aajeevika/ national rural livelihoods mission

Aajeevika/

National Rural

Livelihoods Mission

State: Jharkhand

Annual Action Plan (AAP)

(FY- 2012-13)

Submitted By-

Jharkhand State Livelihood Promotion Society

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Table of Contents

Chapter Page No.

1. Current Status of NRLM in the state .............................................................................................. 3-4

2. Human Resource, Support Structure including Staff & Capacity Building ..................................... 5-8

3. Financial Management & Procurement Plan ............................................................................... 9-10

4. Innovation Forum and Technical Assistance Required ....................................................................11

5. NRLP Resource Block Strategy and NRLM Non-Intensive Block/district Strategy ................... 12-28

State Background And Poverty Diagnostic ................................................................................ 12-18

Pilot Strategies ........................................................................................................................... 19-28

NRLM Non-Intensive Block Strategy ......................................................................................... 28-29

6. Management Information System (MIS) .................................................................................... 30-31

7. Project Costing .......................................................................................................................... 32-33

Annexure

1. Summary of Readiness ............................................................................................................................ 34-35

2. Project Targets for Blocks ............................................................................................................................... 36

3. Project Phasing Details .................................................................................................................................... 37

4. Month wise Activities Schedule for 3 Years .................................................................................................... 38

5. External & Internal CRPs Strategy .................................................................................................................. 39

6. Proposed SMMU Detail .............................................................................................................................. 40-41

7. Proposed Three DMMU Detail ................................................................................................................... 42-43

8. Proposed Six BMMU Detail ........................................................................................................................ 44-45

9. Proposed Institutions Building (IB) & Capacity Building (CB) Cost ................................................................. 46

10. E CRP IB + E CRP MCP + E Sr. CRP + I CRP + E PRP Cost ........................................................................ 47

11. Community Investment Support(CIS), Revolving fund (RF),

Capital subsidy (CS), Innovation & Partnership Cost ...................................................................................... 48

12. Action Research & Studies, Monitoring & Evaluation (M & E)

and IT Based MIS Cost .................................................................................................................................. 49

13. Key Roles & Responsibilities of Position at

SMMU, DMMU and BMMU level ............................................................................................................... 50-52

14. Detail of EC & GB ............................................................................................................................................ 53

15. Procurement Plan ........................................................................................................................................... 54

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16. Detail of EC & GB ...................................................................................................................... 56-57

Jharkhand State Livelihood Promotion Society (JSLPS) is designated as State Rural Livelihoods Mission

by state cabinet for rolling out NRLM in the state. JSLPS is a society promoted by Rural Development

Department to promote livelihood for the disadvantage section of the rural community in the state. JSLPS is an

independent institution registered under the Society Registration Act 21 of 1860 in the year 2010.

Government of Jharkhand appointed Mr. Paritosh Upadhyay, IFS as Project Director –SRLM on 16th May 2011 to

lead NRLM activity in the state.

Ministry of Rural Development, NRLM section deputed Mr. Rajeev Ranjan Kumar & Mr. Mithilesh Kumar Lala as

Young Professional on 8th March 2011 to support NRLM activity in the state.

State cabinet also approved the recruitment of 166 staffs (state, district and block level) and

implementation structure for SRLM. JSLPS Interviewed and shortlisted seven domain consultants (Finance,

HR, Livelihood-Farm & Non-farm, Institution & Capacity Building, MIS & M & E and Account) as a core team for

initial six months to develop strategy & set up the delivery mechanism for NRLM at state, district , block &

community level. In addition to this Expression of Interest, Term of Reference and advertisement for “Provision

of recruitment support services through a Human Resource Agency to JSLPS” has prepared and process

started from March 2012.

JSLPS had organised a meeting with Multi State Skill based training & placement implementing agencies to

prepare a plan based on rapid study (by IL&FS, DON BOSCO and KGVK) of potential for skill based training &

placement in - around Saranda & devise an implementing strategy.

JSLPS has organised 5 days Immersion cum exposure visit to RDDJ Principal Secretary, CEO JSLPS,

Resource districts Dy. Commissioners, PM JSLPS, SLBC members, lead bank officers & others officers to SERP

for exposing them on governance and policy issues of project management & implementation. A summary of

readiness is in annexure I.

JSLPS has been opened a separate bank Account for NRLM in Bank of India (A/c no. 499810110000750 IFSC

code: BKID0004998) extension branch FFP building, Dhurwa, Ranchi.

Office Set-up:

First year JSLPS is proposing to start NRLM in 7 blocks of 3 districts of Jharkhand. They are: Pakuria &

Maheshpur block from Pakur district, Angara & Namkum block from Ranchi district and Khuntpani, Goilkera and

Manoharpur block from West Singhbhum district. Recently Saranda forest area which largely falls in Manoharpur

block of West Singhbhum district has Naxals presence and government of Jharkhand is committed to implement

developmental programmes for the better standard of life of the poor families living in the Saranda forest. Hence

apart from the above blocks Manoharpur block along with all the villages of Saranda forest range will be the part

of initial intervention under NRLM. At state level JSLPS will have state head office in Ranchi and similarly the

district and block offices will be in the district/block headquarters.

State Level: Presently JSLPS has state of art well furnished office equipped with modern amenities, required for

day to day office activities. Present capacity of the office is sufficient enough for 15-20 professionals. However,

JSLPS do require office equipment’s like computers, laptops, printers, photocopiers, furniture’s and other fixtures

and equipment’s for new recruits. As recruitment of professionals for first year is in process, a new bigger office

is required to set up and JSLPS in is process of finding a suitable place.

District and block level: In first year of the Action plan it has been planned to establish 3 District Mission

Management Unit (DMMU). It is envisaged that all the DMMU office space will be hired on rent basis. This unit

will be fully furnished with all modern amenities and equipments. Similarly, 7 Block Mission Management Unit will

CHAPTER 1: CURRENT STATUS OF NRLM IN THE STATE

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also be established in similar way. SRLM would engage appropriate agency for the procurement of office’s

amenities in time to time. The budget for the same is mentioned in the SMMU, DMMU and BMMU budget plan in

annexure V, VI & VII.

Status of State Perspective and Implementation Plan: JSLPS has hired services of two consultants, Mr.

Manish Dubey & Mr. Kallol Shah for preparation of SPIP. At present they have completed state situation

analysis. In connection with these, two consultations meeting of NRLM core team chaired by Principal Secretary,

RDD, Jharkhand with SPIP consultants on situation analysis and strategy of SPIP development and one national

level multi stakeholder workshop has been organised in October 2011. It is expected that SPIP would be

prepared and submitted to SRLM by end of June 2012. The cost involved in preparation of the SPIP is already

approved by competent authority.

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Jharkhand State Livelihood Promotion Society (JSLPS) is led by its General Body (GB)1 that is chaired by

Honourable Rural Development Minister, Govt. of Jharkhand, from which a more functional Executive Committee

(EC)2 that will be preside over by Principal Secretary, Rural Development Department, Govt. of Jharkhand, has

been formed for taking all policy level decisions and advising the functionaries of the society. Representatives

from the Government of Jharkhand, Banks, Development institutions and civil society form the Executive

Committee of the Society. The day-to-day management of the JSLPS is carried out by the Project director

(PD)/Chief executive officer (CEO) and his/her team of Officers. The functions, Programs and their relationship

are illustrated below. The top decision making activities are carried out in the State Mission Management Unit

(SMMU) headed by the PD/CEO and Additional project director and State project Managers and other functional

specialists as indicated. In first year the emphasis will be largely on Institution Building, Microfinance and Office

Management in terms of development of systems. Hence in first year 37 member of team have been proposing

to recruits at SMMU level

1 Detail of GB given in Annexure XIII.

2 Detail of EC given in AnnexureXIII.

Governingbody (GB)

Executive Committee (EC)

PD/CEO JSLPS

SPM & PM IB SPM & PM Social Mobilization

SPM & PM Financial inclusion

SPM & PM livelihoods

SPM Procurment

SPM M&E

Project Managers (HR, Finance, Insurance,Social Development, Training, Marketing, MIS & IT, Jobs & Placement etc.)

Project Executives Junior Projet Executive

EACO/Data Operators

Support Staffs (Office boy,drivers, House keepers)

APD/COO

JSLPS: SMMU Orgnogram

CHAPTER 2: HUMAN RESOURCE, SUPPORT STRUCTURE INCLUDING STAFF &

CAPACITY BUILDING

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At the district level there is a District Mission Management Unit (DMMU), led by District Project Manager assisted

by thematic Mangers & functional specialists. These thematic managers may be called as Project Manager for

Institution Building and capacity Building, Project Manager, Financial Inclusion and Project Manager Livelihoods.

And at the block level there is a Block Mission management unit (BMMU), headed by Block Project manager

assisted by function specialist. Under Resource block strategy Pakuria, Maheshpur, Angara, Namkum, Kuntpani,

Goilkera and Manoharpur block would be divided into 30 clusters and each cluster has potential of 350- 430

SHGs. Altogether 30 Cluster Coordinators (CLF Cs) will be required in six blocks and 1 CLF Cs positioned in

each cluster. To work in Saranda forest of Manoharpur block there may be need to have a very specialised and

need based team and hence, later on the block level team structure for the Manoharpur block may vary as per

the need and plan.

District Mission Management Unit (DMMU)

District Project Manager

Project Managers (IB & CB, FI, Livelihoods, Finance etc )

Project Executives

Project Assistant (EACO/Data operator)

Support Staffs (Office boy,drivers, House keepers)

Block Mission Management Unit (BMMU)

Block Project Manager

Cluster coordinator

Community Coordinators

Master Book keepers (MBK)

Project Assistant (Accountant, EACO/Data Operator)

Support Staffs

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Leveraging on Existing Human Resource:

Presently JSLPS has 15- 20 professional working in different district as district coordinator and block coordinator

on UNDP project. It would be beneficial to leverage the services of existing staff of society for roll out of NRLM in

the State. These professionals have already trained by APMAS and expose to BRLP/Kudumbashree. These

professionals have understanding of project’s intricacies. Thus, JSLPS is ready to start the implementation in 6

blocks immediately after the approval of AAP. As for their inclusion in SRLM, Jharkhand, Executive committee

suggested that these professional will work in UNDP program and when final recruitment will take place they

would have to go through the process.

JSLPS would seek help from consultant /HR agency for preparation of HR manual as guided by NMMU for

smooth operation of the SRLM in the state. JSLPS will invite EOI/RFP for hiring of HR Agency, for recruitment

of Core Staff (at state level, district level and block level), in tune with the HR manual for roll out of NRLM in the

state.

Recruited Core Staff would be trained, oriented and exposed to different level of best practices for formation and

strengthen of CBOs at SERP/BRLP/Kudumbashree, for which partnership will be established with

SERP/BRLP/Kudmbashree/NIRD/SIRD / others. The budget for Preparation of HR manual, hiring HR agency,

Recruitment of core staff, Training- Immersion- Orientation etc. is mentioned in the budget plan in annexure IX.

Jharkhand state Cabinet approved the recruitment of the 166 staffs in SRLM for the first year at State,

district and block level. Detail core staff, their salary structure and basic amenities are mention in annexure VI,

VII & VIII. Approved Core staff at state, district and block level are mentioned below.

Level Cabinet approved Positions unit

State

PD/CEO

APD/COO 1

State Project Managers 6

Project Managers 6

Project Executives 8

Young Professionals 3

Office Assistance 5

Support Staff 8

Sub Total 37

Level Unit

District

District Project Manager 3

Project Managers 9

Administrative Officer 3

Accounts Officer 3

Project Assistant – Admin 6

Office Assistants 9

Sub Total 33

Level Unit

Block

Block Program Manager 6

Block team / Cluster leaders 18

Community Coordinators 54

Administrative Asst./C. Operator 6

Accounts Assistant 6

Office Assistant 6

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Subtotal 96

Grand Total 166

For the first year, six thematic state project managers would be recruited; these thematic areas are Social

Mobilization & Institution Building, Livelihood Farm, Livelihood Non-Farm, Financial Inclusion, Social

Development and Training & Capacity Building. In addition 6 project managers at the state level would be

recruited for smooth operation the NRLM in the state. These thematic areas are Social Mobilization & Institution

Building, HRD, Finance, Procurement, Media - Documentation & Communication and MIS & Monitoring &

Evaluation. Details of job descriptions of above mentioned position mentioned in annexure XIII.

Induction:

All recruited staff in SRLM and the existing staff of JSLPS- UNDP would undergo an extensive induction

programme. The purpose of induction is to ensure the effective integration of staff into or across the organization

for the benefit of both parties. The induction programme would provide all the information that new employees

should know at the time of joining. It will be a well structured and slightly vary between managerial and field staff.

Recruited staff will be trained, orientated & exposed to different level of practices for formation and strengthening

of CBOs at SERP/BRLP. The framework of induction programme for new entrants will consists as per society

requirements with duration of 4-6 weeks. The detail activity plan for training, immersion and exposure of recruited

staffs are in Annexure III.

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The SRLM would design financial management system to ensure transparency and accountability and also

richness in decision-making and allocation of financial resources to the district, blocks & villages. Each DMMU

and BMMU will prepare the detail action plan based on which JSLPS will transfer funds to DMMUs and BMMUs

into a separate bank account opened for the project. Similar process will follow for fund releases from the

BMMUs to SHG Federation/s and other institutions (producer companies, NGOs etc.).Based on Village

organisation (VO) action plan/Community Based Livelihood Business Plan/Micro Credit Plan BMMU will apprise

& approve and fund will be release through electronic transfer systems, to the extent feasible and be based on

the terms and conditions for fund releases as per Financial Management provisions / MoU or financing

agreements. All fund releases from the project will be based on achievement of outputs or results.

