SOIL Report 2008 - ACCESS Development Services

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Chapter VISome key initiatives:The Livelihoodpromotionstrategy ofBASIX isa triad oflivelihood financialservices,agriculture andbusiness developmentservices,and institutiondevelopmentservices.The Livelihood promotion strategy of BASIX is a triad of livelihood financial services, agriculture andbusiness development services, and institution development services. These services are offered in 10states across 10,000 villages. BASIX’s institutional development services have extended support to 1,766groups including SHGs and their federations, producer groups, NGOs and microfinance institutions(MFIs). They have trained over 2,000 professionals from livelihood support/promoting organisationsthrough the Programme on Livelihood Promotion (PLP). .Livelihood Financial Services: More than 350,000 customers have been reached with financial servicesranging from short- and long-term credit and fund transfers to insurance for lives and livelihoods. Theservices include commodity derivatives and financial orchestration ranging from grants to equity forlivelihoods. Ninety-four per cent of the loans disbursed by BASIX are through Joint Liability Groups,where four to six borrowers guarantee each other’s loans. The diversity of credit for financing farm,agri-allied and non-farm sectors has been ensured with minimum and maximum cap for every unit.136In 2001-’02, a study was conducted by IMRB to assess the impact of BASIX’s credit operations onemployment, income and asset ownership, awareness and self-esteem of the borrowers. It found that42 per cent more people of the experimental group (BASIX customers) reported increase in the levelof employment over the last few years. The key reason for increase in employment is the expansion ofoccupational activities. More respondents from the experimental group reported increase in savings ascompared to the control group. The value of overall savings was higher in the experimental group andthe increase was attributed to increase in incomes.Agricultural/Business Development Services (Ag/BDS): This service is aimed at productivity enhancement,risk mitigation, value addition, skill enhancement and alternate market linkages, leading to anet income increase in farm, agri-allied and non-farm sectors. More than 110,000 customers have beencovered under this service, and diverse insurance coverage provided with more than 600,000 policiesincluding life, livestock, crop, enterprises of the poor in collaboration with insurance service providers.An internal assessment of the satisfaction of customers with the Ag/BDS service has led to a shift instrategy - it has been decided to drop the BDS combo product which was in general specific to activitieslike tailoring, kirana, weaving, mobile vendors and hotels and restaurants.Institutional Development Services (IDS): 1,766 CBOs including SHGs, SHG federations andproducer groups and NGO/MFIs with an ultimate customer base of 465,000, receive IDS services.The initiative in collaboration with ICICI bank, supports strengthening the microfinance programmeimplementation capabilities of about 16 NGO-MFIs/Community Based MFIs. In order to ensure efficientportfolio management and a foolproof system of handling field transactions, technology has beenintegrated including the use of hand-held terminals, biometric devices and mobile phone application formanagement information systems (MIS).Human Resources: BASIX has also realised the need to create and support a large number of livelihoodswith the growing demand for livelihood promotion services. Therefore, it adopted the PLANTS(Promoting Livelihood by Accessing Number of Triad Services) approach for broadening of servicesin terms of reaching new geographical areas, and for deepening to offer multiple services to a group ofcustomers. The incentive system to its staff has been built around the achievements of PLANTS.ChallengesThere has been significant growth of private capital that has come in for MFIs in the last few years. Theexpectation of the investors does not match the functions of livelihood promotion agencies, which arebeing mistakenly viewed as MFIs. The present policies of the government promote ‘jobless growth’ with
Civil Society Initiativesan 8 per cent+ GDP growth rate but less than 2 per cent growth in employment. This growth of theservices sector, without adequate enhancement of the primary and secondary sectors, will not benefitthe masses. State policies dictated by electoral political requirements do not address the real livelihoodchallenges. Also, BASIX believes that no single organisation on its own, however large or capable, canperform all the necessary tasks for promoting livelihoods. Thus there is a need for collaboration amongdiverse actors, each performing a specialised task.Covenant Center for Development 6Case Study 3 :The Covenant Center for Development (CCD) has been functioning for the last 20 years, in enterprisepromotion based on local resources and traditional skills. The concept behind the promotion of enterprisesis that producers and consumers coexist and these “prosumers” can benefit from value additionand trade on the one hand and consumption of superior quality products on the other.CCD works through women’s SHGs or Kalasams which are formed into federations at the cluster leveland then federated into Mahakalasams. Today there are 663 such groups with about 8,000 membersformed into four Mahakalasams across 212 villages in southern Tamil Nadu. These groups are linkedto banks for loan requirements. The Mahakalasams are the implementers of any livelihood/microenterpriseinitiative which spans the spectrum from individual enterprise, family-based hereditary activitiesand government-sponsored group income-generation activities to regional resource-based and communityenterprises. The key feature of these enterprises facilitated by CCD is inter-connectedness andinter-dependence, thus focusing on the “localness” of resources and skills while simultaneously creatinglinkages and channels of exchange with mainstream institutions. The initiative is unique in termsof community institution building and ensuring the financial sustainability of the federation aroundenterprise promotion.Some key initiatives:Herbal garden: In the initial phase of the Kalasam, a survey to understand the spending patterns ofthe households showed that 30 per cent of expenses were on health. CCD’s efforts were then channelledtowards giving better control over health to the community. The Kalasam women implemented thekitchen herbal garden