiaries

identified

and linked

1. No. of

nutri-based

enterprises

established

2. No. of

sanitation

-based

enterprise

s

establishe

d

WLF

GPLF

FNHW

enterprise

and

convergenc

e with

WCD

Health

Mobilization of SHG

target beneficiaries

(pregnant, lactating,

children 6 months to 3

years, children 3-6 years)

and adolescent girls to

VHSNDs for health and

nutrition related service

provisions- ANC, growth

monitoring and nutrition

counselling, immunization

and micronutrient

supplementation (Iron for

pregnant and lactating

mothers, children and non-

school going children and

adolescent girls, Calcium

1. Villag

e Health

Sanitation

and Nutrition

Dayorganize

d-Yes/No

2. Numb

er of target

beneficiaries

participated

WLF Community

mobilizatio

n and

convergenc

e Health

department

62

for pregnant and lactating

mothers, Vitamin A for

children

Participation of WLF SAC

committee during monthly

VHSND planning meeting

and VHSNDs to ensure

service provisions to SHG

beneficiaries

1. Meeti

ngs

conducted –

Yes/ No

2. Numb

er of

beneficiaries

identified

and

supported

3. Natur

e of support-

LH, Nutri

garden,

counselling

on utilization

of NRC any

other

4. SAC

participated

in VHSND

planning

meeting

WLF Convergenc

e with

health

department

and

community

monitoring

Mobilization of SHG

target beneficiaries to

community-based events

(Godbharai and

Annaprashan Day)

1. CBE

organized-

Yes/No

2. Numb

er of target

beneficiaries

participated

WLF Community

mobilizatio

n and

convergenc

e with

WCD

Linking with services and

entitlements for maternal

and child health

(JSY/JSSK/PMMVY/Ayus

hman Bharat and other

1. Numb

er of

beneficiaries

identified

and linked to

WLF Convergenc

e with

WCD

63

social security and

insurance scheme etc.)

different

services

Sensitizing adolescent girls

on basic reproductive

health and menstrual

hygiene

1. Number of

adolescents

trained

2. Numb

er of SHG

members

attended

WLF SBCC

Awareness generation of

SHG members on nutrition

care during 1000 days

focusing on dietary

diversification (focusing

ethnic and local food

items), exclusive breast

feeding, complementary

feeding, micronutrient

supplementation, antenatal

care, institutional delivery

1. Numb

er of SHGs

trained

2. Numb

er of SHG

members

attended

Topic of

session

discussed

SHG SBCC

Awareness generation of

SHG members on the

services and entitlements

covered by Ministry of

Health and Women and

Child Development and

use of NRC for already

identified SAM children.

1. Numb

er of SHGs

trained

2. Numb

er of SHG

members

attended

SHG SBCC

Organizing ‘Baby Show’

in GPLF office especially

for SHG members once in

a quarter and prize

distribution to healthy

babies by GPLFs

1. No. of

eligible baby

shows

organized

2. No. of

babies (of

SHG

members)

participat

ed

GPLF Reward/

Recognition

WASH Participation in POSHAN

Abhiyaan, Fit india and

Mission Jal Shakti etc.

Mission IndraDhanush

1. No. of

activities

organized

2. Total

WLF Convergenc

e with

WCD

64

8. Implementation Structure

8.1 Implementation structure from state to SHG level

State Level

• State Programme Manager SI &SD (1)

• Young Professional (1)

District Level

• District Programme Manager (1)

• District Manager (1)

Taluk Level

• Taluk Programme Manager (1)

• Cluster Supervisor (1)

Community level

GPLF Level

• Local Community Resource person (Gender & FNHW)

• Social Action Committee (consisting 5 members)

WLF Level

• Social Action Committee (consisting of 3 members)

SHG Level

• FNHW Point Person at SHG Level

8.2 Roles and responsibilities of each Staff/Cadre at different levels

State Mission Team

• Formation of FNHW core committee to review progress, identify challenges, suggest

solutions and facilitate the processes.

• Develop annual state level plans for FNHW Interventions.

• Release of necessary guidance and circulars to guide district and taluk level officials

• Identify FNHW nodal persons across levels and resource pool for training

participation

Awareness generation on ,

menstrual hygiene, use of

sanitary toilet, hand

washing and household

waste management

3. Numb

er of SHGs

trained

4. Numb

er of SHG

members

attended

SHG SBCC

State Mission Team

FNHW Point Person

SAC Committee

CRP + SAC Committee

Taluk Mission Team

District Mission Team

65

• Facilitate the implementation of the state operational strategy by the District and Taluk

Level Mission Units.

• Ensure all Staff are oriented on FNHW Interventions.

• Organize TOTs and sensitization trainings for staff across levels

• Develop a Pool of State Resource Persons for FNHW Interventions, and facilitate their

support to the Taluk Resource Persons.

• Develop/customize training material required for implementation

• Establish reporting and monitoring system with appropriate schedule and frequencies

of reporting and monitoring and develop standard formats to be used at different levels

• Review progress of FNHW integration activities

• Coordinate convergence meetings within SRLM vertical and other line departments

• Coordinate with National Mission Management Unit for FNHW related information

and requirements.

District Mission Team

• Contribute to development of Annual Plans for FNHW interventions

• Support Taluk Mission Team in the FNHW implementation

• Organize trainings for downward chain of staff

• Support State Mission Unit in establishment of reporting and monitoring system with

appropriate schedule and frequencies of reporting and monitoring at district, taluk and

below taluk level

• Coordinate convergence within District Mission Unit and other line departments

• Coordinate with SMMU for FNHW related information and requirements.

• Collate taluk level reports of interventions and report to the State level.

• Monitoring and review of FNHW implementation at district, taluk and federation level.

Taluk Mission Team

• Identification of CRP for FNHW rollout and facilitate training

• Facilitate the support to be provided by Taluk Resource Persons to GPLF Level and

WLF Level Social Action Committees.

• Strengthen the SAC at GPLF level

• Assist the GPLF Level and WLF Level Social Action Committee Members to engage

with the relevant Departments for realization of FNHW entitlements.

o Coordinate convergence within TMMU and other line departments

o Support in FNHW enterprise establishment

o Coordinate with SMMU for FNHW related information and requirements.

o Collate taluk level reports of interventions and report to the State Level.

• Monitoring and review of FNHW implementation at taluk and federation level

GPLF Level

• Form/activate the Social Action Committee

66

• The Social Action Committee must be trained on FNHW interventions by the taluk

Resource Persons

• Support Social Action Committee at WLF level in engaging with relevant departments

for service provisions and entitlement realizations

• Facilitate release of Vulnerability Reduction Fund to WLF for beneficiaries

• Monitor progress on FNHW interventions at WLF level

WLF Level

• Form/activate the Social Action Committee

• Members of the Social Action Committee are to be trained on FNHW interventions by

taluk resource persons, as per the state modules.

• Line listing of beneficiaries

• Members of the Social Action Committee must brief other members of the WLF and

develop a Vision and Action Plan for FNHW in their WLF for

▪ Rollout SBCC modules for awareness generation

▪ FNHW Entitlements to be realized, how they shall be realized, and a

time frame

▪ How members of the Social Action Committee will reach out to Self

Help Groups to promote behaviour change within a time frame.

• WLF should develop a Vulnerability Reduction Plan for FNHW &submit to the GPLF,

and taluk mission management unit must facilitate release of Vulnerability Reduction

Fund to Beneficiaries from GPLF.

8.3 Availability of resource pool dedicated for FNHW

Level Members Who and How many (specify details)

Resource Pool

State State Resource Person (SRP) 03

District District Resource Person (DRP) 02

Taluk Taluk Resource Person (TRP) 05

Community Community Resource Person

(CRP)

59

9. Monitoring, Learning and Evaluation

A robust Monitoring, Learning and Evaluation (MLE) system that will be in synch with

existing state MIS will be developed for assessing the progress of FNHW implementation in

the selected geographies to fulfil the following purposes

i) To monitor the FNHW activities for timely course corrections

ii) To evaluate the impact of interventions on key FNHW indicators

iii) To document and share best practices through a Learning Management System.

As FNHW integration strategy rests on the aspects related to system strengthening, SBCC,

convergence and establishment of FNHW enterprises, KSRLM proposes the following

67

indicators to be tracked to assess and review the progress. Karnataka SRLM will employ the

existing MoRD NRLM MIS to capture and monitor FNHW progress as the state specific MIS

system is under development. Any other information will be collected via google sheets etc as

required.

i.# of Taluk FNHW nodals oriented

ii.# of GPLFs initiated FNHW activities

iii.# of cadres whose capacity has been built

iv.# of WLF SAC members participated in VHSND planning meeting

v.# of WLF SAC members participated in VHSND

vi.# of SHGs conducted monthly meeting on FNHW sessions

The State Mission Team will analysis the data monthly and will provide customized

handholding to District and Taluk Mission Teams to ensure timely course corrections.

10.1 Review and monitoring

For ensuring quality of implementation of FNHW activities on a regular basis, the schedule of

the review meetings will be such that no overlap occurs across levels. The issues and

challenges will be discussed and appropriate action will be taken for necessary course

correction. FNHW progress will be reviewed and monitored at GPLF, taluk, and district level

on monthly basis and quarterly basis at state level.

Level Reviewed by Participants Frequency

State SPM District Program Manager, District Manager

(SISD), (District-level YP as applicable)

Quarterly

District District Program Manager,

District Manager (SISD)

Taluk Program Manager, Cluster Supervisor,

(Taluk-level YP as applicable)

Monthly

Taluk Taluk Program Manager Cluster Supervisor and GPLF SAC Monthly

GPLF Cluster Supervisor WLF SAC and FNHW Point Person Monthly

WLF WLF SAC FNHW point persons Monthly

o A simple review checklist coupled with key indicators will be developed to guide the

review process at all levels. The minutes of the review meeting will be captured and records of

discussion will be maintained.

o Scheduled monitoring will be done by Taluk and District officials to assess the

implementation of interventions with quality. A monitoring checklist will be used to undertake

the activity.

68

10. Timeline for Rollout

GANTT CHART

Activity Year 1 Year 2 Year 3

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Preparatory Activities

Identification of geographies

Situational analysis

Issuing state advisories/orders

Identification of State, district and taluk

resource persons

Development of BCC materials and BCC

plan

Develop M&E tools and micro plan for

capacity building and SBCC module rollout

Plan/mechanisms for convergence

Plan for FNHW enterprises

Implementation Activities

Capacity building of FNHW nodals across

levels

SBCC module roll-out

Community mobilization for VHSND and

CBEs

Identification and linking of beneficiaries

with services and entitlements

Nutri garden establishment

Setting up of FNHW enterprises

Reporting/monitoring mechanisms setup and

carried out

Review meeting

Convergence meeting

Review and Evaluation

Concurrent monitoring based on developed

tools

Learnings documentation and sharing

69

11. Short term detailed quarterly work plan for year 1 to kick

start the activities

1 Online Sensitization and

Orientation training to

SMMU, DMMU, Staff

in 7 pilot blocks

Integration of

FNHW

intervention

To coordinate with

DMMU and TMMU

Team

Jan

2021

NRP, In

charge YP,

State Team

2 SRP and DRP Training SRP and DRP

identification

completed

Online training

arrangements 2 days

for SRP and DRP

Feb

2021

NRP, State

Team &

DMMU

team

3 CRP’s training One CRP per

GPLF

identified

Arranged online

training CRP and

SAC committee

Feb &

March

NRM &

SRP’s

4 Resource modules

preparation Integration,

FNHW in SHG training

module

Draft

completed

Discussion with core

team

Jan

2021

Core Team

& with

NRP

guidance

5 Preparation of IEC

material (flip charts,

posters, Flex, Flip Hand

book

Collect

materials from

WCD, Health

Department &

NMMU

Draft The needs

according to the

activities

Jan &

Feb

2021

NRP, State

Team &

DMMU

Team

6 FNHW OPS- Finalised Partially

Completed

Online Discussion

meeting to finalise

Dec

2020

NRP &

State Team

7 Creating awareness &

building capacities of

SHG/federations

members on the

importance of health

PoshanAbhiyan

is on going

One meeting in a

month, will be

dedicated for FNHW

in SHG

Feb &

March

2021

DMMU&

TMMU

Team

8 Preparation of FNHW

plan monthly discussion

in (CLFs) GPLF’s

Not Initiated Ensuring all SHG’s

members- linked with

centrally sponsored

health Insurance

Scheme RSBy/

PMSBy. Every family

member has at least

one insurance.

March

2021

DMMU&

TMMU

Team

70

9 Convergence with other

departments-CBO’s

working in FNHW,

-establishing of sanitary

napkin centres

-Promotion of Kitchen

garden.

Discussion

initiated with

SHG’s

/Federation

level

1) For Napkin

Cluster, one block,

one federation will be

identified, arranged,

exposure and training

to members.

2) Promotion of

kitchen garden and

linkages of interested

members to

horticulture

Department.

March

& April

2021

DMMU&

TMMU

Team

10 Demonstration of

making immunity-based

food items and value

addition of local Foods

Selected SHG’s

& CLF office

bearers

Arrange online to

GPLF office bearer &

SHG member

March

& April

2021

NRM &

DMMU

Team

Social media campaign and awareness

Usage of social media for spreading the message and awareness on the importance of Food,

Nutrition, Health and WASH. It is planned to use social media platforms such as WhatsApp,

Twitter and Facebook to spread the awareness, campaign, display and share the progress and

success stories on these digital platforms.

12.References and Resource materials &Documentation and

dissemination plan

Documentation and learning management

State Mission Team will conduct regular dissemination workshops to celebrate and share best

practices with the other verticals and line departments as per feasibility (preferably annually).

The achievements and best practices of KSRLMs will be documented in the form of a report

on a yearly basis. A Young professional will be designated to document the same. A

repository of learning material will be maintained to enable sharing of FNHW activities/case

studies/qualitative studies/ audio-video recordings etc from KSRLM. (Monthly Magazine)

• KSRLM will regularly update the portals under various Abhiyaans like POSHAN

ABHIYAAN, FIT INDIA, JAN ANDOLAN etc.

• Convergence with concerned line departments for IEC and training materials. Support,

awareness and training material will be used, prepared by the Women and Child Development

Department, Health and Family Welfare and other line departments.

• List of resource materials developed/to be developed for implementation of the

interventions.

o Orientation package for sensitization of FNHW nodals across all levels

71

o SBCC package (guide/modules/flipbooks/handouts) for SHGs for awareness

generation on identified theme under FNHW + FNHW services and entitlements and for

adolescents for reproductive health and menstrual hygiene

o Recipe guide for Food demonstration

o Reporting and monitoring formats to be utilized at all levels

72

Chapter 4

Financial inclusion

Financial Inclusion (FI) is ensuring access to appropriate financial products and services at

an affordable cost to the poor. Under KSRLPS-Sanjeevini, this important component strives

to build easy access to credit and other critical finances to the poor households to enable them

by redeeming high cost debts, meeting their consumption needs and acquiring productive

assets for augmenting livelihoods through spreading awareness on financial literacy among

SHG members and also enroll eligible members under various government related insurance

products

In order to further accelerate and deepen financial inclusion among members, the mission

has decided for the Promotion of Digital Finance to expand availability of banking services

for SHG ecosystem. In line with this, the mission has taken the initiative to train and deploy

women SHG members as Business Correspondents (BC) to offer doorstep banking services

in rural areas to support SHG ecosystem by building access to financial services and

contributing to the effective financial inclusion of poor, along with dual authentication,

mapping of SHG and member accounts with regulators and technology service providers

(TSA) to identify other suitable digital financial technologies / platforms to further the

financial inclusion agenda.

SHG-Credit Linkage: The SHG - Bank Linkage Programme is the systematic steps to link

women Self Help Groups for delivering financial services to the poor in a sustainable

manner. Linking the SHG with the Bank is an essential prerequisite for promoting Financial

Inclusion. Also, SHGs should have access to repeat doses of Bank Credit to meet their

consumption and production requirement at affordable interest rates. Apart from providing

access to the Credit; Bank Linkage enables SHGs to utilize other services such as remittances

of Mission & other Govt Funds, insurance etc.

Interest Subvention

In order to make investments more viable, access to credit at the affordable rate of interest to

the rural poor SHGs is essential. The Honourable Finance Minister in the budget speech for

2013-14 introduced interest subvention scheme for rural women SHGs to avail loan upto Rs.3

Lakhs at 7% per Annum. Women SHGs who repay the loan in time / honour loan

commitments, get additional interest subvention of 3%. This scheme is being driven in 250

districts in the country by Govt. of India. These 250 districts are called category-I district. In

Karnataka, Bijpapur, Chamarajanagar, Chitradurga, Gulbarga, Tumkur, Mysore, Koppal and

Gadag fall under Category-I districts in which rural women SHGs are eligible for Interest

Subvention.

Remaining 22 districts of the Karnataka fall under category-II districts. Only NRLM

compliant rural poor women SHGs are eligible for interest subvention upto 5.5% and

additional 3% is also paid for prompt repaying groups taking the total interest subvention

level to 8.5% for promptly repaying SHGs.

Revolving Fund

73

Revolving Fund (RF) is an incentive to inculcate the habit of thrift and accumulate their own

funds towards meeting their credit needs in the long run and immediate consumption needs in

the short run. RF catalyzes the process of internal lending. Maximum amount permissible is

Rs 15000/- per SHG. RF adds to the corpus of SHG leading to entitlement of higher loan

amount from Banks.

Community Investment Fund (CIF)

Community Investment Fund (CIF) is a corpus and used for meeting the credit needs of

members of the Self Help Groups (SHGs). It is catalytic capital for improving the livelihoods

and quality of the poor communities. This may be supported further by leveraging finance

from commercial lending institutions.

Progress Report in 2020-21

Sl

No Component

Target Achievement as on

Dec,2020

% of

Achievement as

on Dec,2020

No of

SHGs

Amount

(Rs. in lakhs)

No of

SHGs

Amount

(Rs. in

lakhs)

No of

SHGs

Amount

(Rs. in

lakhs)

1 SHG Bank

Linkage 475980 1039147.36 549195 97858.77 100 % 91.33%

2

Community

Investment

Fund

15668 15668.30 8233 7397.25 52.5% 47.2%

3 Revolving

Fund 10000 1500.00 00 00 00 00

All the blocks are given User ID and password to ensure the timely entry of CIF, RF and

Start up Fund in NRLM portal. The Google Spreadsheet will be updated every month to track

the utilization of CIF.

National Rural Livelihood MissionProgress in 2020-21:

It is being implemented in Karnataka since 2014 in 31 districts - 226 blocks and 6012 Gram

Panchayats. As of Jan, 2021, the programme has successfully reached 4545 Gram Panchayats

in 176 blocks. The credit facility to the SHGs has grown steadily and on an average each

SHG availed itself Rs1.68 Lakhs credit during FY 2020-21. So far total of 9186 crore rupees

worth of SHG bank linkages has been done as against the plan of 10388 crores (88% of the

target achieved) in the FY 2020-21. Similarly, with CIF, Rs 74 crores has been provided to

8233SHGs, reaching a 77% of the target amount. Target v/s Achievement details are

provided in table below:

74

Plans for NRLM in 2021-22:

(a) Strategy for Bank Credit Linkage for all eligible SHGs:

In 2021-22, planning to reduce the interest rate @ 12 % per annum to all types of loan

(RF,CIF & bank loan) The cadre will be provide training to SHGs Book Keeper and its

members for reducing the rate of Interest at 12%.

Bank Credit Linkage with an average loan of Rs. 3.15 lakhs for fresh 50% SHGs. And for

who have availed loan in FY 2021-22, ie; 50% the existing eligible SHGs will be

provided an average loan of Rs. 2.5 lakhs (min) in addition to the existing loan. So, for

4,75,000 SHGs; Bank Credit Linkage will be Rs.15000 Crores considered for 2021-22

plan.

OD limit facility for the SHG member’s will be as per NMMU target.

Activities for 2021-22: Immediately upon receipt of target from NMMU; SHG Bank

linkage subcommittee meeting will be convened. The target will be allocated to all the

Banks during the month of May 2021 itself. The SHG Bank Linkage Subcommittees at

State level (SLBC), District level (DCC) & Block level (BLBC) shall be made active and

they will be advised to conduct monthly subcommittee meetings promptly on the pre

notified days to pursue maximum SHG Bank Linkage. The format of review has already

been circulated to all lead district managers.

KSRLPS will circulate the targets to ZP/GPLFs and dates of meetings to be held for the

whole year by March/April 2021. Accounts will be opened on a campaign mode with the

support of ward level federations and gram panchayat level federations by maintaining

good liaison with local Bankers.. This activity will commence during first week of May

Component

Target 2020-21 Achievement 2020-21 as on

Dec,20

No of

SHGs

Amount

(in lakhs)

No of

SHGs

Amount

(in lakhs)

SHG Bank Linkage 4,75,710 10,38,859.96 5,45,551 9,18,644.42

Revolving Fund 9191 1378.65 00 00

Community Investment

Fund

15668 15668.30 8233 7397.25

Members covered under

insurance scheme 100000 10138

Number of Branch

managers trained 3711 384

Number of SHG

members having own

Savings Bank account

100000

100000

75

2021 and it is intended to cover all the members of SHGs of age one month & above, in

all the NRLM Blocks /Districts.

Action plan to utilize full drawing power (DP) under loan sanctioned to SHGs: GP

and Ward level federations will be sensitized about sanctioned limit, drawing power and

they will be prevailed upon to fully utilize the drawing power/sanctioned limit. The

concerned DPM/TPM will also be sensitized in the matter. During GPLF meetings, SHGs

will be encouraged to avail the sanctioned credit limit fully for pursuing gainful livelihood

activities. The CRPs/MCRPs shall also be advised to prevail upon SHGs to make best use

of sanctioned limit/drawing limit to the fullest extent for gainfulactivity.

Awareness among members will be taken up in a big way by conducting financial

literacy programs covering all SHGs

(b) Positioning of Bank Sakhi (Sitting in Bank branches):KSRLPS may consider this in

future depending on Banks response in Karnataka

(c) Operationalizing Community Based Repayment Mechanism (CBRM)

mechanism in all eligible branches: The guidelines on CBRM were circulated

among the Bankers through SLBC and it is one of the agenda point in SHG

subcommittee meeting. So far, there is no progress in the issue. However, Policy has

been approved by SLBC steering committee. It will be pursued further to ensure that

CBRM will be set up at Bank Branches involved in SHG financing.

(d) Training of Banks Branch Managers: All Rural Bank Branch managers (SHG

Financing) should undergo training: quarterly/monthly basis for smooth functioning of

Credit Linkages. It is envisaged to train once again 3711 Branch Managers in 2021-22

(e) Expansion of One GP, One BC model, Dual authentication, SHG transaction

through BC etc. Access to Digital Finance services plays a crucial role in poverty

alleviation and inclusive growth. So far 2999 identified under Training for IIBF

Certification at RSETIs under "Mission One GP - One BC" Program. The annual

action plan of 2021-22 will focus further on Identification, Training and

Deployment of SHG members as Business Correspondent/ Digipay Sakhi for

remaining 2999 uncovered area to ensure all GPs in Karnataka are covered.

Activities / Strategy for 2021-22 SHG transaction/Door step Banking

Services/Promotion of Digital Transactions:

-Dual Authentication of CBOs

-Handholding and Support system to Deployed BC Sakhi/DigipaySakhi for

upscaling of Livelihood as self sustainable regular Income Model

-Tracking of Business Volume of BCs to ensure as per set parameter

(f) Implementation plan for Financial Literacy, Convergence of FLCC, Rollout of

Saksham application etc: All the intensive Districts & its Blocks will be covered under

Financial Literacy programme. 4 Master Trainers will be trained per district and in turn

these master trainers will provide FL training at block level (Min 8 per block) and these

trainers along with RSETIs will train SHG and its members under Financial Literacy

Programme. Activities & Strategy for 2021-22:

• Coordination between FLCC and FLCRPs for Financial Literacy

76

• One FLCC will be established per district

• Identification, Training of Master Trainers - Financial Literacy

• Identification, Training and Deployment of Financial Literacy Community

Resource Person's (FLCRPs) for training of SHGs on Financial Literacy

• Distribution of Tool-kit & module to trained FLCRPs (2 members) by RSETI

• FLCRPs will be training to the SHGs members (4-6 SHGs) in a day

• Training for adequate knowledge of Life, Accidental, Health Insurance & Old

Age Pension

(g) Insurance – Life & accidental – Strategy for Universal Coverage, All blocks to

have Claim Settlement System:

• Universal coverage is aimed and each GPLFs shall have one person as

BimaSakhi (only in NRETP districts) duly trained in the field of insurance.

