ANNUAL ACTION PLAN

2019 -20
NRETP AND DAY-NRLM
JHARKHAND STATE RURAL LIVELIHOOD MISSION (JHARKHAND SRLM)

Jharkhand State Livelihood Promotion Society, Rural Development Department, GoJ. Jharkhand

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 List of Abbriviation
A & D - Assembly and Distribution MUDRA- Micro Unit Development and Refinance
AGEY- Ajjevika Grammen Express Yojana Limited.
AGY – Adasrsh Gram Yojna MUDRA- Micro Unit Development and Refinance
AHF- Asian Heritage Foundation Limited.
AKM-AajeevikaKrishiMitra NMMU-National Mission Management Unit
APS- Ajjevika Pashu Sakhi NRLM-National Rural Livelihood Mission
ASA-Action for Social Advancement NRLP-National Rural Livelihood Project
AW-Active Woman NRO-National Resource Organization
AWC- Anganwadi Centre NTFP-Non Timber Forest Produce
BC- Business Correspondent ODF- Open Defecation Free
BDOs-Block Development officer OSF- One Stop facility
BDS- Business Development Services PAE- Participatory Access to Entitlements
BEA-Block Execution Agency PMAGY – Pradhan Mantri Adasrsh Gram Yojna
BIC- Business Incubation Centre PMJJBY- Pradhamn Mantri Jeevan Jyoti Bima Yojana
BK-Book Keeper PMSBY- Pradhan Mantri Suraksha Bima Yojana
BLF-Block Level Federation PRI- Panchayat Raj Institution
BMMU-Block Mission Management Unit PRP-Professional Resource Person
BRLPS-Bihar Rural Livelihood Project PVTG-Particularly Vulnerable Group
CBMS- Community Based Monitoring System QAT - Quality Assurance Team
CBO-community Based Organization R&M – Repair & Maintenance
CC-Community Coordinator RfP-Request for proposal
CEF- Community Enterprise Fund. RSETI – Rural Self Employment Training Institute
CEO-Chief Executive Officer SAC- Social Action Committee
CFT-Cluster Facilitation Team SAGY – Sansad Adasrsh Gram Yojna
CHC –Custer Hiring Centre SERP-Society for Eliminating Rural poverty
CLC-Cluster Level Federation SHG-Self Help Group
CLF- Cluster Level Federation SIDBI- Small Industries Development of IIndia
CM-AGY – Chief Minister Adasrsh Gram Yojna SPM- State Programme manager
CMSA-Community Managed Sustainable SRC-State Resource Cell
Agriculture SRI-System of Rice Intensification
CRP-Community Resource Person SRLM-State Rural Livelihood Mission
DAY- NRLM- Deen Dayal Antordaya Yojana, SRP- State Resource Persons
National Rural Livelihoods Mission SuL- Solar Urja Lamp
DCC -District Coordination Committee SVEP- Start-upVillage Entrepreneurship Programme
DDC-Deputy Development Commissioner ToR-Term of Reference
DLBC-District Level Bankers Committee ToT- Training of Trainers
DMMU-District Mission Management Unit UPI- Unified Payment Interface
DRDA-District Rural Development Agency USP-Unique Selling Proposition
DRP- District Resource Person YP- Young Professional
EC-Executive Committee GPCC - Gram Panchayat Coordination Committee
EoI-Expression of Interest IITB- Indian Institute of Technology, Mumbai
FY-Financial Year

ABBREVIATIONS .............................................. Error! Bookmark not defined.

PREFACE ........................................................................................................8

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 Key Strategies/ Approaches to combat the poverty reduction of JSLPS: .....................9
Chapter 1 ........................................................ Error! Bookmark not defined.
National Rural Economic Transformation Project (NRETP)................................ 10
Introduction ........................................................................................................ 10
Selection Criteria of blocks................................................................................. 11
Objectives ........................................................................................................... 11
Domain wise activities proposed in NRETP ...................................................... 11
Promotion of CLFs as viable Community Based Financial Institutions (CBFIs) and
social Inclusion and convergence .......................................................................... 11
Objectives: .......................................................................................................... 11
Outcomes:........................................................................................................ 11
A. Model CLF .................................................................................................... 12
B. Promotion of Cluster Level Federations as Community Based Financial
Institutions (CBFIs). ............................................................................................. 13
C. Increase the efficiency of Cluster Level Federations by introducing modern tools
and techniques. ................................................................................................... 13
D. Convergence with Panchayati Raj Institutions (PRIs) to ensure rights and
entitlements: ....................................................................................................... 13
E. Capacity Building Strategies:.......................................................................... 14
Functions and responsibilities of State CB Cell: ...................................................... 14
District Capacity Building Unit: .............................................................................. 15
Establishment of community managed training center in all NRETP blocks fully
managed by BLF/CLF. ....................................................................................... 15
Food Nutrition Health and WASH .......................................................................... 15
Key Interventions.............................................................................................. 16
Human Resource Requirement................................. Error! Bookmark not defined.
State level ........................................................... Error! Bookmark not defined.
District Level........................................................ Error! Bookmark not defined.
CLF level ............................................................. Error! Bookmark not defined.
Digital Finance, Social Security & Financing of Farm and Non-Farm Enterprises .......... 17
Objectives: .......................................................................................................... 17
Key Strategies and Activities: ................................................................................ 17
Promotion of Farm Based Producer Enterprises, Value Chains and market linkage
.................................................................................................................... 20
Objectives ........................................................................................................... 20

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 Key Strategies and Activities ................................................................................. 20
1. Scaling up of Value Chain Initiatives ............................................................... 20
Producer Groups: .............................................................................................. 20
IB/CB cost ........................................................................................................ 21
Working Capital ................................................................................................ 22
Support for transportation of goods procured from the members ......................... 22
2. Promotion of Organic Clusters ..................................................................... 22
3. Development of community-based livelihoods extension service .................... 23
4. Technical Support Agencies ......................................................................... 24
5. Marketing of organic food products including retailing: .................................. 24
Value Chain Initiatives - .................................................................................... 25
Value chain based livelihood activities proposed under NRETP ......................... 26
Brief of the subsectors to be taken up as value chain activities ............................ 26
Promotion of Non-farm enterprises and clusters .............................................. 28
Promotion of Non-farm enterprises in FY 2019-20 .................................................. 28
Objectives ........................................................................................................... 28
Current Situation.................................................................................................. 28
Proposed Strategies and Activities under NRETP .................................................... 28
Proposed Human Resources ................................. Error! Bookmark not defined.
MONITORING AND EVALUATION (M&E) SYSTEM ............................................ 32
Knowledge Management and Communications....................................................... 32
Upgraded role for NRETP .................................................................................. 32
Activities to be completed/Scaled up in FY 19-20 ................................................ 33
Positioning of the required Infrastructure and Human Resources ......................... 33
HR, Procurement and Finance ........................................................................ 34
Staffing .................................................................. Error! Bookmark not defined.
The Manpower Approved vs Proposed Structure ....... Error! Bookmark not defined.
Table: Approved vs. Proposed HR structure at Block LevelError! Bookmark not
defined.
Recruitment Plan .................................................... Error! Bookmark not defined.
HR Systems setup: .................................................. Error! Bookmark not defined.
Organizational and Compensation Re-Structuring ... Error! Bookmark not defined.
Human Resource Information System ................... Error! Bookmark not defined.
Induction and Staff Capacity Building .................... Error! Bookmark not defined.
Governance literacy within Organisation ................ Error! Bookmark not defined.
Performance Management System (PMS) .............. Error! Bookmark not defined.

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 FINANCE MANAGEMENT: NEW INITIATIVE … ................................................. 36
TABLES and FIGURES ...................................... Error! Bookmark not defined.
Annexure 2 .......................................................................................................... 39
Annexure - 3 ....................................................................................................... 43
Annexure – 4 ....................................................................................................... 43
Procurement ..................................................................................................... 43
SECTION- 2 .................................................................................................. 48
DAY- NATIONAL RURAL LIVELIHOOD MISSION .............................................. 48
NRLM – FOOT PRINT ........................................................................................... 48
A. Phasing Plan .................................................................................................... 49
B. Achievement of FY 2018-19 and Cumulative Achievement up to Jan 2019 ........... 49
Social Mobilization and capacity building ......................................................... 51
Saturation plan for the blocks ............................................................................... 51
Expansion plan and strategy ................................................................................. 52
Saturation Plan and Strategy: ............................................................................ 53
Anchoring in VOs and CLFs ................................................................................ 53
Strategy for Social Capital development & deployment (types of cadre,
remuneration, mode of payment by institution, etc.) ........................................... 53
CAPACITY BUILDING ........................................................................................ 54
Financial Inclusion – Plan for 2019-20 ............................................................ 55
Key Learning (FY 2018-19): .................................................................................. 55
Key strategies and activities in the FY 2019-20: ..................................................... 56
I. Increasing credit absorption/investment capacity at household level and its
management .................................................................................................... 56
II. Expanding the network of Business Correspondents and building doorstep
banking facility through Digital channels ............................................................. 57
III. Extending social security protection to SHG members .................................... 57
IV. Financing enterprises and Producer Companies/FPOs..................................... 57
V. Developing, strengthening, monitoring and sustaining required number of quality
community cadres, trainers/master trainers and its management ......................... 57
(VI) Standardizing & universalizing MCP preparation and strengthening CIF
management at VO and CLF level ...................................................................... 57
(VII) Developing effective communication materials, tools and techniques for
strengthening financial services delivery in rural areas ........................................ 58
Farm Livelihoods ........................................................................................... 58
Strategies and Key Activities for Promotion of Livelihoods-Farm: 2019-20................ 58

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 a. Livelihoods situation analysis of the state ..................................................... 58
b. Existing livelihoods portfolio of the SRLM...................................................... 59
c. Strategy for universalization of livelihood in the State ................................... 60
d. Outreach achieved during 2018-19 (till December 2018) ............................... 61
Strategy / Interventions proposed for 2019-20 including Organic farming................ 61
1. Deployment of dedicated manpower for livelihood Farm in Blocks: ............. 61
2. Capacity Building of Staff, Institution & cadres: ............................................ 61
3. System of Crop Intensification (SCI): ........................................................... 61
4. Promotion of vegetable cultivation / Kitchen garden ...................................... 62
5. Goat based livelihood intervention along with backyard poultry and duckery .. 62
6. Community Managed Sustainable Agriculture: .............................................. 62
7. Identification of organic cluster and further intervention ............................... 63
8. Promotion of institution ............................................................................... 63
9. Development/nurturing of cadres pertaining to livelihood Farm and Extending
support to other State through external CRPs. .................................................... 64
10. Amendments/ finalization of policies/protocol. ........................................... 64
11. Documentation & IEC development........................................................... 64
12. Partnership & Development of SRPs .......................................................... 64
13. Training and Capacity Building Plan .......................................................... 64
14. Human Resource Status and Plan for 2019-20 for farm livelihoods
interventions .................................................................................................... 65
15. Implementation Plan ................................................................................ 65
16. Convergence Plan for farm livelihoods ....................................................... 65
17. Key output indicators for 2019-20 ............................................................. 65
Non-Farm Livelihoods: Promotion of Non-farm enterprises in FY 2019-20 ......... 66
Objectives ........................................................................................................... 66
Current Situation.................................................................................................. 66
SI, SD, FNHW, Gender, SD, Convergence, Innovation- Partnership .................. 67
Objectives: .......................................................................................................... 67
a. Witch Hunting Prevention Campaign: ............................................................. 67
b. Vulnerability Reduction Planning Exercise (VRPE) Cum Entitlement Drive: ...... 68
c. Issues of Child Protection and Child Care including Anti Human Trafficking,
Child labour and Child Marriage. ........................................................................ 68
d. Mainstreaming Gender: ................................................................................. 68
e. Vulnerability Reduction Fund: ........................................................................ 69
f. Implementation of Forest Right Act, 2006: ...................................................... 69
g. GIS- Enabled Entitlement Tracking (GEET): .................................................... 69
h. Partnership Programmes/ Projects ................................................................. 69

