NRLM : GOAL - POVERTY ELIMINATION Poverty elimination through social mobilization, institution building, financial inclusion and a portfolio of sustainable livelihoods. VISION: Each poor family should have an annual income of at least Rs.50,000 per annum 1

NRLM  Task: to reach out to 7.0 crore rural poor households, and, stay engaged with them till they come out of abject poverty  Mission - to do this in a time bound manner

N.R.L.M - LESSONS FROM LARGE SCALE EXPERIENCE IN THE COUNTRY Even an ultra-poor family can come out of abject poverty in years  Provided they are organised, nurtured, and, given continuous support by a dedicated support structure, both external and their own.  Provided they are enabled to access financial support in repeat doses, min. Rs.1.0 lakh per family Paradigm shifts required 3

PARADIGM SHIFT – MINDSET ABOUT POOR Poor: –innate capabilities –self-help and volunteerism Social mobilisation and institutions of poor – key to poverty eradication Sensitive support institutions for poor – to induce social mobilisation 4

PARADIGM SHIFT Poor as ‘engines’ of growth and not dependent on ‘trickle down’ 5

PARADIGM SHIFT Core investment of Govt. – investment in institutions of poor Poor people’s institutions drive the programme – Govt/N.G.Os as facilitators 6

Human and Social Capital (Leaders, CRPs, Community Para- Professionals) Human and Social Capital (Leaders, CRPs, Community Para- Professionals) Dedicated Support Institutions (Professionals, Learning Platform M & E Systems) Dedicated Support Institutions (Professionals, Learning Platform M & E Systems) Institutional Platforms of Poor (Aggregating and Federating Poor, Women, Small & Marginal Farmers, S.C s and S.Ts)

Name : Vijayalaxmi Swayam Sahayak Sangham Address: B.K. Samudram, Ananthapur District, A.P Date of starting: 26 – Period of study: to (13 Years) No. of members: 10 No. of weekly meetings:594 Percentage of members Attendance in the meeting: 92% SHG bookkeeper’s monthly Honorarium : Rs. 150/- Total saving in the group: Rs. 1,47,000 Total group corpus: Rs.3,46,945 8

S.No.AgencyYearLoan amount 1Bank200020,000 2Bank200530,000 3Bank20071,50,000 4Bank20085,00,000 5Bank200840,000 Sub Total7,40,000 6MS/VO199870,000 7MS/ VO200481,000 8MS/VO200512,000 9MS /VO20061,20,000 10MS/VO200850,000 Sub Total3,33,000 Grand Total10,73,000 9

S. No Small Loan Purpose No.of small loans Total loan amount (in Rs.) S. No Investment Loan purpose No.of Big loans Total loan amount (in Rs.) 1House hold expenses Weaving Health Business Agriculture Autos Education House construction Milch animals Agriculture Land Vermicompost Education Miscellaneous Total % Total % 10

1Total No. of Small loans848 2Total loan amount in Rs Total No. of Investment loans157 4Total loan amount in Rs Total No. of loans995 6Total loan amount in Rs.32,43,150 7Per capita no.of loans100 8Per capita loan amount3,24,315 11

S. No. Name of the Member Monthly income before joining the group amount (in Rs.) Present monthly Income amount (in Rs.) 1V. Ramanamma S. Subbamma M. Gangamma Prameelamma Chennamma M. Naga Laxmi Papulamma Lingamma P. Savitri Nagamani

N.R.L.M - GUIDING PRINCIPLES  Organising the poor – a prerequisite to poverty eradication – a woman from each family  Inclusion of the poorest, and meaningful role to them in all processes  Institutions of poor, greatest source of strength for the poor  Dedicated, professional, sensitive and accountable support structure to initiate the process 13

 Poor to drive all project initiatives – key role of social capital: S.H.G and federation leaders, community professionals  Scaling up through community best practitioners  Transparency and accountability  Community self reliance and self dependence 14 GUIDING PRINCIPLES OF N.R.L.M

BUILDING PRO-POOR FINANCIAL SECTOR Access to credit key to coming out of poverty. Out of Rs.100,000 per family required – around 90% has to come from financial institutions. Financial inclusion at affordable cost holds the key

NATIONAL RURAL LIVELIHOODS MISSION Four streams of livelihoods promotion:  coping with vulnerabilities – debt bondage, food insecurity, migration, health shocks  existing livelihoods – stabilising and expanding, making them sustainable  self employment - micro-enterprise development  skilled wage employment - opportunities in growing sectors of the economy 16

STRENGTHENING EXISTING LIVELIHOODS  Critical livelihoods are: agriculture, livestock, forestry and non-timber forest produce  Promote institutions around livelihoods  Promote end-to-end solutions, covering the entire value chain  Key – knowledge dissemination. Development of community professionals in a large number

AGRICULTURE AS VIABLE LIVELIHOODS  Community managed sustainable agriculture holds immense promise  A family can secure additional annual incomes of Rs.50,000 with 0.5 – 1.0 acre of land ( 0.25 to 0.50 acre irrigated to 0.75 acre rainfed lands )  Natural farming, multi layer, poly crop models for food security and sustainable livelihoods  Convergence with MG NREGS to improve soil and moisture conservation, and, soil fertility

SKILL DEVELOPMENT AND PLACEMENT  Up-scaling of Skill development through public-private partnerships – critical  Plan to reach out to 1.0 crore youth  Community professionals – programmes for skilling local youth in agriculture, livestock, watersheds, N.T.F.P, etc.