For NRLM, existing cadres (FL CRP/BC Sakhi) will be trained and assigned

as Bhima Sakhi.

• Establishment of structured Claim Management System at every CLF level

through trained BimaSakhi (Exclusive in NRETP & in NRLM existing FL

CRP/BC Sakhi)

• Campaigning/Convergence for Social Security Schemes (Life, Accidental,

Health & Asset Insurance and Pension Schemes)

• Insurance Coverage of SHG Members under PMJJBY, PMSBY/any other

Life/Accidental Insurance Scheme

• Insurance Support Fund (ISF) Disbursements in NRETPs Model CLF – 339

CLFS have been considered for 2021-22

• Propose to enter into tie-up/MoU with reputed insurance companies including

LIC to promote the insurance products among the members of SHG and their

Livestock.

(h) Health Insurance Convergence with Aayushman Bharat/State specify Health

Insurance Scheme: As mentioned above; Universal coverage is aimed using existing

cadre trained as BimaSakhi through AYUSH Health card

(i) Pension- Strategy for coverage of 20% eligible members of enrollment strategy:

As mentioned above; Universal coverage is aimed using existing cadre trained as

BimaSakhiunder APY/any other government pension scheme

(j) Strategy for activity-based financing/enterprise financing/individual-linking

with Livelihoods & Income generation activities: Focus will be made on Asset

Creation and Income Generation Activities with support from Bank credit linkage

by SHG members. Maximum financial support shall be ensured for eligible and

shortlisted PEs/FPOs who are in the field of manufacturing/servicing industry as

micro & small enterprises. The existing micro enterprises consultants (MEC) will

also be utilized to identify budding enterprises, existing well established enterprises

and to handhold them till the venture is proved to be successful along with line

departments, Lead District Managers (LDM) and DDM of NABARD for promoting

enterprises among SHGs by creating awareness of utilizing existing credit schemes

such as term loan, working capital in the form of cash credit limits, MUDRA loan

scheme, START UP enterprises, MSME schemes.

77

In brief, proposed Targets /Annual Action Plan for NRLM in FY 2021-21:

S. No Indicators NRLM NRLM Budget

(Amount Rs in lakhs)

A SHG Bank Linkage As per NMMU

1 No. of SHGs credit linked 475000

2 Amount Disbursed (in Cr.) 15000

B Bank Sakhi (Positioned at bank branches) &

Community Based Repayment Mechanism (CBRM)

3 Total No.of Bank branches involved in financing of

SHGs (target for Bank Sakhi& CBRM)

3711

4 No.of Bank Sakhi Positioned N/A

(depending on Bank response may be considered in

future)

5 No.of branches where CBRM committees formed 3711

C Bank Managers Trainings

6 No.of Branch Managers trained 3327

D Bankers' Committee Meeting

7 No.of SLBC sub committee meetings held 4

E Financial Literacy (FL)

8 No. of FLCC using services of FL CRP 28

9 No. of new districts covered under FL initiatives 26

10 No. of new blocks covered under FL initiatives 206

11 No. of master trainers trained 104

12 No. of FL CRPs trained 1704 42.6

13 No. of FL CRPs provided training tool kit 1704 4.26

14 No. of FL CRP using Saksham application 1704

15 No. of SHGs trained on FL 37500

F BC Sakhi (SHG member working as BC)

16 No. of blocks under the intervention 213

17 No.of BC Sakhi placed 5802 87.03

18 No. of BCs with IIBF certifications 2983

19 No. of SHG members trained as BC pool 2996

20 Number of digital transactions estimated during the

year (in Lakhs)

181.908

21 Total value (amount) of digital transaction estimated

during the year ( in Lakhs)

272862

22 No. of SHGs brought on BC channel 135000

23 No. of VOs brought on BC channel N/A

24 No. of CLFs brought on BC channel 5776

G Insurance & Pension

25 No. of BimaSakhi placed 5947

26 No. of CLFs with claim management system 4184

27 No. of SHG members covered under life insurance

(PMJJBY/other)

447700 3.5

78

28 No. of SHG members covered under accidental

insurance (PMSBY/other)

447700

29 No. of SHG members/households covered under health

insurance (PM-JAY/state specific health insurance)

164942.2

30 No. of SHG members subscribed to Pension products

(APY/Other product)

164942.2

31 No. of CLFs availed Insurance Support Fund (ISF) 0

H Enterprise Financing

32 No. of districts covered under enterprise financing

efforts

28

33 No. of SHG members financed for setting up individual

enterprises (with SHG's internal funds)

164465

34 No. of SHG members financed for setting up individual

enterprises (through MUDRA)

16446.5

35 No. of Group enterprises financed 500

I OD limit facility for SHG members

36 No. of SHG members having individual OD limit facility

Total 137.39

NRLM Budget Components: AAP 2021-22

Annual Action

Plan

(Amount Rs. in

lakhs)

B1.2 Capacity Building Support

B1.2.1 Staff trainings, consultations, workshops, etc.

70.00

Rural Bank Branch Managers

Training cost Rs.70.00 lakhs (Rs.1750 for 4000 members)

B2.3 Financial Inclusion Initiatives

B2.3.1 Electronic, Mobile Bookkeeping 0.00

B2.3.2 Bank Mitra, Bima Mitra, etc.

144.89 Awareness programm for Digital

Finance Rs.87.42 lakhs (Rs.1500

per banner for 5828 GPLFs and Concerned Bank branches)

FLCRP & BHIMA Sakhi

training cost Rs.45.20 lakhs (Rs.1250 for 1808 members for

2 days)

Training Material Cost Rs.4.52 (Rs.250 for 1808 members)

Inusrance Claim Settlement

Rs.7.75 (Rs.500 per settlement for 1550 settlement)

B2.3.3 Financial Literacy and Credit Counseling 0.00 Considered in item No:B2.3.2

Sub Total 144.89

B2.4 Community Training and Capacity Building-Farm Livelihoods

79

B2.4.1 Training to community on farm Livelihoods

1032.54 Farm LH Sustainable agriculutre/ Agro Ecological

practices, training and capacity

building for organic farming, value chain and marketing,

capacity development and asset

creation under dairy farming( KsheeraSanjeevini) Rs 1032.54

lakhs

B2.4.2 CRP Development Cost 0.00

B2.4.3 Honorarium to Livelihoods CRPs

736.20 Farm LH Honorarium to

community cadres Rs 736.20 lakhs

B2.4.4 Technical Support Agency cost 160.00 Farm LH projects ad partnership

Rs 160.00 lakhs

B2.4.5 Promotion of Producers Groups 2321.35 Farm LH livelihood fund and

asset creation Rs 4321.35 lakhs

B2.4.6 Promotion of Producers Enterprise 0.00

B2.4.7 Promotion of organic clusters 0.00

Sub Total 4250.09

B - 2 Total 24446.24

B3 Community Investment Support

B3.1 Community Investment Support

B3.1.2 CIF to CLFs

2039.80 Capital & OD limit cost of BC

Sakhi Rs.2039.80 lakhs

(Rs.25,000 for Capital &Rs.10,000 for OD limit

totalling of Rs.35000 for 5828

members)

B4.2 Other Special Initiatives

B4.2.6 Special initiative support

2.13 For achieving target under Insurance & Pension (Rs.1000

per person for 213 blocks Excluding NRETP Blocks)

Sanjeevini - KSRLPS is practicing 7 pager MCP format for the disbursement of CIF as on date. One

pager MCP format will be adopted during 2021-22 as per the Model given below:

Annexure- 3.1

MCP at SHG Level

(SHG will submit to VO)

MCP Format

SHG Name- VO Name-

Village Name- Gram Panchayat-

Block Name- MCP Prepared as on-

SNo

. SHG Member Name

Purpose of

Loan

Total Loan

Amount

Required

(in Rs.)

Expected

Loan Amount

(CIF/Bank) (in

Rs.)

Priority/

Rotation

No. of

Instalmen

ts

Signature

of the

Members

1

2

3

4

5

6

80

7

8

9

10

11

12

13

14

15

Details of group level

activities

1

2

3

Any other needs: (Convergence, Vulnerability, Training etc.)

a.

b.

President/Leader-1 Secretary/Leader-2

Name- Name-

(signature) (signature)

Annexure- 3.2

MCP at VO Level (MCP Abstract Form)

(Consolidated at VO Level and may also be submitted to CLF)

MCP Format at VO Level (VO will submit to CLF)

VO Name- Village/GP Name-

CLF Name- Block Name-

Date of consolidation-

SNo. SHG Name

MCP

prepared

on

Proposed

Loan

Amount (in

Rs.)

Approval

status*-

Yes/No

Amount of

Loan from

VO (in Rs.)

Loan

amount

Request to

CLF (in Rs.)

81

Total

*VO EC will agree to approve the loan by raising their hand in EC meeting. Only approved

SHG Loan request will be considered to loan either from VO/CLF


a.

b.

President/Leader-1 Secretary/Leader-2 President/Leader-3

Name- Name- Name-

(signature & Seal) (signature & seal) (signature & seal)

Annexure- 3.3

MCP at CLF Level (MCP Abstract Form)

(consolidated at CLF level)

MCP Format at CLF Level (consolidated)

CLF Name Block Name-

Date of consolidation-

SNo. VO Name No. of SHGs

required loan

Proposed Loan

Amount (in Rs.)

Approval

status*-

Yes/No

Loan Amount

Approved (in

Rs.)

Total


a.

b.

President/Leader-1 Secretary/Leader-2 President/Leader-3

Name- Name- Name-

(signature & Seal) (signature & seal) (signature & seal)

82

Chapter 5

Farm Livelihoods

Farm livelihood situation in state

Karnataka is considered a miniature of India as it exhibits most of the features of India in

climate, soil types, rainfall, crops grown, and a variety of natural resources. It has ideal soil

and climate suited for raising different varieties of crops; tropical region, crops of temperate

region, humid and arid regions are grown in the State. Karnataka state is one of the leading

states in the country in plantation and garden crops. It is the largest producer of coffee in the

country. Tea, areca, coconut, cashew nut, cardamom, rubber, orange, and grapes are

important plantations and garden crops. Karnataka agriculture is one of the essential

attributes of the Karnataka economy. Its relief, soil conditions, and climate conditions jointly

contribute to growing crops. Agriculture is considered to be one of the main occupations for

the inhabitants of Karnataka.

Agriculture has occupied around 12.31 million hectares of land, which includes 64.6 % of the

total area. The main season for agriculture is monsoon as irrigation is done in 26.5 % of the

total cropped area. The agriculture system forms the backbone of economic development of

Karnataka. It contributes 37 % of the total State Domestic Product. Karnataka is well known

for vegetable and floriculture production and is a major silk-producing state in the country.

The fisheries sector in Karnataka is now emerging as one of the most important sectors in

allied agriculture activities in the state.

Agriculture in Karnataka is done over 3 seasons;

• Kharif Crops (April to September)–

In the Karnataka Kharif crops comprise millets, paddy, maize, groundnut, sugarcane,

red chillies, soya bean, cotton, rice, and turmeric. Karnataka state is one of the major

producers of rice among all other states in India. Rice is the major food crop and

sugarcane is the cash crop. Other cash crops sown in Karnataka apart from sugarcane

are cashew, cardamom, betel (areca) nut, and grapes. The north-western region of

Karnataka has black soil that supports cotton, oilseeds, and peanuts (groundnuts).

• Rabi Crops (October – December) –

The major Rabi crops of Karnataka are wheat, mustard, barley, sesame and peas. It is

popularly known as harvest in parts of Karnataka.

The cropping pattern of the region is influenced not only by Agro-climatic conditions like

rainfall, soil, and temperature, etc. but also by government policies and programmes for crop

production in the form of subsidies, tariffs and speed of infrastructure development.

Karnataka has high potential for its horticulture production and it ranks second in this aspect

83

in India. Karnataka farmers prefer cash Crops – Higher prices for cash crops have encouraged

farmers in Karnataka to grow Cotton, sugarcane, and tobacco.

Gaps observed in the Agriculture outreach in the state

Sl.

No.

Period Gaps

1

Pre-

cultivation

Period

1. Non-availability of seeds-quality and quantity, desired varieties and

at appropriate time

2. Non-availability of seeds for re sowing during monsoon failure

3. Manure-quality and quantity, affordability

2 Cultivation

period

1. Inputs for pest and disease control

2. Dependence on local pesticide dealers for technical inputs

3. Sporadic weather inputs for facing emergencies like outbreak of

pests and diseases and for timely harvesting

4. Labour shortage and high labour cost for Agriculture cultivation

activities

5. Power supply for irrigation

3 Post-

harvesting

1. Lack of Storage space and infrastructure

2. Lack of financial buffer to store the produce and selling to get

remunerative prices

3. Lack of infrastructure facilities for value addition

4 Marketing

1. Information on the right time to sell commodities to get

remunerative prices

2. Dependence on intermediaries to sell the produce and lack of

aggregation facilities and community institutions for aggregated

marketing

3. Market network for aggregated marketing

4. Credit burden which forces distress selling

5. Market preference hurdle to sell indigenous species and minor

millets

1. Current status -Farm livelihood vs Mobilization (number, %)

Sr

.

Particular Total in

the State

(SECC/

PIP)

Covered

under

NRLM

Intensive

strategy

Farm LH interventions %age

SRL

M-

AAP

MKSP

-AAP

Total

1 2 3 4 5 6 7=4 8=4*100/3

84

1 No. of District 30 30 30 5 30 100%

2 No. of Blocks 226 176 88 5 93 41.15%

3 No. of Villages 6012 4477 900 75 975 21.77%

4 No. of HHs

(lakhs)

28.66 23.78 0.75 0.19 0.948 4.122%

2.1 Five Years Plan (Geography, Households)

(geography, HH), cumulative (figures are in cumulative numbers)

Year

District

(number) Blocks (number)

Gram Panchayat

(number)

MK HHs

(in lakh no.)- direct

interventions

Int

.

Far

m

LH

Int

.

Far

m

LH

% Int.

Far

m

LH

% Int.

Far

m

LH

%

Projectio

n till

March

‘21

30 30 17

6 101

57.3

8

447

7 975

21.77

23.78 .948 3

FY 2021-

22 01 30

22

6 120

53.09

4977 1676 33.67 25 1.76 7

FY 2022-

23 30 30

22

6 150

66.3

7

6012

4012

66.7

3 27 3.26 12

FY 2023-

24 30 30

22

6 200 88.5

6012

5012

86.3

6

28.66

10.76

37.5

4

FY 2024-

25 30 30

22

6 226 100

601

2 6012 100

28.6

6

14.8

6

51.8

4

85

2.2 Five Years Plan (Year wise Outreach plan for Household)

Year Mobilizatio

n as shown

in the

above table

(col 10)

Direct

Interventions

(as planned

in table no.3)

Conver

gence

Partner

ship

Total Percentage

of total

mobilizatio

n

1 2 3 4 5 6=3+4+

5

7=6*100/2

till March ‘21 23.78 .948 .50 0 1.448 6.08

FY 2021-22 25.00 1.76 2.30 0 4.06 16.24

FY 2022-23 27.00 3.26 5.30 0 8.56 31.70

FY 2023-24 28.66 10.76 10.30 0 21.06 73.48

FY 2024-25 28.66 14.66 14.00 0 28.66 100

3 Progress and Plan (29 Major Farm Livelihood indicators)

Sr.

Indicator Till

March

2020

Plan

for

2020-

21

Achieved

till Dec

2020

Expected

till

March

2021

Plan

for

2021-

22

1 2 3 4 5 6 7

1 No. of MahilaKisans covered under

AEP interventions 75,000 57,500 34,500 5000 93275

2 No of MahilaKisan covered under

Livestock interventions 21,626 7,291 2,000 2000 10,000

3 No of MahilaKisan covered under

NTFP interventions 5,700 30,000 0 0 3,000

4 No of Blocks covered under AEP

interventions 29 88 46 42 176

5 No of Blocks covered under NTFP

interventions 19 75 0 0 75

86

6 No of Krishi Sakhis (Agriculture

CRP) 387 575 178 0 1361

7 No of PashuSakhis (Livestock CRP) 250 0 0 0 1361

8 No of Van Sakhis (NTFP/MS CRP) 0 30 0 0 100

9 No of Krishi Udyog Sakhi 0 0 0 0 2098

10 No of districts covered under farm

Livelihoods interventions 30 30 30 30 31

11 No of villages covered under farm

livelihoods interventions 1975 1725 1000 100 2294

12 No of Other type of CRPs 0 0 0 0 176

13 No of Custom Hiring Centres

established 0 288 14 10 101

14 No of Blocks covered under organic

farming 0 101 0 0 101

15 Areas covered under organic

farming (in acre) 0 14375 0 0 10100

16 No of Local Groups formed under

organic farming 0 2875 0 0 2020

17 No of Local Groups under organic

farming registered 0 1438 0 0 2020

18 No of MahilaKisan adopting at least

three essential AEP practices 19000 28750 20,000 4000 13615

19 No of HH having Agri nutri garden 12146 57500 35000 22500 13615

20 No of villages under organic

farming 0 1725 0 0 404

21 No of farmers covered under

Organic farming (in lakh) 0 25640 0 0 93275

22 No of Producer Groups promoted

under value chain interventions 49 575 108 50 4196

23 No of Producer Groups formalized

(Registered) 0 575 0 0 4196

24 No of MahilaKisans covered by

Producers Groups 0 11500 2160 0 93275

25 No of Produces Groups transacting

through digital platform. 0 0 0 0 2098

26 No of Large size Producer

Companies set up 0 3 0 0 6

27 No of MahilaKisan as shareholders

of Producer Companies 0 9000 0 0 12000

28

No of Producer Companies set up

under NRLM and strengthened with

quality professional support

5 3 0 0 2048

87

29

No of Organic vegetable retail

outlets opened helping farmers to

sell their produce

0 0 0 0 2048

Major Activities Planned for FY 2021-22

Sub-Component – 1

1. Sustainable Agriculture /Agro Ecological Practices

1.1 Sustainable agriculture includespopularisation of sustainable agro ecological

principles and practices for field crops and plantations through popularization of

non-pesticidal management in plant protection. It covers range of crops grown in

different project locations by SHG members. The focus has been to teach and

transfer scientific rationale behind each of interventions in soil, water regime

management, seed, pest management and storage practices. Training in farmers'

field school approach, on field demonstration of such set of Agro-ecological

practices have been introduced to reduce cost of cultivation, control over

resources, enhance productivity and increase production. By design training is on

generic lines instead of crop specific training or package of practices (PoP)

approach. More than two dozen field crops falling under cereals, pulses, oilseeds

and vegetables have been covered under AEP interventions. This effort has

improved household food security and household cash flow and recognition of

women as farmers in households and in the society at large. Further, it is

proposed to build higher order member owned institutions for value addition and

create market linkages for agriculture produce.

1.2 Custom Hiring Centre:

Farm mechanisation has been promoted to address the gap of timely availability

of tools and implements for farm operations. Custom Hiring Centres (CHC) has

been set up initially with small farm tools to address the issue and to reduce

womens drudgery from the Community Investment Fund (CIF). The CHC have

received support from Agricultural department in the form of grant and subsidy

support for heavy farm machineries like power tillers, tractors, reapers and many

such equipment. 101 CHC have been planned for the year 2021-22 in which 88

under SRLM-AAP and remaining 13 under NRETP.

1.3 Farmer Field School:

A farmer field school is a Group Extension Method based on adult education

techniques. It is a school without walls that teach necessary Agro-

ecology/1ivestock and management skills to Mahila Kisans in their farms.

Traditional top-down technology and information transfer systems may play

some role in agricultural development, but intensive capacity building is required

for creation of independent learned farmers. Thus, Farmer Field Schools represent

88

a significant step forward in agricultural education and extension. The main

agenda of the concept of FFS is to adequately address the farmers' learning needs

through adult learning techniques through participatory approach and

inclusiveness. FFS is a forum of a group of women farmers (MahilaKisan) at the

village level who get together to practice, study and share their experiences,

issuesand best practices to other members in the group. Typically, at an FFS, the

topics covered include whole gamut of issues from Agroecology (soil, seed,

water, and plant protection), organic agriculture, animal husbandry (general

management, feed management, health management and breed management)

advanced technologies used in agriculture, different support programs to improve

agricultural and animal husbandry productivity, availing agricultural and

livestock finances, marketing support among others. The method of extension in

FFS provides an opportunity for learning by doing and learning by sharing. It

teaches necessary agricultural and livestock management skills that make the

participating farmers, experts in their farms and eventually influencing larger

communities. A total of 1192 FFS is planned for FY 2021-22, 1023 in SRLM

AAP and remaining 169 under NRETP.

1.4 Community Resource Person:

We believe a community-led approach is essential in bringing about any real

transformation in the lives of MahilaKisans. Therefore, we aim to build a

strong knowledge base within the community by empowering interested

individuals as Community Resource Persons (CRPs) through intensive

training in sustainable agricultural practices and biodiversity conservation.

One of the most important reasons for this strategy is that by equipping them

with relevant exposure, technical skills and the necessary expertise, these

empowered MahilaKisans will be able to carry forward the message of

sustainable agriculture long after intervention stops. Once trained, CRPs often

form the first line of intervention, making up an essential link of the support

system we build for farmers. As members of the community themselves, who

understand the challenges of their fellow farmers and neighbours, they form a

strong link between Sanjeevini-KSRLPS and the women we reach out to,

thereby enabling fast mobilization of intervention activities. Their easy

understanding of local socio-cultural bonds also helps to establish ties amongst

the farmers themselves and unite them towards a common goal of promoting

sustainable agricultural practices.

89

Livelihood CRP Deployment under SRLM AAP

Name of

the cadre

Traine

d till

2020-21

since

inceptio

n

Deploye

d till

2020-21

since

inceptio

n

Plan

for

2021-

22

based

on the

village

s to be

covere

d.

Plan for CRP

training 2021-22

Plan for CRP

deployment 2021-22

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Krishi

Sakhi 387 387 1023 0 341 341 341 0 341 341 341

PashuSakh

i 250 250 1023 0 341 341 341 0 341 341 341

Van Sakhi 0 0 94 0 34 30 30 0 34 30 30

Udyog

Mitra 0 0 1854 0 618 618 618 0 618 618 618

MatsyaSak

hi 0 0 20 0 5 5 10 0 5 5 10

Any

Others 0 0 0 0 0 0 0 0 0 0 0

mCRP-

Agri 0 0 88 25 25 38 0 25 25 38 0

mCRP- LS 0 0 88 25 25 38 0 25 25 38 0

Total 637 637 4190 10

0

138

4

138

4

138

4

10

0

138

4

138

4

138

4

1.5 Seed Bank: The community seed bank is not just a store where seed is kept

for distribution or marketing or a sophisticated storage facility which has

temperature and humidity control. It is a system in the process of community

agriculture which includes village level facilities, a garden or field where

traditional varieties are safeguarded. Through this system, farmers have

played a key role in the creation, maintenance and promotion of crop genetic

diversity. With the help of traditional skills which they have developed over

centuries, they have been selecting crop varieties to meet their specific needs

such as quality, resistance to pests and pathogens, adaptation to soil, water

and climate etc. Under this system local farmers have established their own

seed networks to facilitate seed supply to their families and local markets.

90

For the FY 2021-22, it is planned to establish 101 seed banks, 88 in SRLM

AAP and remaining 13 under NRETP.