State Team with the support of district and block team will review and monitor the performance against plans on

monthly basis. Funds will be released in as per financial management provisions through direct transfers into

JSLPS-NRLM bank accounts. JSLPS will maintain a separate bank account in a commercial Bank for the

Programme funds and notify the same to MORD-NMMU.

For all fund releases, the JSLPS will be submitting audit reports and utilization certificates, as per established

MORD-NMMU norms and operation manuals. Financial Management specialist would lead in setting up standard

finance and accounting system at SRLM, for which one finance manager post at state level, one accountant at

district level and one account assistant at block level is sanctioned by state cabinet.

Manoharpur Block (Saranda): Saranda forest area is in control of Naxals, and present different challenges

compared to other six resource blocks therefore a different financial management system/ implementation

approach will have to be developed and If needed a separate approval will be accorded form the competent

authority.

CHAPTER 3: FINANCIAL MANAGEMENT & PROCUREMENT PLAN

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Procurement Plan:

The procurement of goods, civil works, non-consulting services and services will be integral part to the

implementation of NRLM at State, District and block levels in the state of Jharkhand. EC of JSLPS has already

approved and adopted the MoRD-NRLM procurement guidelines and procedure outlined for carrying out

procurement under NRLM/NRLP.

The SRLM will hire full time Procurement Consultant to carry out the procurement as per the procurement plan.

SRLM is envisaging critical procurement of goods, works & services will take place in first year. SRLM also

believes that procurement should result in timely, high quality and cost effective outputs.

The SRLM procurement operational manual provides for different delegated financial limits for various levels of

implementing entities at community level (SHGs/CBOs), block level, district level and state level for goods, works

and services. Different methods are also defined for procurement of goods, works and services with its

applicability based on value thresholds for various levels of implementing entities.

Prior and post review arrangements are also built in at Community Based organisation, BMMU, DMMU and

SMMU level for ensuring appropriate quality and oversight over the procurement process. SRLM will hire

services of appropriate service providers for the Goods, works and Services as per requirement. All Procurement

will be made on the basis of procurement plan which will be based on Annual Action Plan and Budget for the

year 2012-13 (attached in Annexure XV).

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Innovation Forums:

SRLM will develop framework for innovations and partnerships (decisions on the thematic preference, eligibility

criteria, technical evaluation criteria, selection methods, celebration prize, partnership strategy, etc.) to rolling out

innovative intervention in the state. SRLM will identify, list and empanel resource agencies through a transparent

process for take up of innovative livelihood interventions in the state. SRLM will also empanel some group of

experts to review of innovative intervention in the state.

JSLPS-UNDP has demonstrated some innovative livelihood interventions and financial inclusion models in the

state; such as Drip irrigation based vegetable cultivation, Poly nursery for raising healthy seedlings, revival of Lac

cultivation, NTFP value addition (Sal leaves cup - plate making, oil expeller, collective formation and marketing

etc.). In NRLM, SRLM would replicate these interventions in NRLP resource blocks. The budget for the same is

mentioned in the innovation and partnership cost in annexure XI.

Technical Assistance Required:

These are the areas where technical assistance would be required from NMMU in 1st year:

Continuous programmatic support in rolling out Piloting NRLM in resource Blocks.

Support in developing Tor and hiring of recruitment agency

Power of delegation

Support in development of Tor and hiring of Agency for the development of HR policy/manual

Identification & listing and empanelment of the Multi-state NGOs, Resource NGOs, CSOs, consultants for

rollout of NRLM in the state.

Identification & listing of the recognized or accredited agencies or institutes for TOTs.

Identification of agency for development and up-keeping of web based Management Information System

(MIS).

Procurement: Identification & listing and empanelment of the Resource agencies for procurement for SRLM

in the state.

CHAPTER 4: INNOVATION FORUM & TECHNICAL ASSISTANCE REQUIRED

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STATE BACKGROUND AND POVERTY DIAGNOSTIC

Carved out of southern Bihar as a new state of India in November 2000, Jharkhand was plagued by adverse

initial conditions — low average income, very high incidence of poverty, and little social development. Its nominal

per capita income ($314 in 2003/04) is low (only 55 percent of the all-India average), though not the lowest

among the major Indian states. It is actually higher than the per capita income of Bihar and Uttar Pradesh (UP)

and similar to that of Orissa. The average per capita income is also associated with a high degree of income

inequality and a rural-urban gap within the state as is evident from the high incidence of poverty in rural areas.

Despite the adverse initial conditions, there are some early signs of turnaround in Jharkhand in several respects.

Poverty declined by an impressive average of two percentage points a year between 1994 and 2002. This may

be compared to about 2.5 percentage points a year observed at the all-India level during the same period as per

official “unadjusted” data and if anything to go by provisional census 2011 Jharkhand data; literacy increased by

16% and sex ratio shows a green picture of the state. Various programmes launched by central & state

government showing a mark change in development of the state. The sustainability of poverty reduction

especially in rural areas is a cause of concern given the rain fed agricultural conditions.

The decline in poverty and the improvement in social indicators can perhaps be attributed to increased

allocations coupled with better implementation as well as the involvement of Non-Government Organizations

(NGOs). Most importantly, it shows that the Government of Jharkhand (GoJ) is aware of the challenges it is

facing, and is committed to overcoming them to improve state socially inclusive and sustainable outcomes.

CHAPTER 5: RESOURCE BLOCK STRATEGY OR PILOT STRATEGIES

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1.1 Demographic Profile of the State:

FACT SHEET

Population* 3,29,66,238 No. of Villages 32620

Male Population* 1,69,31,688 No. of Gram Sabha 27203

Female Population* 1,60,34,550 No. of Villages Electrified 14667 (45 % of total)

Per Capita Income Rs. 4161.00 Total Geographical Area 79.70 Lakh Hect

Density of Population 338 persons / Sq. KM Cultivable Land 38.00 Lakh Hect

No. of Districts 24 Net Sown Area 18.04 Lakh Hect (25%

of total area)

No. of Sub divisions 35 Net Irrigated Area 1.57 Lakh Hect (8% of

net shown area)

No. of Blocks 259 Forest 29% of total area

Comparative: Demography Profile of the State

Indicator Jharkhand India

Total population* 3,29,66,238 1,21,01,93,422 % of Males* 51.4 51.5 % of Females* 48.6 48.4

% of SC 11.8 16.2

% of ST 26.3 8.2

% of SCs BPL(Rural) 57.5 37.1

% of STs BPL(Rural) 54.1 44.7

% of other BPL (Rural) 39.6 22.7

% of SC Literates (male) 51.6 66.6

% of SC Literates (female) 22.5 41.9

% of ST Literates (male) 54.0 59.2

% of ST Literates (female) 27.2 34.8

Sex ratio ( Total population)* 947 940 Sex ratio ( SC Population) 944 936

Sex ratio ( ST Population) 987 978

Source: 2001& 2011* Census provisional data.

In Jharkhand poverty situation is very grim, planning commission estimated 46.3% of total Jharkhand population

lives below poverty line whereas Tendulkar committee peg it to 51.6%. Around 22 million people of Jharkhand

live in rural areas3

In Jharkhand, Palamu has maximum rural population and 89.9% of population falls into BPL category.

Sariekela’s 93.84% of rural population belongs to BPL category, highest in the state. In rural female population

Koderma is highest with 50.67% of its total rural population.

3 NSSO 2004-05.

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District wise % of SC & ST Population

In these districts; Lathehar, Garwa, Palamu and Chatra; SC population is more than 20% of total population of

the district.

Pakur, Lohardaga, W.Singhbum, Gumla, Khunti and Simdega are the districts where half or more than half of

total population is tribal, Jamtara, Ranchi, Sariekela, Lathehar and Dumka are the districts where one third or

more than one third of total population is tribal.

District wise Female Literacy Rate

In Dhanbad, rural female literacy is highest in the state i.e. 40.5%. Pakaur, Garhwa, Sahibganj, Giridih, Deoghar,

Godda, Palamu, W. Singhbhum, Kodarma, Chatra and Bokaro are the districts (approx half of total districts of

Jharkhand) where rural female literacy is below 30%. Among these districts Pakur has lowest rural female

literacy in the state i.e. 18.0%.

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Source: Census of India, 2001

District wise % of SC Population

SC %

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Source: Census of India, 2001

District wise % of ST Population

ST %

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1.2 : Rural Poverty Context in the State: District wise Rural BPL House Hold in the State

According to the 61st round of NSS (2004-05), the overall incidence of poverty in Jharkhand is 42 per cent, much

higher than the all India level of 27.6 per cent. The gap is particularly high in rural areas, where it is 46.2 per cent

vis-à-vis 28.3 per cent at the all India level. Above graph shows that Sariekela, Dhanbad, Garwa, Simdega have

more than 90 percent rural BPL household, Palamu, Pakur, Sahebganj, Chatra, Latehar, E. Singhbhum have

more than 80 percent Rural BPL household.

Poverty among Social Groups:

Poverty has been found to be very high among the Scheduled Caste (SC) and the Scheduled Tribe (ST)

population groups in comparison to the other communities. While more than two-thirds of SC and ST population

in Jharkhand were below the poverty line in 1993-94 and more than half were below the poverty line in 2004-05,

only a little more than one third of OBCs and about one fourth of the others were estimated to be below the

poverty line in 2004-05. Poverty across all communities is higher in rural areas in comparison to the urban areas.

Poverty in Jharkhand by Social Groups in 1993-94 and 2004-05

Social Groups 1993-94 2004-05

Rural Urban R-U Total Rural Urban R-U Total

Scheduled Tribe 70.8 34.5 36.3 67.7 54.1 42.5 11.6 53.4

Scheduled Caste 73.2 49.2 24.0 68.3 57.5 48.8 8.7 56.2

Other Backward Caste4 ------ ------ ---- ------ 40.0 17.4 22.6 36.7

Others 54.4 19.9 34.5 46.1 36.9 8.2 28.7 25.9

Total 62.3 26.5 35.8 55.4 46.2 20.3 25.9 42.0

Source: NSS 50th and 61st Rounds

Between the two most deprived communities of the state, poverty is more rampant among the SCs than the STs.

At the all India level, however, it is just the opposite. In the country on the whole poverty among the SCs is not

only lower but has also declined at a faster rate than that of the STs.

4 Data regarding Other Backward Caste (OBC) are being collected since 55

th round (1999-2000).

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District wise % of Rural BPL HH (2010-11)

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1.3 Context of Social Inclusion, Financial Inclusion and Livelihood related Challenges & Opportunities

at State level :

Over a period of ten years since inception of SGSY in 1999, a total of 66,603 SHGs were formed in Jharkhand.

During the period 2004-05 to 2010-11, from 773 SHGs to 5,997 SHGs, there has been about eight fold increase

in the number of SHGs which passed grade II & total 24,332 SHGs passed grade II for being eligible for bank

loans and total 50,221 SHGs passed grade I.

Trends (above graph: District wise bank linkage) show, the improving performance of credit delivery to SHGs by

banks in the state but it has failed to achieve the targets set in the annual action plans so it yet to get desired

momentum. A look at the longer period of 1999-2011, however, shows that only 24,332 SHGs could pass grade

II, accounting for about 36.53 per cent of total SHGs formed in the state. Over 83 per cent of the SHGs formed

so far have taken up their economic activities. It is total 82,009 SHGs member have taken up their economic

activities, including 12.19%SC, 39.3%ST and 8.32% minorities SHGs member.

According to NABARD, total 30,819 SHGs provided with bank loan in Jharkhand where as 22,38,565 SHGs in

India which is only 1.37% of India’s SHGs, only 1.57 percent of SHG credit needs in Jharkhand are met through

formal sources compared to 7.68 percent for India. The relatively industrialized/richer districts like Dhanbaad,

Bokaro, Ranchi, and Hazaribagh, seems to be better SHGs bank linkages than the rural (and also Naxal

affected) districts like Kodarma, Saraikela, Simdega, Chatra, Garhwa and Lohardaga.

Comparative Credit flow

Indicator Data source Jharkhand India

Gross small saving collection (Rs. Crores,2007-08) Indiastat 1957.46 128499.49

% of Indebted farmer households NSS2003 20.9 48.6 % of loan taken for Productive purposes NSS2003 N.A 65.1

% of loan from formal sources NSS2003 64.1 57.7

Cumulative no. of SHGs provided with bank loan NABARD 30819 2238565

Cumulative bank loan (Rs. in lakhs) NABARD 11146.08 11139754.77

% of SHG credit needs met through formal sources NABARD 1.57 7.68

12

17

0

17

6

18

4

19

2

19

4

23

8

25

5

26

6

27

8

30

2

31

7

34

0

35

9

38

6

42

4

49

2

50

2

57

9

58

5

63

6 76

7

13

14 15

00

0

400

800

1200

1600

2000

2400

Ko

de

rma

Sa

raik

ela

-Kh

ars

aw

an

Sim

de

ga

Jam

tara

Ha

zari

ba

g

Sa

he

bg

an

j

Gir

idih

Loh

ard

ag

a

De

og

ha

r

We

st S

ing

hb

hu

m

Pa

ku

r

Go

dd

a

Du

mk

a

Ch

atr

a

Ea

st S

ing

hb

hu

m

Ra

mg

arh

Gu

mla

Kh

un

ti

Ga

rhw

a

Pa

lam

au

Late

ha

r

Bo

ka

ro

Ra

nch

i

Dh

an

ba

d

Source: RDD, GoJ

District wise SHGs Bank-credit Linkage, Year 2008-11

No. of Loans

Disbursed in

2008-09

No. of Loans

Disbursed in

2009-10

No. of Loans

Disbursed in

2010-11

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SHGs Bank Linkage Status of JHARKHAND Jharkhand has 22 public sector banks with 1,123 branches, 8 private sector banks with 36 branches, 2 Regional

Rural Banks with 388 branches, 8 District Central Co-operative Banks (DCCBs) with 112 branches, and 2

primary urban co-operative banks with 2 branches. Thus, on the whole there are 1661 bank-branches, of which

62 per cent are in rural areas, about 18 per cent in semi-urban areas and about 20 per cent in urban areas5.