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 i. Flexi-fund: ..................................................................................................... 70
Human Resource requirement for carrying out SD interventions in the FY 2019-20 .. 70
Plan of Action Food, Nutrition, Health and WASH ................................................... 70
Need: ............................................................................................................... 70
Inputs and Interventions: .................................................................................. 70
Resources Available: ......................................................................................... 71
HR Required to rollout FNHW- ........................................................................... 71
SYSTEMS (KMC, HR&PMS, PROCUREMENT, MIS, M&E) ................................... 72
Review of Progress of AAP 2018-19 ................................................................... 72
Focused Activities for FY 2019-20 ...................................................................... 73
MONITORING & EVALUATION AND THEMATIC STUDIES ..................................... 74
Key activities .................................................................................................... 74
Community Based Monitoring System (CBMS)..................................................... 74
Quality Assurance Team .................................................................................... 74
Thematic Studies and regular briefs ................................................................... 74
District and Blocks Ranking System .................................................................... 75
Recognition of Innovation of Different Domains (PRATIBHA Award) ..................... 75
Domain/Theme Specific Monitoring Framework ................................................... 75
Monitoring and Evaluation Cell ........................................................................... 75
Management Information System ......................................................................... 76
Existing System Overview .................................................................................. 76
Existing Data Capturing Processes ..................................................................... 76
Activities to be completed/Scaled up in FY 19-20 ................................................ 77
Modules in MIS ................................................................................................. 77
Other Initiative to Strengthen the Existing MIS System........................................ 77
Infrastructure required: ..................................................................................... 78
Human resource requirement: .............................. Error! Bookmark not defined.
Activities to be initiated in FY 19-20 to Support NMMU on real time basis: ............ 78
PROCUREMENT............................................................................................. 78
Plans for completing ongoing procurement and services ......................................... 78
STATE RESOURCE CELL ...................................................................................... 80
E-Learning Certificate Course on “Management of SHG & its Federation” rolled out in
Jharkhand: .......................................................................................................... 80
Roll-Out of second batch: .................................................................................. 80
Plan: FY 2019-20: ................................................................................................ 80
Development and Printing of Capacity Building Resource Materials: ........................ 81

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 Induction and refresher Training of Community Coordinator (CC)-new and old: .... 81
Empanelment of SMT across all domain ............................................................. 82
Workshops/Write shops..................................................................................... 82
SARAS MELA- Marketing platform for rural entrepreneur: .................................... 82
PRI-CBO Convergence Project- AAP 2019-2020 ............................................... 83
Background ......................................................................................................... 83
Activities undertaken related to MA and GPDP: ...................................................... 83
Expansion plan for FY 19-20 ................................................................................. 84
Objectives ........................................................................................................... 84
Strategies ............................................................................................................ 84
Implementation Mechanism .................................................................................. 84
Implementation support from KS-NRO: ................................................................. 85
FINANCE MANAGEMENT: efficient system settings… ....................................... 86
E-Kosh: ............................................................................................................... 86
Supportive Supervision Review mechanism:........................................................... 87
Cadre Bhuktan Seva (CBS) ................................................................................... 87
Auditing of Community institutions ........................................................................ 87
Other Initiatives ............................................................................................ 87
Convergence ....................................................................................................... 87
Department of Agriculture, Horticulture and Animal Husbandry: .......................... 88
Department of Welfare:..................................................................................... 88
Department of Food and Public Distribution: ....................................................... 88
Department of Drinking Water and Sanitation:.................................................... 88
Department of Women, Child Development and Social Welfare:........................... 88
Department of Health and Family Welfare .......................................................... 88
Department of New and Renewable Energy: ....................................................... 88
Department of Panchayati Raj: .......................................................................... 89
Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA): ........... 89

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PREFACE
Jharkhand State Livelihood Promotion Society (JSLPS) was established as an autonomous
society in the year 2009, within Rural Development Department, Government of Jharkhand.
The society was constituted to serve as a Special Purpose Vehicle (SPV) for the smooth and
meaningful implementation of poverty alleviation schemes and programmes in the State of
Jharkhand.

Jharkhand State Livelihood Promotion Society (JSLPS), is firmly committed towards promoting
livelihood for the marginalized, deprived and disadvantaged women of the rural community, in
the State. The society is implementing different programmes which are having consistent and
consequential impacts on poverty alleviation, women empowerment, equity and ownerships in
livelihood programme of the State. This has led to considerable emancipation, successful
welfare and sizable benefits for the families in the rural space of Jharkhand.
The society within a very short span has firmly anchored itself by effectively extending its
outreach to some of the remotest geographies of the State. Several successful anecdotes and
triumphant stories of women breaking the poverty inertia from traditionally marginalized
section have further boosted the moral of JSLPS (also namely Jharkhand State Rural Livelihood
Mission) leading to progress and economic ascendancy amongst the poor and vulnerable in
Jharkhand.

Under the auspices of DAY - NRLM, the society has its outreach in all the districts, helping
women get out of the cusp of poverty through different livelihood programmes encompassing
the areas of social mobilization institution building, capacity building, skills augmentation,
farm, off farm and nonfarm, financial literacy and linkages, social development , Food,
Nutrition , Health and Water, sanitation and Hygiene (WASH) interventions, and aspires to
leave its impression and indelible footprints in 260 blocks of the State under the overall ambit
of intensive, resource block and home grown model (or partnership) categories.

Collaborative partnerships has led to better convergence between departments for greater
access to entitlements and benefits, judicious monitoring of programmes, better planning and
implementation plans, organizing and harnessing of new resources, coordination between
different stakeholders, for the deprived populations.
At present there are,1,80,081SHGs, across 260blocks reaching out to 22 Lakh HHs of the State.
This is leading to steady positive changes in the rural landscape across Jharkhand.

The professional staff and support structure at the State, District, Block and Sub-block level
have been working to bring in sustainable changes in the livelihood spaces. Cadres at the
grassroots such as Active Women, Ajeevika Krishak Mitra (AKM), Ajeevika Pashu Saki (APS),
Bank Sakhi (BS), Local Resource Groups (LRGs), Internal Professional Resource Persons (iPRPs)
are the change agents across the geographies. Beside strong livelihood interventions, social
mobilization, off farm, nonfarm and skills development, digital literacy, access to bank linkages
gender mainstreaming, digital literacy, elderly and Particularly Vulnerable Tribal Group (PVTGs)
SHGs, Food Nutrition Health and WASH, procurement and development of community assets
and ownerships, knowledge management repository Monitoring and Evaluation (M&E) are
being amplified in a consistent and comprehensive manner.
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 Key Strategies/ Approaches to combat the poverty reduction of
JSLPS:
 Collectivization of poor and enhancing their capacities and skills.
 Enabling environment for financial literacy and enhancing accessibility of financial
services.
 Sustainable income enhancement by providing reliable additional livelihood
opportunities.
 Intra and inter department convergence for optimizing benefits for the marginalized
populations.

The vicious circle of poverty, social exclusion, dearth of livelihood opportunities, paucity of skills
in livelihood, lack of access to financial linkages, poor health and nutritional status of
communities, and information asymmetry has been slowly and steadily being transformed into
a virtuous circle of empowerment and enfranchisement. Several success stories of women
breaking the poverty passivity, economic exclusion and transforming the lives, from
traditionally marginalized sections into sure footed, confident and assured women, have
further bolstered the morale and optimism of JSLPS.

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Section - I
National Rural Economic Transformation Project (NRETP)

Introduction
NRETP would be taken up in 50 blocks of 21 districts of Jharkhand. The selection of the
blocks has been done keeping the criteria shared by MoRD. The blocks where a
programme similar to NRETP is undergoing (JOHAR) has been left out. However, while
selecting the blocks for NRETP, adjacent blocks of JOHAR have been given the priority.
Presented below is the maps showing the blocks of NRETP:

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Selection Criteria of blocks
 Aspirational districts
 At least two year old blocks
 Livelihood intervention have already started
 Amount of CIF/ Banks linkages in blocks
 MKSP /SVEP blocks
 Potential for livelihood

Objectives

 To promote Cluster Level Federations(CLFs) as vibrant community

institutions by making them financially sustainable, with established social
inclusion and convergence.
 To promote digital Finance, social security and financing of farm and Non-
Farm enterprises.
 To enhance the income of the farmer by promoting farm based producer
enterprises, value chains, market linkage and non-farm enterprises.

Domain wise activities proposed in NRETP

Promotion of CLFs as viable Community Based Financial Institutions
(CBFIs) and social Inclusion and convergence
It is intended to develop 100 model CLFs in the selected 50 blocks with at least 2 CLFs in each
block.

Objectives:
A. To develop model CLFs and making them financially, economically sustainable through
capacity building of members.
B. To develop CLF as an agency, to helping communities to undertake multiple livelihoods/
enterprise activities through Producer Enterprise/Producer Groups.
C. To create awareness and increase accessibility towards rights and entitlements in
collaboration with active participation of local governance by empowering community
institutions.
 Outcomes:
A. 100% CLFs will be strengthened.
B. All CLFs will be engaged in progression of financial services
C. 80% CLF will be model CLFs.
D. 100% of CLFs will be registered under Self-Supporting Cooperative Act 1996 in three
years of project period.

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 E. 80% CLF will provide technical and support service to members’ organization VO/SHGs.
F. 80% of CLF will be actively participate in local self-governance.

The cluster level federations are the forums for community to address their poverty and
vulnerability. These institutions need to be equipped to cater the emerging needs of
community. The sustainability of institutions fully depends on how it transform its roles
to support and satisfy the changing needs of the clients/ members.

A. Model CLF
 Legal Entity- All CLFs promoted by JSLPS in NRETP blocks will be registered under
Jharkhand Self Supporting Co-operative Societies Act 1996.
 Strong Governance-. The selection process of the office bearer would be on rotation,
following norms of CLF, regular Governing Body (GB) and Executive Committee (EC)
meetings, planning and review mechanisms, accounts and Annual Audit and visioning
exercise on a regular basis will help good governance of CLF. Capacity building of Office
Bearers (OB)& EC of CLF will be conducted to make CLF governance strong. Bye-law of
the CLFs will also be revised in accordance with Jharkhand Self Supporting Co-operative
Societies Act 1996.
 Management Systems & practices- The Business Development Plan for each CLF will be
prepared & implemented by CLF. Vision of CLF, Standard Operating Procedures (SoP),
policy & guidelines will be part of systems, structures and protocols, and these would be
oriented to CLF members.
 Financial Systems-Fund flow, fund management system, Resource Utilization, Cost-
effectiveness & monitoring systems will be streamlined for efficiently finance
management and maintain transparency.
 Operational and financial sustainability-The CLF will be operationally &financially
sustainable, from regular income earned through various sources. CLF will generate
revenue from financial intermediation, capacity building activities, enterprise
engagement, insurance services and others.
 Convergence & Institutional cost- Convergence activities with other Govt departments,
agencies will be taken by CLF & will charge the institutional fees.
 Recruitment of appropriate Human Resources (HR) -Engagement of CLF Manager,
Accountant, MIS officer & YP for day-to-day operations of CLF professionally.
 Strengthening CLF & VO- Strengthening management systems & regular capacity
building inputs to CLF & Village Organizations (VOs) will be emphasized. National
Resource Persons (NRPs), from NIRD/NMMU will also be assigned for Capacity building
inputs& higher technical assistance.
 Relationship with other stakeholders – Convergence and linkages with financial
institutions, PRIs, Civil Societies and Government line department.
 Creating awareness and helping in accessing right and entitlements- CLF would also
work on food, health and nutrition issues at VOs and SHGs level and helping them to
access the quality of services and interface with block level functionaries on service
gaps. CLF would also work for ensuring VOs participation towards strengthening of
VNHD services.

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 I. Role of CLF in PG promotion & Livelihoods interventions-The CLF will play a critical role
in PG formation& policy level decision taking. Capacity building of PG, monitoring
activities and fund flow &rotation will be through apex federation CLF.
II. Robust Monitoring Mechanism- The latest monitoring tools & techniques will be
introduced for high level of program efficiency & effectiveness.
 JSLPS MIS system will be introduced in the NRETP blocks
 Dedicated team at State level with representation from all the domains (Each senior
person will be assigned the responsibility of three CLFs)
 Core team will be constituted at DMMU and BMMU levels to monitor
progress of CLF intervention at each level.

B. Promotion of Cluster Level Federations as Community Based Financial

Institutions (CBFIs).
 The financial intermediation will be one of the core activities of the CLFs promoted
under NRETP. CLFs will provide micro finance & micro insurance services to its SHG
members. In the near future, CLF may go for bulk lending. Interest earned from CIF
rotation& bulk lending will be the main revenue for CLF. Commission from insurance
& other financial services are also bethought of for revenue generation.