1.6 Non Pesticidal management: Non-pesticidal plant protection approach in

Sustainable agriculture additionally improves quality of food produced in

terms of taste and other phytosanitary indices. Promoting backyard

ruminants and non-ruminant practices has increased nutrition intake and

additional income to the households. In the year 2021-22, it is planned to

establish 632 NPM Shops, 511 in SRLM AAP and 121 NPM in NRETP

1.7 Agri Nutri Garden: To support supplemental food and nutrition in under

privileged families in rural areas, Sanjeevini-KSRLPS promotes Kitchen

garden/Agri Nutri garden to grow variety of short and long duration crops

and orchard plants for steady supply of greens, vegetables and fruits. The

main objective of this is to provide year-round supply of seasonal fruits and

vegetables to the small and marginal farmers. Sometimes also provides

additional income to the family. They can be developed on a small patch of

land with less technical input. They are cost effective, practical and

efficiently meet the balanced dietary requirements of the family. Various

design and models have been designed and developed in collaboration with

KVKs for different climatic regions. For FY 2021-22, it is planned to take up

13615 Agri nutri gardens, 10225 in SRLM AAP and 3390 in NRETP

Sub Component – 2

2. Organic Village Cluster

2.1 Development of Organic Village Clusters under DAY- NRLM

Organic farming is the method of crop and livestock production that involves much more

than choosing not to use pesticides, fertilizers, genetically modified organisms, antibiotics

and growth hormone.

In recent years, organic farming as a cultivation process is gaining increasing popularity.

Organically grown foods have become one of the best choices for both consumers and

farmers.

India's rank 8th in terms of World's Organic Agricultural land and 1st in terms of total

number of producers. Among all the states, Madhya Pradesh has covered the largest area

under organic certification followed by Rajasthan, Maharashtra, Gujarat, Karnataka, Odisha,

Sikkim and Uttar Pradesh.

2.2PGS-India (Participatory Guarantee System of India) is a quality assurance initiative

that is locally relevant, emphasizes the participation of stakeholders, including producers and

consumers and operates outside the frame of third-party certification. PGS India system is

based on a participatory approach, a shared vision, transparency and trust. In addition, it gives

the PGS movement a National recognition and institutional structure.

91

2.3 Organic village clusters:

20-25 farmers would form local groups at village level and one cluster would be formed by

covering 5-7 villages. Nearly 8500 ha area would be brought under the PGS organic program.

Plans are to cover 176 blocks, 202 clusters and 404 villages under organic farming during this

financial year. Out of 404 clusters, 176 clusters would be covered in SRLM AAP program

and balance 52 clusters would be in NRETP program.

2.4 Activities under organic village clusters are as given for year 2021-22:

Placing qualified staff at state level, district level and block level areas.

Baseline survey to identify the potential organic village clusters.

Collaboration with other line departments for convergence with existing schemes like

Paramparagat Krishi Vikas Yojana (PKVY).

Selection of technical support agency (TSA) for organic farming & certification.

Identification of Krishi sakhi, Vana sakhi, Pashusakhi, DEO & Master trainers.

Training and capacity building to project staff and CRPs.

Arrange infrastructure facility at cluster level (computer, printer and net facility).

Identification of farmers and local group formation (60 % of the planned target in Ist& 2nd

Qtr& 40 % in 3rd & 4th Qtr).

Conduct awareness program on organic farming to farmers (60 % of the planned target in

Ist& 2nd Qtr& 40 % in 3rd & 4th Qtr).

Collect KYC documents from farmers and upload the farmers and farm details in PGS portal

(60 % farmers details)

2.5 Organic Village cluster under SRLM AAP

Indicators Achievement

till March

2020

Target

2020-21

SRLM

Achievement

till Dec 2020

against the

target

Additional

target for

2021-22

No. of blocks covered for

organic cluster

0 88 0 88

No of villages under

organic clusters

0 1725 750 352

No. of Organic Village

clusters

0 288 50 176

No of Local Groups formed 0 2875 0 1760

92

No. of MahilaKisan

mobilized into LG formed

0 28750 0 17600

No of Local Groups

registered

0 1437 184 1760

No of MahilaKisan as

members of registered

Local Group

0 14375 0 17600

No of Scope Certificates

generated

0 7188 0 17600

2.6 Training and capacity building under organic farming practices. Details shown in

Annexure 1 of sub component Sl.no 5.2

2.7 Training and capacity building under Organic Farming Practices. Details shown in

Annexure 2 of sub component of Sl.no 5.2

Sub Component- 3

3. Livestock

Livestock is another important subcomponent of Farm livelihood intervention that strongly

complements Sustainable Agriculture where, the focus is on better management of livestock

including ruminants (dairy, goatry, piggery) and non-ruminants (backyard poultry, duckery)

through proper housing, improved feeding practices through balanced and supplementary

feeding, preventive animal health care facilities like deworming and vaccination. All these

services are made available at door step through the community cadre of PashuSakhi. The

objective of this intervention is to reduce mortality and morbidity, better body weight gain of

livestock and all these with well-established market linkages ensure better returns to the

women and income round the year. Sanjeevini-KSRLPS is collaborating with institution like

Karnataka Milk Federation (KMF), Department of Sheep and Wool Corporation, Department

of Animal Husbandry and Veterinary sciences for providing technical support and capacity

building of our targeted households.

KsheeraSanjeevini- an exclusive MoU signed with KMF for developing 150 existing women

dairy cooperatives and societies, 300 women dairy producer groups covering 6000

households for the FY 2021-22

Sub Component 4

4. Non-Timber Forest Produce (NTFP)

Non-Timber Forest Produce (NTFP) has tremendous potential to increase source of earnings

of marginalised tribal community especially during the lean months. Activities like collection

of NTFP are traditional occupations though production of all these has declined due to lack of

scientific knowledge, lack of credit, and market imperfection. These bottlenecks have been

addressed in targeted households with interventions on trainings on scientific processing,

storing, packaging, branding and marketing. Sanjeevini-KSRLPS has partnered with ITDP,

93

TRIFED and similar agencies to introduce improved packaging of practices and developing

“Van Sakhi' as community cadre for sustainability. Under VDVK Program, 19 VDVKs

weresetup during 2020-21.For the FY 2021-22, 100 VDVKs are proposed to support 30,000

households in Karnataka.

Sub component -5

5. Integrated Farming Cluster

To enable rural poor to have multiple sustainable livelihoods, an impetus will be brought on

promotion of sustainable livelihoods through Cluster based Integrated Farming approach

where a cluster comprising of 5-7 adjoining villages covering about 300-350 households, will

be developed in the existing intervention areas on the principles of identifying opportunities

for (i) improving, (ii) intensifying, (iii) expanding and (iv) integrating the existing crop (field

crops, horticulture, plantation etc.), livestock (dairy, piggery, goat rearing, poultry, duck etc.),

apiculture and various NTFP based livelihoods which complement each other. The

interventions will not only be aiming at cost reduction, risk mitigation, improved production,

productivity sustenance or enhancing the carrying capacity of ecosystem but focus will also

be on interventions beyond production that includes farm gate value addition, local level

secondary value addition and collective marketing of potential commodities and their value-

added products through livelihood institution promotion. A strong market linked production

and processing approach will be the hallmark of each cluster. Here, the emphasis will be on

building a strong handholding and support architecture with domain specific CRPs at village

level supported by a senior CRP at cluster level and a block level SRLM staff as anchor.

Integrated farming clusters logically would include many more activities that a family

practice- “Expanding Family livelihood horizon” and developing local ecosystem support for

households in cluster approach. Households would have option to choose different

livelihoods as per resource base and specific modules. The integrated farming approach

would largely benefit poor with a systematic effort to upgrade the natural resource base, land

/soil, water, plantation/forest and with establishment of strong market system. A total of 45(6-

SRLM AAP and 39 NRETP) clusters are proposed under IFC for FY 2021-22.

5.1 SRLM-AAP

Indicators Target

2020-21

Expected till March

2021 against the target

Additional

target for 2021-

22

No. of IFC Clusters proposal to

be submitted

0 0 6

No. of HHs to be covered 0 0 1120

No. of villages 0 N/A 18

No. of blocks

2

No. of districts

2

94

Sub-component-6

6.1 Value Chain development and marketing

6.2 Promotion of new PE under Farm value Chain (SRLM AAP) FY 2021-22

Producers

Enterprise

Name of the

commodity(ies)

Name of

Districts

Name of the

Blocks

Number of

households

-to be

covered

Estimated

budget

requirement

(Lakh INR)

Expected

annual

turnover of

the PE (lakh

INR)

PE 1 Agri/ Fishery Uttar

Kannada

Kumta,

Yellapura,

Joida

200 500 500

PE 2 Agri/ Horti Koppal Koppal, T

gangavathi,

Khsutagi

200 500 500

PE 3 Agri/ Horti Mysore T.Narsinpur,

Honsur,

HD Kote

200 500 500

Sub component- 7

Convergence with other Departments

Inclusive and integrated farming ecosystem would require leveraging resources, both

knowledge and financial, from different sources. Convergence with MGNREGA, Ministry of

Agriculture, Ministry of Animal Husbandry and Fisheries, different missions

(Horticulture/Apiary etc.), Ministry of Food Processing among others need to be explored.

There are 32 different government departments which offer different support and services in

rural livelihood landscape. Over the years as per demand DAY-NRLM (Farm Livelihood)

has developed partnership with a large number of technical support agencies and CSOs.

Towards this direction, convergence efforts have been initiated with DAC&FW, DAHD,

TRIFED and MGNREGA. Some of the concrete outcomes of these collaborations have been

the setting up of Custom Hiring Centres (CHC) by SHGs in many places with support from

Agriculture department.Instructions issued to states by DAC & FW to utilize the services of

Krishi Sakhi, participation of SHG women in PM Van Dhan Yojana (PMVDY) under

TRIFED, etc are among others.

95

Scope of Convergence:

7.1 MGNREGA: Almost all livelihood assets including individual livelihood assets

for the SHG women can be created through MGNREGS. All the SHG members

are already participating in the Gram Sabha without fail due to continuous

facilitation taken up by Sanjeevini-KSRLPS. Creation / strengthening of

individual livelihood asset base of SHG women is also done under MGNREGS

which may include Farm pond, all Animal sheds, poultry shed, Compost pits,

Agri-nutrition garden, Land development / terracing etc. Through MGNREGS,

creation / improvement of common village infrastructure is also taken up, for

example, sheds for CHCs/Tool banks, warehouse for PG/PCs, sheds for Milk

collection centres, storage units for Tasar intervention, plantations etc.

7.2 Department of Agriculture: Department of Agriculture has set an ambitious goal

of 'doubling Farmers Income' and launched various programs to achieve this goal

by addressing production and productivity challenges as well as to ensure market

access to farmers to get remunerative prices for the farmers. There is a strong

complementarity between the programs of Department of Agriculture and

Sanjeevini-KSRLPS and a big opportunity to leverage on eachother’s strength by

developing a comprehensive and convergent approach to address rural poverty.

Multiple schemes under department of agriculture like Horticulture mission, FPO

promotion, Organic Farming, PKVY etc can support our SHGs in doubling their

income. Already Krishi VigynanKendras are playing pivotal role in training and

capacity building of our MahilaKisans.

7.3 Animal Husbandry and Veterinary Department: Department has launched

several schemes to support the livestock sector with primary objectives to reduce

animal mortality, breed improvement, animal productivity, fodder management,

etc. Even with a large number of veterinary doctors and paraprofessionals

engaged, the task taken up by AHVD is very challenging especially when the

positioning of qualified veterinary doctors is not adequate. Community Resource

Persons (CRP) PashuSakhi’s can be developed to support the SHG members.

Collaboration with Department of Sheep and Wool, Department of Fisheries,

Poultry Development, Department of Sericulture,etc can be done to leverage their

technical knowledge.

7.4 Department of Tribal Development: Pradhan Mantri Van Dhan Yojana

(PMVDY): PMVDY is implemented by Tribal Cooperative Marketing

Development Federation of India (TRIFED) under the Ministry of Tribal Affairs,

Government of India. Main objective is training and capacity building of Minor

Forest Produce (MFP) gatherers and encouraging their participation by organizing

them around FPOs to improve their bargaining power. MahilaKisans involved in

NTFP are benefitted through the scheme. The scheme also covers NTFP storage

and processing infrastructure. 19 Van Dhan Vikas Kendra have been promoted by

Sanjeevini-KSRLPS in collaboration with TRIFEDduring 2020-21

.

96

7.5 Plan for HH to cover in the FY 2021-22 under Convergence

MGNREGA Ministry of

Agriculture

DAHD MOTA Ministry of Food

Processing

1 2 3 4 5

50,000 50,000 45,000 30,000 5,000

Strategies planned for overcoming constraints FY 2021-22:

The Annual Action Plans to be developed by every state for farm livelihoods interventions

need to focus on three core areas of interventions – productivity and production enhancement

through promotion of sustainable practices in Agriculture, Livestock and NTFP based

livelihoods; organic certification and value chain initiatives.

The strategies would be built in the context of SRLMs having already initiated such

interventions under MKSP and also under AAP and as NRLM is more than 8 years old a

strategy is essential to reach out to every SHG household with livelihoods interventions in a

time bound manner.

8.1 Agriculture

• Intensive training and capacity building to the target farming communities

• Development of community cadres as resource persons for providing critical and timely

inputs to the farming communities as and when required

• Convergence with the Agriculture and ATMA training units for providing technical

inputs

• Leverage subsidy support from the Government sponsored schemes to the target groups

• Promotion of sustainable agricultural practices and new technology for better crop yield

and net income of the farmer

• Promotion of agriculture cultivation cost reduction methods

• Promotion of drudgery reduction equipment for the benefit of both men and women

involved in the agriculture cultivation in collaboration with the Agriculture department

and other technical agencies

• Promotion of community-based organizations like producer groups, producer

organizations to create a forum for the farming communities to bring cohesiveness and

leverage support from peer farmers and other services

• Promotion of custom hiring centre with all the required infrastructure and equipment to

provide equipment support on rental basis to the target group members on nominal

charges

• Promotion of value addition to the Agriculture produce in selected pockets of the farm

target districts in collaboration with the technical agencies and CBOs

97

• Establish network for better marketing of the agriculture produce through the CBOs that

are formed as part of the farm interventions with growth rate of 4.5 percent per annum

with participation of northern rainfed regions and sustaining the growth.

8.2 Horticulture

• Promotion of Horticulture based interventions in selected areas of the target districts (dry

land horticultural crops)


inputs to the farming communities as and when required

• Training and capacity building to targeted farming communities

• Promotion of Eco-friendly cultivation practices

• Convergence with the Horticulture departments for technical inputs and marketing of

the Horticulture products through HOPCOMS

• Leverage support from the National Horticulture mission for the target group members

• Promotion of value addition of the Horticulture products through branding and tie up

with technical and marketing agencies.

• Transforming Karnataka as a major State in horticultural development of the country.

8.3 Animal Husbandry

• Intensive training and capacity building to the targeted group members on the

Livestock care and management

• Convergence with the Animal Husbandry department, KMF and other agencies for

technical inputs, extension services and breed improvement

• Development of community cadres like pashusakhi /pashumitra for providing regular

services and inputs to community involved in livestock rearing

• Promotion of best feeding practices and hygiene of livestock for increased milk

production

• Promotion of risk mitigation measures like Livestock insurance

• Promotion of value addition of the milk products in selected areas in coordination with

technical agencies, KMF and Animal Husbandry department

• Tie up with the Corporate social responsibility programs of the corporate companies

and PPP (public private partnership) to leverage assistance for seed capital support and

marketing services

• Promotion of ethno veterinary practices through the community cadres and reduction

of the Livestock mortality.

• Increased production, value addition and health aspects.

8.4 Fisheries

• Training and capacity building among the poor and vulnerable fishing communities

especially women

98

• Convergence with the Fisheries department for technical support and leverage of

subsidy of different schemes implemented for the marginalized fishing communities

• Promotion of community cadres as resource person for providing inputs on fish

processing, safe storage and marketing

• Establish systems at community level to ensure marginalized fisherwomen get credit

assistance for carrying out fish vending and other allied activities

• Leverage support from Fisheries department for provision of infrastructure and

equipment like ice box, motors, fish drying yard, fishing nets,etc on subsidy

• Promotion of risk coverage of the fishing communities (insurance, asset insurance, etc)

in collaboration with Fisheries department, Insurance agencies, etc

• Promotion of custom hiring center with all the required infrastructure and equipment to

provide equipment support on rental basis to the members on a nominal charge

8.5 Non-Timber Forest Produce (NTFP)

• Intensive training and capacity building of the tribal targeted communities


inputs to the tribal communities on Non timber forest produce, its usage, processing

procedure, storage, etc., as and when required

• Convergence with the Tribal welfare Department, TRIFED and Mysore Local Area

Marketing and producers Societies (LAMPS) (coordinating private agency) for providing

inputs on different schemes, credit linkage and other allied services

• Leverage subsidy support from the Government sponsored schemes to the targeted tribal

groups

• Promotion of weekly markets in nearby by tribal village towns to create awareness among

other communities on tribal products and its benefits

• Promotion of community-based institutions at village and cluster level for coordinating

with tribal communities, provision of required training and capacity building, tribal

product aggregation, assistance for processing, tribal product packing and branding

including marketing.

• Promotion of a customized Insurance product in coordination with Tribal welfare,

Insurance agencies/IRDA for the Tribal communities considering their risks and

vulnerability.

8.6 Marketing

• Establish tie up with key marketing agencies in farm, livestock, fisheries and other allied

sectors in coordination with respective Government Line departments

• Deployment of experienced marketing professionals to provide technical and other

required support to the staff and other stakeholders at State, District, Block and

community levels

• Involvement of Corporates (like Reliance, Infosys, Wipro, Big basket, Mind Tree, etc) in

establishing a unique brand for the farm, horticulture, and other products to enable

Sanjeevini - KSRLPS target group adequate recognition, publicity and demand for the

99

produce

• Promotion of CBOs (especially producer company/organizations in each of the target

districts that focuses only on the quality control of the products and marketing

• Promotion of newsletter on bi monthly basis with all information on farm interventions,

products and its circulation among Government counterparts, corporate companies,

marketing agencies and other stakeholders who can support the target group members and

Sanjeevini – KSRLPS in creating better marketing environment and getting remunerative

prices for the target group.

8.7 Major activities planned under each sub component

S.no Activity Strategies to be adopted

1 Human Resource Dedicated HR will be deployed at all levels and required training

and exposure visit will be taken up.

2 Livelihood CRP ➢ Required number of farm livelihood CRPs will be

selected and deployed after training.

➢ Each GPLF will have Krishi Sakhi and PashuSakhi in the

first year where ever required. Van Sakhi and

MatsyaSakhi will be trained and deployed.

3 TSA Support ➢ For effective implementation of Value Chain and

marketing and Organic village clusters, technical support

agencies will be taken on board.

4 Organic Village

Cluster

➢ TSA will be appointed.

➢ 50% of LGs will be registered under PGS.

➢ 50% of MahilaKisans will be registered under Local

Groups.

➢ 25% of the MahilaKisans will get green certificate.

➢ Organic input shops will be established in each cluster

for their sustainability.

➢ NRP, SRP, KVK, DOA and RC will be utilized for the

training.

➢ Convergence with PKVY, ATMA and MGNREGA etc.

5 Integrated Farming

Cluster

➢ Required dedicated staff at block and cluster level will be

trained and deployed.

➢ Identification of IFC will be done with the support of

KVK, DOA, DOH, DOAH etc.

➢ The services of NRP, SRPs and KVK will be utilized for

training and capacity building of the farmers.

➢ Convergence with agriculture and allied departments.

➢ Proposals will be developed by utilizing the services of

NRP, SRP and consultants.

➢ Required training will be provided to farm livelihood

CRPs for effective implementation.

100

6 Value Chain and

Marketing

➢ TSA will be engaged for preparation of the proposals.

➢ Dedicated staff will be deployed at all levels.

➢ Partnership with Dept of Horticulture,Animal husbandry,

and leading NGOs.

➢ Engage NRP, SRP and KVK for technical support.

➢ Exposure visits to FPOs for all the staff.

➢ CRP and PG trainings will be done through SRPs.

➢ All the PDs , DPMs, DMs, TPMs and BTM, CTMs will

be trained on PG and PE formation and operations.

The action plan under farm livelihoods will be divided into four different but interdependent

plans:

A. State level

B. Block level

C. Village level

D. Households level

All the interventions are interlinked and intermingled with each other and the key result area

of one level depends on another.

The planning exercise will begin at state level where the dissemination of AAP also takes

place with concerned districts and block staff and respective district and block teams prepare

their work plans. Therefore, it is planned for SMMU to conduct AAP preparation work/action

plans consultation workshop with the district and block staff.

Some of the key activities and responsibilities of state, block and village teams will be:

101

1. State level responsibilities: The block level activities and requirements will be

accumulated at SRLM level. As per the expected/planned activities at the block and

village level, some of the major points have been identified as below:

1.1 Deployment of Dedicated Human resource:Deployment of professionally

qualified and dedicated HR for farm livelihoods at state and block level is non-

negotiable at State level.

1.2 Engagement of National Resource Persons: Deepening and expansion of farm

livelihoods interventions are taking place under DAY-NRLM. Always NRPs may

be engaged to provide handholding support to SRLMs in terms of planning,

implementation, monitoring, knowledge management etc. in thematic areas.

1.3 MIS:All data pertaining to farm livelihoods interventions will be captured in the

NRLM-MIS. All the required data entry will be ensured and evaluation of

progress made on data entered in the MIS. Following are the important data entry

modules:

a. MahilaKisan profiling (Asset details to be filled)

b. CRP profiling

c. Producer Group

d. Village level intervention planning and progress data

e. LG planned and progress data

1.4 Master CRP strategy: The Master strategy can be viewed in two angles:

STA

TE L

EVEL

Prepare AAP

Block Identification

Dissemination of AAP

Recruitment

Training architecture

TSA engagement

MIS

Monitoring

BLO

CK

LEV

EL

Village identification

Village Map and action plan preparation

CRP identification & training

Monitoring and handholding of CRPs

Business plan for PG

Mobilization of LG

VIL

LAG

E LE

VEL

VO sub committee on LH

HH identification

Training of mahila kisans

FFS/Pashu Pathshala

PG operation

Record Keeping

Data Entry

102

1.4.1 State Level Resource Persons Policy has been approved.Accordingly

empanelment of SRPs will be done in the quarter 1, 2021 and MCRPs

will be engaged.

1.4.2 Development organisations like MYRADA, IDF etc who had prior

experience in implementing MKSP in Karnataka can be used in

grooming of CRP for conducting farmer field school etc. IEC materials

will be developed through these organisations and similar will be

procured from State Agriculture University. Refresher training

programs will be conducted regularly for MCRP.

1.5 Training and capacity building: Training and capacity building is the most

important component of DAY NRLM. The farm, livelihoods interventions require

rigorous training and capacity building at all levels.

1.5.1 Detailed training calendars for staff and CRPs will be prepared with

the support of IB&CB cell of SMMU.

1.5.2 Training manual in vernacular language will be prepared and

conducted as planned for PG and PE.

1.5.3 Under farmer field schools training will be conducted for Agro

Ecological practices/ sustainable agriculture practices, with the support

from BRPs and Krishi Sakhis.

1.5.4 Establishment of NPM shops, CHC with the support of Department of

Agriculture for farm support.

103

1.6 Knowledge Management and Monitoring and evaluation:

1.6.1 Document best practices of farm livelihood intervention in all districts.

1.6.2 Periodic review meetings at SMMU, DMMU, TMMU level on

monthly basis.

1.6.3 Need based study will be taken upregarding Farm livelihood activities

104

2. The block level responsibilities are:

To achieve the objectives, interventions are to be planned and ensure implementation at

households and village level which should be clearly visible. The interventions may cover:

3. Village Level

3.1 NPM shop

3.2 Custom Hiring Centre (CHC)

3.3 Regular farmer field school (FFS)/ Pashupathshala- mandatory

3.4 Compact, contiguous block/ patch of land

3.5 Livelihoods CRPs (Krishi Sakhi, PashuSakhi, Van Sakhi etc.)- mandatory

3.6 Seed bank

3.7 Wall writings and boards- Following the pro-active disclosure norms.

3.8 Maintenance of records

3.9 VO Livelihoods Sub Committee

3.10 Producers’ Group

3.11 Storage sheds for aggregation, primary processing and storing.

3.12 At least one pico projector for every group of 5 villages

105

4. Household Level

4.1 Household nutritional security through Agri Nutri garden- this is a non-negotiable

activity to be promoted at each household.