SELF EMPLOYMENT AND MICRO ENTERPRISE DEVELOPMENT  Entrepreneurship development among local youth to generate in situ employment  50 – 60 lakh micro-enteprises  Successful RUDSETI model will be replicated

 Convergence – institutions of poor provide a platform for convergence and optimisation of all anti-poverty programmes  Linkages with PRIs  Partnerships with N.G.Os and CSOs  Partnerships with industries, industry associations 21 KEY FEATURES OF N.R.L.M: CONVERGENCE AND PARTNERSHIPS

LINKAGE WITH PRIs  Establish healthy relationship between institutions of the poor and the PRIs – based on mutual respect and understanding  Institutions of the poor have a regular dialogue with PRIs, provide all information to them, and, actively participate in the Gram sabhas.  PRIs understand the role that S.H.Gs and federations play in the life of the poor, and, include pro-poor initiatives in their plans  Intensive capacity building of PRIs and S.H.Gs in micro- planning

PARTNERSHIPS: N.G.O  N.G.Os – pioneers in the country in grassroots social mobilisation, building institutions of poor  Will play a key role to develop and nurture social capital of the poor  Partnership with NGOs based on: mutual respect, core principles of NRLM, accountability to institutions of the poor, outcomes based

Dedicated sensitive support structures at all levels to trigger social mobilisation.  A national mission management unit  State wide sensitive support structure, full time dedicated head of the mission  Positioning multi-disciplinary team of trained and competent professionals at state, district and sub-district level  Quality human resources from open market and from Govt. 24 KEY FEATURES OF N.R.L.M: SENSITIVE SUPPORT

 Technical support to State missions from the national mission management unit  Monitoring, learning and evaluation to include process monitoring, impact evaluations, ICT based MIS systems, and, social audit  Funding pattern: Centrally sponsored scheme. Fund allocation to states broadly on the basis of poverty ratios, and, based on their plans 25 KEY FEATURES OF N.R.L.M

Implementation:  Process intensive – hence phased implementation  Intensive implementation starts with 10% blocks in the country – they are developed as resource blocks.  Social capital from the 1 st phase blocks enables organic scaling in the rest of the blocks in a phased manner – all 6000 blocks in 7 years 26 KEY FEATURES OF N.R.L.M

ACCOUNTABILITY  Extensive use of I.T for transparency and real time monitoring  Accountability Systems Regular meetings of S.H.Gs and federations – financial transactions read out in the meeting Social audit for transparency and accountability

RESULTS MONITORING  Computerised MIS : submission and sanction of proposals and online monitoring – centre to states to districts  Periodic monitoring by teams of experts visiting states  Baseline and impact evaluation by independent agencies  Large scale independent study – panel data - monitoring same households, once a year over 10 years

 Build and sustain strong institutions of poor – affinity based organisations  Groups around narrow interests – not sustainable  Federating the institutions at village, block and district level  No shortcuts – process oriented

 Institutions of poor – not a substitute for strengthening and empowering PRI s  They supplement and strengthen PRIs  Not parallel bodies

 Community finance institutions o Capitalisation of federations, as opposed to subsidies to households o Makes C.B.Os financially self reliant o In remote tribal areas – makes up for absence of banks o Innovations: development of need based products

Govt and C.B.Os - partnership  Peoples’ institutions ( C.B.Os) provide the best last mile solution  Govt. – wholesale, C.B.Os – retail  Partnership leads to developing appropriate strategies, and, implementation arrangements

Scale:  Scaling up without loss of quality, possible only in partnership with C.B.Os  Scaling up – both horizontal and deepening - by community best practitioners  Management by C.B.Os and their staff ( paid by them and accountable to them)

Knowledge dissemination :  Management by C.B.Os  Demystify knowledge – train village para professionals  Accountability of staff to C.B.Os  Transfer of knowledge, technology to newer areas through community best practitioners

Continuous innovations in such a model of empowerment  Learning from people  Iterative  Ideas to implementation – learning curve crashed – end to end solutions  Training by best practitioners, (not by disinterested staff)  Infectious enthusiasm

Support structures to reinvent themselves  Empowerment model leads to support structures becoming a ‘learning’ organisation – whatever we do today, should be done by the C.B.Os tomorrow  Work increases manifold – but staff does not increase  Staff reskilled for new responsibilities  Focus on new requirements