C. Increase the efficiency of Cluster Level Federations by introducing

modern tools and techniques.
 Online systems will be developed & introduced for efficient fund management by
CLFs. Digitization of CLF transactions will be ensured for smooth financial
management &transparency in it.
 Introduction of mobile application based technology for fund appraisal and approval
to reduce the time lag so that CIF is utilized effectively and increase the fund
rotation in SHGs & members.
 Introduction of application based credit rating of SHG members so that loans can be
processed & sanctioned instantly by system applications.

D. Convergence with Panchayati Raj Institutions (PRIs) to ensure rights

and entitlements:
 Emphasis will be given on decentralization of democracy within the PRI by active
participation of community based institutions.
 Active participation in Gram Sabha with consolidated demand as agreed in SHG/VO
and Mahila Sabha in accessing work and assets under Mahatma Gandhi National
Rural Employment Guarantee Act (MGNREGA) and benefits from Gram Panchayat
Development Programme (GPDP).
 Assist in conducting Gram Sabha (GS) by disseminating the information,
participation, facilitating discussions and documentations through active
participation in all functional committees of Gram Panchayats.

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  Participate in Community Based Monitoring System(CBMS) of Gram Panchayat (GP)
project implementation and delivered services of Mid-Day Meal (MDM), House to
house collection of taxes, solid waste management, operation and maintenance of
piped drinking water supply, e- services etc. by claiming appropriate fee.
 Work with Gram Panchayat (GP) to access the common resources of GP as livelihood
base for SHGs Actively involved in GPDP and get the demands of SHGs included in it.
 Conduct Participatory Access to Entitlements (PAE) in SHGs, consolidate at VO and
Gram Sabha (GS) level and prepare the Plan of Action (PoA) at Gram Panchayat level
such as ICDS, NSAP, MDM, Village Education plan etc.

E. Capacity Building Strategies:

 Establishment of State Capacity Building Cell and District Capacity Building unit
State Capacity Building Cell will be the apex cell with an overarching objective to
institutionalize quality training programme in both DAY-NRLM & NRETP blocks to
enhance the capacities & skills of community institutions, cadres & staffs. This will
accelerate the pace to cater the huge CB needs through a dedicated cell at state level.
State CB cell will coordinate with all domains of JSLPS & provide CB support as per their
need.

State CB cell would consist of one Program Manager-Capacity Building, assisted by One
Program Executive and one Young Professional. State CB cell will also comprise of pool
of Community State resource persons (SRPs), other state trainers and there will be
provision to hire National Resource Persons and various renowned theme based training
expert as per requirement. Coordinate with interstate theme based expert training
organization to update &upgrade training design, schedule, module & IEC materials will
be one of the core functions of state CB cell.

Functions and responsibilities of State CB Cell:

Organizing capacity building programmes of Social Mobilization and Institution Building
(SM & IB) and support to organize capacity building program related to other domains
of JSLPS as per need.
 Design & modify CB architecture for the state as per requirement.
 Training Need assessment of all stakeholders (Institutions, cadres, staff and other line
dept.) apart from existing structured trainings.
 Support & guidance to DMMU/BMMU in preparation of annual CB Providing support to
DMMU for establishing CMTCs.
 Support DMMU/BMMU to develop model CLFs to promote in- house immersion and
training sites in the villages.
 Develop and appropriate use of pool of community state Resource persons, Block
resource persons, and master trainers.
 Responsible for developing IEC materials, standard training modules etc. for all
stakeholders and co-ordinate/hiring of with CB experts, consultants and CB agencies.
 Monitoring and follow up of training programmes to ensure quality (Pre, during and
post) of training program.

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  Introduce modern tools and techniques to bring quality and reduce transmission loss in
capacity building.Co-ordinate with National Resource Persons of DAY-NRLM,
Independent CB experts and CB agencies for capacity enhancement and skills
augmentation.
 Documentation and report preparation of capacity building programmes.

District Capacity Building Unit:

The District CB cell would consist of District Training Coordinator supported by young
professional and district Resource Persons (DRPs/BRPs) and occasionally hired
independent trainers from open market. The district CB unit will cater all required CB
activities at block level & below block level.
Following would the functions/responsibilities of District CB Cell:
 Preparation of District Annual CB calendar and annual budget for CB and its roll out in
the district.
 Organise and facilitate all the structured Capacity Building programme of SM-IB domain.
 Develop and manage the pool of Community DRPs/BRPs. Train them and also train key
cadres of SM-IB Domain.
 Facilitate immersion and training in model BLF/CLF/VO in the district.
 Close monitoring and follow up of training programmes to ensure quality (Pre, during
and post).

Establishment of community managed training center in all NRETP blocks fully

managed by BLF/CLF.
 Each community managed training center will be equipped adequately with training
infrastructure, IEC material, schedule, module and wall painting to develop enabling
environment along with a training management team including community trainers,
supported by a pool of trained resource persons, as per the need of time-to-time.
 Positioning of a Training Centre Coordinator/Team Leader and a team to manage the
Training Centre and Capacity Building Plan for the Cluster/Block.
 Identify, empanel, train and deploy resource persons from various elements/
themes from Community cadres, community leaders, best practitioners, leaders,
mission staff, staff of line departments, Civil society staff, bankers, free lancing
development workers etc.
 Develop CMTC as resource center cum demonstration ground for exposure visit and
immersion.

Food Nutrition Health and WASH

Without considerable inputs in FNHW, poverty alleviation, economic growth and
wellbeing would not be achieved. FNHW interventions have encompassed capacity
building of the functionaries on issues of maternal, infant and child rearing and nutrition
practices, home management of common illness, modes of tackling under nutrition,
amalgamation of agriculture and nutrition (agri-nutrition) and promotion of Water,

15 | P a g e
 Hygiene and Sanitation practices. Thus through in-depth community centric health and
nutrition plans, implementation maps, regular monitoring and access to health ( JSY,
JSSK, VHND participation) nutrition ( MDM, PDS, THR) promotion of backyard nutrition
gardens and WASH( SBM-G, IHHL construction, menstrual hygiene promotion) a sound
eco system is being developed.
The learning and experiences to empower the community institutions on FNHW and
Gender and rights would be carried out in identified NRETP blocks and a community
managed system would be developed to address the need related to health, nutrition,
hygiene and gender issues.

 Key Interventions
Capacity building of community institutions: Through tool kits prepared. IEC materials,
community videos, visits to demonstration sites so that there is a cross pollination of
knowledge and skills.
Village health, nutrition and sanitation plan: Each and every village would be having
nutrition plans for expanding the nutrition plans, with the involvement of all members
of the community institutions.
Participation of VOs/ SHGs in Village Health and Nutrition Day (VHND): To make the
services demand driven, focused and community centric and for the day management
of VHND supportive supervision and monitoring of the VHND would be expanded.
Community based monitoring: To strengthening of the health and nutrition processes
and service delivery, community based monitoring would be strengthened and
expanded.
Promotion of Kitchen Garden: To provide nutrition security at the household levels.
Kitchen gardens for nutrition security, throughout the year would be provided.
Using tools forSocial BehaviourChange Communication(dissemination of community
video, posters, IEC); so that the knowledge is converted to practice in health, nutrition
and WASH issues.
SBM-G – Open defecation Free (ODF) and ODF plus: social marketing of sanitary
napkins, hand washing in schools and greater usage of toilets in AWC and schools.

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Digital Finance, Social Security& Financing of Farm and
Non-Farm Enterprises
Objectives:
The objective is to promote last mile delivery of financial services and mainstream
insurance/pension interventions under DAY-NRLM.

Key Strategies and Activities:
I. Building doorstep banking facility through Digital channels:

a. Expanding the network of Business Correspondents

The key to expanding the banking services is to build & strengthen the last mile service
delivery architecture. Focus of the intervention would be to take banking into the
doorsteps of people who are still excluded and introduce them to the new age banking
tools. Presently, one thousand two hundred and thirty five only,BusinessCorrespondent
(BC) Agents have been involved for providing financial services to SHG members across
one hundred and thirty seven blocks of twenty, districts in the State. Among them 606
BC Agents/Sakhis are SHG members. A team of Consultants (13 in numbers) have been
hired to facilitate and support implementing BC network. Consultants supported – (i)
partnership with Banks and corporate BC (ii) policy advocacy (iii) Certification of SHG
members deployed as BC agents, etc.
b. Promote digital transaction in market locations in intervention blocks –
(i) Enabling digital transaction at business establishments: Creating a digital ecosystem in
rural areas is critical to accelerate adoption of digital technologies. The intervention
would foster partnership with appropriate financial technological companies to provide
necessary infrastructure and capacity inputs to enable digital transactions at business
establishments at select market which are usually business hubs. This initiative will
increase the use case for digital transaction of rural households.
(ii) Enabling adoption of digital transaction by individual SHG members: The intervention
would make proactive efforts for adoption of digital transactions by individual SHG
members or their family members. Towards this, the mission plans to undertake
extensive village level awareness campaigns on digital transaction as a part of the
financial literacy initiative in the intervention areas. SHG members will be on boarded
on various digital platforms like – mobile banking, unified payment interface (UPI),
aadhar pay, digital wallets, rupay cards etc. This will minimize the encashment
requirements at BC points and instead increase the use of various digital options for
payment.
(iii) Establishing on-demand credit delivery system for SHG members: The intervention
would create and demonstrate an on-demand credit delivery system for SHG members.
The plan includes setting up of an online system on which women members through
SHGs can register their MCPs through Interactive Voice Response (IVRS) system and
short messaging service (SMS). The system will automatically verify the loan eligibility

17 | P a g e
 for each individual member based on the transactions following prescribed logic. Once
confirmed the loan amount would be transferred to the respective SHG account within
48-72 hrs.with intimation to members/ SHG for further disbursement to members using
the BC channel. Individual members can access loan amount at BC points. Such a system
would lead to substantial reduction of lag in the system for credit disbursement. A
technology service provider would be identified for developing the solution/ application.

II. Extending social security protection to SHG members

It includes (i) enrolling SHG members under life, accident & health (ii) insurance
Enrolling SHG members under pension plans (iii) Asset insurance cover for SHG
members.Vulnerability of poor households to crises and economic shocks is an ever-
present threat to sustainability of gains from social promotion initiatives. social
protection, therefore, acts as a complementary concept to social promotion initiatives.
It refers to protection of poor households against a fall in living standards and living
conditions due to reasons such as ill health, accidents, death of bread earner and many
other such unforeseen events. Such adverse events compel poor and marginalized, to
sell assets, pull children out of school, exhaust their savings or fall in debt trap-thereby
perpetuating poverty.

Jharkhand SRLM has come up with a plan to cater ineluctable social protection needs of
the poor households. It has decided to initiate with the existing social protection
schemes of the government such as Pradhan Mantri Suraksha Bima Yojana (PMSBY),
Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY), Pradhan Mantri Jan Arogya Yojana
(PMJAY), and Asset/livestock insurance. These schemes are well tailored for poor
households but weak in its delivery as well as in claim settlement. State Rural Livelihood
Mission (SRLM) will focus on building awareness, system setting for enrolment, data
management and support to the community in the process of claim settlement. Claim
settlement under any insurance scheme takes time. To tackle such situation, a
vulnerability reduction fund will be created at CLF level to provide immediate support to
the families faced with the crisis. The majority of the SHG members falls between the
age group of 18-35 years. They will qualify for the Pension plan. To secure a dignified life
in the non-productive stage of life, Pension plans will be promoted on demand basis.

A state level consultant, will be hired to support this initiative. A team of consultants will
be hired for system setting, capacity building of staffs, community cadre development
(BC Sakhi/Bank Sakhi as Bima Mitra), etc. Further, technical agency/ agencies or
resource persons/consultants will be hired to provide technical inputs for system
setting, data management and claim settlement as per the requirement.