4.2 Promotion of Agro Ecological Practices.

4.3 Seed treatment with beejamruth or follow any other method for seed treatment

4.4 Preparation and usage Ghanjeevamruth for soil fertility management.

4.5 Preparation and usage of bio-pesticides such as Agnayastram, Neemastram and

Brahmastram. A minimum of 2 bio-pesticide usage will be taken for the adoption

of the activity.

4.6 NADEP/Vermi Compost pits/ FYM etc. for improving the soil texture and bio-

mass

4.7 Following the principles of system of root intensification for proper utilization of

space and to harness the solar energy.

4.8 Introduction of cultural practices for pest management such as trap cropping, bund

cropping. Bird perches, sticky traps etc.

4.9 Promotion of in-situ moisture conservation practices like mulching and 5% model

(i.e., corner pits).

4.10 Better Agronomic practices – summer ploughing, mulching, mixed cropping

etc.

4.11 Adoption of better livestock practices (housing, hygiene, feeding, preventive

health care, & breeding practices)

4.12 romotion of ethno-veterinary practices for livestock healthcare.

4.13 Adoption of scientific cultivation practices (such as Lac, Tasar etc.) wherever

NTFPs opportunities are there.

4.14 Adoption of improved harvesting practices wherever NTFPs opportunities are

there.

4.15 Households adopting organic farming practices and registered under Local

groups (LGs) should have PGS Green certificate.

Cross cutting theme:

106

107

There are some crosscutting areas, which are mandatory at each level. These areas are:

Area Responsible level

MIS entry Village, Block, State

Monitoring and evaluation of the planned

farm livelihoods interventions

Block, District, State

Knowledge management Block, District and State.

Annexure 1

Financial outlay for the Farm Livelihood intervention under DAY-NRLM FY 2021-22

Human Resource - Requirement and Budget details

Level SL.

No. Position

Unit

cost

No.

of

units

Total

months Total

State

1 SPM-Farm Livelihoods &

convergence 1.1 1

12 13.2

2 SPM-Livestock (New) 1.1 1 12 13.2

3 SPM-Organic Village Cluster

&IFC ( New) 1.1 1

12 13.2

5 ASPM-Farm Livelihoods 0.7 1 12 8.4

6 ASPM-NTFP ( New) 0.7 1 12 8.4

7 ASPM - Farm Livelihood( Training

and Capacity Building) 0.7 1

12 8.4

8 ASPM- Livestock 0.7

9 ASPM-MIS&Documentatatio 0.7 1 12 8.4

10 Young Professionals/ Project

executive 0.45 5 12 27

11 Consultants 0.7 4 6 16.8

SubTotal (A) 16 117

Taluka

1 BTM- Organic Farming 0.4 88 12 422.4

2 BTM-Value Chain & Marketing 0.4 88 12 422.4

3 BTM-Livestock 0.4 88 12 422.4

4 BTM-MIS & Documentation 0.3 88 12 316.8

Sub Total( B) 352 1584

Cluster 1 CTM-Organic Farming 0.3 88 12 316.8

2 CTM-IFC 0.3 6 12 21.6

Total : Sub Total(C) 94 338.4

Total(A+B) 446 1922.4

Grand Total 462 2039.4

108

Training & Capacity Building plan:

Rs. In

Lakhs

Sl.

No. Particulars Days Unit

Unit

cost Amount

1 Staff Training component

1.1 Training to SRLM staff on livelihood

interventions 10 1000 0.0238 237.50

1.2 Exposure visit to best Livelihood models

managed by community 3 1000 0.05 150.00

Sub Total 387.50

2 Resource pool Development

2.1

Honorarium to National Resource

persons( SAP, FLH,OVC, IFC VC&mkt,

Livestock,NTFP&,Fisheries) 60 5 0.1 30.00

2.2 Honorarium for SRPs( Farm, Livestock,

NTFPandFishries) 60 88 0.05 264.00

2.3 Honorarium for BRP( Farm, Livestock,


2.4

Honorarium for CRPs( KrishiSakhi,

PashuSakhi, Vanasakhi, MathsyaSakhi

and Udyog sakhi) 12 4014 0.03 1445.04

Sub Total 2372.64

3 Training to State/ Block/ Community

Resource pool

3.1 Training to SRP( SAP, FLH,OVC,

IFC,VC&mkt, NTFP,,Fisheries) 5 88 0.0238 10.45

3.2 Training to BRP( SAP, FLH,OVC,


3.3

Training for CRPs( KrishiSakhi,

PashuSakhi, Vanasakhi and

MathsyaSakhi and Udyog sakhi) 15 4014 0.015 903.15

3.4 Exposure visit to best livelihood models (

CRPs) 3 4014 0.02 240.84

3.5 Refresher training to Farm -LH CRPs 5 4014 0.02 401.40

Sub Total 1618.54

4 Workshops

4.1 State Level

4.1.1 Workshop with key stakeholders on

Livelihood interventions 2 2 2 8.00

4.2 District Level

109

4.2.1

Workshop with key stakeholders on

Livelihood interventions 1 60 1 60.00

4.3 Block Level

4.3.1

Experience sharing by , Stake holders,

community and community cadres 1 101 0.75 75.75

4.4 GPLF

4.4.1

Experience sharing by community and

community cadres 2 1023 0.1 204.60

Sub Total 348.35

5 Community Trainings

5.1 Sustainable Agriculture/ Agro

Ecological Practices (AEP)

5.1.1 Training to Livelihood sub committee on

Farm Livelihoods 1 1023 0.0225 23.02

5.1.2 Exposure visit to Livelihood sub

committee to nearby districts 1 1023 0.016 16.37

5.1.3 Orientation on sustainable agriculture/

AEP to GPLF members 2 51150 0.001 102.3

5.14

Orientation on Establishment of NPM

Shop/ CHC, Seed Bank and Agrinutri

Garden, etc.,

1 51150 0.001 51.15

5.15 Conducting farmers Field schools @ 2

Seasons 2 1023 0.25 511.5

Sub Total 704.34

5.2 Training and Capacity building under

organic farming practices

5.2.1 Awareness programme on Organic

Farming 1 20200 0.0013 25.25

5.2.2 Orientation on Organic farming 1 20200 0.0013 25.25

5.2.3 Training to CRPs about PGS certification

( @ Rs 3000/- per session, two times) 2 560 0.0075 8.4

5.2.4 Soil testing 0 2020 0.002 4.04

5.2.5 Peer farmer visit for inspection of organic

farmers as a part of PGS audit system. 2 1280 0.004 10.24

5.2.6 Pesticide residue testing : Rs 10,000/- per

sample + 18 % service tax. 0 0 0 0

5.2.7 Collection of KYC document and data

entry as per the PGS format. 0 20200 0.001 20.2

5.2.8 maintainance of Farmers diary 0 20200 0.0005 10.1

5.2.9 PGS Organic Certification cost. 1 256 0.3 76.8

5.2.10 Establishment of Jeevamrutha unit 1 20200 0.0075 151.5

110

5.2.11

Seed materials for nitrogen fixation

plants like gliricidia, susbania, sunhemp

etc.,

1 20200 0.001 20.2

5.2.12 Production of model botanical extracts 0 1024 0.01 10.24

5.2.13 Introducing Bio-fertilizers. 0 1024 0.005 5.12

5.2.14 Distribution of Neem cake & Neem oil 0 1024 0.01 10.24

5.2.15 Establishment of model Vermi compost

unit 0 1024 0.05 51.2

5.2.16 Exposure visit to model organic farms. 1 2020 0.015 30.3

Sub Total 459.08

5.3 Training and capacity building under

valuechain and marketing

5.3.1 Training to producer groups( Farm,

Livestock, Fishery and NTFP) 1 3709 0.11 407.99

5.3.2

Exposure visit to producer group

members( Farm, Livestock, Fishery and

NTFP) within the district

1 7418 0.01 74.18

5.3.3 Traing to producer groups on

businessplan development 1 3709 0.11 407.99

Sub Total 890.16

5.4

Training, capacity development and

asset creation under dairy activities (

Ksheerasanjeevini)

5.4.1 Dairy Animal management (DAM

)Training @ Districr 3 6000 0.008 144.00

5.4.2 Producer Group members training on

PG/SHG concept at Village Level 1 300 0.025 7.50

5.4.3

Producer Group Capacity Building

Training - Representative 1 & 2 @

district.

3 300 0.008 7.20

5.4.4 Training on Leadership Development of

WDCS @State 3 150 0.01 4.50

5.4.5

WDCS Secretery Training on Books

Writing, Accounts Maintenance & Audit

With Basic Computer Training @ state

10 150 0.01 15

5.4.6 Milk Tester Training of WDCs @

districts 3 150 0.008 3.6

5.4.7

Medicinal Plants and Primary Health Care

of Human and Animals - Ayurvedic

Training @ district

3 150 0.008 3.6

5.4.8 Dairy Producers' group Members (PGMs)

Conference at state level 2 2 5 20.00

111

5.4.9 Milk Testing/Rationalization price chart/

Quality of milk/CMP- 1 150 0.05 7.50

5.4.10 Animal Health Camp - 1 150 0.05 7.50

5.4.11 Feed & Fodder Development Programme

- 1 150 0.05 7.50

5.4.12 Exposure visit to AMUL 5 900 0.016 72.00

5.4.13 Awareness programme on Health and

nutrition 1 150 0.05 7.50

5.4.14 Awareness programme Gender

sensitisation 1 150 0.05 7.50

5.4.14 Awareness programme on Legal literacy

and domestic voilence 1 150 0.05 7.50

5.4.15 Awareness programme on Convergence 1 150 0.05 7.50

5.4.16

Community Livelihood Fund toDPGs

take up animal induction and other

activities at GPLF/ WDCs level(For PGs)

0 300 1.50 450.00

5.4.17 Honararium to Pashusakhis 12 150 0.03 54.00

5.4.18 Programme allowance to CTLs, LEOs

and BCs 12 42 0.02 10.08

5.4.19 Partner/TSO Cost( IEC,Admin and

Operation) 12 1 2.00 24.00

Sub Total 867.98

6 IEC & Training Material

6.1

Training module development (Farm,

livestock & NTFP)

Manua

l for

BRP/C

RP

3000 0.01

30.00

6.2

Booklets on farm practices/ Video

development LS

75.00

6.3

Crop wise information on best practices (

Agri)

Bookle

t 50000 0.001

50.00

6.4

Information on best practices on different

themes ( Agri)

Posters

and

other

IEC

materia

ls

5000 0.005

25.00

6.5

Best practices in Livestock care and

management( Livestock)

Bookle

t 50000 0.0005

25.00

Sub Total 205.00

Grand Total 7883.89

112

DAY-NRLM-Farm Livelihoods AAP-2021-22

Farm LIVELIHOODS FUND & ASSET CREATION :

SL.NO. Components No. of units Unit cost

Total cost

( In Lakhs)

1 Custom hiring centre 88 2 176.00

2 Seed bank 88 1 88.00

3 NPM Shops 511 0.25 127.75

4 CRP &mCRP Kit 4014 0.05 200.7

5 Establisment of ANG 10225 0.005 51.13

6

Community Livelihood Fund to

take up suitable group activities at

GPLF level(For PGs)

2769 1.5 4,153.50

TOTAL 4,797.08

DAY-NRLM, Farm Livelihoods AAP-2020-21

Livelihoods Projects and Partnership

SL.NO. Partnership

with Project Name Period

Unit

cost

( In

Rs.)

Total Budget

for 3 year ( in

Rs. )

Budget FY

2021-22

1

Technical

Support

Agency

Organic Village

Clusters and 3 Year 75 225.00 75.00

2

Technical

Support

Agency

value Chain and

Marketing 3 year 75 225.00 75.00

3 KMF

Technical

Support,

Training and

Infrastructure

1 10 10.00 10.00

Total 460.00 160.00

113

Budget - Abstract (Rs. in Lakhs)

Sl.No. Component Unit Budget FY-

2021-22

1 Human Resource

1.1 State 16 117.00

1.2 Block 352 1584.00

1.3 Cluster 94 338.40

Sub total 462 0.00

2 Training & Capacity building, Exposure Visit

2.1 Training & Exposure visit to staff 387.50

2.2 Training and Exposure Visit to State /Taluka Resource

pool 976.30

2.3 Training & Exposure Visit To Community Resource Pool 1545.39

Sub total 2909.19


3.1 Sustainable Agriculture/ Agro Ecological Practices (AEP) 704.34

3.2 Training and Capacity building under organic farming

practices 459.08

3.3 Training and capacity building under value chain and

marketing 890.16

3.4 Training, capacity development and asset creation under

dairy activities ( Ksheerasanjeevini) 867.98

Sub total 2921.56

4 Honorarium To Resource pool

4.1 Honorarium to NRP, SRP &BRP 927.60

4.2 Honorarium to Community cadres 1445.04

Sub total 2372.64

5 Work Shops

5.1 State Level 8.00

5.2 District Level 60.00

5.4 Block Level 75.75

5.5 Grama Panchayath 204.60

Sub total 348.35

6 IEC & Training Material 205.00

7 Livelihood Fund and Asset creation 4797.08

8 Livelihoods Projects and Partnership 160.00

Grand Total 13713.81

114

Chapter 6

Non-Farm Livelihoods

6.1 Introduction

Karnataka has been a driving force in the growth of Indian industry, particularly in terms of

high-technology industries in the areas of ICT, electrical and electronics, bio-technology and

nano technology. However, majority of the working population in the state is engaged in the

unorganized sector and in the case of rural areas, a large section is self-employed in

nano/micro enterprises sector. As agriculture comes with many uncertainties and is not a

viable income source for small and marginal farmers and landless households, it has been

experienced that poor families require 2-3 different income sources other than agricultural

income to get out of poverty. Amongst these the non-farm livelihoods - skill based artisanal

work and nano enterprises are the most important sources of income. Nano/Micro

Enterprises segment form an important and growing segment of Karnataka’s self-

employment sector and number of units formed every year in Karnataka has been increasing

since 2011-12. Sanjeevini Mission, the Karnataka State Rural Livelihood Promotion Society

has been taking a lead role in promoting Skill Development and Entrepreneurship

Development across the state through National Rural Livelihood Mission and the mission

could provide gainful self-employment opportunities to many poor women in the non-farm

sector during previous years and especially in 2020-21 through community institutions

resulting in sustainable improvement in their livelihoods. The progress of non-farm

activities conducted in 2020-21 and the activities planned for the year 2021-22 are provided

in the following sections.

6.2 Progress during 2019-20

6.2.1 Start-up Village Enterprise Programme (SVEP)

To help the rural poor come out of poverty by helping them set up enterprises and provide

support till the enterprises stabilize, Karnataka state has initiated the Start-up Village

Entrepreneurship Project (SVEP) in two blocks in 2020-21. The objective was to develop a

sustainable model for village entrepreneurship promotion with integrated ICT, training,

capacity building and providing loan under Community Funds and MUDRA Schemes. A

project cost of Rs 5.97 crore per block is budgeted for implementation of SVEP for a duration

of four years, supporting at least 2400 enterprises owned and managed by SHG women per

block.

115

Progress of SVEP FY 2020-21

In 2020-21, Sanjeevini Mission has identified two blocks namely, T.Narasinpur in Mysuru

district and Koppal in Koppal district and initiated the SVEP activities as a pilot. A Project

Implementation Agency (PIA) has been engaged for supporting Sanjeevini Mission in

creating a knowledge eco-system, incubation eco system, financing ecosystem and training a

pool of CRP-EPs from the community to support the potential entrepreneurs. Development of

Detailed Project Reports (DPRs) of these blocks are under progress and it is expected to be

completed before 31st March, 2021.

Activities conducted Timeline/Status

Preparatory Activities - Identification and training

of Nodal CLF, CR-EP and PIA. Capacity building

of the CRP-EP. Setting up of BRC.

Completed

HR Deployment Under progress

Baseline Survey - Conduct of baseline & market

potential study through the SVEP app. Under progress

Preparation of DPR for two blocks.

Under progress and

expected to be completed

before 31st March, 2021

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6.2.2 Aajeevika Grameen Express Yojana (AGEY)

AGEY, a sub-scheme of DAY-NRLM to provide safe, affordable and community monitored

rural transport services to connect remote rural villages was launched in Karnataka in 2019-

20. 5 vehicles have been procured and deployed in 2019-20 by SHG women. 4 SHGs/SHG

Members have started repayment.

Sanjeevini Mission had proposed deployment of 41 vehicles in 30 blocks in year 2020-21

considering AGEY as a model for Grama Panchayath Level Federations to get into the public

transport sector. The purpose was to promote product-market avenue linkage as easy access

of transport facilities will enhance the confidence among community members to take up

entrepreneurship activities.

AGEY blocks were identified based on poor connectivity and the potential of blocks/GPLF to

implement the Program. Community Investment Fund (CIF) was released to all GPLFs.

Orientation programmes have also been conducted at Grama Panchayath, Taluk, District and

State levels to make the stakeholders aware of program implementation and

operationalisation. With the participation of community members, GPLF community cadres

have identified feasible routes and finalised the number of viable vehicles based on the needs

of each geographical area. The basic formalities like survey, identification of type/made of

vehicle, finalisation of modalities of operationalisation, inviting of quotations for the

procurement of vehicles etc have been completed and it is expected that 41 vehicles will be

deployed before March, 2021. The names of Districts, Blocks and number of vehicles

approved are given below.

Sl. No. District Blocks No. of Vehicles

1 Gadag Mundaragi, Ron 8

2 Uttara Kannada Joida, Yellapur 7

3 Bagalakote Bilagi 1

4 Ballari Harapanahalli 1

5 Bengaluru Rural Hoskote 1

6 Bangaluru Rural Devanahalli

7 Bengaluru Urban Anekal 1

8 Bidar Humnabad 1

9 Chikkaballapur Bagepalli 1

10 Chitradurga Molakalmur 1

11 Dakshina Kannada Bantwal 1

12 Kalaburagi Chincholi 1

13 Kodagu Virajpet 1

14 Mandya Malavalli 1

15 Raichur Devdurga 1

16 Ramanagara Kanakapura 1

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17 Mysuru H D Kote 1

18 Shimoga Soraba 1

19 Udupi Karkala 1

20 Kolar Mulabagilu 1

21 Dharwad Kalghatgi 1

22 Chamrajnagar Chamrajnagar 1

23 Haveri Savanuru 1

24 Chikkamagalur Kadur 1

25 Davanagere Chennagiri 1

26 Chikkaballapur (Chikkaballapur) 1

27 Hassan Arkalgudu 1

28 Belagavi Athni 1

30 41

CIF transfer and procurement formalities are under progress in these blocks.

Additionally, the following districts/blocks have received approval for CIF under the Covid

Assistance Programme.

District Blocks Number of vehicles

Chikaballapura Chikaballapura 1

Tumkur Chikkanayakanhalli 1

Bangaluru Rural Doddaballapur 1

Uttara Kannada Kumta, Ankola 3

Total 6 6

6.2.3 PM Formalisation of Micro Food Processing Enterprises Scheme (PM FME)

Prime Minister Formalisation of Micro food processing Enterprises (PM FME) scheme was

launched in Karnataka in 2020-21 to enhance the competitiveness of existing individual

micro-enterprises in the unorganized segment of the food processing industry and to support

Farmer Producer Organizations (FPOs), Self Help Groups (SHGs) and Producers

Cooperatives along their entire value chain. Sanjeevini-KSRLPS is focussing on the

component of providing the seed capital to SHGs. Priority is given for support to SHGs

manufacturing ODOP products. Target for seed capital allotted to the state for the FY 2020-

21 is 3000.

During the 2019-20, State level approval committee and district level committees has been

constituted. One District One Product (ODOP) has been identified and approved by MOFPI

for the all the districts. List is attached below.

https://mofpi.nic.in/pmfme/


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S.No. District ODOP

1 Bagalkote Onion

2 Belagavi Jaggery

3 Bellary Fig

4 Bengaluru Rural Poultry Products

5 Bengaluru Urban Bakery Products

6 Bidar Ginger

7 Chamarajanagar Turmeric

8 Chikkaballapura Tomato

9 Chikkamagalur Spices

10 Chitradurga Groundnut Product

11 Dakshina Kannada Marine Products

12 Davanagere Millets

13 Dharwad Mango

14 Gadag ByadagiChillies

15 Hassan Coconut Products

16 Haveri Mango

17 Kalaburgi Red Gram

18 Kodagu Coffee

19 Kolar Tomato

20 Koppal Guava

21 Mandya Jaggery

22 Mysore Banana

23 Raichur Chillies

24 Ramanagara Coconut Products

25 Shivamogga Pineapple

26 Tumkuru Coconut Products

27 Udupi Marine Products

28 Uttara Kannada Spices

29 Vijayapura Lime/ Lemon

30 Yadagiri Groundnut Product

State technical institution has been identified and intense interaction for implementation of

the scheme have been completed. KAPPEC (Karnataka State Agricultural Produce

Processing and Export Corporation Limited), the State Nodal Agency has prepared the draft

PIP of the state in association of CFTRI, Mysore. Government of India has made the

allocation of Rs 23.96 crores for implementation of scheme in the state and first instalment of

Rs 5.03 crores has already been released to KAPPEC.

Awareness programme for the stakeholders in association with CTFRI and translation and

publication of scheme guidelines and brochures to vernacular are in the progress and

expected to be completed before March, 2021.

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6.3 Plan for 2020-21

Learning lessons from the enabling ecosystem developed in the recent years especially in 21

Blocks of 14 Districts, it is proposed to extend the non-farm enterprise promotion and

marketing activities to all 30 Districts and 226 Blocks in the year 2021-22, apart from

implementing schemes like SVEP, NRETP, PMFME, AGEY etc in designated districts and

blocks.

Though the Women Micro/Nano Enterprises sector is facing many challenges like

infrastructure and logistical issues, backward and forward linkages, technological challenges,

financial and marketing related issues, they not only play a major role in the household

income of poor strata, but also have a significant influence in the state economy of

Karnataka. Hence Enterprise Promotion is an important strategy for economic empowerment

of women under Sanjeevani Mission. A State Policy on Women Enterprise Promotion &

Marketing is also proposed to be formulated as part of the initiatives in 2021-22 to boost up

the sector.

The overall objectives of Enterprise Promotion Activities in 2021-22 will be the following.

• Facilitate skilling and up-skilling of SHG Members to take up and to remain in

gainful entrepreneurial activities

• Building capacities and ensuring enabling environment and eco system at the

block/GP level

• Enhancing marketing capabilities of enterprises and to provide common

platforms for marketing their products and services

The five – point strategy for Enterprise Promotion and Marketing in 2021-22 under NRLM

will be

1) Successful implementation of NRLM Non-Farm Sub Components such as SVEP,

AGEY and PMFME and expansion to new blocks

2) Capacity building at all levels to create an enabling environment for non-farm

livelihoods and to ensure handholding of enterprises especially at GPLF/Block

levels

3) Entrepreneur development initiatives – Skilling for potential entrepreneurs and

up-skilling for existing entrepreneurs.

4) Enterprise development and marketing support.

5) Consolidation and layering of similar enterprises for backward / forward linkages

and up-Skilling.

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6.3.1 Start-up Village Enterprise Programme (SVEP)

Being a large state with 30 districts, the learning from the previous years of NRLM

implementation in Karnataka that in the absence of adequate business skills and lack of

financial support, the nano/micro enterprises become stagnant. In order to solve this problem

and to provide support to small enterprises and skill-based workers, both in terms of training

and credit support, Sanjeevini Mission is proposing to expand SVEP in the state to 15 blocks

in year 2021-22. The districts/blocks where SVEP is proposed newly are given below.