*Source: NABARD

Not only is the banking coverage inadequate it is uneven as well. The ‘Average Population per Bank Office’

(APPBO) in the state (as on March 31, 2007) is 17,418. The relatively industrialized districts like East

Singhbhum, Ranchi, Deogarh and Bokaro have larger number of bank branches than the rural (and also Naxal

affected) districts like Chatra, Garhwa, Lohardaga and Palamau. The banks are often located at a remote

location from most of the villages. For 60

per cent of the villages in Jharkhand, the nearest bank branch is at a distance of 5 to 10 kms and for 27 percent

of the villages at a distance of more than 10 km. According to the NSS 58th round data, banks are present in

only 5 per cent of the villages of Jharkhand compared to the national average of 24 per cent.

1.4 : Existing Social Development and Livelihood Initiatives in the State (by the State Government,

NGOs and externally aided projects):

Jharkhand after carving out from Bihar is in pursuit of achieving the goal, the reason for which it comes into

existence. Poverty in state is alarming high, status of SC, ST and other population is much below in comparison

to the developed/developing states of the country.

Jharkhand government understands its situation and dedicated toward it. There are various central/state

government sponsored programme/scheme running in the state for the uplifting of the quintile and overall growth

of the state.

There are several government programmes running in the state; such as MGNREGA, RKVY, PDS, SGSY and

other national flagship programmes of the govt. running successfully and targeting its beneficiaries. Apart from

flagship programmes there is various other agencies supported by state govt. NGO,CSO, externally aided,

5 Planning Commission Report, 2008 data.

Particulars

Commercial Bank Regional Rural

Bank Cooperative Bank Total

No. Of SHG

Saving Amount (in Lakh)

No. Of SHG


No. Of SHG


No. Of SHG


Savings of SHGs with Banks*.

55252 6159.32 24172 1262.49 NA NA 79424 7421.81

Bank Loans disbursed during the year 2009 – 10

8562 8784.18 3503 2435.78 NA NA 12065 11219.92

Bank Loans Outstanding against SHGs*.

45513 24554.39 18228 4520.77 NA NA 63741 29075.16

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Trusts, cooperatives etc. working in the state. These organisation works in different part of the state on different

thematic area. List of some such organizations:

JTDS: Jharkhand Tribal Development Society (JTDS) working in 10 blocks of 5 districts (Ranchi, Khunti, E.

Singhbhum, W. Singhbhum and Saraikela) of the state. JTDS working on Land & Water management,

Agriculture and Farming System Development, Livestock Development, Aquaculture Development, Forestry and

Fodder Development, Value addition & Marketing, Health & Nutrition and World Food Programme.

PRADAN: PRADAN working in 14 districts of the state. PRADAN working on Promotion of SHGs and

Microfinance for Livelihood, Forest Based Livelihood (lac Cultivation, Siali Leaf Plate, Tasar Cocoon Production),

Natural Resource (Agriculture, Horticulture and Land & Water resources), Livestock Development ( Diary and

Goat Rearing) and Microenterprises Promotion (Tasar Yarn Production and Boiler Poultry Rearing) etc. Apart

from these PRADAN co-ordinate implementing agencies of SGSY – SP programme in 6 Districts of the state.

BAIF: Bhartiya Agro Industries Foundation (BAIF), now it is known as BAIF Development Research Foundation

covers almost all districts of Jharkhand. They are pioneer in Watershed Development and Livestock

Development. BAIF also play a role of implementation partner of some programme & Scheme of government and

non-government organisations in the state for livelihood promotion.

GVT: Grameen Vikas Trust (GVT), is one of the bigger organisation working for rural poor. There works includes

Watershed, Entrepreneurship Development Programme, Lac Cultivation, Aquaculture, Skill Development

Training, SHGs Formation and Microfinance etc. GVT is in state partners with many govt. departments as well as

other NGOs and CSOs.

IL&FS, Cap Foundation, Don Bosco, L&T etc: These organizations in the state is involved in providing training to

um-employed rural youth in various marketable skill and place them accordingly in various industries under

SGSY-SP programme.

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PILOT STRATEGIES:

Government of Jharkhand (GoJ) is committed to extend the outreach of poverty alleviation programs to the

poorest of the poor. In its pursuit to pass benefits of the program by enhancing the quality of implementation a

definite intervention in the shape of organizing the institutions of poor, capacity building, creating livelihood

opportunities for the poor and monitoring & evaluation of poverty alleviation schemes is envisaged. For

furtherance of the objective, the state government has taken a joint UNDP-GoJ ‘State-Level Support to

Livelihood Promotion Strategies’ project, being implemented through ‘Jharkhand State Livelihood Promotion

Society (JSLPS)’, under Society Registration Act 21 of 1860.

Government of Jharkhand designated JSLPS as State Rural Livelihood Mission (SRLM) for rolling out NRLM in

the state. For furtherance of the objective of Society to promote quality institutions under NRLM, JSLPS has

requested to SERP and BRLPS (JEEVIKA) for the external CRP support to strengthen SHGs, federation

and associated field functionaries in state of Jharkhand.

In connection with, implementation of pilot project to develop Resource block in the state of Jharkhand under

NRLM, JSLPS is proposing to start pilot in 7 blocks of 3 districts of Jharkhand. They are: Pakuria & Maheshpur

block from Pakur district, Angara & Namkum block from Ranchi district and Khuntpani, Goilkera and Manoharpur

block from West Singhbhum district. Each district has different geographical & regional variance, Pakur

represents Santhal Parganas division, Ranchi represents South Chhotanagpur division and West Singhbhum

represents Kolhan division. JSLPS need assistance of experienced external Community Resource Persons

(CRP) and Project Resource Persons (PRP) in these 7 blocks, for inclusion of all the poorest of the poor in these

blocks under SHG.

Special pilot for Saranda Forest area under Manoharpur Block:

Saranda forest is a very rich Sal forest of 800 km2 lying in the tri-junction of Jharkhand, Orissa and Chhattisgarh

States. It is of strategic importance and has been under strong Maoists presence for many years. The Eastern

Headquarters and many training camps of the Maoists were located in Saranda forest. The Ministry of Rural

Development is keen on implementing a focused development plan in Saranda forest through the Jharkhand

Government as the tribal inhabitants have been victims of long years of official apathy and isolation from the

development process due to Maoists’ presence. There are around 7000 tribal households with population of

36,500 in Saranda Forest in 56 villages. It is home to the Ho tribals who speak the Ho dialect. As per the

government of Jharkhand, of the 56 villages, 14 are forest villages, around 10 are un-surveyed Jharkhand

villages and the rest are Revenue villages.

The area has 25% of the known iron ore deposits in the country and the reserves are exploited by more than 12

mining companies with 50 mines. Chiria, the biggest iron ore deposits in Asia is also located in Saranda. Major

part of Saranda forest range is in the Manoharpur Block of West Singhbhum district of Jharkhand state.

Apart from the above mentioned team of 166 staff which is sufficient for 6 blocks, around 20 more staffs will be

recruited for the Manoharpur Block to work in the block and villages in the Saranda forest area. As this area has

strong Naxal presence and presents different challenges compared to other six resource blocks, a different

financial management system/ implementation approach will have to be developed and If needed a separate

approval will be accorded form the competent authority.

As the situation of the villages in the Saranda forest is different from the other villages of Manoharpur block,

therefore development of Manoharpur as a resource block requires a special approach and methodology. It is

estimated that in first year approx. 192 SHGs would be formed in Manoharpur block by Internal and external

CRP strategy. In addition to that at least 70 human and social capitals will identify and train.

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JSLPS will conduct assessment and develop a detail plan for implementation during operation of six resource

blocks and based on this finding Social mobilization and CRP strategy in Saranda will be implemented.

In this connection JSLPS had organized a meeting with Multi State Skill based training & placement

implementing agencies to prepare a plan based on rapid study of potential for skill based training & placement in

- around Saranda & devise an implementing strategy.

The main objectives of the rapid study which will be carried out are:

i. To discover existing skill and competency sets of the unemployed youths (in the age group 18-35 years)

vis. a vis. market conditions. ii. To determine the interest factors of youths in selection of trades and employment opportunities. iii. To undertake a market and demand study and assess the employment trends both past and future in the

local and adjoining economy iv. To identify sectors and sub sectors with growth opportunity matching the existing and potential skill sets of

local youths v. To come up with sector wise tentative list of potential employers vi. To suggest a road map for implementation of Skill and Placement based training programs

In addition to Skill based training and placement of youths of these area, it is also decided to select 20-25 youth

from this area and send them to SERP, Andhra Pradesh for training in Social Mobilization and Institution

building. These trained youths in turn facilitate CBO activities in Saranda area.

JSLPS invited Expression of Interest from agencies involved in LAC cultivation and TASSAR production and

marketing to start these livelihood activities in-around Saranda (Manoharpur Block), it is proposed that around

3000 household shall be covered under Lac cultivation and 2000 households will be covered in TASSAR

production and marketing. JSLPS has shortlisted agencies based on EoI and called for detail project report for

implementation of the aforesaid projects. JSLPS also scouting a suitable place to setup a Block Mission

Management Unit in Manoharpur Block to coordinate all the activities under NRLM.

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Selection criteria of seven blocks and three districts:

Higher percentage of SC/ST,

Rural BPL households and low level of rural female literacy.

Presence and potential of SHGs in these blocks/villages

Geographical and regional variance

Existing support structure of JSLPS/UNDP and

Existence of village level Animators

Blocks Map:

Blocks Profile:

Source: Census 2001, BPL survey 2002-2007

Districts Blocks No. of Gram Panchayat

No. of villages

% of BPL HH

% of SC % of ST Literary rate

Pakur

Pakuria 18 148 78.52 4 64 35.4% Maheshpur 33 316 48.23 3 50 30.4%

Ranchi Angara 23 96 87.95 8 55 51.0% Namkum 21 91 74.87 5 63 61.1%

W. Singhbhum

Khuntpani 13 118 74.08 4 84 42.1% Goilkera 14 161 73.91 2 83 32.8%

Manoharpur 15 109 58.86 6 67 45.3%

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NRLM Project Implementation target for 6 blocks6:

As discussed above, situation of Manoharpur block especially the villages of Saranda forest area are different from rest of the block, a detail and separate plan will be prepared after the assessment of the area. Hence in the underneath plan the action plan of Manoharpur block is not being included.

SI. No

Particulars District Pakur Ranchi W. Singhbhum Total

Block Pakuria Maheshpur Angara Namkum Goilkera Khuntpani

1 Total HH(Census 2001) 18138 33126 20375 21156 15060 12468 107855

2 Total BPL HH ( Survey 2002-2007) 14242 15976 17919 15840 11156 9215 75133

3 % BPL HH in selected Block 78.52 48.23 87.95 74.87 74.08 73.91 72.93

4/a No of HHs to be targeted (From BPL HH)

14242 15976 17919 15840 11156 9215 84348

/b No. of HHs to be targeted (left out or Non BPL HH) (assuming 5% HH growth rate)

907 1656 1019 1058 753 623 6016

Total Target HH 15149 17632 18938 16898 11909 9838 90364

5 Total SHGs to be formed & strengthened (Assuming 1 SHGs=10 Members)

1515 1763 1894 1690 1191 984 9036

6 Total Existing SHGs (to be strengthened)

148 518 509 280 106 NA 1562

7 Total No. of New SHGs to be formed 1367 1245 1384 1410 1085 984 7474

8 No. of VLF (8 SHGs = 1 VLF) 189 220 237 211 149 123 1130

9 No. of CLF (1 CLF= 43 VLF) 4 6 7 5 4 4 30

10 No. of Cluster co-ordinator (Avg. 5 per BMMU)

4 7 6 5 4 4 30

11 Master Book keeper(Avg. 6 MBK per BMMU)

5 8 7 6 5 5 36

12 No. of Community Coordinators (Avg. 6 CC per BMMU)

5 8 7 6 5 5 36

13 No. of Animator(1 Animator each VLF)

189 220 237 211 149 123 1130

14 No. of Bookkeeper(1 Book keeper for 5 SHGs)

303 353 379 338 238 197 1807

15 Internal CRPs (2 VLF for each CRP) 95 110 118 106 74 61 565

Social Mobilization, Institution Building & Capacity Building:

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

(DMMU) and Block Mission Management Unit (BMMU) within 4 month of approval of AAP, with start of

project activities in 7 blocks of 3 districts of Jharkhand.

The total target household of all 7 blocks of the 3 district is calculated on basis of provisional data of Census 2011 (based on Jharkhand population growth rate7 of this decade). Therefore 5% HH increased

6 SHGs and its federation target for Manoharpur block is omitted, IB & CB activity in Manoharpur Block will

start after assessment of the area. However indicative target are given in first year resource block phasing

plan.

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number is considered including left out BPL HH and inclusion of non BPL HH in SHG fold, hence this will

cover altogether 1039 villages of these 7 blocks.