III. Financing enterprises and Producer Companies/FPOs

Timely availability of credit requirement is a much-needed demand in rural economy, in
the current digital world, many banks/financial intuitions are coming up with a model of
online and immediate finance with the help of credit ranking and past record of the
beneficiary with different agencies. Following will be strategies -

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 (i) Financing of individual enterprises: The mission would adopt a multi-pronged strategy
for streamlining channels for credit support to individual enterprises
(ii) Developing alternate credit score for individual entrepreneurs: One of the biggest
hurdles for financing of individual entrepreneurs would be absence of any reliable credit
information. Even progressive SHG members, in spite having robust transaction within
SHG may not have any direct transaction with banks. In absence of such transactions,
banks may be reluctant to extend credit facility to such entrepreneurs. It is proposed
that DAY-NRLM would work with rating agencies/ credit bureaus to evolve an alternate
credit score for identification, screening & determining credit eligibility of potential
entrepreneurs.
(iii) Sponsoring proposals under Mudra Yojna and bank specific schemes: The mission will
sponsor applications from eligible clients/ entrepreneurs under Mudra Yojna or bank
specific schemes. In this regard, partnership will be formalized with Small Industries
Development Bank of India (SIDBI) and Micro Units Development and Refinance Agency
(MUDRA). SRLMs will be facilitated to sign Memorandum of Understanding (MoU) with
banks, with specific responsibilities of SRLM and banks. Arrangements will be made for
submission and monitoring of application through Udyami Mitra portal. The web portal
on SHG Bank linkage will be further upgraded to monitor the disbursement and
repayment of such loans. The scope of CBRM will be expanded to ensure repayment of
such individual loans involving concerned CLF and SHG.
(iv)Financing arrangement with banks: In addition to sponsoring applications under
predesigned schemes, the mission would proactively engage with banks particularly the
new generation banks (including SFBs) in designing credit products for individual
enterprises. Support of expert agency will be taken for technical support in designing of
credit products. Such arrangements would be formalized through MoU between
financing agency and SRLMs and would include close monitoring and sharing of credit
risks by community institutions.
(v) Financing arrangements with venture capital funds & crowd funding platforms:
Venture capital funds and crowd funding platforms are increasingly interested in
investing in rural enterprises. With the P2P lending being legalized in India, opportunity
of financing from such sources has increased. It is proposed that the mission would
engage with such avenues on a cost sharing mechanism to source funds for potential
enterprises.
(vi) Financing Producer Companies: The mission would work both on policy front and
evolving financing arrangement for accelerating credit support to producer companies.
At the policy front, the intervention would engage with Reserve Bank of India (RBI) to
revisit the current ceiling of Rs 1 crore as finance to Producer Companies/ FPOs. In
addition, the mission would make services of experts available to Producer companies/
FPOs for providing technical assistance in developing bankable proposals
Proposed HR requirement
SMMU Level – 1. Senior Technical Expert- Digital Finance-1
3. Program Manager (Digital Finance – 1)
2. Project Manager (SocialInsurance -1)
BMMU Level – One Financial Inclusion facilitator for each NRETP block

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Promotion of Farm Based Producer Enterprises, Value
Chains and market linkage
Objectives
To promote sustainable agricultural/livestock/Non Timber Forest Produce (NTFP)
practices, promote large scale women owned farmers’ collectives and develop market
linked value chain interventions through community-based livelihoods extension
services.

Key Strategies and Activities

 1. Scaling up of Value Chain Initiatives

The Farm value chain interventions would focus on the promotion of producers’
collectives, viz. producers’ groups and producers’ enterprises to enable the small and
marginal women farmers to access markets for their produce at a remunerative price.
The institutional structure would be based on the opportunities and existing gaps in the
value chain.

 Producer Groups:
 Producers groups (PGs) /PE would be promoted as informal entities who would
be engaged in localized marketing activities catering to the local demand and
supply situations.
 The business model would primarily be based on economies of scale and thus
aimed at reduction in individual transaction costs involved. Their target markets
are also local and usually fall within a short radius.
 The PGs would be provided professional assistance in the preparation of a viable
and robust business plan and business model. Based on the business plan.
 220 PGs is targeted for 1st year in the identified22 blocks of 50 Blocks under
NRETP
The following support would be provided to the PGs:
One-time Infrastructure grant
 The amount of Rs. INR 50000 would be provided to each of the PGs for purchase
of productive infrastructure such as weighing scale, moisture meter,
tablets/smart phone for accounting, book-keeping and business facilitation,
sieve, crates and other material handling items.
 Total of Rs 110 Lakh will be provisioned for220 PGs during the first year

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 Working capital loan
 The PG would be provided a working capital loan from the CLF/GPLF of upto INR
1.5 lakhs against the business plan.
 The rate of interest would not exceed 7% and this working capital loan would be
repaid to the CLF/GPLF at the end of every season.
 All togetherRs 330 Lakh will be provisioned for 220 PGs across selected blocks.

Training and capacity building

 The PG would be provided training on commodity handling, business operations,
basic accounting etc and exposure visits to best practicing sites.
 Training for 220 PGs is planned. (@ 3 on field 3 days training/PG)
 The PG would also be provided support by the Udyog Mitra (CRP), the
honorarium of the Udyog Mitra for the first two years would be provided by the
CLF / GPLF in a tapering manner and it is expected that after 3 years the PGs
would be able to pay the Udyog Mitra from the profits earned.
 1 Udyog Mitra(CRP) will be identified for each PG. Thus 220 Udyog Mitra(CRP)
will be identified and nurtured by doses of training (2-3 Days) per Udyog Mitra.
Total of 220 batches of trg is planned.
 The performance rating of the PGs would be taken up after 2 years of operations
of the PGs i.e. from the 3rd year of the project. The documentation of best
practices of the PGs would also be taken up.
Producer Enterprises
 Producers’ Enterprises (PEs) can be defined as registered, formal organizations of
farmers including co-operatives and Farmer Producer’ Companies.
 The primary objective of these organizations is to ensure better economic return
to the farmer producers. The Producers’ Enterprises would be supported in a
project mode.
 The existing process being followed under the dedicated fund for value chain
development would be adopted. A strong business plan should be prepared by
SRLMs for each PE before promoting producer enterprises.
 A producer enterprise would be promoted in a project mode with a project life
cycle of 3-4 years within which the PE is expected to become self-sustained and
economically viable, member-controlled organizations.
 Total of 2 PEs will be nurtured.
Infrastructure for Value addition
 One-time support for setting-up infrastructure for value addition and Processing
facilities for value addition of agriculture, dairying or NTFP produce which may
include facilities for weighing, cleaning, sorting, grading, packing, testing equipment,
ripening chambers, shed net, green house, solar dryers, oil extraction, specialized
packaging etc.

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  Facilities including pack-houses, pre-cooling units, bulk milk coolers etc. may be
proposed.
 1 Packhouse and 1 pre-cooling Chamber will be provisioned/ based on cluster and
place identification. Thus total of 5 pack house / pre-cooling Chamber will be
established in blocks.
 Promotional costs for marketing, certifications costs (such as FSSAI, organic
certifications) which add value or are part of legal compliances would be covered.
 Provision of Rs. 10 Lakh will be done for PEs.
 Any infrastructure set-up would be owned by the PEs. Asset for a single individual
member will not be permissible under this component.
 IB/CB cost
The following costs would be covered for a period not exceeding 3-4 years:
 Includes costs of community mobilization into PE, social capital development (CRP –
Udyog Mitra), training and capacity building of the PE staff and members.
 1 Udyog Mitra(CRP) will be identified for each PG. Thus 220 Udyog Mitra(CRP) will
be identified and nurtured by training per Udyog Mitra. Total of 220 batches of trg is
planned.
 Honorarium for Udyog Mitra
 Total of 1534 Ums (1/PG) and the payment for 12months @ 8500 Rs. Thus total of
Rs. 198 Lakh will be budgeted.
 Remuneration for the block level staff of the PE.

 Working Capital
 Working capital required for procurement of produce from farmers for a period not
exceeding 3 weeks.
 @ Rs. 5 Lakh is provisioned.

 Support for transportation of goods procured from the members

 It is expected that at the initial stage of the operations, the PE may not able to
generate sufficient volumes to recover the costs for transportation of goods
procured in the first leg, i.e. from primary procurement centers to the aggregation
centers.
 Therefore, the PE would be provided support for part of the cost of the
transportation of the goods from the primary procurement center’s to the
aggregation center’s for a period not exceeding 1-2 years. This fund should not be
used for buying of vehicles.
 5 PGs will be identified as primary procurement center’s and goods will be
aggregated at common aggregation center ie 1 PE/block.

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 1. Promotion of Organic Clusters
 A platform under Farm Livelihoods interventions by promoting organic cultivation
will be developed.
 The clusters will be identified of 4-5 Gram Panchayats where organic cultivation can
potentially be taken up.
The key criteria for identification of the number of villages to be identified to form organic
village clusters which would be developed as organic clusters:
1. The cluster should generate significant marketable surplus of agricultural produce
2. On the basis of the above, organic village clusters are identified as given below:
a. An organic village cluster of 5-7 villages which are contiguous are to be
selected
b. The criteria for having at least 50 acres of contiguous land at the village level
is a desirable criterion, however, it is not mandatory.
3. In each block 4-5 such clusters are to be selected. Thus total of 255 clusters will be
developed in 22 blocks of 50 blocks.
4. While identifying the above villages and blocks, the following areas should be given
priorities
a. Areas already under implementation of Mahila Kisan Sashaktikaran
Pariyojana (both under PIA and AAP model)
b. Areas where CMSA has been implemented successfully
c. Areas under Mission Antyodaya implementation
d. Areas where livelihoods activities have been taken up for at least 2 years (not
mandatory for NE states)
e. Areas where the producers’ groups and the producers’ enterprises are keen
to move to organic cultivation, certification and marketing
f. Areas where there has been a significant creation of livelihood assets such as
vermi-composting, water conservation structure through convergence with
MGNREGS or otherwise.
g. Rurban clusters
h. Village organizations have been promoted
i. Dryland areas
j. Areas where traditionally agriculture activities are taken up with low usage of
chemicals (inorganic)

It is envisaged that with continuous technical and financial assistance, these clusters will
transit to complete organic cultivation by 2022.

2. Development of community-based livelihoods extension service

The community-based livelihoods resource persons such as

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  Krishi Sakhi
 Pashu Sakhi
 Van Sakhi
 Udyog Mitra etc. who provide door-step services on Sustainable Agriculture,
Livestock, NTFP and market linkage to the rural poor.

 The cadre of Udyog Mitra would be strengthened under NRETP for supporting the PG on
market linkages.
 Under NRETP, Udyog Mitras (CRPs) would be developed to provide handholding support
and training to the Producers’ Groups.
 The Udyog Mitras would support the PGs in business plan development, business
operations, value addition and marketing activities.
 A rigorous training architecture would be developed to train the Udyog Mitras so that
they get at least 40-50 days of training ( 10 batches of Trainings for 5 Day ,thus total
of 600 Batches of trainings will be provisioned ) spread over two years on the business
aspects of agriculture, NTFP produce. The project aims to certify the Udyog Mitras
through third party certification.

 The honorarium to the CRPs would be provided by the CLF/GPLF for the first 3-4 years in
a tapering manner so that they evolve towards a self-sustaining service-based model.