programme for traditional knowledge dissemination and practice. Nearly 22,000women now grow these herbal gardens. Groups are trained in traditional health practices and in turntrain others in the community. A study revealed that families saved between Rs 100 and 1,500 per yearon their primary health-care expenses through this initiative.BASIXbelieves thatno singleorganisationon its own,however largeor capable, canperform all thenecessary tasksfor promotinglivelihoods.Thus thereis a need forcollaborationamong diverseactorsThe key featureof enterprisesfacilitated byCCD is interconnectednessand interdependence,thus focusing onthe “localness”of resourcesand skills whilesimultaneouslycreatinglinkages andchannels ofexchange withmainstreaminstitutions.Grama Mooligai Company Limited (GMCL): The success of the herbal garden initiative led CCDto undertake a medicinal plants field study in three states. Subsequently enterprise feasibility was carriedout. GMCL was then launched with the objectives of promoting and maintaining sustainable cultivationand utilisation of medicinal plants, and ploughing back the benefits to rural communities engaged inthe activity. The community enterprise provides livelihood support to over 4,000 families organised into168 gatherer groups and 42 cultivator groups. Its trade volume during 2007-’08 was 800 metric tonneconsisting of 18 types/species of medicinal plants.Agriculture: CCD has introduced several initiatives to improve farm productivity and income. Thesemeasures include providing packages for improved practices to increase productivity by 20 per cent;value-addition facilities for processing end products; and a channel to distribute an end product directlyto the consumer for retaining 60 per cent of distribution expenditure.6Developed by Girija Srinivasan on the basis of discussions with Mr. Muthu Velayudham, Director, CCD and Mr. V.C. Nadarajan, CCD.137
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State of India’s Livelihoods :The
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ChapterPage NoForeword 6Preface 8Ab
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ForewordAs a part of its microfinan
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employment growth, these sectors we
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RIAARMKRRBRSVYSCSC/STsSCPSCSPSERPSE
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Chapter Iresponse, risks and shocks
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OverviewTable 1.2 Employment and Un
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OverviewA recent paper by Arjun Sen
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Overview4. How is the livelihood st
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Overview5.2 Manmade constraints - i
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Overviewthe late 1980s, these two m
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OverviewIn the 1970s, the Chipko mo
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Overviewsocial responsibility (CSR)
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OverviewBox 1.3 Bihar - Underdevelo
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4040
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Chapter IIAn enumeration of the dep
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Chapter IIBox 2.1 Macro Level Livel
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Chapter IIIn addition to the above,
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Chapter IIFig 2.1: Poverty Ratio am
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Chapter IIPoormigrantlabouroften su
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Chapter IIInterestingly, the Govern
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Chapter IIThe effective cost of nat
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Chapter IIsector and thereby casual
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Chapter IIReferences1. Aiyar , Swam
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Chapter IIIto, the vulnerability co
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Chapter IIIIt would be useful here
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Chapter IIIof new employment opport
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Chapter IIIinterest subvention - wo
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Chapter III6. The 11th Plan propose
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Chapter IIIBox 3.5: Rural Business
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Chapter III9. The achievement of ge
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Chapter IIIaid. The Plan also seeks
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Chapter IIIand health. They point o
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Chapter IIIReferences1. Ambasta, Pr
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8080
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Chapter IVtransport, storage, commu
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Chapter IVing of ‘English Speakin
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Page 149 and 150: Civil Society InitiativesCase Study
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Chapter VIIIHowever as final wage s
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appENDIX TableTable A.1.3: Distribu
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appENDIX TableEmploymentEmploymentG
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appENDIX TableTable 2: Employment S
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appENDIX TableTable 4: State Wise G
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appENDIX TableTable-7: Distribution
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appENDIX TableDams and Displacement
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appENDIX TableFig. A.3.2: High Pote
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appENDIX TableTable A.3.2Table 2: S
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appENDIX TableChapter IV - ANNEX TA
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appENDIX TableAnnex A.5.1Backward R
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appENDIX TableAnnex A.5.3Some UNDP
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appENDIX TableGross Value of Output
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Mona DikshitMona Dikshit has been a
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SOIL Report 2008 - ACCESS Development Services

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