The pilot blocks would adopt universal social mobilization approach and would ensure that at least one

member from each identified rural poor household, preferably a woman, is brought under the Self Help

Group (SHG) network in 3 years. It is estimated that altogether approx. 10624 SHGs would be formed in 7

blocks.

Project would require External & Internal CRPs strategy in the all 7 blocks of these 3 districts for Universal social mobilization, Promotion of Institutions of the poor, Training, Capacity building,

skill building and Universal Financial Inclusion for each identified rural poor household. Each SHG

group will comprise of 10-12women. ( it may be 5 - 12 women in case of difficult area)8

JSLPS will be do a formal partnership for Social mobilization, Institution & Capacity building , Training of

communities/ Staffs etc. with the resource agencies like SERP, BRLPS, Kudumbasree.

Each Village Level Federation (VLF) or Village Organisation (VO) will comprise of 8- 10 SHGs9. Approx

1130 VLFs would be federated at village level in all 7 blocks.

Each Cluster Level Federation (CLF) will comprise of 35-43 VLFs. More number of VLFs in one CLF may

not be suitable in Jharkhand for thin population distribution in tribal areas.

Pakuria, Maheshpur, Angara, Namkum, Kuntpani, Manoharpur and Goilkera block would be divided into

35 and each cluster has potential of 350- 430 SHGs.

Altogether 35 Cluster Coordinators (CLF Cs) will be required in seven blocks block and 1 CLF Cs positioned in each cluster.

Altogether 42 Community Coordinators (CCs) and 42 Master Book Keepers (MBKs) will be required in

seven blocks and 1-2 CC and 1-2MBK will be in each cluster.

CRP & PRP Strategy:

Given the successful experience of similar large scale livelihoods projects in the country it has been

decided that CRP & PRP strategy would be key element of social mobilization and institution building.

Hence JSLPS has requested to SERP and BRLPS (JEEVIKA) for the external CRP & PRP support

to strengthen SHGs, federation and associated field functionaries in state of Jharkhand. Under

External & Internal CRPs strategy in blocks: Number of CRP teams & PRP deployment in each block,

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

project area and it may increase or decrease as per requirement. Detail External & Internal CRP strategy

is in annexure V & X.

First year social mobilization, organizing the institutions of poor, strengthening of old SHGs, capacity

building of SHGs, federation and their associated field functionaries to be done by External CRPs, PRPs

and project staff together. Second year onwards internal CRPs will also be deployed in the field to form

New SHGs.

For the first two years total 6 Project Resource Person (PRP) from SERP will be positioned at one in each

Block level.

One PRP to anchor the program in each block and would support the capacity building of VLF and CLF to function effectively.

Each CRP team (both external & internal) generally consists of 3 women CRPs, 1 senior book keeper and

1 animator (if required).

7 Census 2011 provisional data, Jharkhand population growth rate of last decade is 22.3%,

avg. 5 person/HHs. 8 5 - 12 women in one SHG for tribal or thinly populated areas

9 5-10 SHGs for tribal areas or thinly populated areas

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The 3 CRP teams will be deployed in each block and the services of external CRPs to be utilized for the

first two years, each year 4-6 rounds of visit of CRP teams will be carried out. It is planned altogether

approx 48% of total SHGs to be formed by external CRPs. Formation of SHGs will be depend on

External CRP round.

The internal CRPs round will start from 2nd year:

• 2nd year- 3 rounds in each block, total 29 teams will be deployed in 6 blocks.

• 3rd Year- 6 rounds in each block, total 55 teams will be deployed in 6 blocks. Altogether approx

47% of total SHGs will be formed by internal CRPs.

Financial Inclusion:

The broader goal of financial inclusion intervention through the pilot is to create an ambience of trust as

regards approach of banking with the poor in six blocks. It is aim at creating institutions of the poor who

will be empowered enough to run the institution on merits of financial prudence and sustainability.

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

accounting primarily to promote transparency, accountability and ambience of trust for stakeholders.

POP and vulnerable groups will be identified and would be given priorities for providing CIF, bank linkage,

convergence and skill enhancement and placement services.

The average CIF available for each group might be around Rs. 25000 considering Rs. 3 crores of CIF

available per block. However, Poorest of the poor (POP) groups may be given CIF @ Rs. 50000 /group.

Livelihoods Verticals: Livelihood Intervention & Micro Enterprises Development10

In each block 2-3 Livelihood Coordinators will be positioned as thematic expert & 1 cluster coordinators

will be positioned at cluster level as generalist. This thematic expertise to be attended by virtue of

experience or training. In Jharkhand context, Livelihoods Coordinator is more appropriate to roll out

Livelihoods interventions (agriculture, livestock, NTFP, jobs etc.) with the active involvement of the CLF,

VLF with the help of Cluster Coordinators, Community Coordinators and Specialized community cadre for

each of the intervention. They also will train and develop a cadre of CRPs for scaling up of livelihood

interventions & responsible for producing Village Livelihood Plans (which details the current livelihoods of

SHG & their member HHs and potential opportunities), range of activities in marketing support includes

market research, market intelligence, technology extension, developing backward and forward linkages,

building livelihoods collectives and supporting their business plans.

The efforts in the pilot will be to train SHGs member for Local value addition particularly post harvest

activities like grading, sorting, storing, and agro-processing and value chain logistics.

Intervention on Best Practices in Livelihood in Jharkhand: Jharkhand’s rural population is predominately

involved in Agriculture and Non - Timber Forest Produce collection as means of livelihood. In recent times

some initiatives has been taken to boost up their livelihood initiatives. These steps not only improved their

production & income, but also helped them in better utilization of resources. JSLPS-UNDP has

demonstrated some innovative livelihood interventions and financial inclusion models in the state; such as

Drip irrigation based vegetable cultivation, Poly nursery for raising healthy seedlings, revival of Lac

cultivation, NTFP value addition (Sal leaves cup - plate making, oil expeller, collective formation and

marketing etc.). In NRLM, JSLPS would replicate these interventions in NRLP resource blocks.

10

These Livelihoods initiatives will be covered under Livelihoods verticals and Micro Planning Pilots, mentioned

in budget sheet (B3 component CIS head or details budget in annexure XI).

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The pilot will be emphasis on providing gainful employment to rural youths. For the purpose, youths

would be mobilized and sent for skill training in RSETIs or any of the multi state skill & placement

agencies working under MoRD scheme. The skills imparted in these schemes are marketed oriented and

cost free.

Micro Enterprises Development (Pilot): Micro Enterprises Development (MED) initiative will try to

promote micro enterprise among community in intensive and non-intensive blocks of Jharkhand. JSLPS

is in process of signing MoU with Kudambashree, Kerala on “Community Based Resource for Enterprise

Support and Training”, CREST and approval of Executive Committee (EC) has taken in this regard.

Recruitment and Induction of New Staff:

Recruitment of Manpower for SRLM (SMMU, DMMUs & BMMUs) for different positions at different levels

will be done in a phased manner for 1st year. The staff salary Structure for each designation mention in

annexure VI, VII & VIII. Reference has taken from 'NRLM Programme Implementation Plan' and finalized

after discussion with CEO, NRLM Jharkhand & JSLPS team members. This salary structure is upper limit

for mention post & will depend on current market rate for the experience and qualification & subject to

Society overall HR policy.

Recruitment, selection and basic orientation training of staff will be completed prior to the deployment of

CRP strategy and during the CRPs visit, the staff will be in immersed in the same villages, where CRPs

will be working and if required then exposure visit to SERP, BRLP, Kudumbasree etc will be organized to

expose them to best practices. For this, it would be appropriate for JSLPS to utilize the expertise of

SERP, BRLPS, Kudumbasree etc. thru a partnership related to exposure visit of community/ Staff or

Training to staffs in their organisation & CBOs. It will be help to the JSLPS in reducing their learning curve

and generate high quality of social capital. Budget for the same for one year is explicitly mentioned in IB &

CB cost.

Leveraging on Existing Human Resource:

Presently JSLPS has 15- 20 professional working in different district as district coordinator and block coordinator on UNDP project. It would be beneficial to leverage the services of existing staff of society for

roll out of NRLM in the State. These professionals have already trained by APMAS and been to BRLP/

Kudumbashree on exposure visit. These professionals have understanding of project’s intricacies. Thus,

JSLPS is ready to start the implementation in 6 blocks immediately after the approval of AAP. As for their

inductment in SRLM, Jharkhand, Executive committee suggested that these professional will work in

UNDP program and when final recruitment will take place they would have to go through the process.

Partnership with NGOs in IAP blocks

In Jharkhand there are many NGOs working in remote blocks and quality of implementation of their work

is commendable. Further the transparent selection procedure will be adopted and requisite numbers of

NGOs may be hired to take up NRLM implementation in IAP blocks. The NGO/s will be preparing the

action plan as per the situational analysis. The fund flow to these NGO will be from SMMU directly.

SMMU and DMMU will be closely monitoring the progress on monthly basis. The budget has been

mentioned in the budget table.

Budget:

The detail proposed budgets of SMMU, DMMUs and BMMUs (7 blocks of 3 districts) for one year is in

annexure VI to XII. It may get reviewed and revised as project rolled out on ground.

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By external

CRPs (3

ECRP Team

Each Block

By

staff

By

internal

CRPs

Total

By 3 external

CRPs per block

in 6 round (20

SHGs=1 ext.

CRP team)

By staff(5

SHGs/1MB

K+

1CC/Year)

By internal

CRPs(10

SHGs=1 int.

CRP team)

Total

By

external

CRPs

By staff

By

internal

CRPs

Total VLF

registered

CLF

formati

on

CLF

registr

ation

Identifica

tion of

Book

Keeper (5

SHGs = 1

BK)

Community

Facilitator

(identified

and trained)

Internal

CRPS( 2

VLF for

each CRP)

(identified

and

trained)

Bank

account

opening of

SHGs

Bank

linkages

*CIF to

SHGs

Micro

Credit

Planning to

SHGs

Food

security

Funds to

VLF

No of youths

at least

benifited

placement

linked skill

training( Avg.

10 BPL HH/ 1

youth)

Year-I* 198 36 234 1344 180 0 1524 84 8 95 14 304.8 190.5 95.25 610 152 457 24 1594

Year-II 198 36 90 324 2160 180 870 3210 270 23 54 347 146 16 642 401 201 2688 1404 702 2454 160 2259

Year-III 36 336 372 180 3306 3486 156 261 419 347 30 697 436 218 3320 1956 2367 3467 315 3615

Year-IV 11 207 218 419 2092 2897 3206 1715 350 1807

Year-V 218 2546 2761 697 268

1039 10624 38 396 108 426 930 3504 540 4176 8220 354 198 522 1079 1130 30 30 1644 1028 514 8710 8954 9036 8791 1117 9275

* HereManoharpur included

7 1039 10624 38

Total

Summary of ResourceBlocks Phasing Plan for 5 Years

Year BlockTotal

Village

Total

Target SHG

Total

CLF to

be

Formed

Social Mobilization Institutional Platforms for Poor Human & Social Capital Financial & Capital Services Livelihood Services

Villages covered SHGs formation VLF Formation & Registration

Resource Blocks Program Phasing

The summary of 7 blocks year wise phasing is presented below. (The detail 7 resource blocks: Pakuria, Maheshpur, Angara, Namkum, Khuntpani, Manoharpur and Goilkera

phasing plan for 5 years illustrated in annexure II & III.)

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Expected Outcomes (Year-1)

1. JSLPS is approved as a nodal agency (SRLM) by Cabinet for implementation of NRLM in the State.

2. Detail action plan for 7 resource blocks prepared and approved by MORD-NMMU.

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

approval.

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

5. HR agency hired for recruitment of SRLM.

6. Core Team at state, District and Block level recruited

7. Recruited manpower trained, orientated & exposed to different level of CBOs at SERP/BRLP & other

NRLM activities.

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

9. Under CRP strategy, 175 different External CRP round (E CRP IB + E CRP MCP + E Sr. CRP + I CRP +

E PRP)11 from SERP/BRLP deployed in resource blocks (Round wise, altogether 186 rounds).

10. Around 15240 HHs mobilized to form 1524 SHGs, strengthen and federate in Pakur, West Singhbhum, &

Ranchi Districts (covering 7 blocks).

11. More than 80% of poor and 90% of POP HHs mobilized to form self managed financially sustainable

SHGs and Principle of Panchasutra practiced by them.

12. Approx 304 bookkeepers identified, trained and positioned at SHGs levels from community.

13. Approx 191 women from community identified & trained as Community facilitators.

14. At least 95 Internal CRPs are identified & trained, to provide services on payment basis to community

institutions.

15. At least 95 informal Village organizations formed and move for registration process.

16. At least 610 SHGs opened their bank account & become financially literate and around 152 eligible SHGs

get credit linked to banks amounting to more than Rs. 30 lakhs.

17. At least 500 SHGs have access to CIF funds and prepared their Micro credit plan & Food security plan.

Overall Expected Outcomes of seven blocks in 5 Years:

1. 100% coverage of identified rural poor household, preferably a woman from each household brought

under the Self Help Group (SHG) and its federation. At least 10624 SHGs in Pakur, West Singhbhum, &

Ranchi Districts (covering 7 blocks) formed, strengthened and federated.

2. More than 80% of poor and 90% of POP HHs are mobilized to form self managed financially sustainable

SHGs.

3. More than 80% of SHGs have a saving and inter-loaning ratio of over 1:4 and more; 100% members

participate in inter-loaning process.

4. Over 90% of SHGs are federated into VLFs and more than 80% of total VLFs co-federated into CLFs. At

least 1150 VLF and 35 CLF in Pakur, West Singhbhum, & Ranchi Districts (covering 7 blocks) formed &

strengthened.