3. Technical Support Agencies

 A call down list of Technical Support Agencies would be provided to the SRLMs to
ease the procurement process at the State level by NMMU.
 Two types of TSA would be taken on board at the State level –
One/Two TSA for value chain development and
One/Two TSA for roll-out of organic village clusters.
 State levelTSA for value chain development will support JSLPS in the following
areas:
a. Providing support to the JSLPS in the design and implementation of value chain
development interventions including identification of commodities, business plan
development; market analysis; financial analysis, cost benefit analysis and facilitating
preparation of detailed implementation report (DIR) etc.
b. Support in setting up a suitable institutional structure to enable implementation of
the value chain development project.
c. Identifying key market players and helping the producer enterprises to build linkages
with them for remunerative prices for producers;

24 | P a g e
 d. Facilitating access to technology to address critical gaps in farm gate value
addition/post-harvest processing, marketing etc.
e. facilitating partnerships development/linkages with key knowledge/technology
institutions, private firms, marketing institutions;
f. Development of manuals; standard operating procedures, for smooth functioning of
producer enterprises.
Fund of Rs. 300 Lakh will be earmarked for 4 TSA for agriculture produce, Producer’s
Enterprises Strengthening, Value Chain development, Marketing and branding)
4 State level TSA for organic village cluster development will support the SRLMs in
the following areas:
a. Support SRLMs in cluster level planning and roll out of organic village cluster
development activities
b. Support in rolling out certification, in their respective state.
c. Support in the SRLMs in training the Community Resource Persons
d. Support the SRLMs in development of value addition and market linkage strategies
for organic produce
e. Development of training modules for organic farming
f. Development of manuals; standard operating procedures, protocols, package of
practices for organic farming

In addition to the Technical Support Agencies, Building partnerships for marketing and
retailing of organic food products would also be taken up under the project.
4. Marketing of organic food products including retailing:
 Under NRETP initiative will be taken to develop markets for the organic produce
which would include branding, packaging and retailing of the produce.
 Strategy would include hiring agencies to work on these areas in development of
strategy and providing implementation support.
 Besides, efforts would also be made to develop market linkages for the Producer
Enterprises promoted under NRETP.
 Value Chain Initiatives -
The value chain initiative will be taken up in following commodities –
 Vegetables – Chilli Potato, Papaya, Drumstick and other vegetables
 Back Yard poultry
 Layer bird Farming

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Value chain based livelihood activities proposed under
NRETP
The Value Chain based project aims to empower the poor women to become and entrepreneur
in poverty alleviating activities through value chain based agriculture and NTFP produces. The
project will build in existing non-formal institutions and take forward the women towards
formal robust institutions in form of Farmers Producers Enterprises. Producers Enterprise being
the sole of the project will placed as sustainable institution to cater the need of all the
producers through block level collective, processing centers. The project envisages block level
community agriculture business incubation center and rural service center to deal with
collectives, demonstration cum training , marketing etc. of Agriculture, Livestock and NTFP
respectively There project has rich vision of stepping towards completing the corporates
through its strong internal marketing strategy within its strong network of community
institution and outside too with essential licensing need ,maintaining quality, branding ,
packaging and promotion .

Activities proposed with 23550 beneficiaries under NREPT, are Jackfruit, Lac, Tamarind, Pigeon
pea, Oil seed, and Turmeric. The interventions are going to cover 24 blocks and 11 districts

S.No Name of sub-sectors No. of farmers

1 Pulses Value Chain 7500
2 Oil Seed Value Chain 5750
3 Turmeric and Ginger Value Chain 1200
4 Lac Value Chain 4400
5 Tamarind Value Chain 2300
6 Jackfruit Value Chain 2400
Total 23550

 Brief of the subsectors to be taken up as value chain activities

1. Pigeon Pea/Other pulses
 1.5 Lakh Farmers covered under VC of Pigeon Pea with specific PoP
 Increase in yield from 300 kg avg. yield of Jharkhand to 800 Kg
 Value addition through processing unit , no of processing unit established
 No of Aggregation centers established
2. Oil Seed
 75 thousand Lakh Farmers covered under VC of oil with specific PoP
 Increase in yield from 252 kg average yield of Jharkhand to 500 Kilograms.
 No of processing unit established for value addition
 No of Aggregation center established.
3. Turmeric
 10 thousand Farmers covered under VC of Turmeric value chain with specific PoP
 Increase in yield from 2.1 metric tonnes /hectares. to 3.5 metric tonnes/hectares

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  Number of processing unit established for Value addition
 Number of Aggregation centers established
 No of Solvent extraction processing unit established for curcumin extraction
4. Jackfruit
 Collection of 4000 Mt of raw jackfruit from 25000 households, over the year period
of six years.
 Establishment of 10 processing unit for jackfruit to produce ready to eat food and
dry chips.
 No of quality of processing, packaging and branding for fetching exporters and high
end market into P.Es level
 Certification and other relevant license for access to market platform with export
marketing.
5. Tamarind
 Collection of eight thousand five hundred, metric tonnes, of raw tamarind and 30%
of collection will be processed into pulp and brick over a period of six years.
 Development of 40processing unit (RSCs) across the state which will be linked with
promoted PEs.
 No of quality of processing, packaging and branding for fetching exporters and high
end market into P.Es level
 Certification and other relevant license for access to market platform with export
marketing.
6. Scientific Lac Cultivation
 Collection of 10000 Mt of raw tamarind and 30% of collection will be processed into
pulp and brick over the period of 6 years.
 Development of 40processing unit (RSCs) across the state which will be linked with
promoted PEs.
 No of quality of processing, packaging and branding for fetching exporters and high
end market linkages

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Promotion of Non-farm enterprises and clusters
Promotion of Non-farm enterprises in FY 2019-20

Objectives
• To create an ecosystem conducive for the development of growth-micro enterprises
having cascading effect on rural employment by generating an environment positive
towards entrepreneurship through individual, collective and cluster based initiatives.
• Recognizing that the women entrepreneurship in nonfarm sector has huge potential to
employ a large number of people resulting in appreciable improvement in their
livelihoods on a sustainable basis, the project will primary focus on women-owned and
women-led enterprises.

Current Situation
Key points from the Jharkhand SRLM pertaining to Nonfarm sector, including Start -up
Village Entrepreneurship Programme (SVEP):
• Internal assessment reflects 16% of HHs aspire to undertake Non-Farm Livelihood
• Currently, 80,000 MEs have been supported under NRLM
• There are 12 SVEP blocks and additionally DPR preparation of 3 new blocks is under
process
• Average CEF loan sanctioned under SVEP is Rs. 50,000/-
• DPR reflects on an average 1000 additional MEs to be supported per block.
• As of now the SVEP has supported around 2020 individual enterprises. It is expected
that this 60% of the target for the FY 2018-19 would be achieved by March 2019.

Area of Coverage: In the FY 19-20 non-farm activity will be scaled up to total of 44

blocks. These blocks would be additional to existing 15 SVEP blocks. JSLPS would build
on the learning from SVEP to scale up its non-farm interventions.

Proposed Strategies and Activities under NRETP

i. Diagnostic Study will be undertaken to scout potential for high value high return
enterprises
ii. Rural Enterprises with capital investment of greater Rs. 5.00 lakh with potential to
generate revenue of Rs. 1.00 lakh per annum will be undertaken
iii. Additionally, 1000 MEs per SVEP block (individual as well as group) shall be promoted in
a span of four years. Hence, in the FY 19-20, on an average 250 micro Enterprise s per
block will be promoted. A total of 3750 MEs would be promoted in the proposed FY.
iv. JSLPS has already undertaken several studies on Value Chain especially under Mahila
Kisan Sashakti Pariyojna(MKSP). The project has already created few successful models
related to NTFP, Aromatic Plants, etc... In the proposed FY 2019-20, these successful
value chain based enterprises would be scaled up in non MKSP blocks too. Provision for
additional CEF is being made for the same.

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vi. Jharkhand has some existing clusters with potential for further development. Further
honing and nurturing of these clusters/ crafts will be taken through a technically
competent agency.
vii. Need based Technical Support Agencies Technical Support Agency (TSAs) (Fin/Non Fin.)
shall be hired at state level (E.g. NIFT, DRDO, CFTRI, BPD – BAU, AHF etc.).
viii. Past learning reflects that dedicated and concerted techno managerial support is
required to most of the high value or high growth enterprises. Hence, an entity to
provide regular Business Development Services (BDS) in the form of Business Incubation
Cell (BIC) shall be created within JSLPS. The key task of the BIC is elucidated below:

The BIC shall work towards

a. Idea Generation/ Innovation
b. Incubation of Enterprise
c. Market Linkage including market intelligence
d. Ensure Physical/ Virtual Buyers Sellers Meet/ Platform
e. Product Branding
f. Legal Compliance
g. Ensuring Convergence
h. Technical support
i. System for Advisory Services (both for SRLM and entrepreneurs)

The BIC will collaborate with the TSA (ideally the TSA hired to support the OSFs at the
block level should also be hired for its services at the state level) to provide market
intelligence regarding financial product / technical assistance envisaged and customized
business and financial services directly to these performing enterprises. The TSA will be
responsible to bear the cost of hiring its own HR for the OSFs and of its state level unit
of professionals.

The following will be the key functions of BIC:

 To assist in the identification of right rural products after the detail analysis of
the demand in the market.
 To support in the right identification of the rural products prepared by the SHGs
with a detail analysis of the manufacturer, market demand etc.
 Promotion of the product as per the need.
 To assist with the feasibility, planning and implementation phases of launching
new rural products in the market.
 To create an interface through organizing stakeholder meetings, capacity
building sessions, business modelling, Model business plan preparation strategic
planning etc.
 To manage the development of a comprehensive business incubation
mechanism to support potential enterprises.
 To support the legal and statutory compliances of the business promoted.
 To assist other aspects for the scaling up strategy like convergence with private
players and other departments.

29 | P a g e
ix. One Stop Facility (OSF) Centre :
a) OSFs have been conjured up as Business facilitation-cum-incubation centers at the
block level (catering to one or more blocks) to provide business development
services to new and existing growth-Nano enterprises
b) Each OSF is expected to support at least 2-3 geographically contiguous blocks
c) In the FY 19-20, three OSFs, covering 6 to 10 blocks would be established.
d) In later years more OSF centers would be opened. Each OSF will support ~600
enterprises (at least 10% being group enterprises)
e) OSF may also support other enterprises outside the purview of NRETP
f) The resource proposed to be pledged for each of the OSFs is Rs. 25 lakhs. However,
in the first year FY 19-20, a provision of Rs. 5.00 lakh per OSF (for three OSFs) is
proposed.

g) While OSFs are apparently expected to function on the broad BRC (of SVEP) lines,
the major point of divergence is in its approach of incubation and secondly, in
number and nature of enterprises supported (120-150 enterprises in a Block against
1400 of SVEP). OSFs would be manned by two professionals who would help rural
entrepreneurs with an entire gamut of services ranging from conceptual
development, training and capacity building, business plan development and
creating access to market, finance and technology, handholding support for legal
compliances etc. It is expected to run as an independent entity with its own revenue
model that needs to be tested and validated over a period.

h) It is being further proposed that a TSA may be hired to support and handhold BIC
and OSF staff to provide business development service to the entrepreneurs.

x. For providing field level extension services, each block will be supported by four CRP-EPs
for initial period of 3 years during which they would be paid fixed retention allowance
plus payment against targets/tasks achieved. JSLPS would use its existing cadres of Job
Resource Persons (JRPs) which are currently paid and incentivized under DDU-GKY. This
will help better utilization of resources. These JRPs would be trained on basic modules
meant for CRP-EPs.

xi. An online compendium of non-farm products would be developed to maintain data base
of all products and services. This will also provide platform for buyers and sellers to avail
services.

xii. Capacity building and exposure of all staff at SMMU, DMMU, BMMU and OSF on
enterprise promotion shall be taken in the FY 2019-2020. Budget for module
development, assessment and certification is planned too.

xiii. SVEP Blocks: All the 15 blocks sanctioned under SVEP, will see full-fledged
implementation in the FY 2019-20. In the current year JSLPS will focus on engaging local

30 | P a g e
 mentors from the State. Further, all new and existing vacancies for the post of BPOs will
be filled through BRCs. These will help improve the ownership of BRCs.

xiv. Linking up with Rural Self Employment Training Institute (RSETI): The skills training for
the enterprise promotion will be linked with the RSETI of the respective districts. The
value chain study will be conducted to understand the availability of the resources in
those blocks and to link with the market. The JRPs and MECs will be linked up with RSETI
on service sharing basis. Incentive based model on similar lines with SVEP shall be
imposed for JRPs.
xv. Preparation for the SARAS Mela: The products and participants will be identified and
training will be provided on business development strategy. Some of the key products
which will be high on demand would be identified and linked with SARAS Mela across
different states. The branding, packaging and other requirements will be given priority
so that the participants may be prepared at least before 3-6 months. It will help the
entrepreneurs to establish themselves in long run. Soft Skills training will be provided to
participants before the fairs.
xvi. Development of Food Cluster in collaboration with Asian Heritage Foundation (AHF) -
Around twenty one types of recipe were pilot tested at Gumla and Hazaribagh district
with local raw available materials like mango, tamarind, Mahua etc. The members
involved in the processing of the recipe were also imparted training for formation of the
producer’s groups. Plan for the year 2019-2020- The two producer’s groups will be
strengthened as per the requirements. The support will be provided towards
infrastructure and resources as per the need. The scaling up phase will be initiated later
in this year taking the trainers trained in these two places.
xvii. Progress status of Aajeevika Didi CAFÉ in 2018-19: Catering Unit became one of the
promising enterprises taken up by State RLM. The Sakhi Mandal Didi’s took much
interest to promote Aajeevika Didi CAFÉ. With the support of the Govt. 95 units were
established in the respective blocks and district offices of which 75 are running
successfully. The capacity building needs to be strengthened for maintaining the
uniformity in quality of Aajeevika Didi’s CAFÉ across all the districts. In FY 2019-20 three
to four consultants, will be hired for the innovation and hand-holding support to scale
up the existing interventions. The CAFÉ will run as chain of restaurants with uniformity
in hygiene, maintenance of quality of Menu and other requirements.
xviii. Aajeevika Grameen Express Yojna (AGEY): The AGEY program was initiated to cover 10
blocks and 20 vehicles. Till Jan, 2019, four vehicles have been purchased and process for
the remaining has been initiated. In FY 2019-20, 10 new vehicles would be taken under
AGEY.
xix. Solar Project (SOUL): The solar lamp distribution to the children of the schools was very
successful in collaboration with IIT, Mumbai. Till Jan, 2019, the project has reached out
to more than 7 lakhs students. The cumulative target to be achieved in FY 2019-20 is
8.42 lakh lamps. In the proposed year, 200 MEs in terms of Repair and Maintenance
(R&M) centers would be established.
xx. Training and Production Centre (TPC): It was established as state of art center with all
modern machineries. It supported in providing govt. school uniform Girdih district, bags
for the Dakia scheme, providing bags for NRLM, Social Audit, and PRI department in this
year.With the growing demand, it is planned to convert TPC into a separate legal

31 | P a g e
 business entity. The TPC will support the internal demand of JSLPS and also the external
requirements from the Govt. Departments and private players. A consultant business
manager shall be hired to make this intervention profitable.
xxi. In the FY 2019-20, one to two CLFs would take up production and supply of Ready to Eat
(RTE) Food to Integrated Child Development Services (ICDS). One senior and one junior
consultant would be engaged to take this initiative forward.