No. Name of Districts S.no Name of Blocks

1

Koppal

1 T Gangavathi

2 Yeleburgi

3 Kushtagi

2 Ramanagar 4 Kanakpura

3

Mysuru

5 H D Kote

6 Hunsur

7 Nanjagund

4 Raichur 8 Raichur

9 Sindanur

5 Yadgir 10 Shahapur

6 Chamarajanagar 11 Kollegal

12 Gundlupete

7 Vijaynagar 13 Hadagil

14 Harapanahalli

8 Bengaluru Rural 15 Devanahalli

SVEP-Karnataka is aimed to create a model to help start and support new and the existing

ones. It aims to create an institutional platform to support micro enterprise development of

entrepreneurs from poor backgrounds. Activities in the proposed blocks include,

• Creating Institutional Platform

• Proper enterprise selection

• Business advisory services through a strong institutional platform

• Financial Support

• Simplified process of obtaining enterprise credit

• IT-enabled Monitoring

• Fee based business support services provision

• Strong linkage to PM Mudra Yojana and other government schemes

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Implementation Plan

Blocks Activity Time Period

2 blocks

(approved in 2020-

21)

DPRs - Conduct of baseline &

market potential study and

preparation of DPR

To be completed by March, 31, 2021

Preparatory activities Between submission of DPR and

getting EC approval

Field-level preparatory activities Up to 90-days from receipt of

approval from NRLM

Field-level implementation Start within 120 days of receipt of

approval from NRLM

8 blocks

(proposed in 2021-

22)

DPRs - Conduct of baseline &

market potential study and

preparation of DPR

To be completed by September, 2021

Preparatory activities Between submission of DPR and

getting EC approval

Field-level preparatory activities Up to 90-days from receipt of

approval from NRLM

Field-level implementation Start within 120 days of receipt of

approval from NRLM

Post preparation of DPRs, the budget will be arrived at based on the enterprise potential of

the blocks. Supplementary AAP for SVEP will be submitted accordingly.

6.3.2 Aajeevika Grameen Express Yojana (AGEY)

In 2021-22, Sanjeevini-KSRLPS is planning to implement the AGEY programme in 169

Blocks where poor transportation facilities have been identified as a critical gap. 268 vehicles

will be deployed in the identified blocks given below after detailed traffic cum feasibility

survey, necessary clearances and licenses from Gram Panchayath and State Transport

Department.

Sl.

No. District Name

No. of

Blocks

Vehicle

proposed Block Name

1 Bagalakote 5 5 Hunagunda, Badami, Ilakal,

Guledagudda, Mudhol

2 Ballari 11 11

Ballari, Kurugod, Siruguppa, Sanduru,

Hospet, Kampli, Kudligi, Kotturu, H B

Halli, Hadagalli, Harapanahalli

3 Belagavi 14 14

Athani, Belagavi, Baihongal, Chikkodi,

Gokaka, Hukkeri, Khanapur, Kittur,

Raibag, Ramadurga, Sadavatti,

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Mudalagi, Kagawad, Nippani

4 Bengaluru Rural 4 16 Devanahalli, Doddaballapur, Hosakote,

Nelamangala

5 Bengaluru Urban 7 7

Arekere, Sonnednahalli, Ragihalli,

Karpur, Vanakanahalli, Samanduru,

Balluru

6 Bidar 4 4 Aurad, Bhalki, Basavakalyana, Bidar

7 Chamarajanagar 3 4 Kollegalla ,Gundalpete, Yelandur

8 Chikkaballapur 4 4 Chintamani, Sidlaghatta, Gudibande,

Gauribidanur

9 Chikkamagaluru 7 7 Kadur, Koppa, Mudigere, N R Pura,

Shringe, Tarikere, Chikkamagalur

10 Chitradurga 4 4 Challakere, Hiriyuru, Holalkere,

Hosadurga

11 Dakshina Kannada 7 7 Bantwal, Belthangady, Kadaba, Puttur,

Sulya, Mangalore, Moodbidri

12 Davanagere 4 4 Davanagere, Harihara, Honnali, Jagalur

13 Dharwad 6 6 Alnavar, Dharwad, Hubli, Kundagol,

Navalagund, Annigere

14 Gadag 3 7 Gadag, Shirahatti, Laxmeshwar

15 Hassan 7 7

Hassan, Holenarasipura, Sakleshpura,

Alur, Arasikere, Channarayanapatna,

Belur

16 Haveri 8 40

Haveri, Hangal, Hirekerur, Byadagi,

Shiggaon, Savanoor, Ranebennur,

Rattihalli

17 Kalaburagi 6 7 Afzalpur, Aland, Chittapur, Jewargi,

Kalaburgi, Sedam

18 Kodagu 2 2 Madikere, Virajpete

19 Kolar 3 3 Kolar, Malur, Srinivaspura

20 Koppal 5 5 Koppal, Gangavati, Kanakagiri,

Karatagi, Kukunoor

21 Mandya 7 14

KR Pete, Maddur, Malavalli, Mandya,

Nagamangala, Pandavapura,

Srirangapatna

22 Mysuru 4 10 Nanjungudu, Hunsur, HD Kote, T

Narsipura

23 Raichur 2 2 Raichur, Lingasur

24 Ramanagara 4 9 Kanakapura, Magadi, Channapatna,

Ramanagara

25 Shivamogga 7 7 Sorab, Sagar, Shimoga, Hosanagar,

Tirthahalli, Shikaripura, Bhadravati

26 Tumakuru 5 7 CN Halli, Madhugiri, Sira, Pavgada,

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Tiptur

27 Udupi 5 14 Bainduru, Bramhavara, Hebri, Kaapu,

Karkal, Kundapura, Udupi

28 Uttara Kannada 8 30 Mundgod, Siddapur, Sirsi, Yellapur,

Joida, Honnavar, Bhatkal, Ankola

29 Vijayapura 5 5 Vijaypura, Indi, Muddebihal, B

Bagewadi, Sindgi

30 Yadgir 6 6 Yadgir, Gurmitakal, Shorapur,

Wadagere, Shahapur, Hunasagi

169 268

6.3.3 PM Formalisation of Micro Food Processing Enterprises Scheme (PM FME)

In 2021-22, the aim of Sanjeevini Mission will be to open the gates for growth of Micro

Enterprises in Food Industry. The major thrust of 2021-22 will be capacity building and

establishment of incubation centres under PMFME.

As capacity building is a very important component of PMFME Scheme, Sanjeevini Mission

will provide training to food processing enterprises, various groups, such as,

SHGs/FPOs/Cooperatives, workers and other stake holders connected with the

implementation of the scheme such as government officials, project officials etc in 2021-22.

Establishment of Incubation Center based on One District One Product (ODOP) is another

important component that Sanjeevini mission in 2021-22. The micro

entrepreneurs/SHGs/FPOs/Cooperatives and groups can utilize this Incubation Center to

manufacture their products without capital investment. The Incubation Center will be utilized

to provide training and skill upgradation support also to the beneficiaries. Proposals are being

developed for establishment of common incubation facilities by University of Horticultural

Sciences, Bagalkot (1 centre), University of Agricultural Sciences, Bangalore (6 centres),

University of Agricultural Sciences, Dharwad (1 centre) and University of Agricultural

Sciences, Raichur (1 centre) and will be submitted in the new year.

8.3.1 Clustering Activities

Sanjeevini has been promoting enterprises in various sectors over the years and in order to

derive maximum advantage for the nano / micro enterprises, the strategy to be adopted at this

juncture is collectivization of similar enterprises and developing leadership of the

beneficiaries for their sustainable development. While 5 potential clusters are selected for

intensive implementation as per NRETP guidelines, the rest of the clusters will be taken

under NRLM towards consolidation, layering for backward and forward linkages and up

skilling. In 2021-22, Sanjeevini is planning to work with 15 such potential clusters under

cluster development activity.

Attempts will be made to address the entire production – supply value chain activities

holistically seeking viable marketing opportunities. Other interventions in terms of ensuring



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legal compliance, market research, branding, trade promotions etc are also planned in these

sectors. The details of potential clusters given below.

No. Cluster organisations supported –

Sectoral/Artisan

District Total Units Total

members

1 Number of clusterorganisations supported –

Canteen

30 60 120

2 Number of clusterorganisations supported -

Apparel

7 35 525


Napkin

5 10 100


Cotton Bag

7 7 70


Roti

6 60 300


Pappad& Masala

5 25 125


Millet

3 15 75


Litre of lights

5 5 25


House Keeping

30 30 150


Footwear

4 12 36


Chikki

5 15 75


Jaggery

2 10 50


Aracanut plates and bowls

3 3 15


Bamboo Products

1 20 20


Pressed oils

1 5 15

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As there was no serious attempt to provide trainings in marketing the products, it is also

proposed to conduct product enhancement workshops for selected women micro

entrepreneurs in the above sectors. In these design clinics, an approach to up-value a number

of food and non-food products in terms of quality, design, packaging and so forth will be

explored. The objective will be to develop community products into specialty products with

regard to taste, texture, nutritional components, design and packaging, label, production

processes involved and overall marketability.

8.3.2 Enterprise Promotion and Marketing activities

6.3.5 A. Creating enabling environment and ensuring handholding at

state/district/block level

A.1 Formation & capacitation of Livelihood Sub Committees at GPLF level

As a first step to build capacities at the local level for initiating non-farm activities,

Livelihood Sub Committees will be strengthened in all GPLFs and capacity building of

Livelihood Sub Committees on non-farm will be undertaken in year 2021-22.

Number of Blocks in

the state

Number of GPs

in the state

Number of GPLFs

formed as of in

2020-21

Number of GPLFs

where LH Sub

Committees to be

oriented in 2021-22

226 6012 4477 4477

The Livelihood Promotion Committee will be trained in identifying suitable livelihoods

options for the SHG members, facilitating preparation of micro enterprise plans and inception

of enterprises, and providing platforms for collective marketing of products and services of

various enterprises at the GPLF level.

A.2 Empanelment, Capacity Building & Deployment of BRP – EPs and CRP - EPs

As the SHG members do not have the skills of choosing the right enterprise to start and to

conduct feasibility study of the proposed enterprise, creating adequately trained social capital

to guide and provide necessary support services to rural entrepreneurs (both new and existing

entrepreneurs) is a pre-requisite in enterprise promotion. Sanjeevani Mission will develop a

cadre of Community Resource Persons – enterprise promotion (BRPs, CRP-EPs) in 2021-22

having specific business domain skills in all the blocks and gram panchayaths where GPLFs

are functioning under NRLM (except in SVEP blocks where more number of CRPs-EP will

be deployed under SVEP) and will provide them intensive training to support the

entrepreneurs to scale up their existing enterprises as well as establish and support the new

enterprises.

126

Number of Blocks in the

state

Number of Blocks where BRP –

EPs to be identified and trained

in 2021-22

Number of GPs where

CRP – EPs to be

identified and trained in

2021-22

226 226 4477

The BRP/CRP system will be strengthened in 2021-22 and BRP/CRPs will be provided with

professional training and handholding support to streamline identification of right business

opportunities, identification of right beneficiaries, development of Business Plans, facilitation

of linkage with financial and other institutions, provision of business counseling, monitoring

& evaluation and facilitation of book keeping & accounting. Enabling support will be

provided to BRP/CRPs and will be strict monitored to convert them into a full-fledged

‘Community Cadre for LH promotion’ supervised by VO/CLF.

A.3 Training and Capacity building of Staff under Non-farm Livelihoods

Training is a prerequisite for Block Programme Managers, District Programme Managers and

State Mission team, especially training in specific non-farm enterprise development activities.

The overall aim of staff training will be to develop the core enterprise development skills

and competencies of Sanjeevani Mission in implementing non-farm initiatives. Orientation

cum induction will be conducted for the NRLM/NRETP staff. SRP training on CRP -

EP & CBO training for SVEP, Training on using the SVEP/ Non farm software incl

GeM, Training on PMFME scheme and Training on Clusters and Value chain etc will

also be conducted for the district as well as for the block teams.

Training topics

No. of Trainees in 2021-22

State level District level Block level

Orientation cum induction in non-farm

activities 7 30 226

CBO, BRP, CRP-EP training for SVEP 30 90

CBO, BRP, CRP-EP training for AGEY 30 226

Training on PMFME scheme 30 100 500

Training on Clusters and Value chain 50 226

Training on Enterprise Promotion and

Marketing 50 226

6.3.5 B. Entrepreneur Development initiatives

Sanjeevini Mission will strengthen the eco-system at the GPLF level which facilitates

mobilisation of women interested to start nano enterprises, skill building of potential and

existing entrepreneurs through RSETIs and other PIAs and on-boarding of entrepreneurs with

financial assistance mobilised through existing community funds. The community cadres at

various levels will identify the potential and existing entrepreneurs, help the rural

entrepreneurs to access skill training and finance, and handhold them through regular visits.

Based on assessment of market potential, nano enterprises in manufacturing, trading and

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services sector will be promoted in 2021-22. A Training Needs Assessment for the State will

be conducted and courses will be listed accordingly. Appropriate PIAs and RESTIs will be

empanelled at district level to implement the training programme.

B.1 Entrepreneurship Development Training and Skill Training for potential

entrepreneurs

SHG members will be encouraged to start nano enterprises and grow in entrepreneurship

using local recourses, financial aid, skill training, handholding and marketing support

provided by the Mission.

Sanjeevani Mission will organiseEntrepreneurship Development Programmes to nurture the

talent of women by enlightening them on various aspects of enterprise activity required for

setting up a Nano Enterprise. These EDPs aim at motivating them towards non farm self-

employment and are designed to provide useful information on product/process design,

manufacturing practices involved, testing and quality control, selection and usage of

appropriate machinery and equipments, project profile preparation, marketing

avenues/techniques, product/service pricing, export opportunities, infrastructure facilities

available, finance and financial institutions, cash flow, etc. Comprehensive Skill Training

programmes will also be organized to provide skills for prospective entrepreneurs by

organising various technical cum skill development training programmes with the basic

objective of providing training for their skill development and to equip them with better and

improved technological skills of production/service.

Number of Districts 30

Number of new entrepreneurs proposed for EDP and Skill training in

2021-22 in different sectors

(through RSETIs & other Training Institutions to be empaneled)

7500

B.2 Performance Improvement Training / Up-Skilling for existing Enterprises

The objective of imparting Performance Improvement Training / Up-Skilling for existing

Enterprises is to improve their decision-making capabilities resulting in higher productivity

and profitability of existing entrepreneurs. Inputs on a variety of topics of managerial and

operational functions are provided to the participants by experts, which aims at dissemination

of knowledge of scientific/modern management techniques /practices.

Number of Districts 30

Number of existing entrepreneurs to be provided up-skilling &

performance improvement training (through RSETIs & other

Training Institutions to be empaneled)

15,000

6.3.5 C Enterprise Development and Marketing Support

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C.1 Monthly Markets / SARAS / Special Fairs / Food Fests

Trade Fairs provide better opportunities to the enterprises to exhibit and sell their products

directly as selling of goods in fairs has its own advantage like non-payment of commission to

intermediaries. Even though there are challenges like lack of facilities to take the goods to the

point of Trade Fairs, additional transportation cost, personal inconvenience of entrepreneurs

in attending the fairs and absence of ensured sales, the Village Weekly Haats functioning in

several districts like Gadag facilitate regular income especially for enterprises that are in

inception and survival stages. This highlights the necessity of regular Trade Fairs and the

importance of encouraging the entrepreneurs to attend all possible fairs. Hence Sanjeevini

Mission proposes to conduct Monthly Markets in all Blocks (wherever weekly haats are not

conducted) in the year 2021-22. Monthly Markets will be conducted in 226 Blocks for 11

months from April, 2021 to March, 2022.

Number of blocks proposed for monthly

markets

Approximate number of enterprises

proposed to be participated in monthly

markets

226 3520

Special Trade Fairs are being conducted by various departments as part of festival seasons or

on special occasions in many districts. As the local population gets in to a festive mood

during such festival seasons, conduct of Special Fairs is very beneficial for Sanjeevini

Mission entrepreneurs. Hence, conduct of district level special fares are proposed in 2021-22

aimed at not only generating income for small/nano entrepreneurs by leveraging from the

festive mood but also as an attempt to create customer base and local acceptance and trust. 1

Special Fair each will be conducted in each month of year 2021-22 in selected Districts.

Sanjeevini Mission has established several catering/Café units in the last five years.

Providing hands-on experience in managing large crowd and huge volume of food production

is essential for increasing the confidence of each unit, especially the newly formed units.

Food Fests offer a platform for enterprising women in the field of catering (ready to eat food

production) to get trained, to exhibit their skills as well as to offer the public a taste of

homely unadulterated food. Food Fests also provide an appropriate avenue for entrepreneurs

to sell their products and thereby generating working capital for future endeavours. Hence

Sanjeevini plans to conduct district level food festivals in year 2021-22 along with Special

Trade Fairs to provide training to its Catering Groups and in the process, to create food court

brands of district’s food ethnicity and promote self-sustainability of the Café Units in the

catering sector. Standard operating procedures, uniformity in the look and feel of Food Fests

and maintaining the quality of food will be ensured.

In 2021-22, Sanjeevini Mission will hold two Saras Fairs in the State and facilitate

participation of entrepreneurs of SanjeeviniMission in the saras fares of other States/UTs to

provide the entrepreneurs with training in direct sales and exposure, which will enhance their

marketing skills and will impact the product quality in future. The events organized in the

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State would provide a platform to the rural artisans across the country to showcase their skills

and products.

C.2 Development of Digital Database and market linkages

Economic slowdown due to COVID and lack of connectivity of nano/small enterprises to

online platforms to showcase their products affected the prospects of nano entrepreneurs in

2020-21. Lack of a consolidated data base of entrepreneurs/artisans and their products in the

state of Karnataka prevented utilisation of digital potential and entry to digitised and

integrated economy. Development of a dynamic and accessible database of the different nano

enterprises/artisans under Sanjeevini Mission and enabling market linkages with consumers

and other B2B buyers is an important activity in 2021-22. It is expected that creating a digital

identity for nano/small enterprises will increase their visibility in the online market

ecosystem. Enterprise Mapping and development of a Product Inventory will be undertaken

in 2021-22. Along with Digital Database, developing a Management Information System

having Mobile Application usability for reporting and tracking sales of various markets such

as Monthly Markets, Trade Fairs, SARAS fairs, Permanent outlets etc will also be explored.

C.3 e-Commerce

The process of shopping on the web has become commonplace in Karnataka state with high

internet penetration and increased consumer awareness. When most online portals focus on

large-scale and retail products of large and multi crore/multi national companies, the vast

segment of small-scale producers are left out and they do not get an opportunity to compete

in the national or international market. In this background, Sanjeevini Mission proposes to

initiate its own e – Commerce Portal in order to encash the demand and trustworthiness of

SHG products across the country. Around 250 products will be included in this portal in the

first phase and the product base will be enhanced to 1000 products in the second phase. In

order to increase the reachability, social popularity, customer traffic, and to generate more

sales, Sanjeevini Mission is also planning to reach potential customers within and outside

State through various promotional activities, especially in the social media. Search Engine

Optimisation (SEO), Social Media Optimisation (SMO), Google Adwords, SMS

Promotion, Bus/Train branding, Kiosks branding (railway, snacks kiosks etc), Stickers,

Banners, Notices, Facebook page, Blog, YouTube etc will be effectively employed in

promoting Sanjeevini online market and overall Sanjeevini Corporate Brand. To

achieve this objective, capacity building of 1000 best entrepreneurs will be undertaken in

2021-22 in online business. Listing of products in other portals like Amazon, flipkartetc will

also be undertaken and at least 200 products will be uploaded in such portals.

C.4 Market Outlets

Sanjeevini aims at implementing certain innovations and market support programmes blocks

and districts. Since, Sanjeevini has its limitations in supplying non-farm products to existing

wholesalers or to retailers directly, it necessitates establishment of Sanjeevini’s own common

market outlets at conventional points. Since independent outlet for each cluster or block is

not feasible, district level common outlets are an advisable business strategy. One such

130

Sanjeevini Outlet is planned to be set up in Mysore as there will be one SVEP Block

functioning in the District. Even though the market response to such permanent outlets is not

known, it may be assumed that the main hindrance for the profitable operation of these

outlets would be the lack of variety of goods to meet the demands of ordinary customers and

lack of professionalism in operating such outlets. In order to overcome these challenges, it is

planned that the outlets shall be owned and operated by a consortium of Block Resource

Centres and a professional management team employed by the consortium would execute the

operation of the outlet. It is also proposed to set up premium specialty stores in Corporate

Offices of MNCs in Electronic City or in other Techno Parks and in Bengaluru Airport where

selected good quality Sanjeevini products of all Districts will be available. The objective is to

position Sanjeevini as a premium brand among new market segments such as premium

customers and support at least 500 Micro enterprises in the maturity / expansion stages with

new market segment, new channel of sales and increased revenue. Sanjeevini Café will also

be rebranded as a ‘safe-to-eat’ outlet at par with major fast-food outlets catering to the needs

of corporate employees and tourists. Collaboration with private institutions and various other

government departments will be explored to initiate these innovative pilots in the coming

financial year.

6.4 Non-Farm NRLM Budget

No. Budget

Head Particulars

Amount

(Rs.)

1 B1.2.1 Staff trainings, consultations,

workshops, etc. 22.40

2 B2.1.4 Staff / Resource person

training 5.63

3 B2.2.5 SHG/VO/CLF Training and

Capacity Building 42.41

4 B2.5.1 Training to community on

non-farm Livelihoods 1155.40

5 B2.5.2 CRP Development Cost(non-

farm) 80.73

6 B2.5.3 Honorarium to Livelihoods

CRPs (non-farm) 1693.08

8 B3.2.1 Facilitation of Producer

Groups and Collectives 6000.00

9 B3.2.2 Small Scale Productive and

Value Addition Infrastructure 4000.00

10 E.2.1 Saras 1500.00

11 E.2.2 Other Fairs 3789.00

12 E.2.3 Other Marketing Activities 172.00

TOTAL 5045.76

131

Chapter 7

Financials

Table 7.1: Financial Progress under NRLM Scheme for 2020-21

SL

No Parameters

Amount (Rs

in lakhs)

1 AAP Allocation for 2020-21 40000.00

2 Opening Balance as on 01.04.2020 5881.09

3 Central Allocation 24000.00

4 Central Share Releases 13056.42

5 State Allocation 16000.00

6 State Share Releases 8703.75

7 Other Receipts 187.75

8 Total Funds 29065.22

9 Expenditure 19737.80

10 Admin expenditure (Included in expenditure item 8) 1350.00

Closing Balance 1920.47

132

Summary of Costs and Source of Funds

Table 7.2: Summary of Costs and Sources of Finance for 2021-22

Component

Budget

for FY

2021-22

Central Share

(60%)

State Share

(60%)

Institution & Human

Capacity Building-A 0.00 0.00 0.00

SMMU + DMMU - B1 2811.70 1687.02 1124.68

Capacity Building of SMMU

& DMMU Staff B1.2 2280.58 1368.348 912.232

Institution Building and

Capacity Building-B2 26347.19 15808.31 10538.88

Community Investment

Support Fund-B3 47603.30 28561.98 19041.32

Special Project Initiatives

through Partnerships-B4 2.23 1.338 0.892

Innovation, Pilots & Studies-

C 0.00 0 0

Implementation Support-D 1500.00 900 600

Marketing & Infrastructure-

E 402.00 241.2 160.8

Interest Subvention-F 500.94 300.564 200.376

Total 81447.94 48868.83 32579.22

133

SECTION 2

NATIONAL RURAL ECONOMIC TRANSFORMATION

PROJECT (NRETP)

134

NRETP

Introduction

National Rural Economic Transformation Project is being implemented in Karnataka from

2019-20. This program is being implemented in 13 blocks of 3 districts. Basically, these

blocks were under NRLP. The upscaling functions and capacity of the existing GPLFs and

developing as Model GPLFs is one of the main objectives of NRETP. Digitization of SHG

accounts, providing banking services to the unreached, formation of Producer Groups,

creation of value chain, promotion of organic farming and skilling of youth with the

collaboration of RSETIs are some of the core components of NRETP. Under Non-Farm

activities different clusters are being formed as per geographical presence of commodities.