5. All the committees of secondary institutions are functional and effectively deliver the required services to

their members and at least 50% of federations meet minimum half of their expenses.

6. At least 10% of total SHG members are brought under the framework of community professionals, to

provide paid services to community institutions.

11

External CRP for institution building (E CRP IB), External CRP for Micro Credit Plan (E CRP MCP), External

senior CRP for federation formation (E Sr. CRP), Internal CRP (I CRP), External Project Resource Person (E PRP).

of 54

7. Minimum 90% SHGs went through micro-planning process and received revolving fund (RF), whereas

around 80% of eligible SHGs (SHGs received RF) pass through livelihoods planning process and

received livelihoods fund.

8. Overall a community saving of over 22 crores is mobilized and inter-loaning of 55 crores has been carried

out.

9. A commercial credit of Rs. 88 Crores is mobilized from commercial banks as part of credit linkage.

10. Minimum one member from each ten identified poorest of poor and vulnerable HHs have gone through

skill training and gainfully placed with job employment. Number of youths/BPL HH for Skill based training

and gainfully placed with job employment may be increase (1youth/BPL HH) during the project year as

per project requirement.

11. Minimum 30% of SHG members are brought under the framework of producers organizations and have

initiated at least one or more new livelihoods activities.

12. 100% VLF and Around 40% members are participating in health, food security and fodder related

interventions and significantly get benefit out of it.

NRLM Non Intensive Block Strategy & Budget

NRLM would reach all blocks & districts of Jharkhand by the end of 2015. Therefore a phase mannered implementation approach would be adopted in the state of Jharkhand. In first year seven blocks of three districts has been taken as a Resource Block/intensive block under NRLP in the state which will act as a learning ground for the rest of blocks .The remaining 252 blocks in 24 district will be covered under non-intensive approach. The key strategy under non intensive would be consolidation of existing SHGs & strengthening of the DRDA and for that capability assessment of all the 24 districts would be done to understand existing human resource and their capacity to implement a process oriented community development plan. For implementation arrangement a team of four to five district level professionals including the existing staff working in DRDA for implementation of SGSY would be placed exclusively for planning, implementation and monitoring of plan developed for non-intensive blocks. Below the district the project will support the DRDA in hiring the services of local NGOs/ resource agency/ resource persons to implement the programme at block level. One NGO/resource agency will be given the implementation responsibility for 2-4 blocks depending upon the organizational strength of NGO/ resource agency. Role of the SRLM would be to provide strategic guidance to DRDA and support for preparation of the capacity building and livelihood plan for the existing SHGs. Apart from that an intensive capacity building exercise will be done by SRLM for the DRDA officials, bankers, PRI representatives and other key stakeholder. The fund for the non intensive blocks would be routed through SRLM to DRDA and a special cell for NRLM non intensive blocks would be in place at State level with 3-4 professionals along with a dedicated finance officer for effective financial management of the budget available for non intensive blocks. Based on the plan prepared by the DRDA for SHGs which will mainly have the activities related to capacity building of the SHG members and their federation, capital subsidy and interest subsidy will be the basis for SRLM to release the fund to DRDA. However in non intensive blocks new SHG will not be promoted The overall focus under non intensive blocks would be to create a readiness of the SHGs and other village organizations for quick and quality adoption of the process taken under

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intensive blocks. Selection and building the capacity of the CRPs through using the CRPs of intensive blocks and exposure to best practices within the state would be the key feature to support the community for vibrant institution building. The key thrust area where project would intervene in non intensive blocks:

1. Capacity building of DRDA (including bankers) and existing SHGs 2. Livelihood business development plan of SHGs and bank linkage 3. Selection and capacity building of women CRPs 4. Revolving fund and interest subsidy support to deserving SHGs 5. Skill development and placement of rural youths

In financial year 2012-2013 total NRLM/ SGSY budget allocated for the state of Jharkhand is

Rs. 13,900 Lakhs. Here the Central allocation earmarked for the States under NRLM is Rs.

10,425 Lakhs and state government’s contribution will be Rs. 3,475.00 Lakhs. SRLM,

Jharkhand will be the nodal agency for NRLM Non-intensive blocks. Fund routing to DRDAs in the State and the roll out of NRLM in non intensive blocks/districts will be delivered through existing SGSY/NRLM fund. Therefore, it is proposed that Central allocation fund earmarked for the States under NRLM should be release to the JSLPS. The proposed expenditure budget for NRLM/Aajeevika (Non-intensive blocks and districts) will be on following heads.

Budget Summary For 1 Year

S.

No.

Components &

Activities

NRLM

Intensive NRLM Non- Intensive

Central State Central State Total % of

Fund

1 State Rural Livelihood

Mission 0 0 417 139 556

4

2 Institution Building and

Capacity Building 0 0 4,170 1,390 5,560

40

3 Community Investment

Support 0 0 4,691 1,564 6,255

45

4 Innovations Forums 0 0 0 0 0 0

5 Monitoring and

Evaluation 0 0 104 35 139

1

6 eNRLMS 0 0 0 0 0 0

7 Skill & Placement 0 0 1,043 348 1,390 10

Total 0.00 0.00 10,425.00 3,475.00 13,900.00 0

JSLPS will monitor the Non-intensive blocks results, processes and activities through regular meetings of the Performance Review, visits by SMMU, DMMU team in field. JSLPS would also promote social accountability practices in Non-intensive blocks to introduce greater transparency.

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A three year month wise activity plan is in Annexure IV.

Under NRLM, JSLPS will evolve and established a monitoring and evaluation system enabling the programme to

enhance overall effectiveness through establishing clear logical links between programme interventions and

results. The M&E system will build upon the need for demonstrating accountability of DMMU/BMMU/partners and

stakeholder by having strong mechanisms of measuring and managing results and learning. To this end, M&E

will be both, learning and guiding mechanism by integrating programmatic and institutional framework across the

implementation structure i.e. SMMU, DMMU, BMMU and also cover Partner agencies & Technical Support

Organization which will ensure accountability and higher degree of results.

The monitoring system design for the NRLM would have two major components: concurrent monitoring and

participatory process. Concurrent monitoring would be undertaken through systematic and regular monitoring of

project progress through measurement of outputs by all the key stakeholders. The DMMU and BMMU would

report their activities and progress on a monthly/quarterly basis in pre-designed reporting formats, which would

feed into the project MIS. The SMMU teams would validate and verify these progress reports through regular

checks at village level and raise implementation issues identified with the partners.

The external M&E consultant/agencies would undertake sample checks and do random spot checks on quarterly

basis for output tracking and monitoring. They would help the SMMU team to analyze the MIS information,

synthesize and present timely findings and recommendations on any strategic improvements to the SMMU.

CHAPTER 6: MIS

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The detail 1 years head wise budget is in Annexure VI to XII. The budget summary of Seven Resource Blocks including Manoharpur block for 1 year is presented below.

Budget Summary For 1 Year

NRLP

S. No. Components & Activities

Total Cost

(INR

Lakh)

% of

Total

Cost

NRLP Resource

Block

B.1 COMPONENT : State Rural Livelihoods

Missions Central State

I Office set-up 520.92 17.43 390.7 130.2

II Workshops, trainings and exposure visits 75.00 2.51 56.3 18.8

III Studies, Consultancies like HRA Cost 90.00 3.01 67.5 22.5

IV Staff Costs (SMMU and DMMU Only)

Staff costs including allowances,

statutory contributions, etc. 272.00

9.10 204.0 68.0

Staff trainings and exposure visits 33.60 1.12 25.2 8.4

V Operating costs

Rentals for office space, Stationery,

Postage, Telephones, Transport, Field

Travel, etc.

60.00

2.01 45.0 15.0

Sub Total 1,051.52 35.18 788.64 262.88

B. 2 COMPONENT: Institution Building and

Capacity Building

I Block teams costs including salary

allowances, statutory contributions, etc. 152.74

5.11 114.6 38.2

II Block teams trainings and exposure visits 25.00 0.84 18.8 6.3

III Social Mobilization Pilots/Resource

Block Strategy 509.87

17.06 382.4 127.5

IV Financial Inclusion Pilots/Financial

Literacy/E-book keeping/Bank Mitra 250.00

8.36 187.5 62.5

Sub Total 937.62 31.37 703.21 234.40

B.3 COMPONENT: Community Investment

Support

I Food security & Health security Fund 100.00 3.35 75.0 25.0

II Initial Capitalization/Revolving Fund 150.00 1.08 112.5 37.5

III Capital Subsidy (Cover from NRLM

fund)

IV Interest subsidy (Cover from NRLM

fund)

V Livelihoods Fund 400.00 13.38 300.0 100.0

Sub Total 650.00 21.75 487.50 162.50

C.1 COMPONENT: Innovations Forums

Hiring of agency for scouting, selecting

innovations, organizing IF and

Partnerships with Innovators

100.00

3.35 75.0 25.0

Sub Total 100.00 3.35 75.00 25.00

CHAPTER 7: PROJECT COSTING

of 54

D.2 COMPONENT: Monitoring and Evaluation

Baseline Studies 150.00 5.02 112.50 37.50

D.3 COMPONENT: eNRLMS

Consultancy for MIS design, IT

Infrastructure, etc. 100.00 3.35 75.00 25.00

Total cost for Seven Resource Blocks 2,989.14 100 2,242 747

Skill & Placement

Jharkhand NRLM/SGSY Allocation to the 24

DRDAs (FY 2012-2013) 13,900.00 10425.0 3475.0

Grand Total 16,889.14

12,666.85 4,222.28

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SUMMARY OF READINESS

Activities Present Status Key strategies to

accomplish the activities

Time line (by when activity will be

completed/output will be achieved)

State Society Formed and/or Notified (State Rural Livelihoods Mission)

Jharkhand State Livelihoods Promotion society (JSLPS) is designated as State Rural Livelihoods Mission by

Cabinet for rolling out NRLM in the State.

CEO appointment for SRLM Mr. Paritosh Upadhayay (IFS) Joined as Project Director (PD) SRLM.

Hiring/nomination of core state team

State level core team hired and functioning

Hiring of SMMU, DMMU, and BMMU core Staff

Cabinet approval done Hiring HR agency for recruitment for SRLM

July 2012

Office set up for SRLM Initial Phase completed

Opening of separate bank account

A separate Bank A/c has been opened in Bank of India

GO stating approval of implementation structure and staff for SRLM

Approved by state cabinet.

Leveraging the existing human resource

Presently JSLPS has 15- 20 professional working in

different district as district coordinator and block

coordinator on UNDP project.

After approval of AAP, JSLPS would be

leveraging the services of existing staff of society for roll out of NRLM in the

State.

By Nov- Dec 2011

Annexure I

Annexure

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Training and immersion of core team members.

Recruited manpower will be train, orient & expose to

different level of best practices for formation and strengthening of CBOs at

SERP/BRLP.

May – June 2012

Preparation of U HR manual U Financial manual U Procurement manual

Under process ToR & EoI advertised By July 2012

Submission of SPIP Under process Mr. Manish Dubey & Mr. Kalol shah preparing Jharkhand SPIP.

July 2012

Appraisal of PIP

Procurement Compliance U Resolution passed by State Society to follow NRLM procurement norms UUUUU Development of procurement plan for IAP year

Under process

Hiring HR agency for recruitment Under process JSLPS invited Expression of Interest (EOI) for hiring Human Resource Agency

By June 2012

Recruitment of team for pilot Under process Hiring HR agency for recruitment for SRLM

July 2012

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SI.No Particulars District

Block Pakuria Maheshpur Angara Namkum Goilkera Khuntpani Total

1 18138 33126 20375 21156 15060 12468 107855

2 14242 15976 17919 15840 11156 9215 75133

3 78.52 48.23 87.95 74.87 74.08 73.91 72.93

4/a 14242 15976 17919 15840 11156 9215 84348

/b907 1656 1019 1058 753 623

6016

15149 17632 18938 16898 11909 9838 90364

51515 1763 1894 1690 1191 984

9036

6 148 518 509 280 106 1562

7 1367 1245 1384 1410 1085 984 7474

8 189 220 237 211 149 123 1130

9 4 6 7 5 4 4 30

10 4 7 6 5 4 4 30

11 5 8 7 6 5 5 36

12 5 8 7 6 5 5 36

13 189 220 237 211 149 123 1130

14 303 353 379 338 238 197 1807

15 95 110 118 106 74 61 565

Pakur Ranchi W. Singhbhum

NRLM Project Target of Six Blocks

Total HH(Census 2001)

Total BPL HH (BPL Survey 2002-2007)

% BPL HH in selected Block

No of HHs can be targeted (From BPL HH)

No. of HHs can be targeted (left out from BPL list or Non BPL HH)

(assuming 5% HH growth rate)

Total Target HH

Total SHGs can be formed (Assuming 1 SHGs=10 Members)

Total Existing SHGs in Block (to be strengthen)

Total No. of New SHGs to Formed

No. of VLF (8 SHGs = 1 VLF)

No. of CLF (1 CLF= 43 VLF)

Internal CRPs (2 VLF for each CRP)

No. of Cluster co-ordinator (Avg. 5 per BMMU)

Master Book keeper(Avg. 6 MBK per BMMU)

No. of Community Coordinators (Avg. 6 CC per BMMU)

No. of Animator(1 Animator each VLF)

No. of Bookkeeper(1 Bookkeper for 5 SHGs)

ANNUXURE II

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By

external

CRPs (3

ECRP

Team Each

Block

By

staff

By

internal

CRPs

Total

By 3 external

CRPs per block

in 6 round (16*

SHGs=1 ext.

