Welcome

1. Welcome PRADAN presentation

2. PRADAN working Districts in Rajasthan With DPIP Future expansion

3. Coverage (DPIP)(As on November 30, 06)

4. Current interventions • Promoting SHGs /CIGs • SHGs – saving and lending among the members, Organising, grooming in SHGs (380 SHGs), clusters (40 cluster) and federations (2) • Leverage bank credit and government funds • Dairy and goat rearing • Induction of quality animal/livestock • Improved rearing practices • Veterinary support and milk marketing, • Creating various system, system setting for sustainability • Promotion of Producers Intuitions and Producers Company • Land & water activities and improved agriculture • Revival & constructions of Paals (RWHS) Land leveling & Bunding , Irrigation – rain water harvesting, Improved cropping practices

5. Saheli Sangthan(Social Capital to rural poor women)

6. Current Status (Major activities)

7. Outreach Detail

8. Business Processes in DPIP

9. Subproject process timeline (Months)

10. CIG performance

11. Assets and Insurance

12. Credit Linkage & Capacity building of CIGs

13. 10 Success Groups

14. What has worked • Women SHGs, then livelihood activity • Poor friendly approach (Managed by PRADAN) • Social Capital developed for Poor • poor community(Especially women) organised in groups, clusters and federation • Enhanced confidence, bargaining power, self respect, respect in family of poor women • Skills and Income enhanced • Large number of poor people gets huge funds without cuts, directly to them • Community groups managed funds well

15. What has worked cont.. • Women acquired assets from govt grant by their complete involvement • Funds withdrawal, counting, payments, exploration, identification, transportation etc first time in life • Involving voluntary sector/NGOs in grass root implementation on large scale • Increased Transparency • Sectoral livelihood promotion (Though came later)

16. What has worked cont..Value addition for Livelihoods sustainability (From other sources) • Vet services –ensuring vaccination, deworming, regular health checkups, treatment, emergency cases, castrations, dehorning etc • Poor friendly pamphlets for awareness and medication • Artificial Insemination • Developing local cadre as pashudhan sahyogis • Milk marketing thro federation, bulk cooling, self managed procurement

17. What has not worked • Time frame of project, Planning (Financial & physical) • Set models/units -not suited for ultra poor • CIG has not, SHG – Saving and credit group worked and has been sustainable. CIG is not sustainable • Up front cash contribution • Single window support through CIG only • One time support-needs more time support (Financial and handholding) • Training extended by Non practitioners

18. What has not worked cont.. • Limitation of promoting more than one CIG in one village on sectoral cluster approach • Various self imposed constraints • like purchasing of goats in two phases, purchasing places, involving line deptt, Technical sanctions for exactly same projects, whose rates largely decided by SPMU and number of supporting documents etc. • True partnership in action • Huge paper work ……… must be avoided • Non clarity at various level, Procedural delays • Low support to NGOs for linkage with banks, institutional buyers… • Technical bureaucratic bottlenecks, Support by Line deptt

19. What has not worked cont.. • Human resource –stability, attitude and accountability to poor not as expected • Short period for execution, capacity and vision bldg • Activities are seasonal like land based, dairy etc • Low focus on process part (community dev.) • Low focus on livelihood (largely asset creation) • No provision for post asset creation support like vet services, post induction, entrepreneurship & business development trainings

20. What has not worked cont.. • Less scope for accommodating ongoing innovations and experimentation • Generating group kosh for Livestock CIGs • Sanctioning of each step • CIGs sanctioning, membership inclusion –exclusion, changes in office bearers, subprojects –technical, administrative and financial, purchase plan sanction • Adding new tasks like Sharab bandi, Sarb bhomik Bima, Prashashan aapke dwar, Krishi Aapke dwar etc-has financial implications in task based agreement

21. What has not worked cont.. • DPMU: limited influence largely in sanctioning and disbursement. • No development support was available to the agencies from DPMU • Similarly SPMU’s influence also limited to administrative (fund flow, administrative and issuing circulars) • Weak support and understanding to the activity cluster (common infrastructure) development • No policy on common infrastructure, inadequate support

22. What has not worked cont.. • Same guidelines based on CF model for PFTs also, Frequent changes in guideline • Complicated agreements and various changes in project later on • Task basis payment to NGO did not worked. Many NGOs had to withdraw, other raised own fund to carry out DPIP’s work • Rs 70.31 Lac in Dausa and Rs 105 Lac in Dholpur invested in overhead support for project execution • Where as Rs 7.89 Lac in Dausa and Rs 10.51Lac in Dholpur only can be claimed, financial burden,

23. What should be next • PFT based execution • Both GO-NGOs in separate operational areas • Larger time frame (5-7 yrs) in a village • for organizing, grooming, capacity building, livelihood support and handholding • Focus on INRM and livelihood • Balance between sectoral, hybrid and honeybee livelihoods- family focus instead of CIG • Supporting livelihoods of poor needs multi approach, multi doses of support and hand holding for long term sustainability

24. What should be Next cont.. • SHG focus, members can take up any livelihood activity • Clear cut institutional building model-SHGs-Cluster-Federation • Linking SHGs for credit with Bank/MFIs • Involve Community in mobilization • Ceiling on subsidy, part subsidy-part loan model, back end subsidy.. • More decision making powers to district level and NGOs ( even for technical assessment)

25. What should be Next cont.. • Infra development at secondary and tertiary platform of livelihood chain • Cluster based sanctioning, fund release, execution like in Watershed • Lump sum amount for capacity building (Training, exposure) of community and team on disposal of NGO/agency like in watershed • Innovative and flexible funds to address and accommodate value addition and new initiatives at disposal of agency (Lump sum amount can be allotted)

26. What should be Next cont.. • Livelihood training and capacity building of the implementing and intervening institutions and agencies • Developing cluster with Sectoral intervention, developing common infrastructures for the producers • Developing Producers institutions and Producers Company

27. What should be Next cont.. • Convergence with other govt program i.e NREGA, Watershed etc to complement and strengthen DPIP support • Involve agencies like Resources and Research Institutions, Financial Institutions including Micro Finance Institutions (MFI), Government Departments and the Markets across. • Applying the principals of Velugu in Rajasthan context

28. What should be Next cont.. • Bring real term partnership in action • Clear cuts roles & responsibility • Minimize procedures and papers work • So that Thankless collaboration with govt can be replaced with worthful collaboration • Salary based payment /Increased task payment up to Rs 35000/SHGs • Both inputs and outputs cannot become criteria for NGO contract;

29. Thanks • for providing this opportunity to share our expereince