Custom Hiring Centres will be established in convergence with Agriculture department. 39

GPLFs were identified where different activities were taken up during 2020-21. Further 115

Producer Groups were formed and strengthened under NRETP. In 2021-22 along with the

existing interventions, new activities will be implemented.

135

Chapter 8

Social Mobilisation, Institution Building and Capacity

Building - Promotion of Cluster Level Federations as Model

CLFs

8.1 Activities planned for 2021-22

A. Internal and statutory auditing of SHG, WLF and CLF

In NRLP talukas the mission has already selected community auditors, trained and deployed

them for auditing of SHGs, WLFs and CLFs. These community auditors have done the

internal auditing of CLFs. Further statutory auditing was facilitated by DMMU. To

strengthen the auditing process it was decided to select 10 community auditors per district

and train them. A total of 300 community auditors will be developed during 2020-21 who

will engage in auditing of SHGs, WLFs and CLFs and will be paid service charges by

respective SHGs and CLFs. The auditing process will be facilitated by DMMU on regular

basis. Model CLFs auditing will be done on priority basis including the CLFs selected in

2019-20. This will be followed by auditing of remaining CLFs of NRETP and NRLM blocks.

It is planned to complete the auditing of all CLFs and SHGs in the second quarter of 2020-21.

B. Establishing community managed training centres

As per NRLM guidelines, in the beginning of the project, project staff will take lead in

organizing and conducting different types of trainings including trainings for CBOs and

community resource persons. Gradually NRLM plans to handover training component to

community to make communitization of the programme. In this regard, NMMU has given

advisory to establish community managed training centres. Similar training centers are

already running in other states and project staff has handed over the training programme to

the community itself. This has created an ownership among communities.

In 2020-21 Sanjeevini KSRLPS will establish 3 community managed training centres - one

each in 3 NRETP districts (Gadag, Tumkur and Uttar Kannada). Following criteria will be

adopted for selecting CLFs who will anchor the community managed training centres:

1. At least 1-year old CLF with savings bank account and profile uploaded on

NRLM MIS

2. At least 3 months data uploaded on model CLF web application

3. CLF is a registered entity as per SRLM norms

Mode of Transfer of funds: Fund will be transferred through online fund disbursement mode

only.

136

Table 8.1: Estimated cost for the Residential Training Centre Infrastructure at Model

CLF:

S.

No Items Specifications

Unit

Price

( Rs)

Qua

ntity

Total

Cost (Rs

)

1 Television 55 inches, Led TV 60000 1 60000

2

Invertor battery power

Back up

1200 VA Battery ( 2 in no), 5

KV Invertor power Back up (

min 5-6 hrs back up support) 50000 1 50000

3

LCD Projector &

screen Projector 40000 1 40000

4 Office Tables 10000 1 10000

5 Plastic Chairs 500 30 15000

6 White Board 5000 2 10000

7 Notice Board 3000 2 6000

8 Steel Almirahs 7000 4 28000

9 Pantry equipment

Gas Stove, cylinder, Utensils

etc) ( For 60 trainees 100000 1 100000

10

Bed, bed sheet, pillow,

nets, mat, bucket,

mugs for the trainees (

For 60 trainees ) 2500 60 150000

11

Office premise

refurbishment

Including setting up of toilets

and Bathroom units 300000 300000

Total Amount in ( Rs)

7,69,000

Rounded off ( in Rs Crores) 8,00,000

C. Infrastructure fund for model CLFs

The model CLF would be a premier institution intended to perform multiple functions to

enhance the performance of VOs and SHGs and positively impact life and livelihoods of its

members. The functions of CLF are primarily guiding, mentoring and handholding its

member organisations, quality control, provision of services like capacity building, technical,

financial and livelihoods support etc. It is expected that CLFs and its functionaries gradually

acquire knowledge and skills, establish networks with various stakeholders to impact the

lives of its members. The CLFs need to have their own identity and function like a formal

organisation to achieve its objectives.

In order to perform the above mentioned functions effectively and create its own identity, the

CLFs need to have basic infrastructure in place like own/rented office building, electronic

equipments, training halls, IEC material etc. These facilities shall help the CLFs to keep the

137

books of records, necessary documents and files in proper order. It also helps CLFs in

conducting trainings to its members, documenting its activities and progress, prepare and

analyse its MIS, monitor and report its actions and resources meticulously.

As the main objective of model CLF strategy is to develop “Proof of Concept” and replicate

the model in other districts and blocks, it is essential for model CLFs to have the required

infrastructure for conducting trainings in the vicinity of VOs and SHGs. It is also envisioned

that model CLFs will manage Training centres for imparting multiple trainings and capacity

building events to its members and other stakeholders.

To facilitate the process of creating the required infrastructure uniformly across Model CLFs,

the following guidelines are given:

a. Own or Rented Office Building - The CLF must have its independent office building

either fully owned, leased or rented. The location should be safe and easily accessible.

SRLMshall identify unused government buildings that are in usable condition and initiate

necessary action for allocating them to CLFs. The CLF office building shall have the

following facilities:

1. CLF name plate with Registration details and address

2. One exclusive room with table and chairs for Office bearers

3. Sufficient office space, tables and chairs for CBO staff to function effectively

4. Dedicated meeting hall with a capacity of 60-70 persons for conducting EC meetings

and trainings

5. Enough Water supply for drinking and usage purpose

6. Proper Electricity facility

7. Minimum two toilets with bathing facility

b. Office furniture& fixtures - The office shall have basic furniture like office tables,

chairs, almirahs, file Racks, steel box, dhuries, fans etc.

c. Office Electronic equipment – The CLF office shall have a minimum of one desktop

computer for entering MIS data. Desktops must have UPS systems to protect data losses.

Printer, photocopy machines, scanner, landline telephone and internet connection are a

must for a fully functional office.

Community Managed Training Centre

One of the important functions of ModelCLF is “Management of residential training centre”.

SRLMs will ensure the availability of following facilities in the training centres.

a. Training & residential space - Ideally the training centre needs to have at least two big

halls with a capacity of 50 to 60 persons, one for classroom and other for using as

dormitory for the trainees. The centre must have sufficient toilets with covered bathing

space within its premises. Also, it needs to have sufficient water supply and electricity.

The training centre must have adequate space /room for cooking purpose. This training &

residential space may be owned, leased or rented.

138

b. IEC equipment - The training centre shall have facility of white board & markers,

provision for placing charts, white screen to display, LCD projector, television with

systems to play trainings related films and videos. Also, it needs to have a photocopier,

filing racks and almirahs for maintaining stationary and library. It shall have a desktop

computer with printer and UPS.

c. Furniture & Bedding – The training centre should have adequate number of office

tables, chairs, racks, steel boxes, almirah, mattress set, dhuries, mosquito nets, and first

aid kits to be used in the office, training halls and dormitory.

d. Kitchen utensils – The training centre should have its own arrangements to run kitchen

for supplying breakfast, lunch and dinner to the trainees (50-60 trainees). Stove, cooking

and serving utensils, water dispensing system, gas supply are a must. Canteen

management can be given to one of SHGs on a rotation basis.

e. Security - As 50-60 women will reside in the training centre during the training period,

security measures needs to be proper. Preferably the premise should be fenced with

proper gate. A full time watchman for night should be placed. Training centre should

have sufficient light in rooms and outside especially the passage, toilets and the

compound.

f. If sufficient space and water is available, it is advised to use it for demonstrating various

sanitation, farm and non-farm livelihood models like kitchen garden, soak pits, backyard

poultry and nurseries etc. These interventions will help CLF in disseminating messages

effectively and will help in reducing the cost of training programmes.

Table 8.2: Check list for gap analysis of office infrastructure available with CLF (as

given by NMMU)

S.No Name of

Assets/Items

Number of

Assets

/items

Availability

of Assets with

Model CLF

( Y/N)

Present Condition of

Assets available with

Model CLF

Remarks

Good

and

Working

Not

Working/

Junk

CLF office Setup

1 Desk Top

computers

2 MS-office

software with

windows OS

3 UPS

4 Printer

139

5 LCD Projector

6 Tables and chairs

7 Computer table

and Chairs

8 Steel Almirahs

9 Any other

CLF Managed Training Centre

1 Television

2 Invertor battery

power Back up

3 LCD Projector &

screen

4 Office Tables

5 Plastic Chairs

6 White Board

7 Notice Board

8 Steel Almirahs

9 Pantry equipment

10 Bedding

Materials- Bed,

bed sheet, pillow,

nets, mat, bucket,

mugs for the

trainees

11 Toilets &

Bathrooms

12 Any other

140

Eligibility criteria for CLF to receive the infrastructure fund

a. At least 1-year old CLF with saving bank account and profile uploaded on NRLM

MIS

b. At least 3 months data uploaded on Model CLF web application

Mode of Transfer- Fund will be transfered through online fund disbursement mode

only.

Table 8.3: Estimated cost for the office Infrastructure at Model CLF: (as given by

NMMU)

S. No Item

Specifications Unit Price

(Rs) Qty

Total Price

(Rs)

1 Desk Top

computer

i3/i5/ 8th Gen/ 4GB/ 1TB/ DOS/ 21.5"/

3Year Warranty 35,500 2 71,000

2

MS-office

software

with

windows OS

Win 10Pro + MS Office Home for PC 10,000 1 10,000

3 UPS UPS 1KVA 4,200 1 4,200

4 Printer Printer – capacity of 1500 pages monthly 30,600 1 30,600

5

LCD

Projector

and screen

Projector (with 28% Tax) 28,160 1 28,160

6 Tables and

chairs

Office Tables and Chairs ( Table -3 &

Chairs -6) 15000 3 45,000

7

Computer

table and

Chairs

Computer Table and chair 15,000 2 30,000

8 Steel

Almirahs Steel Almirah for office 15000 2 30,000

TOTAL AMOUNT ( Rs) 2,48,960

Rounded off ( Rs in Crore ) 2,50,000

D. Assessing and releasing of viability gap funds

Developing model CLF in different areas to achieve operational self sufficiency will be one

of the thrusts given during 2020-21. In this regard business development plan for model

CLFs will be developed and implementation strategy will be worked out. Viability gap

funding would be extended to federations based on the business plan and meeting eligibility

conditions for support. It is envisaged that federations will require viability support @ Rs 20

141

lakh per federation over a period of 3 years in 3 tier structure and Rs. 3 Lakhs in 2 tier

structure.

Readiness Indicators for 1st Tranche:

For those model CLFs selection will be based on who have fund deficits to meet out their

operational cost in NRETP talukas following indicators will be used:

• 100% Start-up cost as per Sanjeevini- KSRLPS has been released to MCLF upto a

maximum of Rs. 1.00 lakh

• 100% CIF as per Sanjeevini- KSRLPS policy has been released to MCLF at the rate

of Rs. 1.00 lakh per SHG to cover maximum of 50% of SHGs in particular MCLF.

• Model CLF staff is in place

• Model CLF has established office, either on rented or own premises

• Community investment fund repayment mechanism must be in place

• Internal Auditing of model CLF is completed

• Baseline data of selected model CLF is completed and uploaded in MIS

Table 8.4: Weightage given for different parameters for fund release

Sl.No Bench Mark Weightage 1

Tranche

2

Tranche

3

Tranche

4

Tranche

A Vision Building,

Business

Development

Plan

5 yes

B Having minimum

3 Staff

5 yes

C Registration 10 yes

D External Audit 10 yes

1 Utilization of CIF

at CLF level

25 60% 70% 80% 90%

2 On Time

Repayment

(OTR) in last 6

months

30 75% 80% 90% 95%

3 Percentage of

attendance in EC

meeting in last 6

10 90% 90% 90% 90%

142

month

4 Last GB

conducted or not

5 Yes

Principles for viability gap fund release:

• Community contribution and stakes

1. Model CLF will raise common fund by collecting service charges from SHG for

providing training, auditing and grading

2. Mobilize local resources from Gram panchayat or from donors in the form of cash

or kind

• Legally acceptable practices

1. Community auditors will do the internal auditing of Model CLFs and statutory

auditing will be done by charted accountants.

2. Statutory compliance will be done by Model CLFs as per the requirement

3. AGMs will be conducted as per schedule

E. Assessment of current status of CLFs:

The CLF will be assessed to ascertain necessity and need of viability fund using following

indicators:

• Utilization of CIF

• Rationalization of Staff

• Percentage of Operational costs

• Recoup the existing funds/Recover all CIF fund to CLFs

• Providing CIF as per entitlements

• Preparation of projections for 5 years, calculate the gap and provide gap funding - will

be given based on performance in different tranches

• Technology introduction

• Introduction of various source of funds like service charge, loan processing charge,

savings etc.

• Apportionment of staff cost

• Diversification of loans - Women entrepreneurs

Model CLFs will become self-managed, self-sustained community organization for integrated

development of its members. Model CLFs have to maintain their accounts clean and should

run in profit. They have to maintain office as well as their staff. In the beginning CLF may

find it difficult to meet day to day expenditure. Hence Mission will provide GAP funds as per

the need of the model CLF. The amount of money may differ from one model CLF to

another. The amount will be decide based the assessment of MCLF

143

F. Providing Model CLF Project Resource Persons and CRP SI-SD

Model CLF has to maintain required number of staff to look after the day to day affairs. In

this regard Mission has already provided one master book keeper (MBK) and two community

resource persons per CLF. Master book keeper will maintain all the documents and accounts

of model CLF. Further MBK will also prepare monthly progress report and present it in

monthly executive committee meeting of model CLF. Community resource person will do

the social inclusion in the formation of new SHGs, covering left out/new SHGs under the

CLF facilitating bank linkages, collecting monthly report from SHGs and submitting to CLF

and train the SHGs as per the need. The model CLF has to do convergence work with

different line departments to mobilize resources for their members as well as for the CLF.

Liaising with different department, banks, Zilla Panchayat, Taluk Panchayat, mission Staff is

also required for the sustainability of model CLF. In this regard one exclusive position will be

created as Project Resource Person for model CLF and Mission will support by paying

Rs.6000 as honorarium per month for initial 3 years. Project Resource Persons may be

appointed at taluk level also.

One community resource person will exclusively work for FNHW, Gender, WASH and PRI

convergence and this CRP will be designated as community resource person for SI-SD.

Project will pay honorarium for this CRP. MBK and one local CRP will be paid by model

CLF.

G. Utilization of National Resource Persons and State Resource Persons

NIRDPR Hyderabad has deputed one national resource person in the year 2019-20 and he has

facilitated staff and community training of NRETP Taluk staff and developed standard

operating procedures for model CLF. The service of same national resource person has been

continued in the year 2020-21. The services of national resource person will be utilised for

developing model CLF in NRLM blocks also.

Sanjeevini- KSRLPS along with SIRD Mysore has identified about 56 state level resource

persons in different themes and used them for trainings during 2019-20. The strategy and

concept paper for hiring new state level resource persons has been finalised. Further paper

notification will be given and state level resource person will be empanelled in different

thematic areas like social mobilization, capacity building, social development, convergence,

financial inclusion, non-farm livelihood, farm livelihoods, etc. Empanelment of State level

resource person will be done in line with the guidelines of national resource persons

empanelled by the NIRDPR Hyderabad. To empanel the state resource persons, an expert

team will be formed by including subject matter specialists, national resource persons and

concerned state program manager from SMMU. This process will be completed in the first

quarter of 2021-22.

H. Digitalization of Accounts

To maintain accuracy and transparency of accounts, digitalization has to be done on priority

basis. In this regard a workshop will be organized by inviting some experts at state level and

guidelines and procedures will be developed. Staff and community will be given clear

orientation on digitalization of systems and procedures. The required software will be

144

developed at the state level by getting consultancy from experts. The required electronic

equipments for digitalization will be procured as per community procurement manual

through model CLFs.

I. Vision building training and Standard Operating Procedures (SOP)

The vision building workshop will be organized at state level by involving SMMU, DMMU,

TMMU and community cadres to develop guidelines and training materials. ToT will be

organized for state level resource persons with the help of national level resource persons.

Vision building exercise will be carried out for model CLFs, WLFs and SHGs in phased

manner. However all the model CLFs selected in 2019-20 will be covered on priority basis.

Remaining 26 model CLFs under NRETP blocks will be completed by third quarter of 2021-

22. The model CLFs selected in NRLM blocks will complete vision building exercise

simultaneously.

Standard operating procedures have already been developed and translated into local

languages. Training module for conducting SOP trainingswill also be developed by

organizing ToT at state level.

Table 8.5: Key activities and strategies for promotion of NRETPmodel CLFs


SMF, GRM & Rating

Tool implementation

1. MCLF rating will be done by

engaging community cadre

1. MCLF rating tool will be

made available to

community and staff in

local language

2. Training on rating tool

will be organised for

DMMU, TMMU and

Community cadres

3. Community cadre will be

engaged for rating MCLFs

once in six months

2. MCLF rating will be doneby

engaging external agencies

1. Selection of the external

agency / TSA / Colleges for

rating of MCLFs

2. TOR will be executed

with external agency for

rating of MCLF

3. Yearly MCLF rating will

be done by external agency

Plan for constitution,

nurturing and

positioning of

Community spear head

1. Community Spearhead team

will take forward MCLF activities

1. Community Spear head

team will be constituted by

involving Anganwadi

workers, Asha workers, PRI

145

team (CST) in MCLFs members, School teachers,

Panchayat Development

Officer, Community leaders

and GPLF Office bearers

2. Orientation on functions

of Community Spear head

team will be organised for

the CST members

3. Community Spear head

team will meet once in a

quarter to review the GPLF

functions and to set goals

for GPLF activities

Cadre management-

payment mechanism

through CBOs,

rationalisation

1. Community Cadre will be

managed by the MCLFs

1. Income and Expenditure

of MCLF will be assessed

once in a quarter

2. The payment of

Community cadre will be

done as per availability of

funds in MCLF

3. Payment for Community

cadre will be paid on task

basis

Plan for Sr. CRP

development for

MCLFs

1. The services of Sr. CRPs will be

utilised for strengthening of MCLF

1. Assessment of the

MCLFs will be done in the

beginning

2. Listing out the gaps of

GPLFs

3. Sr CRPs will be

empanelled by SRLM

4. Need based Sr CRPs will

be engaged case by case as

per the requirement of

different MCLFs

146

Chapter 9

Social Inclusion and Social development

9.1 Social Inclusion

KSRLM strategy for inclusion is to map the left out households using the SECC data. To that

effect a campaign for validating the SECC was undertaken in the MCPLFs and the same has

been completed in 13GPLFs. It was found that approximately 12% of households have been

left out form the SHGs and the process of inclusion in these GPLFs has begun. A similar

validation exercise to locate the left out households using SECC data is planned in the

remaining GPLFs.

Once this exercise has been completed, GPLF will start the process of mobilizing the left out

members into SHGs with special focus on households with at least one deprivation criteria

and households coming under auto inclusion. Identifying and segmenting the major

categories- using SECC data. (age, loneliness, poverty, disability, socially stigmatized etc are

to be kept in mind during mapping.)

9.2 Strategy for inclusion of vulnerable groups

9.3 Preparation of Vulnerability Reduction Plan

After formation of the GPLF,its EC & subcommittee members trained, the CRPs will

facilitate the preparation of Vulnerability Reduction Plan focusing on members from

marginalized groups. This plan will also contain the entitlement basket, i.e. a list of

entitlements for each eligible household. This data will be captured in the household data

card.

Campaign for inclusion (SECC data validation)

Inclusion through GPLF and CRP (formation of SHGs focusing on vulnerable groups)

Facilitating access to entitlements (including provision of VRF)

147

The Vulnerability Reduction Fund will also be a part of the VRP. In 2021-22, it is

proposed to have a special focus for specific groups and it is proposed to cover 50 % of

members from the following groups under VRF:

a. Persons with disability or having PWD family members.

b. Legally released bonded labourers or having family members as legally released

bonded labourers.

c. Manual scavengers or having family members who are manual scavengers.

d. Ex-devadasis or sex workers.

e. Widows or single women headed families.

f. PVTGs, Project Displaced families and child labour affected families.

g. Households affected by natural and man made calamities.

9.4 FNHW

Objectives

To demonstrate a community led convergence model focusing on the well being of

adolescent girl child, young pregnant /lactating woman, older woman and having

interventions in water, sanitation, health, nutrition, livelihoods and entitlements through

empowering the institutions of the poor (SHGs and federations)

Key deliverables

i. Health and Nutrition: MMR, IMR, anemia, malnutrition, households having kitchen

garden

ii. Sanitation: ODF status, safe drinking water facilities, households having bathroom

and toilet, houses having vermi-compost pits

iii. Education: enrollment of girl children, reduction in drop out rates

iv. Participation in Gram Sabha

• To promote and strengthen the agenda for improved WASH outcomes:

i. Attaining ODF status in selected Villages in MCLFs with the support of SBM

ii. Improved sanitation & hygiene behaviour at household/schools-anganwadi and

community level with special focus on menstrual health

iii. Establishment of sanitary napkin centres on a pilot basis

iv. Creating a model of Solid Waste Management practices in selected villages

• To promote and strengthen the agenda for improved health and nutrition:

i. Attaining improved indicators for institutional delivery, IMR, MMR, mothers having

full antenatal care

ii. Attaining improved indicators for undergoing examination and receiving treatment for

anemia, UTI/STIs and cancers

148

iii. Institutional strengthening for improved health at household and community level

iv. Introducing kitchen gardens and mushroom cultivation

• To create awareness and facilitate access to entitlements focusing on insurance and

pensions and strengthen the relationship between PRI and CBO

• Ensure that all households have accessed atleast 1 insurance (either life or medical)

• Ensure that all eligible SHG members /family members have accessed old age/

widow/ person with disabilities pension


Gram Panchayat Development Plan

• To create awareness, demand generation and participation in MGNREGA:

i. Promote labour groups consisting of SHG women

ii. Ensure that every household gets a job card

iii. Increase demand for work and ensure access of 100 days work for entitled household.

1. Activities under Health and Nutrition:

a. Create awareness and build capacities of women on the importance of health

(menstrual, UTI/STIs, cancers) and nutrition (iron, folic acid, calcium, protein etc)

b. Facilitate access through convergence with NRHM for institutional delivery, IMR,

MMR, full antenatal care to mothers

c. Facilitate access through convergence with NRHM for examination and treatment for

anemia, UTI/STIs and cancers

9.5 Water and Sanitation

• Provision of CIF to GPLF as bridge fund for construction of toilet. This will be

treated as a loan to the SHG and on repayment, will be in constant rotation with the

GPLF.

• Create awareness and build capacities on the importance of water and sanitation

• Establishment of sanitary napkin centres 1 per taluka.

• Creating a model of Solid Waste Management in selected villages.

Key Strategies.

1. Deployment of dedicated Human Resources from the Village, Gram Panchayat, Block,

District and the State level

2. Awareness building of community on various govt. schemes and entitlements

3. Capacity building of all stakeholders ( PRI and community cadres .) on various

schemes and entitlements for convergence

4. Develop need based thematic behavior change communication plan.

149

5. Establish community based tracking and monitoring system at villages/GP level and

develop accountable mechanism

6. Develop convergence mechanism at block, District & State level.

9.6 Gender related interventions under NRETP

NRLM believes that gender mainstreaming should feature in its framework, systems,

institutions and processes to achieve sustainable social, economic and political goals that

have direct/indirect impact on the Quality of Life Indicators of the community. NRLM in

general mobilizes poor women and also undertakes special mobilization efforts for reaching

out to women in exploitative situations / occupations (like single women, divorced, separated,

survivors of violence, trafficked women, Devdasi, HIV+ve women etc.) in particular.

Gender Sensitization.

• Gender - integrated in Social mobilization, IB-CB, Financial Inclusion and

livelihoods.

• Sensitization of Mission staff

• Sensitization of Community

• Development of Block Resource Persons/Trainers

• Training of existing SHGs

• Training of new SHGs Gender Social Action Committee

• Institutional Mechanism – Gram Panchayat Participation , Gender Forum and Social

Action Committee

Focused Gender Issues for 2021-22.