CRP team)

By staff(5

SHGs/1M

BK+

1CC/Year)

By internal

CRPs(10

SHGs=1 int.

CRP team)

Total

By

external

CRPs

By staff

By

internal

CRPs

Total VLF

registered

CLF

format

ion

CLF

registr

ation

Identifica

tion of

Book

Keeper (5

SHGs = 1

BK)

Community

Facilitator

(identified

and trained)

Internal

CRPS( 2

VLF for

each CRP)

(identified

and

trained)

Bank

account

opening of

SHGs

Bank

linkages

*CIF to

SHGs

Micro

Credit

Planning to

SHGs

Food

security

Funds to

VLF

No of youths

at least

benifited

placement

linked skill

training( Avg.

10 BPL HH/ 1

youth)

Pakuria 148 1515 4 36 5 0 41 192 25 0 217 12 1 14 0 2 43.4 27 14 86.8 22 65.1 3 227

Maheshpur 316 1763 7 54 8 0 62 192 40 0 232 12 2 15 0 3 46.4 29 15 92.8 23 69.6 4 264

Angara 91 1894 6 18 7 0 25 192 35 0 227 12 2 14 0 3 45.4 28 14 90.8 23 68.1 4 284

Namkum 96 1690 5 18 6 0 24 192 30 0 222 12 1 14 0 2 44.4 28 14 88.8 22 66.6 3 253

Khuntpani 118 984 4 36 5 0 41 192 25 0 217 12 1 14 0 2 43.4 27 14 86.8 22 65.1 3 148

Manoharpur 109 1588 8 192 192 12 12 38.4 24 12 76.8 19 57.6 3 238

Goilkera 161 1191 4 36 5 0 41 192 25 0 217 12 1 14 0 2 43.4 27 14 86.8 22 65.1 3 179

1039 10624 38 198 36 234 1344 180 0 1524 84 8 95 14 304.8 191 95 609.6 152 457.2 24 1594

Pakuria 148 1515 4 36 5 15 56 360 25 150 535 35 3 9 47 24 2 107 67 33 344 130 65 323 24 379

Maheshpur 316 1763 7 54 8 15 77 360 40 150 550 35 5 9 49 25 4 110 69 34 359 139 70 336 25 441

Angara 91 1894 6 18 7 15 40 360 35 180 575 35 5 11 50 25 3 115 72 36 366 136 68 344 25 473

Namkum 96 1690 5 18 6 15 39 360 30 180 570 35 4 11 50 24 3 114 71 36 361 133 67 339 25 422

Khuntpani 118 984 4 36 5 15 56 360 25 90 475 35 3 6 43 24 2 95 59 30 320 130 65 299 23 246

Goilkera 161 1191 4 36 5 15 56 360 25 120 505 35 3 8 45 24 2 101 63 32 332 130 65 311 23 298

930 9036 30 198 36 90 324 2160 180 870 3210 207 23 54 284 146 16 642 401 201 2083 799 400 1950 144 2259

Pakuria 148 1515 4 5 46 51 25 570 595 26 45 71 58 4 119 74 37 559 300 291 549 52 606

Maheshpur 316 1763 7 8 169 177 40 773 813 27 58 85 59 7 163 102 51 655 310 304 647 57 705

Angara 91 1894 6 7 19 26 35 889 924 27 67 94 61 6 185 116 58 715 322 309 703 60 758

Namkum 96 1690 5 6 27 33 30 700 730 26 55 81 60 5 146 91 46 634 318 304 621 56 676

Khuntpani 118 984 4 5 13 18 25 83 108 26 10 36 54 4 22 14 7 328 270 273 324 42 394

Goilkera 161 1191 4 5 62 67 25 291 316 25 26 51 56 4 63 40 20 429 285 282 422 47 476

930 9036 30 36 336 372 180 3306 3486 156 261 419 347 30 697 436 218 3320 1805 1762 3266 315 3615

Pakuria 1 36 37 71 357 464 521 292 59 303

Maheshpur 3 48 51 85 488 579 597 380 70 353

Angara 2 56 58 94 554 640 645 427 76 379

Namkum 2 44 46 81 438 541 583 349 67 338

Khuntpani 2 5 7 36 65 205 339 91 33 197

Goilkera 2 18 20 51 190 317 420 177 45 238

11 207 218 419 2092 2745 3105 1715 350 1807

Pakuria 37 431 470 119 46

Maheshpur 51 544 624 163 59

Angara 58 606 704 185 67

Namkum 46 508 568 146 55

Khuntpani 7 173 123 22 14

Goilkera 20 284 272 63 28

218 2546 2761 697 268

930 9036 38 396 108 426 930 3504 540 4176 8220 291 198 522 1016 1130 30 30 1644 1028 514 8105 8047 8028 8086 1101 9275

Human & Social Capital Financial & Capital Services Livelihood Services

VLF Formation & Registration

IV

Sub Total Year III

II

Sub Total Year II

III

Institutional Platforms for Poor

SHGs formationVillages covered

I

Sub Total Year I

Year BlockTotal

Village

Total

Target

SHG

Total

CLF to

be

Formed

Social Mobilization

Sub Total Year IV

V

Sub Total Year V

Grand total

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1 2 3 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

I Cabinet approval of Jharkhand State Livelihoods Promotion society (JSLPS) as a SRLM √

II CEO appointed for SRLM √

III Separate bank account to be open

IV Preparation and submission of one year action plan of for 6 Resource Blocks √

V GO stating approval of Action plan, implementation structure and staff for SRLM to MORD-NMMU

VI MoRD-NMMU releasing funds as per action plan to JSLPS to take up NRLM activities in state

VII Finalization of HR Policy

VIII Hiring HR agency & recuirement of Core Team for SRLM

IX Training and immersion of recruited staff

X CRP strategy in 6 resource blocks

XI Preparation and submission of SPIP

XII Finalization of Operational Manuals

XIII Establishment of Partnerships with training institutions, resource organizations etc.

1 Selection of 6 resource Blocks of 3 Districts √

2Letters to SERP, BRLP and NMMU/ MORD for supporting external CRP & PRP for implementing

intensive social mobilization in Resource Blocks√

34-5 days Immersion cum exposure visit to RDDJ Principal Secretary, CEO JSLPS,Resource districts Dy.

Commissioners, PM JSLPS, SLBC members, lead bank officers & others officers to SERP√

4 Designing/modifying of Operation manual for SHGs and standardization of SHG records √

5 Preparation of three year action plan of for 6 Resource Blocks √

6 Appraisal and Approval of action plan by MORD-NMMU

7 MoRD-NMMU releasing funds as per action plan to JSLPS to take up NRLM activities in Resource Blocks

8 Recruitment of Block level Staffs for 6 blocks

9 Orientation & Immersion cum exposure to block level staff of Resource Blocks in the CBOs of SERP/BRLP

10 Positioning of one PRP in the each Resource Blocks

11 Situation analysis/Diagnostic study in Resource Blocks for taking up intensive social mobilization

12 Deployment of External CRP teams from SERP/BRLP @ 3 teams per block(Round wise) 1 2 3 4 5 6 7 8 9 10 11 12

13 Identification, Training & Immersion (with external CRP Teams ) of Internal CRPs

14 Deployment of Internal CRP teams(15days/month= 1 Round) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

15Identification of Active women/ Animator @ 1 per VLF in the local villages by external CRP teams +

Internal CRP Team

16 Immersion cum exposure to active women in CBOs of SERP/BRLP/JSLPS old functional CBOs for one week*

17 Positioning of Community Coordinators/Master Bookkeepers in Resource blocks by JSLPS

18 Training & Immersion of CC/MBK in the local villages for 30 days

19 Recruitment,Training & Positioning of Livelihoods coordinators in Resource blocks by JSLPS

20 Formation of loose Village Organizations

21 Training of SHG bookkeepers at Cluster level/Block level for one week

22Training to select SHGs on Micro Credit plan preparation (MCP) & preparation of MCP in as per

formation

23 Formation & registration of Cluster federations with existing Vos

24 Training to Cluster federation and Associated field Staff (1 week) by External Sr.CRP

25 Release of Community Investment Support (CIS) to cluster federation

26 Formation of 6 loose Block federation

27Training to Block federation on BLF constitution, role and responsibilities, meeting norms and

meeting process

28 Identification of Youth for Skill Based Trg.

29 Livelihood Technology Demonstration/ Best livlelihood practices (Village)

30 Annual Workshops, seminar

31 Concurrent field monitoring

32 Documentation , publication, film and Reporting

33 M&E system Development & MIS

*Likely to be start from April 2012

Action plan for 6 Resource Blocks for 3 Years

Action plan for SRLM for 6 Month

S.No ActivityYear-II Year-IIIYear-I*Pre. Months

Monthwise NRLM activities schedule to be taken up in the 7 Blocks of Jharkhnad for 3 Years Annexure-IV

of 54

For 1 Year per Block

Total SHG/ Ext. CRP Team

For six

Blocks/3 Ext. CRPs teams each block

External CRP teams Details 1 2 3 4 5 6 7 8 9 10 11 12

Per team

New SHGs

Per village 7 7 7 7 7 7 42 756

Per 2 Villages 2 14 14 14 14 14 14 84 1512

Old SHGs Per village 3 3 3 3 3 3 18 324

Per 2 Villages 2 6 6 6 6 6 6 36 648

Total SHGs 20 20 20 20 20 20 120 2160

For 1 Year per Block

Total SHG/ Int. CRP Team

For six

Blocks/3 Int. CRPs teams each block

Internal CRP teams Details 1 2 3 4 5 6 7 8 9 10 11 12

Per team

New SHGs

Per village 4 4 4 4 4 4 4 4 4 4 4 4 24 432

Per 2 Villages 2 8 8 8 8 8 8 8 8 8 8 8 8 48 864

Old SHGs Per village 1 1 1 1 1 1 1 1 1 1 1 1 6 108

Per 2 Villages 2 2 2 2 2 2 2 2 2 2 2 2 2 12 216

Total SHGs 10 10 10 10 10 10 10 10 10 10 10 10 120 2160

For 1 year, Month-Wise(1 round/30 days)

Proposed Jharkhand External CRP Strategy for NRLM

Proposed Jharkhand Internal CRP Strategy for NRLM

For 1 year, Month-Wise(1round/15 days)

ANNUXURE V

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Unit 2011 2012 2013 2014 2015 Total 2011 2012 2013 2014 2015 Total

SMMU 1 - - - - 1 50 50 - - - - 50

SMMU 1 - - - - 1 50 50 - - - - 50

SMMU 1 - - - - 1 8 8 - - - - 8

SMMU 1 - - - - 1 11 11 - - - - 11

SMMU 1 - - - - 1 2 2 - - - - 2

SMMU 1 - - - - 1 3 3 - - - - 3

SMMU 1 - - - - 1 3 3 - - - - 3

SMMU 1 - - - - 1 1 1 - - - - 1

SMMU 1 - - - - 1 0.25 0.25 - - - - 0.25

SMMU 1 - - - 1 200 200 - - - - 200

228.25 - - - - 228.25

SMMU 1 - - - - 1 50 50 - - - - 50

378.25 - - - - 378.25

person years 1 1 1 1 1 5 11.25 11.25 11.25

person years 1 1 1 1 1 5 11.25 11.25 11.25

person years 6 10 10 10 10 46 9 54 54.00

person years 6 10 10 10 10 46 6.75 40.5 40.50

person years 8 12 12 12 12 56 3.15 25.2 25.20

person years 3 8 8 8 8 35 2.7 8.1 8.10

person years 5 5 5 5 5 25 1.08 5.4 5.40

person years 8 8 8 8 8 40 0.72 5.76 5.76

38 161.46 161.46

personyears 15% 24.22 24.22

185.68 185.68

SMMU 1 1 1 1 1 5 9 9.00 9.00

SMMU 1 1 1 1 1 5 30 30.00 30.00

SMMU 1 1 1 1 1 5 3 3.00 3.00

SMMU 1 1 1 1 1 5 4.5 4.50 4.50

46.50 46.50

232.1812% 0.00

232.18 232.18

610.43 243.43

Proposed State Mission Management Unit (SMMU) cost for 9 Months Annexure-VI

Project Managers

State Project Managers

II. Recurrent Costs

COO/APD

Camcorder (handycam DV) /i

IT infrastructures (servers etc.) /j

Quantities Unit Cost Unit Cost Unit Cost Unit Cost ( INR (INR (INR (INR Lakh)Lakh)Lakh)Lakh) Base Cost (INR Lakh)

I. Investment Costs

A. State Mission Management Unit (SMMU)

Subtotal

1. Office Refurbishment /a

2. Office furnitures, fixtures etc /b

3. Office Equipment

4. Vehicles /k

Total Investment Costs

A. Staff Costs

1. Staff Salaries /**

CEO/PD

Total Recurrent Costs

Project Executives

Young Professionals

Subtotal

Total

Subtotal

Office Rent

Office Running Expenses

O&M Expenses

Miscellaneous expenses

Incremental cost (12%/ annualy)/N

B. Operating Costs

Subtotal

2. Staff Allow ances DA, TA etc(15% of total

Salary amount)/M

Office Assistant (5 nos )

Support Staff (8 nos)

computer desktop /c

Computer laptops /d

Printer cum scanner cum fax machine /e

Photocopier /f

LCD Projector /g

LCD TV /h

SubtotalSubtotalSubtotalSubtotal

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*This is proposed budget for SMMU, DMMUs & BMMUs for 9 month, subsequent year project will decide later on. The staff salary Structure for each designation mention here above has taken as a reference from 'NRLM Programme Implementation Plan' and freeze after discussion with CEO,NRLM Jharkhand & JSLPS team member. This salary structure is upper limit for mention post & will depend on current market rate for the experience and qualification & subject to Society overall HR policy.

