Chapter V20. Ministry of Rural <strong>Development</strong> (MoRD), GoI (<strong>2008</strong>b): Agenda and discussion points for Reviewmeeting on SGSY, Surajkund.21. National Institute of Rural <strong>Development</strong> (2006): National Study on SGSY: A Process Study, Centrefor Self Employment and Enterprises, NIRD, Hyderabad.22. Pathak, D. C. and S. K. Pant (2006): “Micro Finance Matters…? Impact Evaluation of SGSY: ACase Study of Jaunpur District”, Indira Gandhi Institute of <strong>Development</strong> Research, Mumbai.23. Poorest Areas Civil Society (PACS) Programme (PACS) (2007): “Status of NREGA Implementation2006-07: Second Monitoring <strong>Report</strong> of PACS”, <strong>Development</strong> Alternatives, New Delhi.24. Rao, Jaithirth (2007): Waste-fare State, Indian Express, 6 September.25. Sainath P. (<strong>2008</strong>): NREGA: A Fine Balance, The Hindu, 2 June.26. Siddhartha and Anish Vanaik (<strong>2008</strong>): CAG <strong>Report</strong> on NREGA: Fact and Fiction, Economic andPolitical Weekly, Mumbai, 21 June.27. Tankha, Ajay (2001), “Community Organisation in Microfinance: The Role of Self-Help Groups inPoverty Alleviation and Rural Transformation”, Paper presented at the Workshop on Rural Transformationin India: The Role of Non-Farm Sector, organised by the Planning Commission, DFID,Institute for Human <strong>Development</strong> and The World Bank, September 19-21, New Delhi.iSAPAP was implemented in about 700 villages in three districts with the main focus of capacity building of women’s SHGs through thrift andcredit, and development of 250 self-managed Village Organizations (VOs) and 20 Mandal Samakhyas (MSs). The project had developed theconcept of Community Based Convergent <strong>Services</strong> (CBCS) approach by which development programs like literacy, preventive health care, girlchild education, elimination of child labor etc. were dovetailed to the thrift and credit activities undertaken by SHGs.iiThe Rural Poverty Reduction Project goes beyond the District Poverty Initiative Project, including an expansion of the geographic area from sixdistricts to the entire state and a sharper focus on the poorer and more vulnerable members of rural communities.iiiAndhra Pradesh Rural Poverty Reduction Project (APRPRP) became effective on April 1, 2003 and covers 594 backward mandals in 16 districtsof the State and 5.7 million families. This project’s duration is until September <strong>2008</strong>.ivThe SGSY fund is given as a grant to Mandal Samakhyas to enable them to lend to eligible Village Organizations and SHGs. Based on the microplans, the entitlement of SHGs is determined, SGSY funds are released to Mandal Samakhyas which in turn will release them to SHGs as a loanthrough Village Organizations. On repayment, the amount will be given as a loan to other SHGs. This way it is ensured that the SGSY fund staysin the mandal and it can be accessed in multiple doses by more and more SHGs.vSHGs have Rs.2395 crores as a corpus as of March <strong>2008</strong>.viPavala vaddi is an initiative of the State Government wherein the government has provided budgetary allocation to reduce of cost of funds toSHGs.viiRealising the need for capable human resources to implement the programme, the project adopted a detailed process for selection of staff forthe PFTs and did not rely on routine deputation from line departments. More than 90 percent of PFTs are of Government and the rest are ofNGOs. A strong orientation was given to the PFTs on the facilitation role to be played by them.viiiFive clusters have been initiated for five different activities. The agriculture cluster has been formally registered as producers company and buyback agreement with ITC has been tied.130
Civil Society InitiativesChapter VICivil Society InitiativesGirija Srinivasan 1AbstractThe civil society initiatives taken up in this chapter are mostly part of donor-supported programmes, often involvingparticipatory watershed development and wider development goals, which may also include livelihood andmicrofinance. While there are innumerable NGO-led initiatives of value, this chapter covers nine case studiesthat had a) achieved scale b) become established and mature programmes, and c) been innovative. Livelihoodprogrammes initiated by communities themselves have been few. The last case study showcasing, the ‘MyradaExperience’ is a departure from the key issues touched upon in the preceding case studies, exploring as it doesthe institution of the SHG itself as a livelihood strategy. Finally, all the case studies are undertaken in differentcontexts, but are all from rural areas.1. Civil society organisations (CSOs) as facilitatorsThe domain of livelihoods development may be segregated into three parts. The first is the externalenvironment; the second the people and people’s institutions that need to be engaged in planning andimplementing with suitable capacity building and resource support measures; and the third is the externalresource organisation that holds the key to finance, technology and markets. Facilitating institutions,in order to be effective and successful, should be able to mediate and crystallise the positive elements,capacities and potential in all the three interacting parts. The intensity of involvement would depend onthe local needs, the facilitating agency’s domain competence and the strength of demands arising fromparticipation of the people.The facilitating agencies are also much dependent on the (often changing) perceptions, strategies andpriorities of the (external) donor agencies which usually provide much of the funding for NGO activities.Facilitating institutions at times have been driven, in turn, by the donor’s objectives and their owncompetence.The domainof livelihoodsdevelopmentmay besegregated intothe externalenvironment,the peopleand people’sinstitutions andthe externalresourceorganisation.2. Successful CSOs share a few common approachesThe initiatives covered here share several common aspects in their approach. The basic elements noticeablein the different approaches are consultation with the target group, analysing the local context,preparing the people in terms of skills, linking the enterprises with external markets for input and outputand investing in people’s institutions. The differences lie in the intensity of involvement with thefamilies, the level of consultation, time taken to launch the livelihood activity and the kind of people’sorganisations created.1The author would like to thank Ajay Tankha and Santosh Sharma for their invaluable support in developing this paper. Ajay Tankha edited thepaper and provided valuable guidance. Santosh Sharma gave research support for collection of details of livelihood programmes apart from developingtwo cases.2 Footnote millThe basicelementsnoticeable inthe differentapproaches areconsultation withthe target group,analysing thelocal context,preparing thepeople in termsof skills, linkingthe enterpriseswith externalmarkets.131
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Mona DikshitMona Dikshit has been a