Monitoring and Evaluation (M&E) SYSTEM, MIS and

Knowledge Management Communication
Monitoring and Evaluation
JSLPS has envisioned since its inception an independent M&E domain. The domain has strong
M&E personal currently in place and has taken up several activities for regular monitoring of
activities at various levels. It is also being envisaged that any studies, surveys or any
requirements which is related to M&E would be either taken up by the M&E cell or routed
through it. An M&E cell is being planned to be set up at SMMU to cater to various M&E related
activities that would be conducted during the entire tenure of NRETP. This cell would be core
for implementing all M&E activities from the state. The key activities that would be undertaken
or expanded in NRETP are as indicated below:
Same activities mentioned in NRLM AAP for M&E would be carried out as mentioned in NRLM
AAP.
 Community based Monitoring.
 Process Monitoring
 District and block ranking
 Quality Assurance team
 Thematic Study ( including scoping studies )
 Regular review and planning meeting at all level
 Thematic Result Framework

Knowledge Management and Communications

JSLPS has dedicated Knowledge Management and Communication (KMC) Cell to prepare
various knowledge products, communication materials branding and disseminating information
to achieve the goal of JSLPS. The KMC team works with all the domains to prepare the need
based communication strategies and products to get the positive outcomes.

Upgraded role for NRETP- It will create a support for all programs domain related to
branding, publicity, IEC for community as well stakeholders and communication collaterals.
KMC will work on product designing as well as branding for connecting the rural products with

32 | P a g e
public at large. Product based publications and social media plan, including regular up gradation
of commerce site with the support of MIS.

Activities to be completed/Scaled up in FY 19-20

• Brand Policy, Social media and media Policy.
• Unique Branding as an organization including CBOs.
• Graphics info based publication
• Focused system for Product and Enterprise branding.
• Robust Social Media and New media channels including Blogs.
• Capacity building of Staff.
• Domain specific support system for Designing, translation, Proofreading and others.
• Community Radio.
• Communication based support system for mobilization and motivation as per
requirement.
• In house production and designing support.
• Reputed Award winning Film on Community institution.
• Small videos would be developing for farmers on specific issues/expert
opinion/domain specific themes which may be shared through WhatsApp to cadres.
• Baseline documentation of few community members will be done. It will help us in
long term to establish the transformation in community. While comparing the
earning and status of members after few years.
• Intensive Social media and Media coverage to ensure visibility.
• IEC Materials, Manuals and modules as per requirement of domains will be develop.
• Develop effective Communication Training Modules for Cadres.
• Knowledge Repository on MIS website - An archive where all IEC materials including
videos will be banked. All DMMUs/BMMUs will access this for use.
• New batches training of Community Journalists.

 Positioning of the required Infrastructure and Human Resources

Infrastructure required:
• Camera, Hard-disks and Data card provision for all KMC staff.
• One dedicated system for each unit where KMC Officer/YPs placed.
Envisaging a communication Cell at State Level
This team will consist of 5 Members including PM and PE KMC.
 Social Media Expert ( consultant ,as per requirement )
 Content Developer ( consultant ,as per requirement )
 Graphics designer ( consultant ,as per requirement )

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HR, Procurement and Finance

PROCUREMENT
Status of procurement made during the FY 2017-18:
Summary of the procurement status made under NRLP is highlighting in the table below;
Table-I
Summary of the Procurement made under NRLP for the FY 2017-18
No. of
Sl. Procurement Total Value
Category
No. activities (in (INR) in Lakhs
nos.)
Goods & Non
1 80
Consulting Services 2,386.01
Consultancy
2 6
Services 10.51
3 Grand Total 86
2,396.53

The major timelines for procurement of goods or services through open competitive
procedure is reflecting in the Table-II and in an ideal case, the normal timelines starting
from Terms of Reference (ToR) to till Award of Contract shall taken around 90-120 days in
Consultancy Procurement and in case of goods under Open Tender/National Competitive
Bidding the average timelines will be around 70-100 days.

1) Activities to be completed during FY 2019-20:

a) Adopt the new procurement manual for procurement of different goods, works and
consulting services under NRETP. The guidelines along with the Project Procurement
Strategy for Development (PPSD) from NMMU, MoRD.

b) Formulate the strategy for procurement at the Producer Enterprise level:

In order to timely procurement at Community level, it is proposed for creation of
Community Cadre at Block Levels and proper orientation to the BMMU team, who can
also guide to the Community level. Apart from this, Framework Agreement (FA) will be
made at State level for the frequent nature items at community level for
implementation of the activities, which is not ideally available at local level and the FA
may be followed at Community level as per their requirement, if community feels FA is
suitable for them.

34 | P a g e
2) Indicative the timelines for the proposed procurements under NRETP;
Table-II
Timeline for procurement of Goods (NCB)
Estimated
Sl.No Procurement Planning Cumulative
Days
1 Draft Bidding Documents 21
2 Seeking approval for NIT 31
Advertisement (Newspaper & Official
3 38
Website)
4 Pre Bid Meeting 53
5 Amendments to Bidding Documents 60
6 Bid Submission/Opening/Proceedings 68
Bid Evaluation Report and
7 89
Recommendation for Award
8 Purchase Committee Recommendations 99
9 Notification of Award of Contract 106
Timeline for procurement of Services (Competitive Method)
Estimated
Sl. No Procurement Planning Cumulative
Days
1 Terms of Reference (Review/Approval) 15
Request for Expression of Interest including
2 35
Advertisement
Evaluation of Expression of Interest and
3 50
Short List of Consultants
4 Short List and Draft Request for Proposals 57
5 Time for Submission of RFP 87
6 Opening of Technical Proposals/Minutes 89
Evaluation of Technical Proposals including
7 104
its approval
8 Opening of Financial Proposals/Minutes 114
Combined Evaluation Report & Technical
9 Negotiation Meeting/Draft Negotiated 124
Contract
10 Notification of Award 134

35 | P a g e
 3) Human Resources:
Presently all the procurement activities including supply chain management of NRLM, JICA,
JOHAR, Skill, MKSP, Sanjivani and other projects are being managed by a team of 5 staffs in
Procurement (SPM-01, PM-01, PC-01, Consultant-01 & Store Assistant-1), which is very
difficult to manage the entire procurement activities. In view of this, it is proposed at-least
1 (one) Procurement Officer for two districts and 3 Procurement Executive at SMMU level
for smooth management the procurement activities at each level.

FINANCE MANAGEMENT: NEW INITIATIVE …

Jharkhand SRLM (JSLPS) have dedicated finance domain to ensure better utilization of financial
resources and timely fund flow at all the levels. All the DMMUs &BMMUsare having separate
bank accounts to mitigate financial needs towards district and block level operational expenses
and training related fund. Entire accounting centre are equipped with experienced finance
professional and hardware and software settings to effective and smooth finance management.
Same accounting process will be followed as mentioned for DAY- NRLM AAP.

HR arrangements for NRETP

1.1. For NRETP, the HR description as mentioned for DAY-NRLM will be applicable. Further to this, this,
this section of proposes the manpower required for the project based on suggested HR structure by
MoRD. The first year, block structure is not proposed at fullest strength what has been suggested due
to limited fund allocation and considering the scope of work in view of coming election code of
conducts. Further, the block level staff proposed for the year 2019-20 under NRETP would largely be
drawn from available working NRLM pool to restrict HR liability as far as possible. Once done this,
remaining will be hired from open market. For this, services of existing HR agency will be taken. All
recruitment and selection strategies along with Induction and Training of new staff will remain as per
description made under HR plan described for DAY-NRLM.

1.2. The proposed HR structure for NRETP is proposed as follows. This includes some customization and
provision of support staff too based on work assessed under NRETP.

36 | P a g e
 Table 1 : Proposed Manpower in NRETP

S.No. Position Positions Proposed Positions If No, Recruitment Time line (

Proposed Positions Filled Method Indicate Month)
by MoRD (Y/N)

State Mission Management Unit

1 Senior Technical Expert/SPM - 1 0 N Open Market/Internal Open market

Value chain & forward linkage recruitment may
delay due to
2 Senior Technical Expert/SPM - 1 1 N Open Market/Internal election in
Enterprise Promotion/Non-Farm Jharkhand.
Likely to be filled
3 Senior Technical Expert/SPM- 1 1 N Open Market/Internal by Aug’19
Digital Finance

4 Senior Technical Expert/SPM- 1 0

Social Management Framework
& Gender
5 Technical Expert/PM- Capacity 1
Building for Model CLF

6 Technical Expert/PM – Modal 1 1 Open Market/Internal

CLF strengthening

7 Technical Expert/PM - Digital 1 2 N Open Market/Internal

finance/Insurance/Pension

8 Technical Expert/PM- Forward 1 2 N Open Market/Internal

Linkage/Value Chain

9 Technical Expert/PM - Organic 1 1 N Open Market/Internal

village clusters

10 Technical Expert/PM - 1 1 N Open Market/Internal

Livelihoods training and
capacity building
11 Technical Expert/PM-Enterprise 1 1 N Open Market/Internal
Promotion

12 Young Professionals / Project 10 10 N Campus recruitment

Executive

13 Consultant – Financing 2 N
Enterprises and Producer
Company

14 Consultant – Livestock 8 N
Marketing, Convergence

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 15 State Accounts Officer 1 1 N Open Market/Internal

16 State Accountant 1 1 N Open Market/Internal

17 Consultant- M&E 1 2 N Open Market/Internal

18 Consultant- HR Operation 1 1 N Open Market/Internal

Support
19 State/District Level Consultant- 4 4 N Open Market/Internal
Finance and Procurement
Support
20 Consultant- 5 5 N Open Market/Internal
MIS/KMC/procurement
Support
DMMU/ BMMU Level
21 District Technical 1 per 4 N Open Market/Internal Open market
Expert/District Enterprise NRETP recruitment may
Fellows district delay due to
election in
Jharkhand

Block Mission Management Unit

22 Block Coordinator - Forward 1 per 1 per N Open Market/Internal Open market

Linkage/Value Chain NRETP NRETP recruitment may
block block delay due to
election in
Jharkhand.
23 Block Coordinator - Organic 1 per 1 for 2 N Open Market/Internal Likely to be filled
farming NRETP block by Aug’19. Some
block positions shall
be filled in
second phase as
per requirement
24 Cluster coordinator - Organic 2 per 1 per N Open Market/Internal
farming/FTC NRETP NRETP
block block