• Addressing domestic violence issues at the village level

• Gram Sabhas / Gram Sabha Participation

• Education of girl child, preventing drop-outs and child marriage

• Increased access and usage of Individual House Hold Latrine (IHHL)

• Intake of diversified diet by womenfolk.

9.7 PRI-CBO Convergence.

As it is envisioned to be a community led strategy, the focus is to build the capacities of

sub-committee members of Gram Panchayat Level Federations and Community Resource

Persons at the village level. To improve the programme implementation and outcomes of

MGNREGA, WASH and Livelihood interventions, SHG members, community cadres

like active women, Sub-Committee of WLFs and GPLFs need to be involved from the

beginning i.e., from the planning stage. The informed, oriented and motivated LCRPs

and SHG members can help in increasing the demand for work under MGNREGA, build

awareness on WASH activities and various livelihood interventions planned such as

fodder resource centre, etc.

The following activities are proposed under convergence:

150

1. Orientation of SHG members through community cadres on rights and entitlements

under various programmes like MGNREGA, NSAP, NRHM, PDS etc.

2. Proper training on process and procedures for accessing benefits under the above said

programmes to the community cadres along with PRIs. Hands on experience and

involvement of PRIs would be given more preference.

3. Motivating SHGs for taking greater role in planning, monitoring and evaluation

phases through forums like Village Health & Nutrition Plan, VWSC, and stake their

claims for rights and entitlements.

4. Involvement of WLFs and GPLFs to take up issues at block level.

5. Development of IEC materials and dissemination of the same up to the villages.

9.8 Activities under entitlements focusing on National Social Assistance Programme

(NSAP) and PRI-CBO Convergence

a. Create awareness and provide support in accessing at least one insurance (either

person or livestock) for every household

b. Create awareness and provide support in accessing pensions as per eligibility (old age

pension, widow pension and persons with disability pension)

c. Provide capacity building to all SHG women to motivate them to actively participate

in Gram Sabhas and in Gram Panchayat planning.

9.9 Village Poverty Reduction Plan (VPRP) and Gram Panchayat Development Plan

(GPDP).

The Village Poverty Reduction Plan (VPRP) is a community demand plan prepared by the

SHG network which can be further integrated into the Gram Panchayat Development Plan

(GPDP) a comprehensive demand plan for local development. It is the consolidation of the

demands for livelihoods, health and sanitation, social security, natural resource development

and basic infrastructure development prepared by the poor families who are members of the

SHGs, Gram Panchayat and the Community Organization network. In NRLM this is done at

three levels:

➢ SHG - Livelihoods and Entitlement Plan

➢ VO/CLF - Livelihoods and Social Security Plan

➢ Gram Panchayat Poverty Reduction Plan.



Gram Panchayat Development Plan.

151

Chapter 10

Financial Inclusion

National Rural Economic Transformation Project (NRETP) Progress in 2020-21:

NRETP is an additional financing to the National Rural Livelihoods Project (NRLP)

approved by the World Bank in July 2011 with objective of NRETP is to establish efficient

and effective institutional platforms of the rural poor that enables them to increase household

income through sustainable livelihood enhancements and improved access to financial and

selected public services. It is also being implemented in 13 blocks of the 3 districts from

2019-2020. One CLF per block was selected and developed as model CLFs. Base line for 39

CLFs was collected and updated in live portal during the year 2019-2020. Further 26 more

MCLFs will be developedduring 2020-2021

Plans for NRETP in 2021-22 :

Similar strategies and activities mentioned in NRLM will be carried out in NRETP as

mentioned above and additionally, each GPLFs shall have ONE honorarium paid person as

BimaSakhi (only in NRETP districts) duly trained in the field of insurance.

In brief, proposed Targets /Annual Action Plan for NRETP in FY 2021-21: SNo Indicators NRETP NRETP

Budget

A SHG Bank Linkage As per

NMMU

1 No. of SHGs credit linked

2 Amount Disbursed (in Cr.)

B Bank Sakhi (Positioned at bank branches) & Community Based Repayment

Mechanism (CBRM)

3 Total No.of Bank branches involved in financing of SHGs (target for Bank

Sakhi& CBRM)

N/A

4 No.of Bank Sakhi Positioned N/A

(depending on Bank response may be considered in future)

5 No.of branches where CBRM committees formed N/A


6 No.of Branch Managers trained


7 No.of SLBC sub committee meetings held 0


8 No. of FLCC using services of FL CRP 3

9 No. of new districts covered under FL initiatives 3

10 No. of new blocks covered under FL initiatives 13

11 No. of master trainers trained 12

12 No. of FL CRPs trained 104 2.60

13 No. of FL CRPs provided training tool kit 104 0.26

14 No. of FL CRP using Saksham application 104

152

15 No. of SHGs trained on FL

F BC Sakhi (SHG member working as BC)

16 No. of blocks under the intervention 13

17 No.of BC Sakhi placed 65 0.97

18 No. of BCs with IIBF certifications 39

19 No. of SHG members trained as BC pool 39

20 Number of digital transactions estimated during the year 1.404

21 Total value (amount) of digital transaction estimated during the year 2106

22 No. of SHGs brought on BC channel 2114

23 No. of VOs brought on BC channel

24 No. of CLFs brought on BC channel 65 0.07


25 No. of BimaSakhi placed 65

26 No. of CLFs with claim management system 65

27 No. of SHG members covered under life insurance (PMJJBY/other) 3900 0.37

28 No. of SHG members covered under accidental insurance (PMSBY/other) 3900

29 No. of SHG members/households covered under health insurance (PM-

JAY/state specific health insurance)

3900

30 No. of SHG members subscribed to Pension products (APY/Other product) 13214.7

31 No. of CLFs availed Insurance Support Fund (ISF) 339 339.00


32 No. of districts covered under enterprise financing efforts 3

33 No. of SHG members financed for setting up individual enterprises (with

SHG's internal funds)

56984

34 No. of SHG members financed for setting up individual enterprises (through

MUDRA)

5698.4

35 No. of Group enterprises financed 0

I OD limit facility for SHG members

36 No. of SHG members having individual OD limit facility -

Total 343.28

NRETP Budget Components: AAP 2021-22

Annual

Action Plan

(Amount

Rs. in

lakhs)

B2.3 Financial Inclusion Initiatives

B2.3.1 Electronic, Mobile Bookkeeping 0.00

B2.3.2 Bank Mitra, Bima Mitra, etc.

0.49 Awareness programmfor

Insurance (Rs.750 per 65

GPLFs)

B2.3.3 Financial Literacy and Credit Counseling

0.49 Awareness programm for

Digital Finance & Insurance

(Rs.750 per 65 GPLFs)

153

B2.3.4 Awareness Camps on digital transaction at market location

0.65 Awareness programm for

Digital Finance at market

location (Rs.1000 per 65

GPLFs)

B2.3.5 Awareness Camps for Insurance & Social securities

4.05 FLCRP & Bhima Sakhi

training cost Rs. 2.86 lakhs

(Rs.1250 per day for 104

person & Rs.250 material

cost per person)

Selected BC sakhi will

trained as Bhima Sakhi Rs

0.81 lakhs (Rs.1250 for 65

person/day)

Insurance Claim settlement

cost Rs 0.375 lakhs (Rs.250

for max 150 claims)

B2.3.6 TSA for Digital Finance

75.00 Hiring of Technical Support

Agency for Digital Finance

(Rs.75.00 lakh per TSA)

Sub Total 80.67

B3.1 Community Investment Support 0.00

B3.1.1 Revolving Fund Grants to SHGs 0.00

B3.1.2 CIF to CLFs

361.75 Insurance Support Fund

Rs.339.00 lakhs (Rs.1.00

lakh per eligible GPLFs)

Capital & OD limit cost of

BC Sakhi Rs.22.75 lakhs

(Rs.25,000 for Capital

&Rs.10,000 for OD limit

totalling of Rs.35000 for 65

members)

B4.2 Other Special Initiatives

B4.2.6 Special initiative support

0.13 For achieving target under

Insurance & Pension

(Rs.1000 per person for 13

blocks)

Indicators and Common Activities as per AAP template for Karnataka

S.

No.

Indicators and Guiding

Principles

Strategies/Activities at SMMU

I KEY PERFORMANCE

INDICATORS

As per AAP 2021-22

II Regular Activities -

Quarterly/Monthly/Weekly/Daily

As per AAP Target

III Specific Activities / Issue

Escalation

As and when raises or assigned

A SHG Bank Linkage

154

1 No. of SHGs credit linked as per

NMMU i.e.; Bank Credit Linkage

have been planned to 4,75,000

SHGs worth Rs.15000 Crores.

• Allocation of Target to all the Banks by May 2021.

• Circulation of the targets to ZP/DMMU/BMMU/GPLFs

• Conducting monthly meetings of SHG Bank Linkage

Subcommittees and also, finalize dates to be held for the

whole year at

State level (SLBC),

District level (DCC) &

Block level (BLBC) to pursue maximum SHG Bank

Linkage.

• Arrange for Progress Review Format

• Awareness among members in a big way by conducting

financial literacy programs

• Reduce interest rate at @12%/pa to SHG members for all

types of loans

• Strengthening SHG Bank Linkage Subcommittees at State

level (SLBC), District level (DCC) & Block level (BLBC)

to conduct monthly subcommittee meetings to pursue.

Circulation of review format to all LDMs and ZPs for

periodical review

2 Amount Disbursed (in Cr.) as per

NMMU and

OD limit facility for the SHG

member’s will be as per NMMU

target.

• MoU with major banks in state for ensuring maximum

disbursement with the least interest rate (<=12%)

• Organizing Campaign through Major Banks and Conducting

Loan disbursement mela's etc.

• Action plan to utilize full drawing power (DP) under loan

sanctioned to SHGs.

• Sensitization of GP and Ward level federations on

sanctioned limit, drawing power and they will be prevailed

upon to fully utilize the drawing power/sanctioned limit.

3 Total No.of Bank branches

involved in financing of SHGs and

formation & functioning of

CBRM

• All Rural Bank Branches should involve in financing SHG

loans;

To issue circular to all ZPs to ensure the same on top

priority.

• To circulate the guidelines on CBRM through SLBC

• To ensure CBRM as one of the agenda point in SHG

subcommittee meeting (since Policy has been approved by

SLBC steering committee)

To pursue further to ensure that it is functional

B Bank Sakhi (Positioned at bank

branches)

KSRLPS may consider this in future depending on Banks response

in Karnataka


No.of Branch Managers trained All Branch Managers involved in financing SHGs should be trained

at least once in year for smooth functioning of Credit Linkages.


No.of SLBC sub committee

meetings held Minimum once in a

quarter

Conducting SHG Subcommittee meeting on monthly basis as

substantial issues (and also, as per the RBI circular) with Banks can

be discussed.

Seeking Secretary approval accordingly for monthly meeting


All intesive districts and blocks

covered under FL initiatives • To ensure Identification, Training and Deployment of

155

All Intensive districts should have

four Master trainers.

All District level FLCC of Banks

should use the services of FL CRP

FLCRPs as per target

• To ensure coordination between FLCC and FLCRPs

• Training of Master Trainers - FL and Deployment of

FLCRPs for training of SHGs

• To ensure Distribution of Tool-kit & module to trained

FLCRPs (2 members)

• To ensure FLCRPs will be training SHGs members (4-6

SHGs) in a day

• To ensure Training for adequate knowledge of Life,

Accidental, Health Insurance & Old Age Pension

• To ensure every District one Financial Literacy Credit

Counseling Centers (FLCC)

• To ensure Training of SHGs on Financial Literacy by

FLCRPs

To ensure All FL CRP by May,21

• To ensure all FL CRPs should be onboard of SAKSHAM

app

F "Mission One GP - One BC"

Program:

BC Sakhi (SHG member

working as Business

Correspondent) or DigipaySakhi

All Intensive blocks should be

covered "Mission One GP - One

BC" Program by March’22.

Promotion of Digital Finance

No. of SHGs brought on BC

channel

Upscaling of livelihood as self-

sustainable regular Income Model

Tracking of Business Volume of

BCs

Handholding and Support system

• All NRLM intensive block considered for BC Sakhi

intervention for effective implementation of Digital

Finance/Door step Banking Services

• Identification, Training and Deployment of SHG members

as Business Correspondent/DigipaySakhi -

PHASE ONE -2891 under Training at RSETIs / NAR

PHASE TWO -2996 identification and training for IIBF

Certification

Eligible rural SHG members will be identified, trained and

IIBF Certified as BC Sakhi/DigipaySakhi and deployed by

March 22

• To issue circular/mandate to all SHG transaction through

BC channel.

• Digital Finance: BC channel will be made accessible to all

SHGs

• To create BC pool-Eligible Rural SHG members will be

identified and deployed for All GPs.

• Dual Authentication of CBOs

• Infrastructure Support Fund to Deployed BC/DigipaySakhi

Estimation of min 300 transaction

per month / BC Sakhi with Avg

value Rs.1500/- per transaction

Tracking of Business Volume of BCs to ensure as per set parameter

To guide BC Sakhi on min 300 transactions/month with an average

Rs.1500/transactions to ensure BC eligible for

Honorarium/Incentivize and provide financial support.


156

Target of SHG members (Aadhar

Linked) covered by March’ 22

Life Insurance - PMJJBY / any

other Scheme (70% SHG

members)

Accidental Insurance - PMSBY

(80% SHG members)

Pension-APY/Other products (10%

of SHG members)

Health Insurance Enrolment/ E-

Card generation through large scale

awareness-(50% of SHG

members/households covered)

No. of CLFs with claim

management system

[Basic Claim management = One

trained BimaSakhi + details of

BimaSakhi in very CLF/VO

offices]

No. of GPLFs availed Insurance

Support Fund (ISF)

• Universal Coverage Approach

• Each GP/BC Sakhi target 100 Life, Accidental and 10

Pension

• Identification, Training, Deployment of BimaSakhi for all

Insurance & Pension Coverage as well as Claim Settlement

• To ensure universal coverage each GPLFs shall have 1

person as BIMA Sakhi (VimaBandhu) in all 13 NRETP

blocks duly trained in the field of insurance along with

existing Cadres (FL CRP/BC Sakhi)

For NRLM, existing cadres (FL CRP/BC Sakhi) will be

trained and assigned as Bhima Sakhi.

• Establishment of structured Claim Management System at

every GPLF level through trained BimaSakhi (Exclusive in

NRETP & in NRLM through existing FL CRP/BC Sakhi)

• To ensure target coverage; campaigning of Social Security

Schemes (ie; Life, Accidental, Health & Asset Insurance and

Pension Schemes) for PMJJBY, PMSBY/any other

Life/Accidental Insurance Scheme

• Proposal to enter into tie-up/MoU with reputed insurance

companies including LIC to promote the insurance products

among the members of SHG and their Assets including

Livestock.

• To ensure Insurance Support Fund (ISF) Disbursements in

NRETPs Model CLF – 339 CLFs have been considered for

2021-22


All Intensive districts covered

under enterprise financing efforts

by March 22.

To cover all districts; the existing micro enterprises consultants

(MEC) will also be utilized to identify budding enterprises &

existing well established enterprises. and to handhold them till the

venture to be successful along with line departs.

No. of SHG members financed for

setting up individual enterprises

(with SHG's internal funds)

All SHGs under NRLM fold to be covered under enterprise

financing.

1 member in every SHG targeted for SHG Bank Linkage

No. of SHG members financed for

setting up individual enterprises

(through MUDRA) (at least 10%

of above)

Awareness and handholding support to SHG members on MUDRA

loans.

No. of Group enterprises financed

Bank Financing of PEs/ FPOs as

per potential in state (Coordinate

with Livelihoods team) – Actual

Number

Maximum financial support to be provided for eligible and

shortlisted PEs/FPOs.

I OD limit facility for SHG

members

SHG members having individual

OD limit facility

All eligible SHG members should get OD limit facility as per

NMMU target.

157

Chapter 11

Farm Livelihoods

Farm Livelihood CRP deployment

Name of the

cadre

Trained

till 2020-

21 since

inceptio

n

deploye

d till

2020-21

since

inceptio

n

Plan

for

2021-22

based

on the

villages

to be

covered

.

Plan for CRP

training 2021-22

Plan for CRP

deployment 2021-

22

Q

1 Q2 Q3 Q4

Q

1 Q2 Q3 Q4

Krishi Sakhi 0 00 338 0 11

2

11

2

11

3 0

11

2

11

2

11

3

PashuSakhi 0 0 338 0 11

2

11

2

11

3 0

11

2

11

2

11

3

Van Sakhi 0 0 6 0 2 2 2 0 2 2 2

Udyog

Mitra 0 0 244 0 81 81 82 0 81 81 82

MatsyaSakh

i 0 0 10 0 5 5 0 0 5 5 0

Any Others 0 0 0 0 0 0 0 0 0 0 0

mCRP- Agri 13 1 4 4 4 1 4 4 4

mCRP- LS 13 1 4 4 4 1 4 4 4

Total 0 0 962 2 32

0

32

0

32

0 2

32

0

32

0

32

0

158

Organic Village Cluster under NRETP:


till March

2020

Target

2020-21

Achievement

till Dec 2020

against the

target

Additional

target for

2021-22

No. of blocks covered for

organic cluster

0 13 13 13

No of villages under organic

clusters

0 258 200* 52

No of Organic Village Cluster 0 43 43* 26

No of Local Groups formed 0 430 0 260

No. of mahila kisan mobilized

into LG formed

0 4300 0 2600

No of Local Groups

registered

0 215 0 260

No of Mahila Kisan as

members of registered Local

Group

0 2150 0 2600

No of Scope Certificates

generated

0 1075 0 2600

Integrated Farming Cluster

Indicators Target

2020-21

Expected till March

2021 against the

target

Additional target for

2021-22

No. of IFC Clusters proposal to

be submitted 39 0 39

No. of HHs to be covered 7800 0 7800

No. of villages 117 0 117

No. of blocks 13 13 13

No. of districts 3 3 3

159

Value Chain development and marketing

The pandemic has highlighted the importance of building resilient agriculture and allied value

chains structures to sustain farm livelihoods. The structures should be able to bridge the

demand-supply gap, enabling farm level value addition, reducing food loss and wastage and

controlling price volatility. It is required to ‘needle’ the various factors into a single thread

that would provide end-to-end solutions for efficient market and better price discovery for

producer, processor and consumer and also develop efficient value chains.

A 'value chain' in agriculture identifies the set of actors and activities that bring a basic

agricultural product from production in the field to final consumption, where at each stage

value is added to the product.

Figure 1: Agriculture Value Chain- ‘Farm to Fork’ concept

Forward Linkages are the different channels through which farmers market their produce.

With the introduction of new agriculture bills in the country, innovative market models like

online platforms (e-NAM), contract farming, direct marketing (Rythu bazaars) are

encouraged and new players are anticipated in the picture fostering womens participation in

agribusiness in coming years.

At this juncture, Sanjeevini-KSRLPS aims to develop efficient commodity value chains and

market linkages to increase producers' share in consumer rupee. In the year 2021-22, focus of

Farm livelihoods portfolio would be on creating resilient value chains for the farm produce

and establishing sustainable market channels. The approach emphasizes on forming producer

groups at GPLF, training them on sustainable agricultural practices. Further, producer groups

form producer enterprises at block and district level.

Further at block and district level, with the support of Technical Support Agencies (TSA), the

approach is to set up Value Chain Support Cells (VCSC) for sustainable development of

agricultural, livestock, fisheries and non-timber forest products value chains. These VCSC

create market linkages and provide technical assistance, capacity-building services and

handholding support to Women Producer Companies (WPCs), with the objective of creating

160

profitable, bankable, and self-sustaining commodity chains. This enables the achievement of

the goal of empowering women in the agribusiness value chain and enhance their voice in

financial decision making and the ability to drive collective action from grassroots to apex

levels.

6.1 Value Chain intervention under NRETP-AAP- promotion of PG


March' 2020

Target

for

2020-

21

Achievement

against target

till Dec 20

Additional

target for

2021-22

Number of blocks covered 0 13 13 13

Number of villages covered 0 1572 0 52

Number of Producers Groups

(PG) formed [for post farm gate

value chain interventions]

0 86 42 487

No. of producers transacted

through the PGs

0 1720 840 9700

No. of Udyog Mitra created 0 0 0 244

No. of PGs submitted business

plan to CLF

0 86 42 488

Total Funds released to PGs (Rs

Lakhs) from CLF

0 0 63 732

For infrastructure support 0 0 21 366

For working capital support 0 0 0 366

Number of PGs squared off

account with CLF/GPLF

0 0 0 488

Bank Finance leveraged (Rs

Lakhs)

0 0 0 976

Total turn over of all the PGs 0 0 0 1503

Cumulative profit /(Loss), in

Lakh Rupees

0 0 0 75.15

No. of PGs graduated to FPO

(registered)

0 0 0 150

Name of the commodities: Cereals, pulses, vegetables, oilseeds, commercial crops,

fishery, etc

No. of Producer Groups

formalized (registered)

0 0 0 488

161

6.2 Promotion of new PE under Farm value Chain (NRETP) FY 2021-22

Producers

Enterprise

Name of the

commodity(ies)

Name of

Districts

Name of

the Blocks

Number of

households

-to be

covered

Estimated

budget

requirement

(Lakh INR)

Expected

annual

turnover of

the PE

(lakh INR)

PE 1 Agri/ Fishery Uttar

Kannada

Ankola

Bhatkal,

Kumta,

Yellapura,

Joida

200 500 500

PE 2 Agri/ Horti Gadag Nargund,

Ron,

Gadag,

Mundargi,

Shirahatti,

200 500 500

PE 3 Agri/ Horti Tumkuru Sira,

Pavagada,

Madhugiri,

C.N. Halli

200 500 500

Financial outlay for the Farm Livelihood intervention under NRETP FY 2021-22

Human Resource - Requirement and Budget details

Level SL.