a Rs.50 lakhs for the SMMU

b Rs.50 lakhs for the SMMU

c Rs.8 lakhs for purchase of desktop computers

d Rs.11 lakhs for laptop computers

e Rs. 2 lakh for printer cum scanner cum fax machine

f Rs. 3 lakhs for purchase of photocopiers

g Rs. 3 lakhs for purchase of LCD Projector

h Rs. 1 lakh for purchase of LCD TV

i Rs. 1 lakh for purchase of camcorder

j Rs. 2 crores for purchase and installation of IT infrastructure

k Rs. 50 lakhs towards purchase of vehicles in the SMMU

l Staff salaries calculated for the SMMU

m 15 % of total salary amount

**

State Project Managers(IB & CB, MF & FI, Livelihoods, Social development, Marketing intervention, Skill Training Placement & Capacity Building, M & E, HR, Finance etc.) for each of the SMMU

Project Managers(IB & CB, MF & FI, Livelihoods, Social development, M & E, HR etc) for each of the SMMU

Project Executives (for Thematic, Programme, Admin. Support etc.) for each of the SMMU

Office assistant (EACO, Clark, Data operator)

Support Staffs (Drivers, office boy, Housekeepers)

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Unit 2011 2012 2013 2014 2015 Total 2011 2012 2013 2014 2015 Total

|DMMUs 3 3 30 90.00 90.00

DMMUs 12 12 0.31 3.72 3.72

DMMUs 40 40 0.3 12.00 12

DMMUs 3 3 0.4 1.20 1.2

DMMUs 3 3 0.5 1.50 1.5

DMMUs 3 3 0.6 1.80 1.8

DMMUs 3 3 0.15 0.45 0.45

20.67 20.67

DMMUs 3 - - - - 3 6 18 - - - - 18

128.67 128.67

person years 3 3 3 3 3 15 3.6 10.8 10.80

person years 12 15 15 15 15 72 3.15 37.8 37.80

person years 3 3 3 3 3 15 2.25 6.75 6.75

person years 3 3 3 3 3 15 2.25 6.75 6.75

person years 6 9 9 9 9 42 1.08 6.48 6.48

person years 9 9 9 9 9 45 0.72 6.48 6.48

Subtotal 36 75.06 75.06


86.32 86.32

ls 3 3 3 3 3 15 4.5 13.5 13.50

99.82 99.8212% 0.00

99.82 99.82

228.49 228.49

Subtotal

B. DMMU off ice running expenses


Total

SubtotalSubtotalSubtotalSubtotal Incremental cost (12%/ annualy)/j

Office Assistants (3 nos per DMMU) /h

2. Staff Allow ances DA, TA etc(15% of total Salary

amount)/i

Project Managers (5 nos per DMMU) / d

Administrative Off icer /e

Accounts Officer /f

Project Assistant - Admin (3 nos per DMMU) /g

Digital camera

Subtotal


II. Recurrent Costs

A. DMMU Staff Costs

Proposed District Mission Management Unit (DMMU) cost for 3 Districts for 9 Months Annexure-VII

A. Refurbishment cost

District Project Manager(1nos per DMMU) / c

C. Vehicles

Quantities Unit Unit Unit Unit Cost Cost Cost Cost (INR (INR (INR (INR Base Cost INR Lakh)

I. Investment Costs

1. Staff Salaries

B. Office Equipment

Computer desktop + Internet connection+Inverter set /a

Laptop computers /b

Printer-cum-scanner-fax machines

Photocopier

LCD Projector

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This is proposed budget for intensive districts for 9 months, subsequent year project will decide later on. The staff salary Structure for each designation mention here above has taken as a reference from 'NRLM Programme Implementation Plan' and freeze after discussion with CEO, NRLM Jharkhand & JSLPS team member. This salary structure is upper limit for mention post & will depend on current market rate for the experience and qualification & subject to Society overall HR policy.

a 4 desktop per DMMU

b 10 laptops per DMMU

c One district Project Director for each of the DMMU

d 5 District Project Managers(IB & CB, MF & FI, Livelihoods, Social development, Finance etc) for each of the DMMU

e One Administrative Officer for each of the DMMU

f One Accounts Officer for each of the DMMU

g 3 nos. Project Assistants(EACO, Data operators) - Admin for each of the DMMU

h 3 nos. Office Assistants(peon/office boy, driver) for each of the DMMU

i If TA/DA has occur during the service by Project staff, S/he will be entitle to get actual expenditure from General expenditure & society overall HR policy.

j Increment for operating costs will depend on market & for employee, all eligible employee annual Increments on gross remuneration subject to Staff satisfactory performance & Society overall HR policy.

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Unit Cost (INR Lakh)Unit Year-I Year-II Year-III Year-IV Year-V Total Year-I Year-II Year-III Year-IV Year-V Total

BMMU 7 - - - - 7 0.25 1.75 - - - - 1.75

BMMU 7 - - - - 7 0.5 3.50 - - - - 3.50

5.25 5.25

BMMUs 14 - - - - 14 0.31 4.34 - - - - 4.34

BMMUs 7 - - - - 7 0.3 2.10 - - - - 2.10

BMMUs 7 - - - - 7 0.18 1.26 - - - - 1.26

BMMUs 7 - - - - 7 0.15 1.05 - - - - 1.05

8.75 - - - - 8.75

14.00 - - - - 14.00

personyears 7 7 7 7 7 35 2.70 18.90 94.50

personyears 21 35 35 35 35 161 1.08 22.68 173.88

personyears - 7 14 21 21 63 1.08 - 68.04

personyears 63 84 84 84 84 399 0.72 45.36 287.28

personyears 7 7 7 7 7 35 0.90 6.30 31.50

personyears 7 7 7 7 7 35 0.90 6.30 31.50

personyears 7 7 7 7 7 35 0.45 3.15 15.75112112112112 102.69 702.45


118.09 717.85

BMMUs 7 7 7 7 7 35 1.35 9.45 47.25

BMMUs 7 7 7 7 7 35 3.6 25.20 126.00

34.65 173.25

152.74 152.7412% 0.00SubtotalSubtotalSubtotalSubtotal 152.74 152.74

166.74 166.74

Proposed Block Mission Management Unit (BMMU) cost for 7 Blocks Annexure-VIII

Printer cum scanner cum copier cum fax

machines ((1 nos. per BMMU))

QuantitiesBase Cost INR Lakh)

I. Investment Costs

A. Start up Costs /a

1. Office Refurbishment

2. Off ice Furniture and f ixtures/b

Subtotal

3. Office equipment

Computer desktop + Internet connection+Inverter set (2 nos.

per BMMU)/c

Computer Laptops (For BPMs)

Total

Digital Camera(1 nos. per BMMU)

Subtotal


II. Recurrent Costs

A. Staff costs

Accounts Assistant

1. Staff Salary

Block Program Manager (1 per BMMU)

Block team / Cluster leaders (5 per BMMU)

Livelihood Coordinators (3 nos. per BMMU)*

Community Coordinators (12 nos. per BMMU)

B. Operating Costs

Office Rent

Office Running cost


Incremental cost (12%/ annualy)/f

Subtotal

Administrative Assistant/Computer Operator

Office Assistant

Subtotal

2. Staff Allow ances DA, TA etc(15% of total Salary

amount)/e

Subtotal

of 54

a

b

c

d

e

*

This is proposed budget for intensive block for 9 months, subsequent year project w ill decide latter on. The staff salary Structure for each designation mention hereabove has taken as a referance from

'NRLM Programme Implementation Plan' and freezed after discussion w ith CEO,NRLM Jharkhand & JSLPS team member.This salary structure is upper limit for mention post & will depened on current

market rate for the experience and qualification & subjuct to Society overall HR policy.

Start up investment cost for each of the 7 blocks covered under the project

Office Furniture and fixtures- 2 Office tabes, 2 computer table, chairs, Storage boxes etc.

2 nos. computer desktops w ith inverter set @ Rs. 30,000 per computer

If TA/DA has occur during the service by Project staff, S/he w ill be entitle to get actual expenditure from General expenditure & society overall HR policy.

Increment for operating costs will depend on market & for employee, all eligible employee annual Increments on gross remuneration subject to Staff satisfactory performance & Society overall HR

policy.

In each block 2-3 livelihoods co-coordinators will position and they w ould be thematic expert w here as 1 cluster co-coordinators positioned at cluster level and they would be generalist. This thematic

expertise can be attended by virtue of experience or training. In Jharkhand context livelihoods co-coordinator is more appropriate to support small & marginal farmers, livestock, NTFP, agriculture & allied

activities. Livelihoods coordinator would also provide support for marketing to the institutions of the poor. The range of activities in marketing support includes market research, market intelligence,

technology extension, developing backward and forward linkages, building livelihoods collectives and supporting their business plans.

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Unit Year-I Year-II Year-III Year-IV Year-V Total Year-I Year-II Year-III Year-IV Year-V Total

SHGs 100 - 100 0.03 3.00 - 3.00

SHGs 1,524 - 1,524 0.03 45.72 - 45.72

SHGs 1,524 - 1,524 0.01 15.24 - 15.24

SHGs 1,524 - 1,524 0.01 15.24 - 15.24

SHGs 1,524 - 1,524 0.01 13.72 - 13.72

44.20 - 44.20

SHGs 1,524 - 1,524 0.005 7.62 - 7.62

97.54 - 97.54

VOs 95 - 95 0.1 9.525 - 9.53

VOs 476 - 476 0.01 4.7625 - 4.76

VOs 476 - 476 0.01 4.76 - 4.76

SHGs 476 - 0.01 4.76 - 4.76

14.283 - 14.283

VOs 95 - 95 0.02 1.905 - 1.905

VOs 95 - 95 0.045 4.28625 - 4.29

29.999 - 30.00

CLF- - -

30-

30 1- -

30.00- -

30.00

30.00 30.0030200 0.1 1040 40.00SMMU 42 9 51 0.4 16.8 16.80

DMMUs 48 48 0.35 16.8 16.80BMMUs 100 36 6 142 0.25 2525.0058.6 58.60400 0.14 5656 56.00

ls 0

1 60 0.5 302 45 0.5 22.53 35 0.3 10.54 1275757575

60

Block/5years 7 7 250.00 250.00670.135670.135670.135670.135 333311115555....11113333

Proposed Institution Building(IB) and Capacity Building(CB) Cost Annexure-IX

SHG facilitation and book keepers training etc.

Quantities Unit Cost

(INR Lakh)

Base Cost (INR Lakh)

I. Investment Costs

A. Internal Community Resource Persons (CRP)

identif ication/trg

B. Self Help Groups (SHGs) /a

1. SHG Start up costs and maintenance /b

2. SHG Trainings

SHG Trainings (all members at village level) /c

SHG Trainings (all members at block level) /d

4. Miscellaneous

Subtotal

3. Exposure visits

Subtotal

C. Village Organizations (VOs)

1. VO Start up costs and rentals /e

2. VO Trainings

VO Trainings (all members at village level) /f

VO Trainings (all members at block level) /g

VO facilitation and book keepers training etc.

Subtotal

3. Exposure visits

Subtotal

Subtotal

D. Block Level Federations (BLF)

1. BLF Start Up costs and Rentals(5 CLF/BLF)

F. Staffs Training & Immersion cum exposure visits

E. HR agency & Staffs Recruitment Cost

Core staff recruitment for SMMU, DMMU, BMMU and

others

HR Agency Hiring Cost

Subtotal

1. SMMU Staffs Training, Orientation & Immersion cum

exposure visit to CBOs of SERP/BRLP/JSLPS

2. DMMU Staffs Training, Orientation & Immersion cum

exposure visit to CBOs of SERP/BRLP/JSLPS

3. Intensive BMMU Staffs Training, Orientation &

Immersion cum exposure visit to CBOs of

SERP/BRLP/JSLPS

G. Community Members Training & Village

Immersion cum exposure visit

1. Community Members (Internal CRPs, Bookkeepers,

Community Facilitator, Animators etc.) Training & Village

Immersion to CBOs of SERP, BRLPS etc for 7-10 days,

based on AAP at least 40% of total identif ied

Community Members.

J. Financial Inclusion Intervention

Subtotal Total |Total |Total |Total |H. Workshops, trainings and exposure visits to

stake holders

Subtotal

Subtotal

I. Other IB & CB cost (Community Operational Manual, IEC

Material, Training Material development, Printing of Books of

records, visits, review meeting, admin cost etc.)