25 Block Coordinator- Financial 1 per 1 per N Open Market/Internal

Inclusion/social security NRETP NRETP
block block
26 Block Enterprise Coordinator 1 per 1 per N Open Market/Internal
NRETP NRETP
block block
27 Block Accounts Officer 1 per 1 per N Open Market/Internal
NRETP NRETP
block block
28 Young Professionals/ National 1 per 1 per N Open Market/Internal
Fellow (1 YP for Model CLF) NRETP NRETP
block block

38 | P a g e
 Annexure 2
NRETP: Key Performance Indicators 2019-20
S.No. Indicator Up to March Q1 Q2 Q3 Q4 Total
2019

Promotion of Cluster Level Federations as Model CLFs

1 No. of Cluster Level Federations 4 5 15 5 15 50
taken up as Model CLFs
2 No. of CLFs prepared vision- 0 5 15 5 15 50
building and business development
plan
3 No. of CLFs in which the required 0 5 15 5 15 50
CLF level staff have been deployed
4 No. of SRPs deployed for the 0 20 30 0 0 50
model CLF development
5 No. of community resource 10 15 15 0 0 40
persons developed for
strengthening of CLFs and VOs
6 No. of CLFs regularly transacting on 0 5 15 5 15 50
CLF Transaction Module
7 No. of CLFs insitituted internal 0 0 10 20 20 50
audit system
8 No. of CLFs registered 0 0 10 10 15 35
9 No. of CLFs completed statutory 0 0 10 0 25 35
audits
10 No. of CLFs completed GB 0 0 0 0 50 50
meetings
11 No. of CLFs rotated leaderships 0 0 0 0 0 50
12 No. of CLFs submitted annual 0 0 0 0 4 4
returns
13 No. of Community Managed 6 5 5 5 0 21
Training Centres operating
14 No. of CLFs trained on customised 0 10 10 10 20 60
SOPs
15 No. of CLFs initiated FNHW 0 5 15 5 15 50
activities
16 No. of CLFs initiated gender 0 5 15 5 15 50
activities
17 No. of CLFs with an average 4 6 15 15 10 50
repayment of 90% in the past
three months
18 No. of CLFs with surplus income 4 0 0 10 15 29
Digital Finance, Social Security and financing of Farm and Non-Farm Enterprises
19 No. of SHGs credit linked (in lakh) 28717 5000 10000 10000 5000 30000
20 Amt. of Bank credit accessed by 202.01 50 100 100 50 300

39 | P a g e
 SHGs (in Rs. crore)
21 No.of Bank branches involved in 225 25 25
financing of SHGs (target for Bank
Sakhi & CBRM)
22 No. of Bank Sakhi positioned 210 25 25
23 No.of branches where CBRM 150 20 30 20 30 100
committee formed
24 No.of Branch Managers trained 130 25 100 100 25 250
25 No.of SLBC sub committee 1 1 1 1 4
meetings held
26 No. of districts covered under FL 10 3 5 8 4 20
initiative
27 No. of blocks covered under FL 25 5 15 20 10 50
initiative
28 No. of FL CRPs trained 75 50 100 30 0 180
29 No. of FL CRPs deployed 60 50 50 50 0 150
30 No. of FL CRPs provided training kit 60 50 50 50 0 150
31 No. of SHG members trained under 25000 30000 75000 50000 25000 180000
FL intervention
32 No. of blocks where BC Sakhi have 33 5 15 20 10 50
been deployed
33 No. of BC Sakhi deployed 138 30 30 60 0 120
34 No. of BC Sakhi certified 20 50 50 50 110 260
34.A No of SHGs member working as 40 80 80 40 240
Digi pay
35 No. of SHG members to be trained 150 50 50 80 0 180
for BC Sakhi
36 Estimated number of digital 99360 6750 20250 27250 47250 128257
transactions conducted through
the BC Channel (in lakh)
37 Estimated amount of digital 2484
transactions conducted through 450 1350 3150 3600 8550
the BC Channel (in Rs. lakh)
38 No. of districts where enterprise 0 3 5 8 4 20
financing will be initiated
39 No. of Group enterprises identified As per non farm 0
for financing from banks
40 No. of SHGs transacting through 1500 1500 1500 3000 0 6000
the BC Channel
41 No. of VOs transacting through the 0
75 150 150 75 450
BC channel
42 No. of CLFstransacting through the 0 10 10 10 20 50
BC channel
43 No. of Bima Sakhi deployed 138 50 100 50 0 200
44 No. of SHG members covered 15000 50000 50000 50000 50000 175000
under PMJJBY/life insurance
schemes

40 | P a g e
 45 No. of SHG members covered 62000
under PMJJBY/accidental insurance 50000 80,000 10.0000 120000 350000
coverage
46 No. of SHG members covered 0
under PMJAY (Ayushman
20000 30000 15000 10000 75000
Bharat)/other state specific health
insurance scheme
47 No. of SHG members covered 0 1000 2000 3000 3000 9000
under asset insurance schemes
48 No. of SHG members covered 0
under APY/pension product in 2000 3000 3000 2000 10000
2019-20
Farm Livelihoods
49 No. of District covered 0 5 5 5 3 18
50 No. of blocks covered 5 5 10 2 22
51 No. of villages covered 100 100 200 40 440
52 No. of Producers’ Groups 50 50 100 20 220
promoted
53 No. of producer members 1250 1250 2500 500 5500
transacted through the Producers
Groups
54 No. of Udyog Mitra developed 50 50 100 20 220
55 No. of dedicated block staff 22 23 23 23 91
engaged
56 Business plan developed for PGs 50 100 20 170
(no. of PGs)
57 No. of PGs received fund against 50 100 20 170
the business plan
58 Amount of fund released to the 75 150 30 255
PGs (lakh INR)
59 Estimated total turnover of the 90 180 36 306
PGs (in lakh INR)
60 Estimated total benefit to 9 18 3.6 30.6
producers (in lakh INR)
61 No. of PGs regularly squaring off 0
the accounts with VO/CLF.
Organic village clusters
62 No. of organic village clusters 15 15 30 6
developed
63 No. of blocks covered 5 5 10 2 22
64 No. of villages covered 40 40 80 16 176
65 No. of LG registered 40 80 120
66 No. of mahila kisan part of 1200 1200 2400 480 5280
registered LG
67 Area covered for organic farming 540 540 1080 216 2376
(in Acre)
68 No. of dedicated staff engaged at 5 5 10 2 22

41 | P a g e
 block level for organic
69 No. of dedicated staff engaged at 10 10 20 4 44
cluster level for organic
70 No. of exclusive Producers Groups 5 10 5 20
promoted for marketing of organic
produce.
71 Estimated total turnover of the 64.8 129.6 25.92 220.32
exclusive PGs for organic farming
(in lakh INR)
Promotion of Non-farm enterprises and clusters
72 Total no. of districts 0 3 3 3 3 3
73 Total no. of blocks 0 0 0 44 44 44
74 Total no. of enterprises to be 0 0 0 880 1320 2200
supported
75 Total no. of individual enterprises 0 0 0 876.0 1314.0 2400
76a New 0 0 0 700 1052 1752
76b Strengthening existing 0 0 0 175 263 438
77 Total no. of collective enterprises
77a New 0 0 0 0 0 0
77b Strengthening existing 0 0 30 40 40 110
78 Total no. of households benefitted 2200 2200 2200
from the project
A Pillar 1: Supporting Enterprises
Development through One-Stop
Facility (OSF) Centers
79 Number of growth-nano 0 0 0 6 4 10
enterprises to be supported
80 Number of jobs created by growth- 0 0 0 18 12 30
nano enterprises
B Pillar 2: Support to Growth Micro-
Enterprises in the State
81 Number of growth-micro 0 0 0 0 0 0
enterprises to be supported
82 Number of jobs created by growth- 0 0 0 0 0 0
micro enterprises
C Pillar 3: Support to New Induced
Clusters and Strengthening of
Existing Clusters
83 Number of new clusters to be
promoted
84 z0058XNumber of existing clusters
to be strengthened
85 Number of technical agencies
recruited
86 Number of jobs created by the
clusters

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 Annexure - 3
Proposed OSF Details to be taken up under NRETP : FY 19-20

S.No. Item OSF 1 OSF 2 OSF 3 Total

1 District 3 3 3 3
2 Blocks served by OSF 3 3 3 9
3 Location where the OSF will be physically located To be To be To be
decided decided decided

4 Number of Business Development Support Providers 4 4 4 12

(JRP) required
5 Number of Block Program Officer required 14 15 15 44

Annexure – 4
 Procurement
Sl. Service Description Thema Estimat Source of Method of Revie Dat Expect
N tic ed Cost Funds Procurem w e of ed
o. Area (Rs. (NRLM/NR ent Categ Iss Contra
Lakh) LP) ory ue ct
of Date
EoI
1 Hiring of Statutory Financ NRLP LCS Post Dec,
Auditor JSLPS e 30.00 2018
2 Hiring of Agency for LH 150 NRLM QCBS
training of AKM and APS

3 TSA for Organic Farming LH 100 NRLM QCBS

4 TSA for SRI & vegetable LH 150 NRLM QCBS
farming

Annexure 5
Annexure XI: Procurement Summary Table: FY 2019-20
S.No. Category No. of Estimated Amount (INR in Lakhs)
Activities
1 Goods 9.00 1,354.00
2 Services 13.00 2,656.00
3 Works - -
Grand Total 4,010.00

Procurement

43 | P a g e
Sl. Contract Quantit Domains Unit Total Method Review Specificatio Expected
No Description y (in Cost Estimate of by ns, Bid Contract
(Goods/Items) Nos.) (INR) in d Cost Procurem NMMU/W Document Signing
Lakhs (INR) in ent orld and Advert (Month)
Lakhs Bank Finalised
(Prior or (Month)
Post)**
1 Cool Chamber 26 Livelihood 14.00 364 NCB Prior Oct-19 Dec-19
Establishment

2 Pack house - 26 Livelihood 5.00 130 NCB Prior Oct-19 Dec-19

Grading Centre

3 Computers,Laptop 20 Non-farm 5.00 100 NCB Prior Dec-19 Feb-20

and other
accessories
4 Establishment of 1 SMIB 70.00 70 NCB Post Sep-19 Nov-19
State CB Cell

5 Procurement of 12 MKSP 10.00 120 NCB Prior Oct-19 Dec-19

Tamarind Machines
and its Accessories

6 Establishment of 5 MKSP 10.00 50 Shopping Post Oct-19 Dec-19

jackfruit processing
unit
7 Seed lac Processing 15 MKSP 15.00 225 NCB Prior Aug-19 Nov-19
Unit

8 Processing Unit for 10 MKSP 12.00 120 NCB Prior Aug-19 Dec-19
Pulses

9 Printing of CLF 50 SMIB 3.50 175 NCB Prior Oct-19 Dec-19

books of Records

Grand Total 1,354

**: Review system may be changes once finalized by the threshold in the NRETP Procurement Guidelines

44 | P a g e
 Annexure 6
NRETP Component wise fund requirement : FY 2019-20

Component / Sub component Expenditure Projected by State

A.1 Technical Assistance -

A.2 Human Resource Development -
Subtotal -

B.1 State Rural Livelihoods Missions (SRLM) 895.00

B.2 Institution Building and Capacity Building 4,872.04
B.3 Community Investment Support 2,042.00
B.4 Special Programmes -
Subtotal 7,809.04

C.1 Innovation Forums and Action Pilots -

C.2 Social Entrepreneurship Development -
C.3 Public Private Community Partnerships -
Subtotal -

D1.1 NMMU -
D.2 Monitoring and Evaluation 33.64
D.3 Electronic National Rural Livelihoods Management System (e- 114.92
NRLMS)
D.4 Governance and Accountability Framework -
D.5 Knowledge Management and Communication 162.40
Subtotal 310.96
Total 8,120.00

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Annexure -7

NRETP SUB COMPOSENT WISE FUND REQUEST - FY 2019-20

Sl.No Activity Code Activity Total Budget ( Rs Lakh)