No. Position

Unit

cost

No.

of

units

Total

months Total

1 SPM- Value Chain & Marketing 1.1 1 12 13.2

2 ASPM-Forward linkage 0.7 1 12 8.4

3 ASPM-Organic Village Cluster 0.7 1 12 8.4

4

ASPM - Farm Livelihood

(Training and Capacity

Building) 0.7

1

12 8.4

5 Young Professionals/ Project

executive 0.45 5 12 27

Subtotal (A) 9 65.4

Taluka

1 BTM- Organic Farming 0.4 13 12 62.4

2 BTM-Value Chain & Marketing 0.4 13 12 62.4

162

3 BTM-Livestock 0.4 13 12 62.4

4 BTM-MIS & Documentation 0.3 13 12 46.8

Sub Total(B) 52 234

Cluster 1 CTM-Organic Farming 0.3 13 12 46.8

2 CTM-IFC 0.3 39 12 140.4

Total : Sub Total(C) 52 187.2

Total(A+B) 104 421.2

Grand Total 113 486.6

Training & Capacity Building plan :

Rs. In Lakhs

Sl. No. Particulars Days Unit

Unit

cost Amount

1 Staff Training component

1.1 Training to SRLM staff on livelihood

interventions 10 150 0.0238 35.63

1.2 Exposure visit to best Livelihood models

managed by community 3 150 0.05 22.50

Sub Total 58.13

2 Resource pool Development

2.1

Honorarium to National Resource persons(

SAP, FLH,OVC, IFC VC&mkt,

Livestock,NTFP&,Fisheries) 60 6 0.1 36.00

2.2 Honorarium for SRPs( Farm, Livestock,


2.3 Honorarium for BRP( Farm, Livestock,


2.4

Honorarium for CRPs( KrishiSakhi,

PashuSakhi, Vanasakhi,MathsyaSakhi, Udyog

sakhi) 12 936 0.03 336.96

Sub Total 505.56

3 Training to State/ Block/ Community

Resource pool

3.1 Training to SRP( SAP, FLH,OVC,


3.2 Training to BRP( SAP, FLH,OVC,


3.3 Training for CRPs( KrishiSakhi, PashuSakhi, 15 936 0.015 210.60

163

VS, MS & US)

3.4 Exposure visit to best livelihood models (

CRPs) 3 936 0.02 56.16

3.5 Refresher training to Farm -LH CRPs 5 936 0.02 93.60

Sub Total 371.17

4 Workshops

4.1 Block Level

4.1.1

Experience sharing by , Stake holders,

community and CRPs 1 13 0.75 9.75

4.2 GPLF

4.2.1 Experience sharing by community and

community cadres 2 339 0.1 67.80

Sub Total 77.55


5.1 Sustainable Agriculture/ Agro Ecological

Practices (AEP)

5.1.1 Training to Livelihood sub committee on Farm

Livelihoods 1 339 0.0225 7.63

5.1.2 Exposure visit to Livelihood sub committee to

nearby districts 1 339 0.016 5.42

5.1.3 Orientation on sustainable agriculture/ AEP to

GPLF members 2 33900 0.001 67.8

5.1.4 Orientation on Establishment of NPM Shop/

CHC, Seed Bank and Agrinutri Garden, etc., 1 33900 0.001 33.9

5.15 Conducting farmers Field schools @ 2 Seasons 2 170 0.25 85

Sub Total 199.75

5.2 Training and Capacity building under

organic farming practices

5.2.1 Awareness programme on Organic Farming 1 2600 0.0013 3.25

5.2.2 Orientation on Organic farming 1 2600 0.0013 3.25

5.2.3 Training to CRPs about PGS certification 2 515 0.0075 7.725

5.2.4 Soil testing 0 260 0.002 0.52

5.2.5 Peer farmer visit for inspection of organic

farmers as a part of PGS audit system. 2 1280 0.004 10.24

5.2.6 Pesticide residue testing : Rs 10,000/- per

sample + 18 % service tax. 0 0 0 0

5.2.7 Collection of KYC document and data entry as

per the PGS format. 0 2600 0.001 2.6

5.2.8 maintainance of Farmers diary 0 2600 0.0005 1.3

164

5.2.9 PGS Organic Certification cost. 1 256 0.3 76.8

5.2.10 Establishment of Jeevamrutha unit 1 2600 0.0075 19.5

5.2.11 Seed materials for nitrogen fixation plants like

gliricidia, susbania, sunhemp etc., 1 2600 0.001 2.6

5.2.12 Production of model botanical extracts 0 1024 0.01 10.24

5.2.13 Introducing Bio-fertilizers. 0 1024 0.005 5.12

5.2.14 Distribution of Neem cake & Neem oil 0 1024 0.01 10.24

5.2.15 Establishment of model Vermi compost unit 0 1024 0.05 51.2

5.2.16 Exposure visit to model organic farms. 1 260 0.015 3.9

Sub Total 208.485

5.3 Training and capacity building under

valuechain and marketing

5.3.1 Training to producer groups( Farm, Livestock,

Fishery and NTFP) 1 1253 0.11 137.83

5.3.2

Exposure visit to producer group members(

Farm, Livestock, Fishery and NTFP) within the

district

1 2506 0.01 25.06

5.3.3 Traing to producer groups on business plan

development 1 1253 0.11 137.83

Sub Total 300.72

Grand Total 1721.36

NRETP-Farm Livelihoods AAP-2021-22

Farm LIVELIHOODS FUND & ASSET CREATION :

SL.NO. Components

No. of

units Unit cost

Total

cost

1 Custom hiring centre 13 2 26.00

2 Seed bank 13 1 13.00

3 NPM Shops 121 0.25 30.25

4 CRP &mCRP Kit 936 0.05 46.80

5 Establishment of ANG 3390 0.005 16.95

6

Community Livelihood Fund to

take up suitable group activities at

GPLF level(For PGs)

427 1.5 640.50

TOTAL 773.50

165

NRETP,Farm Livelihoods AAP-2021-22

Livelihoods Projects and Partnership

SL.NO. Partnership

with Project Name Period

Unit

cost

( In

Rs.)

Total Budget

for 3 year ( in

Rs. )

Budget FY

2021-22

1

Technical

Support

Agency

Organic Village

Clusters and 3 Year 75 225.00 75.00

2

Technical

Support

Agency

value Chain and

Marketing 3 year 75 225.00 75.00

Total 450.00 150.00

NRETP,Farm Livelihoods AAP-2021-22

Budget - Abstract (Rs. in Lakhs)

Sl.No.

Component Unit

Budget

FY-2021-

22

1 Human Resource

1.1 State 9 65.40

1.2 Block 52 234.00

1.3 Cluster 52 187.20

Sub total 113 0.00

2 Training & Capacity building , Exposure Visit

2.1 Training & Exposure visit to staff 58.13

2.2 Training and Exposure Visit to State /TalukaResource

pool 221.41

2.3 Training & Exposure Visit To Community Resurce Pool 360.36

Sub total 639.89


3.1 Sustainable Agriculture/ Agro Ecological Practices

(AEP) 199.75

3.2 Training and Capacity building under organic farming

practices 208.49

3.3 Training and capacity building under valuechain and

marketing 300.72

166

Sub total 708.96

4 Honorarium To Resource pool

4.1 Honorarium to NRP, SRP &BRP 168.60

4.2 Honorarium to Community cadres 336.96

Sub total 505.56

5 Work Shops

5.1 Block Level 9.75

5.2 Grama Panchayath 67.80

Sub total 77.55

6 Livelihood Fund and Asset creation 773.50

7 Livelihoods Projects and Partnership 150.00

Grand Total 2855.46

167

Chapter 12

Promotion of Nonfarm enterprises

1. Introduction

Implementation of NRLM in Karnataka State has created a platform for rural poor women to

access finance and become entrepreneurs. To further strengthen entrepreneurship, NRETP

builds on lessons from on-going enterprise and entrepreneurship development approaches.

The basic objective is to facilitate nano/microenterprises who have demonstrated some

potential to grow to graduate to Small and Medium Enterprises (SMEs). Establishing of one-

stop-facilities (OSFs) in selected blocks to support enterprises in business plan development,

identifying the training needs and arranging training, bridging critical gaps in accessing

business development services, technology, and skills and securing finances is the major

intervention in non-farm sector under NRETP.

2. Progress of 2020-21

2.1 One-stop-facilities (OSFs)

As the enterprises scale-up, the support services required in the growth phase are different

from those in the initial phases of the enterprise. There is a felt need for support (finance and

handholding) to nano-enterprises of women that are on a growth track. Karnataka

acknowledged this situation and has set up ‘One-Stop Facility (OSF) centres’ to provide

professional business development services to nano-enterprises on growth track. State

Mission Management Unit (SMMU) has identified the following blocks where OSFs is

established based on NRETP selection criteria.

District OSF Blocks (6 nos) SateliteCentres (7 nos)

Gadag Gadag Mundagiri Shirahatti Nargund Ron

Tumkur Chiknayakanhalli Madhugiri Sira Pavagada

Uttar

Kannada

Yellapur Kumta Supa Ankola

Recruitment of necessary human resources at the state, district and block level has been

completed by Sanjeevini Mission. Shortlisting of BDSPs has been completed in all blocks.

The state has also conducted stage 1 of the two-stage enterprise survey - listing of all SHG-

household owned enterprises in the block (No. of workers, nature - production, trading,

services, premises - own house, own shop, or rented, location, frequency of purchase of raw

material, amount of cash in the cashbox at the end of the day etc). A training agency has also

been selected, namely, Deshpande Foundation to train the BDSPs.

168

All 13 blocks have identified office space for setting up OSF (main office and satellite

offices) and procurement of assets for OSF offices is under progress. Nodal CLF was

identified in each block and has opened separate bank account in each block. Transfer of CEF

to nodal CLF’s account (first tranche) was also completed in selected blocks.

Sanjeevini Mission has finalised the Training curriculum for training BDSPs. Training of

BDSPs in advanced business management is under progress and only those BDSPs who

successfully complete the training and obtain certificate from the training agency will be

allowed to work in the OSFs.

2.2 Cluster Development Initiatives

Under the NRETP cluster development programme, details of more than twenty untapped

non-farm sectoral and geographical clusters or similar groups of enterprises were collected

and compiled for further interventions. 6 clusters pertaining to the Artisan clusters have been

selected for interventions under NRETP and despite the Covid -19 pandemic situation, six

scoping studies in the following sectors were conducted, by utilising the services of State

Consultant, SRPs, and a few YPs. (Lambani Tribal Embroidery was later dropped due to non-

feasibility)

Sl

No

Name of the

Cluster

Name of the

District.

Scoping Study and Financial Feasibility

1 Leather

Puppet Cluster

Chikkaballapur Completed and sent to NMMU Jan 2021

2 Handloom

Cluster- Silk

and cotton

Handlooms

Bagalkote, Gadag,

Mandya,

Chamarajanagar

Completed and sent to NMMU Jan 2021

3 Woodwork

Cluster

Koppala, Mysore,

Ramanagar


4 Jute Bag

Cluster

Bagalkote,

Vijaypura


5 Bidri Work Bidar Completed and sent to NMMU Jan 2021

6 LambaniTribal

Embroidery

Bellary, Gulbarga,

Gadag,

Ramanagara,

Davangere

As per the scoping study and cost-benefit

analysis, as the women are not into

commercial production of their embroidery,

this cluster would not fit into the mandate of

NRETP cluster development

169

3. Plan for 2021-22

3.1 One-stop-facilities (OSFs)

3.1.1 Finalisation of Enterprises for Support

Stage 2 of the two-stage enterprise survey will be conducted in the initial months of 2021-22.

A detailed data tracking and recording exercise with enterprises selected under Stage 1 will

be performed to develop the final list of enterprises to be supported under NRETP. Data will

be collected on a) Business performance (including revenue, costs, assets, etc.) and b)

Product profiles (for production businesses). Based on this data collection, a final shortlist of

enterprises that will be supported by the project will be created. The data will also serve as a

baseline for assessment of the impact of the intervention on business performance. The

detailed product profile data will be also used to create a catalogue of SHG products to

explore potential external market linkages.

3.1.2 Selection & Orientation of support structure

Selection and orientation of Mentors and Functional Experts will be conducted in the first

quarter of 2021-22. Selection and orientation of OSF - Managing Committee in managing

OSF activities, appraising business plans and approving fund requests, monitoring work of

BDSPs, monitoring of enterprises and in management, disbursal, and recovery of CEF will be

organized subsequently. Training of CBOs (livelihood sub committees) in management,

disbursal, and recovery of CEF, maintaining books of accounts, appraising business plans,

approving fund requests will be conducted to ensure that the funds sanctioned and released

for the enterprise are utilized. Livelihood sub committees will be trained in basic monitoring

of enterprises and the work of the BDSPs also.

3.1.3 Preparation of OSF Work Plan

Annual plan will be prepared by each OSF for 2021-22. BTC-EP along with OSF-MC and

DTE-EP will set a target for supporting new and existing enterprises for the year. Annual

plan will also include training plan for all stake holders (entrepreneurs, BDSPs, CBOs, etc).

BTC-EP will get the plan approved by the BPM and sent to DMMU and SMMU. BDSP

deliverables will be measured against the annual plan and task based payments will be made.

3.1.4 Disbursement of Funds

Funding for selected enterprises will be facilitated in 2021-22 through various sources such

as Community Enterprise Fund (CEF), Community Investment Fund (CIF), undrawn bank

credit at the SHG level (which will be facilitated by FI team) and loans from formal financial

institutions (which will be facilitated by FI team)

170

It is expected that 1950 Enterprises will attain 15% growth in revenue (with a proportionate

increase in profit) and there will be 15% increase in the monthly take home income (defined

as withdrawals by the entrepreneur from the business) of 1950 entrepreneurs. The enterprises

will be able to generate enough cash flows to repay the loan to the lenders as per the

repayment schedule. A catalogue of SHG products / Product Inventory at district level will

also be an output of the interventions in 2021-22.

3.2 Cluster Development Initiatives

Cluster Development will primarily take place through soft interventions including design

development, quality assurance, enterprise creation, market development, financing,

technology upgradation, skilling, promoting responsible business interventions, strengthening

the local ecosystem including development of collective enterprises and hard interventions

like creation of Common Facility Centres (CFCs) / Common Production Centres (CPCs). In

the year 2021-22, Karnataka state will on-board relevant Technical Support Agencies

(TSAs), with specific experience for each cluster to provide technical assistance. The TSA

will conduct an in-depth analysis of the cluster and report on the steps necessary to intervene

in the specific cluster in a DSR (Detailed Study Report). It will be ensured that the TSA

prepares the DSR also implements the cluster development project. Hence while selecting a

TSA, a combined quotation of preparation of DSR and implementation of the project will be

taken. Once the agency is on board, it will prepare the DSR (including baseline) for the

cluster and propose an intervention plan along with expected outputs and outcomes. The plan

will be submitted by the SRLM to NRLM EC for approval. The accurate budget of the

intervention and plan of action in each of the following cluster will be based on the DSR.

Sl

No

Name of the Cluster Name of Block Number of

Estimated

households

HH

1 Leather Puppet Cluster Bagepalli 100

2 Handloom Cluster- Silk and cotton

Handlooms

Badami, Hungunda,

Shirahatti, Sri

Rangapattna,

Chamarajanagar.

400

3 Woodwork Cluster Koppala, Mysore,

Chanapattna

300

4 Jute Bag Cluster Badami, B.Bagevadi 100

5 Bidri Work Bidar 100

3.3 Incubator

It is proposed to establish a State-level incubation centre for providing business and financial

services directly to existing high-performing enterprises. Mentoring, connections with buyer-

171

supplier, processing and facilitation of debt and equity, capacity building, legal/accountancy

support and facilitation of licenses/certification etc will be facilitated through the Incubator.

The state level incubator driven by a TSA (IIM-B or Deshpande Foundation) will provide

one-stop service and direct individualized handholding to selected enterprises.

4. Budget

No.

Budget

Head Particulars

Amount

(Rs. In Lakhs)

1 B2.1 Identification of BDSP 1.17

2 B2.1 Capacity Building for BDSP 12.675

3 B2.1 Honorarium for BDSP 74.15

4 B2.1 Mentor & Functional expert Identification 1.32

5 B2.1 Orientation of Functional Experts and mentors 3.945

6 B2.1 Honorarium for Mentors 93.6

7 B2.1 Resource Fee for Functional Experts 70.2

Sub Total 257.06

8

B2.5 Mobilisation and Identification of

Entrepreneurs including enumeration 27.3

9 B2.5 Capacity Building for Entrepreneurs 54.6

10 B2.5 Cluster Development Activities 500

Sub Total 581.9

11 B3.2 Operational cost support for Nodal CLFs 12.675

Sub Total 12.675

12 B3.5 Enterprise CEF 162.5

Sub Total 162.5

Grand Total 1014.135

172

Chapter 13

Financials

Financial progress under NRETP for the FY 2020-21.

SL

No Parameters

Amount

(Rs in lakhs)

1 AAP Allocation for 2020-21 1806.00

2 Opening Balance as on 01.04.2019 1107.40

3 Central Allocation 1083.70

4 Central Share Releases 361.20

5 State Allocation 722.40

6 State Share Releases 240.80

7 Other Receipts 17.24

8 Total Funds 2088.64

9 Expenditure 1670.15

10 Admin expenditure (Included in expenditure item 8) 24.89

Closing Balance 418.49

173

Table 7.2: Summary of Costs and Sources of Finance

Summary of Costs and Sources of Finance for 2021-22 - NRETP

Component

Budget

for FY

2021-22

Central Share

(60%)

State Share

(60%)

State Rural Livelihood

Mission (SRLM) B1 248.57 149.142 99.428

Institution Building and

Capacity Building B2 1063.82 638.292 425.528

NRETP CIF B3.1 900.00 540.00 360.00

Infrastructure Support B3.2 55.00 33.00 22.00

Vulnerability Reduction

Fund for Insurance to

CLF/GPLF B3.3 113.57 68.142 45.428

Support to PG/PO (Working

Capital) B3.4 0.00 0.00 0.00

Community Enterprise Fund

for Enterprises (revolving)

B3.5 325.04 195.00 130.00

Support to BC Sakhi –

Capex for equipment

hardware & honorarium

B3.6 0.00 0.00 0.00

Support to Producer

Enterprise (Farm) B3.7 0.00 0.00 0.00

Special Programs B4 0.00 0.024 0.016

Total 2706.00 1623.6 1082.4

174

Chapter 14

Systems (HR & PMS, MIS, M&E)

14.1 Human Resources & Performance Management Systems

TA DA

Travel Rules of KSRLPS Employees

An Employee on official tour will be entitled to daily allowance intended to cover expenses

incurred on food and incidentals in the course of traveling and for boarding and lodging at

places other than headquarters, as provided hereinafter.

These rules shall applicable to all employees of the Society including

i. Those on deputation from other departments

ii. Trainees engaged under Society’s own training schemes.

iii. Contract Employees.

These rules shall also be applicable for the members of the Executive Committee when

they are on tour for the society. For this purpose, they shall be treated under category I

Employee Category

Grade I SPMs

Grade II AM, DPM, Accounts Officer

Grade III District Manager, TMMU Staff, Accounts & Administration

Office Assistants, Data entry operators, (YPs-Grade-II)

Grade IV Drivers & Others Staff

1.1 Nature of Entitlement:

Travel Entitlement >500 Kms/10 Hrs Journey >500 / 10 Hrs

Grade I Air (Economy Class) Rail / Road

II Tier AC / Volvo

Grade II Air (Economy Class) * Rail / Road

II Tier AC / Volvo

Grade III Rail / Road

III Tier AC / Volvo

Grade IV Rail / Road

III Tier Sleeper / Luxury Bus

*Grade II Employees are not entitled to travel by air. In case of exception, prior

permission has to be granted by Mission Director.

Daily allowance will be calculated from the time forward journey begins, and ends at the

time of return to head to headquarters.

175

Officials who are entitled to travel in higher class, I.e. A/C Class in trains, Luxury A/C

buses and by air shall furnish a certificate in their TA bills for having performed the

journey.

1.2 Daily Allowance (Food & Allowance)

Daily allowance for food & Incidentals will be admissible at the following rate

Food and Incidentals Within State Outside State

Grade I State Capital – NA

District HQ – 500

Block HQ – 400

State Capital - 500

Non Capital - 400

Grade II State Capital – 400

District HQ – 350

Block HQ – 300

State Capital - 500

Non Capital - 400

Grade III State Capital – 250

District HQ – 200

Block HQ – 150

State Capital - 400

Non Capital - 300

Grade IV State Capital – 200

District HQ –150

Block HQ – 150

State Capital - 250

Non Capital - 200

All claims will be reimbursed subject production of Original bills / Receipts. The limits of

daily allowance may be relaxed in exceptional cases on merit with the approval of the

mission Director.

1.3 Daily Allowance (Accommodation)

Accommodation /

Lodging Charges

Within State Outside State

Grade I State Capital – NA

District HQ – 1000

Block HQ – 750

State Capital - 1500

Non Capital - 1000

Grade II State Capital – 750

District HQ – 750

Block HQ – 750


Non Capital - 1000

Grade III State Capital – 500

District HQ – 400

Block HQ – 300


Non Capital - 750

Grade IV State Capital – 400

District HQ –300

Block HQ – 250

State Capital - 750

Non Capital - 500

1.4. LOCAL TRAVEL (Conveyance)

The provisions of this section shall apply to local journeys performed by the employess at

their headquarters in connection with the society’s work.

Local Conveyance

Grade I Approved Taxi / 3 wheeler – Actuals

176

Own Vehicle – Rs 4 per KM for Two Wheeler Rs 8 Per KM for

Four Wheeler

Grade II Approved Taxi / 3 wheeler – Actuals


Four Wheeler

Grade III 3 wheeler – Actuals


Four Wheeler

Grade IV 3 wheeler – Actuals

Own Vehicle – Rs 4 per KM for Two Wheeler

Write up on PMS:

• The performance appraisal of KSRLPS State Staff was due for the FY : 2018-19,

2019-20 & 2020-21 (upto Dec-2020) is accomplished in Dec 2020. The appraisal is

based on Annual Output Indicators of AAP for the respective years of appraisal as

approved in the EC by MoRD. Wherever the same is unavailable, other targets given

by GoI and GoK in the respective year or Job Description or as indicated by the

Mission Director would be the basis on which the appraisal of the staff was

conducted.

• Post submission of Self-appraisal part by the staff, the appraisal was conducted by an

Evaluation and Review Committee and recommendations of the committee is

approved by the Mission Director.

• Services of all the staffs who were appraised as aforesaid are continued.

DMMU and TMMU recruitment plan

Sl. No Particulars Timeline

1. Engaging HR agency 15 March 2021

2. Notification for staff 31st March 2021

3. Short listing Candidates 20th April 2021

4. Interviews 25th April 2021

5. Finalising Candidates 15th May 2021

6. On boarding staff 30th May 2021

177

14.2 Monitoring & Evaluation

The Mission will implement a Monitoring and Evaluation framework by liasoning and

bringing on board a State Level Evaluation Authority - KEA to develop and plan for

institutionalizing and/or strengthen the mission’s ability to be able to monitor performance.

There will be monthly reports which would include, inter alia: (a) up-to-date physical and

financial expenditure data compared to annual and end-project targets; (b) updated indicators

of project performance compared to annual and end-project targets; (c) successes and

problems encountered during the reporting period with suggested remedial actions; and (d)

socio-economic and environmental impacts of the project. The report would include project

implementation performance, processes and outputs in intervention areas of Sanjeevini, along

with reporting on implementation of specific strategies.

Under NRLM, KSRLPS plans to establish a monitoring and evaluation system enabling the

programme to enhance overall effectiveness through establishing clear logical links between

programme interventions and results. Mission shall identify suitable participatory M&E

mechanisms and tools such as participatory social auditing. Social inclusion will be

monitored across KSRLPS interventions including membership of PGs and their executive

committees, trainings, on-farm demos, exposure tours, skills and jobs, and percentage of ST

and women CRP. The M&E system is to be built upon the need for demonstrating

accountability of DMMU/TMMU/partners and stakeholder by having strong mechanisms of

measuring and managing results and learning. To this end, M&E will guide the mechanism

by integrating programmatic and institutional framework across the implementation structure

i.e. SMMU, DMMU, TMMU and also cover Partner agencies & Technical Support Agencies

which will ensure accountability and higher degree of results. Monitoring and data analysis

will be planned in a phased manner across all implementation levels of the Mission. Under

M&E, in coordination with KEA, the Mission plans to conduct regular community

monitoring so that performance is verified with two pronged approach both quantitatively and

qualitatively. Key Performance Indicators of each of the verticals – IBCB, SI/SD and Com,

Farm Livelihood and Non-Farm Livelihood activities of the Mission will be evaluated and

monitored quarterly and reported to the mission. Baseline capturing is to be planned.

Emphasis will be laid to review the results of monitoring every quarter and ensure to

recommend corrective action /advises to the Mission keeping in view the prime outcome

indicators of elevating the ability of poor to be empowered economically, financially and

socially and also to increase house hold income due to Mission interventions. Visible

Interventions of the Mission will be evaluated such as Number of SHG’s formed, trainings

conducted, quality of training, training outcome, micro enterprises initiated and sustained and

progress monitoring is also envisioned to be Evaluated and Monitored. The external M&E

consultant/agency will undertake sample checks and do random spot checks on quarterly

basis for output tracking and monitoring. This will help the SMMU team to analyze the MIS

information, synthesize and present timely findings and recommendations on any strategic

improvements to the SMMU.

14.3 Management Information System

The Mission has achieved progress across various parts of the state; however, the State’s MIS

fails to capture the ground work done by the Mission. This is due to the lack of dedicated

human resources with appropriate knowledge of handling the MIS portal. This has badly

178

affected the data entry in MIS portal. In order to overcome this issue and to see that this is not

repeated in 2020-21, SMMU plans to fill the post of SPM (MIS) which has been vacant by

April 2020. Also, District Level MIS post will be filled and the districts are directed to start

filling the posts of MIS Assistants in all the blocks of the state. Using the MIS Assistants, the

progress of the Mission will be updated on a real time basis. Review of NRLM will be taken

up in monthly meetings at different levels based on MIS.

Karnataka State Rural Livelihood Mission

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