NGOs, CSOs & others stakeholders

EC members, Govt. line department off icers & others

Bankers (For 4 days)

Workshops (3 state level & 2 each districts level)

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Unit Year-I Year-II Year-III Year-IV Year-V Total Year-I Year-II Year-III Year-IV Year-V Total

CRPs

Round84 - - - 84 1.2 100.80 - - 100.80

CRPs

Round42 - - 42 1.2 50.40 - - 50.40

CRPs

Round21 - - 21 1.5 31.50 - - 31.50

182.70 - - 182.70

Person

Years28 - - - 28 2.88 80.64 - - 80.64

80.64 80.64

CRPs

Round- - 0 0.8 - - - 0.00

0.00

263.34 0.00 0.00 263.34


(INR Lakh)


I. Investment Costs

External & Internal CRP and PRP Cost Annexure-X

1. External CRP Strategy

A. External Community Resource Persons

teams for Institution Buliding (E CRP IB), 3

B. External Community Resource Persons

teams for Micro Credit Plan (E CRP MCP), 3

teams each block

C. External Senior CRP team for VO & CLF

formation (IB)

Subtotal

Subtotal

Total

2. External PRP Strategy

A. External Project Resource Persons (PRPs)

for Training , Capacity Buliding etc., 1PRP

Subtotal

3. Internal CRP Strategy

A. Internal CRP teams for Institution Buliding (I

CRP IB), (4 member Each team) for 7 blocks

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Unit Year-I Year-II Year-III Year-IV Total Year-I Year-II Year-III Year-IV Total

50.00 50.00

150.00 150.00

100.00 100.00

300.00 300.00

3. IT based MIS System

Total


(INR Lakh)


I. Investment Costs

2. Monitoring and Evaluation System (M & E)

1. Action Research & Studies

Annexure-XIIAction Research & Studies, Monitoring & Evaluation (M & E) and IT Based MIS Cost

Unit Year-I Year-II Year-III Year-IV Year-V Total Year-I Year-II Year-III Year-IV Year-V Total1 Block/5years 7 7 300.0 100.00 100.002 Block/5years 7 7 200.00 200.003 Block/5years 7 7 100.00 100.004 Block/5years 7 7 100.00 100.005 100.00 100.006 300 0.5 150.00 150.007 cover from

NRLM fund300.008 cover from

NRLM fund30.00

750.00 750.00

Community Investment Support(CIS), Revolving fund (RF), Capital subsidy (CS), Innovation & Partnership Cost Annexure-XI

Health security and food security


(INR Lakh)


I. Investment Costs

nnovations and Partnerships fund

Agriculture Intervention (SRI, Drip irrigation, Poly

Nursury etc.)

Dairy, poultry & goatry Interventions

Non farm sector interventions

Total

Initial Capitalization/Revolving Fund (RF) (50 K/group,

20% of total group w ill be eligible for RF & CF )

Capital Subsidy (50lakh @at least 6 higher level

Federation)

Interest Subsidy

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Indicative Key Roles and Responsibilities of Positions at SMMU

Position Key Roles & responsibilities

Project Director /Chief Executive

Officer

To lead the State Rural Livelihoods Mission's program with support of Project

management team at State unit, under the guidance of Executive committee.

Planning, execution and monitoring of all the programs. Guiding State project

team in designing various policy frame work, strategy to ensure rolling out of

all organisational policies and systems across the state to deliver quality

results.

Additional Project Director/COO

To work under the guidance of Project Director/CEO providing support in

managing program, external affairs within state, convergence with Govt. Line

departments and other related matter within the Program and to provide

support in regular administrative matters from DMMU.

State Project Manager- Core

Thematic Unit (Institution Building,

Capacity Building, Livelihoods,

Financial Inclusion, Social

Development, Jobs and Non Farm)

Designing various policy frameworks related to the concerned thematic area

and intertwining/interlinking them with other related thematic programs as per

their requirement. Developing business plan, standard business processes,

ensuring its monitoring and progress review for need based change and

effective roll out of the concerned thematic program in sync with other domain.

State Project Manager/Project

Manager- Support Thematic Unit:

(HRD, Finance, Admin,

Communication, Procurement)

Designing and developing policy frameworks, standard business process

related to HRD, Finance, Admin, Communication & Procurement to support

and coordinate the SMMU core program team in rolling out the thematic

program operations effectively and achieving the quality results timely.

Project Manager- (IB, CB, Livelihoods,

Mkt. & innovation, FI, CF, Micro

insurance, SD, Jobs, NF, MIS,

Monitoring, Evaluation & Learning,

Documentation & External Relation)

To support concerned SPMs in designing various policy frameworks and

developing standard business plan related to interventions and program

support in sync with other domain requirements. To roll out various required

thematic interventions as well as support the District team in conducting staff

inductions/trainings/CB programs related to the concern domain/thematic area

for staff as well as community cadre timely for quality program interventions.

Finance Officer

To support CFO in managing, designing and strengthening financial system

and fund monitoring system for the both fiduciary governance of the Project

funds as well as introduction of best business process and service standard to

ensure timely fund flow to all the units/Offices and the community

organizations.

Program Executive/Associate:

(IB,CB, FI, SD, HRD, Livelihoods, Non

Farm, Off Farm, CF, Jobs, M & E, MIS,

Communication,

To assist and support thematic consultants (SPM & PMs) in executing their

thematic responsibilities. To collect data, information, conduct analysis, and

studies regarding interventions, compiling reports and book/record keeping.

Coordination with other Units at SMMU.

System Analyst/IT Officer

Designing and implementation of system related to development work and

web based MIS system and data based software. To use Information

technology methods related to monitor, obtain, analyze and data transfer from

MIS.

Data Administrator

To administer the data of MIS, compiling and analyzing the reports for the

purpose of monitoring and evaluation team for learning and further needful

action.

Accountant To maintain books of account at SMMU level and regularly updating them.

Roles and Responsibilities of Position at SMMU, DMMU & BMMU level

ANNUXURE XIII

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Responsible for providing all secretarial assistance to block staff and maintain

all official records. Responsible for channelling upward and backward official

communication.

Executive Assistant cum computer

Operator (EACO)/DTP Operator

Responsible for designing and entry work regarding desk Top publishing

Materials viz. QPR and annual reports, Brochures, Pamphlets, case studies,

IEC materials, drafting letters and other documents required at SMMU level.

Office Assistant

To extend all secretarial assistance to Officers/Managers at SMMU. Largely

will be looking after all communication, office record keeping, compiling of

project information, maintaining records related with programmatic,

administrative and HRD affairs and acting as nodal person for channelling

communication to/from SMMU.

Indicative Key Roles and Responsibilities of Positions at DMMU


District Project Manager (DPM)

To lead the Program at the district level, management and administration of

staff. Planning, execution and monitoring of all program activities and guide

the block units within the district to deliver quality results. Manage partnerships

at district level including liaise with district administration and ensure rolling out

of all organisational policies and systems across the district.

Training Manager

To assess the training needs of institutions and training at district and Block

level, Planning, execution and monitoring of all the training activities and guide

the block units within the district to deliver quality results. Manage partnerships

at district level including liaise with district administration and ensure rolling out

of capacity building policies and systems across the district.

Thematic Managers (IB, CB, LH, SD,

FI, M&E)

Planning and executing concerned thematic interventions and managing

partnership activities of the project at district level and provide inputs to the

block teams for related interventions. To assist the District Team in planning

concerned thematic activities in the District.

Accountant/ Account officer

To maintain books of account at DMMU level and regularly updating them.

S/he will also be responsible for providing all secretarial assistance to block

staff and maintain all official records. s/he will also be responsible for

channelling upward and backward official communication.

EACO/Computer Operator



IEC materials, drafting letters and other documents required at DMMU level.

Data Entry Operator Responsible for data entry work regarding MIS, compiling data and

preparation of reports required at DMMU level.

Office Assistant

Extending all secretarial assistance to staff there with DMMU. Largely s/he will

be looking after all communication, office record keeping, compiling of project

information, maintaining records related with programmatic, administrative and

HRD affairs and acting as nodal person for channelling communication to/from

DMMU.

of 54

Indicative Key Roles and Responsibilities of Positions at BMMU


Block Project Manager (BPM)

Team leader of BMMU managing a team of 15-20 staff. Responsible for

planning and execution of project activities at block level. To liaison with line

Government departments, banking institutions, civil society organizations and

other external agency for project purposes. S/he will responsible for nurturing

block level federations and execute partnership activities of the project.

Managing Initial Capitalization Fund (first tranche of CIF), community level

training (village based scheduled non-residential training programme) and

cross learning activities within block. Will be overall in-charge of finance and

administrative functions of BMMU and responsible for up keeping of MIS as

well as reporting to DPM.

Cluster /Area Coordinator(CC/AC)

Responsible for executing specialist function at block level and generic

coordination of field based activities at cluster level. As a specialist and nodal

person for specific assignments which includes different livelihoods

interventions, Micro Planning, Bank Linkages, Self sustained Community

Institution Building, livelihood promotion and social development.

Livelihoods Coordinator/Specialist

The roll out of all livelihoods interventions (agriculture, animal husbandry, jobs)

with the active involvement of the VO's in conjunction with the AC, Community

coordinators, Master bookkeepers (MBK) and specialized community cadre for

each of the intervention. Training and developing a cadre of CRPs for scaling

up in the various livelihood interventions. Responsible for producing Village

Livelihood Plans (which details the current livelihoods of SHG HHs and

potential opportunities)

Community Coordinator

Community Coordinator will be based at village level and operate in 6-7

villages of a particular cluster in a block. S/he will be responsible for targeting

in the project, formation and nurturing of SHGs, basic training to them,

managing operations of community support cadres, facilitating micro plan and

bank linkages in SHGs, supervising CIF utilization and conflict resolutions at

community level.

Accountant

S/he will be responsible for maintaining books of account at BMMU level and

regularly updating them. S/he will also be responsible for providing all

secretarial assistance to block staff and maintain all official records. S/He will

also be responsible for channelling upward and backward official

communication.

EACO/Computer Operator



IEC materials, drafting letters and other documents required at BMMU level.

Office Assistant

To extend all secretarial assistance to staff there with BMMU. Largely s/he will

be looking after all communication, office record keeping, compiling of project

information, maintaining records related with programmatic, administrative and

HRD affairs and acting as nodal person for channelling communication to/from

BMMU.

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The Governing Body of the Society shall comprise of the following:

Sl. No. Name Designation

1 Hon’ble Minister, Rural Development Department, Govt. of Jharkhand Chairman 2 Principal Secretary, Rural Development Department, Govt. of Jharkhand Vice Chairman and convenor 3 CEO, JSLPS Member 4 Principal Secretary/Secretary Agriculture and Sugarcane Development. Member 5 Principal Secretary/Secretary Animal Husbandry and Fisheries Member 6 Principal Secretary/Secretary Forest and Environment Member

7 Principal Secretary/Secretary Finance Member

8 Principal Secretary/Secretary Welfare Member

9 Principal Secretary/Secretary Cooperative Member 10 Principal Secretary/Secretary Labour, Employment and Training. Member 11 Principal Secretary/Secretary Panchayati Raj and NREP (Special Division) Member 12 Chief General Manager, NABARD, Jharkhand Member 13 Director, Institutional Finance Member

14 Three representatives from National level NGO/Civil Society Organization working for women empowerment & livelihood promotion

Nominated- Member

There would also be a provision for special invitees to the meeting of Governing Body.

The Executive Committee shall comprise of the following:

Sl. No. Name Designation

1 Principal Secretary/Secretary, Rural Development Department, Jharkhand President

2 CEO –JSLPS Vice President cum Member

Convener 3 COO, JSLPS Member 4 Commissioner MGNREGA Member 5 Tribal Welfare Commissioner Member 6 Director Panchayati Raj Member 7 CEO, Jharkhand State Watershed Mission, Rural Development Department Member 8 Representative of Finance Department/Internal Financial Advisor Member 9 Principal Chief Conservator of Forest, Jharkhand Member 10 Director, Agriculture/Soil Conservation Member 11 Chief General Manager, NABARD, Jharkhand Member 12 Representative from MoRD/NMMU Member 13 Representative Donor agency Member 14 State Project Manager/s Member

There would also be a provision for special invitees to the meeting of the Executive Committee

ANNUXURE XIV

of 54

Procurement

Plan: Jharkhand [State]

Period : April 12 to Sep 13 [At least 18 months]

Prepared by [Procurement or other delegated Expert's Name]

Date: [Date approved by delegated Authority]

Estimated

Cost

(in lakhs)

1 Refurbishment of Office Space lumpsum 100 Works Limited Tendering Prior Oct-12 Nov-12 Dec-12

2 Office Furniture lumpsum 90 Goods Open Tendering Prior Oct-12 Nov-12 Dec-12

3 computer desktop & Computer laptops 123 41.16 Goods Open Tendering Prior Jun-12 Jul-12 Aug-12

5 Printer cum scanner cum fax machine 13 4.46 Goods Local shopping post Jul-12 Jul-12 Aug-12

6 Photocopier 9 4.50 Goods Local shopping post Jul-12 Jul-12 Aug-12

7 LCD Projector 6 4.80 Goods Local shopping post Jul-12 Jul-12 Aug-12

8 LCD TV 2 1 Goods Local shopping post Jul-12 Jul-12 Aug-12

9 Camcorder (handycam DV) 12 1.75 Goods Local shopping post Jul-12 Jul-12 Aug-12

10 IT Hardware lumpsum 150 Goods Open Tendering Prior Oct-12 Nov-12 Dec-12

11 Website Development n/a 50 Services QBS Prior Oct-12 Nov-12 Dec-12

12 Hiring of Recruitment Agency n/a 40 Services QCBS Prior done 20-Jun 20-Jul

13 Hiring of Agency for Scouting, Innovation… n/a 150 Services QCBS Prior Sep-12 Nov-12 Dec-12

14 Baseline Study n/a 150 Services QCBS Prior Sep-12 Nov-12 Dec-12

15 Consultancy for MIS design n/a 100 Services QCBS Prior Sep-12 Nov-12 Dec-12

Expected Bid

Opening

[Minimum 14

days for Goods

and minimum 2

months from

date on

advertisment

for Servcices]

Expected

Contract Award

date [Minimum

1 month from

date on left -

based on time

internal

approvals and

reviews take]

Number of Units

/ LumpsumRef. No. Contract Description

Category

(Goods/Works/

Consulting

Services

Procurement/Selecti

on Method

Review (Prior

or Post) - based

on Proc Manual

[>40 L for

Goods; >100 for

Works; and > 50

L for Services]

Expected

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issue date for

EOI / IFT

Annexure- XV

aajeevika/ national rural livelihoods mission

Documents