1 A Component A- Institution & Capacity Building -
A.1.1 TA to SRLMs by National Resource Organizations -
(other SRLMs)
A.1.2 Strengthening Capacity of National Resource -
Organizations
A.1.3 TA to SRLMs by National Resource Institutions (NIRD, -
BIRD, LBSNAA, etc.)
A.1.4 Demand Driven TA [examples given guidance note] -
A.2.1 Partnerships with Institutions of Excellence/Learning -
Centers
A.2.2 Regional and State Resource Centers -
2 B Sate Livelihood Support 7,809.04
B1 State Rural Livelihood Mission 895.00
B1.1 State & District Mission Management Unit 700.00
B1.2 Capacity Building Support 195.00
B2 Institution Building and Capacity Building 4,872.04
B2.1 Block Management Unit Costs 1,400.00
B2.2 Social Mobilization and Community Institutions 1,678.80
B2.3 Financial Inclusion Initiatives 420.00
B2.4 Training and Capacity Building initiative - Livelihood 1,148.24
B2.5 Training and Capacity Building initiative - Non Farm 225.00
B3 Community Investment Support 2,042.00
B3.1 Community Investment Support -
B3.2 Livelihood Initiatives 1,737.00
B3.3 Financial support to CBOs on Non Farm livelihood 305.00
B4 Special Project -
B4.1 Home Grown Models -
B4.2 Other Special Initiatives -
3 C Innovation and Partnership Support -
C1.1 Technical Support Agency and Innovation Forums -
C1.2 Action Pilots -
C2.1 Knowledge Platform on Social Entrepreneurship in -
Livelihoods
C2.2 Investment Support for Social Entrepreneurs -
C3.1 Service Provisioning -
C3.2 Viability Gap Funding -
4 D Project Implementation Support 310.96

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 D1.1 NMMU
D.2 Monitoring and Evaluation 33.64
D.3 Electronic National Rural Livelihoods Management 114.92
System (e-NRLMS)
D.4 Governance and Accountability Framework -
D.5 Knowledge Management and Communication 162.40
Grand Total - NRLM 8,120.00

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Section - II
DAY- NRLM (NATIONAL RURAL LIVELIHOOD MISSION)

DAY- NRLM – FOOT PRINT

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 A. Phasing Plan
Phase Time Period Districts Blocks Villages SHGs

I 2012-13 3 7 110 1454

II 2013-14 12 40 1239 8102

III 2014-15 12 40 2312 16945

IV 2015-16 20 80 3609 27537
V 2016-17 24 125 6432 80000
VI 2017-18 24 200 13000 121000
VII 2018-19 24 263 21,000 195000
VIII 2019-20 24 263 30000 251000

B. Achievement of FY 2018-19 and Cumulative Achievement up to

Jan 2019
Indicators Annual Target Progress of Cumulative
(2018-19) Current achievements as
Financial Year on 31st Jan 2019

Total No. of districts entered 0 0 24

Total No. of blocks entered 63 60 260
Number of villages entered 9,000 4,562 20,295
Total Number of SHGs supported by
68,000 47,550 180,081
SRLM
Total families supported by SRLM 1,020,000 574,596 2,172,501
No. of VOs formed 6,500 3,653 10,882
No. of CLF Formed 200 175 415
Financial Inclusion
No. of SHGs that have received
40,000 23,793 79,534
Revolving Fund (RF)
Amount of RF disbursed (Rs. in lakh) 6,000 3,564 11,892
No. of SHGs that have received
10,000 3,048 36,949
Community Investment Fund
Amount of CIF disbursed 5,000 1,472 20,455

No. of SHGs credit linked to Banks 50,000 17,679 84,281

Estimated amount of credit limit 60,000 10624 67,425

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leveraged from Banks (Rs. Lakh)
No of SHG member working as BC Agent 500 138 565
No of Bank Sakhis Working All branches 207 704
Livelihood -
No. of farmers covered under SCI
300,000 452,831 452,831
(cumulative figure)
No. of farmers with goat interventions 150,000 159,462 220,074
No. of Livelihood Community Cadres
9,400 4,600 13,030
developed – AKM, APS and AVS
No of organic cluster promoted 100 50 50
Number of SVEP blocks 3 3 15
Number of SVEP enterprises promoted 2062 877 1760

Number of SVEP enterprises Under

NA NA 684
process
Social Development
No of Group of PWD and Elderly
500 1,177 1654
formed
Total amount disbursed ( in lakhs) 2,000 0 1024
No of blocks implementing FNHW 80 82 92
No of SHG trained on Food , Health
60,000 83,000 98,000
Nutrition and WASH
No of IHHL constructed by VOS/SHGs NA 2,19,858 3,55,276
MKSP
MKSP - (Sustainable Agriculture) Total
20,000 18,349 62,169
number of Women farmers
MKSP- (Livestock) Total number of HH 15,000 20,391 51,256
MKSP- (NTFP) Total number of HH 19,000 7,976 31,601
MKSP- AAP (Livelihood Institution) 592 175 659
Medicinal Plant 8,905 4,057 7,652
Scientific Lac Cultivation 3,600 3,925 25,525
Special project (Tamarind) 4,000 5,700 7,285
Number of AKM/ APS/ AVM Developed 750 479 2,054

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Social Mobilization and capacity building
Saturation plan for the blocks
As JSPLS has expanded the NRLM activities in all the 24 districts of Jharkhand and covered 260
blocks which has plan to cover all the blocks of Jharkhand in the current financial year. The
team of additional Community Resource Persons (CRP) have been created to meet the
expected pace of work. Since all blocks will be brought under NRLM intensive operation by the
next year, 3 year old blocks in terms of entry in the block will be saturated by FY2019-20.

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 The status of block saturation is depicted below:
Block Coverage HH saturation as Per SECC data

FY Total No of Block % of HH covered as 80-100% 50-79% Less than 50%

Covered per SECC
No of Blocks
2012-13 7 94 7
2013-14 17 99 16 1
2014-15 16 84 12 4
2015-16 40 77 39 1
2016-17 45 50 17 18 10
2017-18 75 46 10 17 48
2018-19 63 28 5 18 40
Overall SECC HH- 2,746,106 Coverage - 2,257,002 Percentage – 82%

Expansion plan and strategy

Intensive Blocks:Till 31st January’19, JSLPS has entered 260 blocks out of total 263 blocks
through the internal CRPs & internal PRPs. By March, all the 263 blocks will be entered.In the
intensive blocks, formation of new SHGs, revival of existing SHGs, formation of VOs will be
taken up through the support of i-CRPs & Senior CRPs. Till date 400 internal CRP teams and 200
internal Sr. CRPs have been developed and are actively engaged. In FY 19-20, it is planned to
develop additional 100 internal Senior CRPs for VO formation and 100 internal Senior for CLF
formation.

Till date 107 Community Block Anchor Persons have been developed and currently providing
their services to CLF and VOs. In FY 19-20, 100 community Block Anchor Person will be
developed and deployed in intensive blocks to support extension.

Resource Blocks: 17 Resource blocks are currently operational in Jharkhand. There is no plan to
take up further Resource Blocks. Existing MoU with SERP-AP will be renewed/extended for
critical limited support for a period of one year to continue strengthening the CBOs in existing
17 Resource blocks. The immersion of cadres and CBOs of all the 246 intensive blocks will be
conducted in these Resource blocks.

Partnership Blocks: In FY 18-19, 17 partnership blocks were operational. In the October’18,

Tripartite MoU between JSLPS, PRADAN and BLF had expired. For the period of Jan’19 to
March’19, MoU between JSLPS and BLF was executed. This MoU will be continued in FY 19-
20.JSLPS will enter into tripartite agreement with PRADAN and Block Level Federation (BLF) for
four blocks of Jharkhand.

Focus on partnership Blocks will be followings;

A. Saturation of all blocks through formation of SHGs by inclusion of left out poor HHs.
B. Formation of 100 % VOs & CLF in all blocks.

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 C. BLF moving towards independently managing DAY-NRLM programme and reduced
dependency on partners.
D. Strengthening financial intermediation by VOs and CLFs.

 Saturation Plan and Strategy:

As on Jan 2019, JSLPS has entered 3,683 panchayats out of total 4,436 panchayats of Jharkhand.
In FY 19-20, JSLPS will enter in all the panchayats of Jharkhand. Saturation of two year old
blocks will be priority. All the left out poor HHs of already entered villages will be included in
SHGs fold by active women, Internal PRPs and VO subcommittees for saturation. JSLPS MIS will
declare the blocks as saturated based on the MIS data.

 Anchoring in VOs and CLFs

Following specific activities will be carried out under deepening of CBOs;
A. Training for strengthening of VO, CLF and BLF sub-committees and development of their
action plans.
B. Rolling out of standard operating procedure (SoP) of CBOs.
C. Audit of all SHGs, VO, CLF and BLF once in a year by community auditors.
D. Develop model VO & CLF as immersion sites for intensive blocks and other stakeholders.
E. CLF and BLF will own and manage decentralised training through Community Managed
Training Centre.
F. Review and Management of Internal CRPs/Sr. CRPs by CLF and BLF.

 Strategy for Social Capital development & deployment (types of cadre,

remuneration, mode of payment by institution, etc.)
Jharkhand SRLM have been believing that community to community cross learning approach is
the best vehicle for social mobilization, expansion and sustainability. The Community Resource
Person (CRP) strategy is also the best strategy for formation and nurturing of SHGs and its
network at scale. It is experienced during the last 5 years of implementation of NRLM program
in the state that, the community cadres promoted by JSLPS at various levels are the best
strategy to scale the program, maintain quality & can be run the program in the long run in a
sustainable manner. It is also experienced that, community has more confidence in the local
cadre & better acceptability among the community. These successful women have emerged as
CRPs, PRPs & other cadres in the project to replicate the institutional building process in the
new areas with experiential learning and best practices. As per need by various themes/domain
develop the cadres in consultation with senior management.

JSLPS has developed policies & guidelines for each cadres in consultation with field staff &
communities. The policies are approved by CEO of JSLPS, circulated to each levels & oriented on
it for better understanding & effective implementation as and when required the policies &
guidelines are reviewed & revised based on the changing scenario. There is clarity on following
aspects in the policy;
• Selection process & criteria of the cadre
• Training of cadre
• Roles & responsibilities of cadre
• Cadres review mechanism, format for work done report( Community institutions)

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 • Cadres fees &payment system (done by Community institutions)

 CAPACITY BUILDING
Focus areas of capacity building
A. Establishment & Strengthening of CB cell at state level, establishment of CMTCs at
block/dist. level in all districts.
B. Developing more master trainers & empanelment of SRPs and use of NRPs.
C. Functional of model CLFs & promoting more model CLFs.

Establishment of Resource/Capacity Building Cell

Social Mobilization domain is working constantly and is on the way to establish a
committed CB Cell. The CB Cell will be accountable for the capacity building of
Institutions, Cadres, Mission Staffs and other partners who are or will be involved in
achievement in DAY-NRLM objectives. The cell will consist of all essential resources such
as – Pool of trainers on different subjects, Training Materials, Schedules and modules for
different trainings programmes. The resource cell will also be responsible for designing
of schedules and modules for need based training programmes.
Modules and materials to be prepared/customized
SMIB domain had designed different types of modules and materials initially with its
partner organization SERP. Later with the passage of time it had designed different
types of modules & training materials from its experience by keeping local context in
view and also made necessary corrections as and when required. For FY 19-20 all
training materials will be reviewed at periodic intervalsand will be organized that will be
kept with the resource cell. Also new training modules including learning videos to
impart training at grass root level will be developed in coming FY.
Establishment of Training centers that are managed by CBOs
(CLFs/BLFs/District federations)
To create enabling environment for the training and capacity building activities after
implementation of two years of SRLM and based on experience project has decided the
community is the based trainer for the community. This is cross learning experience
which has more effective than other methods. Till date JSLPS has 6 functional
Community Managed Training Centres at cluster level in 6 different districts. In coming
FY we had planned to set-up additional 18 CMTCs in remaining 18 different districts.
Training calendar for Community Institutions and Community Cadres
JSLPS SM&IB domain believes in bottom-up approach and has its DMMU level training
calendar for every district that is prepared by DM-SMIBs with the help of BPMs & PRPs
from all functional blocks of districts. The training calendar consists of different sets of
trainings for institutions, cadres, staffs and other stakeholders that are to be organized
in different months in a FY. Similarly SMMU prepares its own training calendar which
basically focuses on cadre development, refresher training of developed cadres, and BLF
OBs, exposure and immersion plan for cadres, staffs and stakeholders etc. The coming
FY 18-19 will be basically focused on Capacity Building and SMIB will focus on Micro &
Macro capacity building plan to strengthen the institutions and their cadres.

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 Policy for hiring the services of SRP, DRP and BRP
SMIB team has a dedicated pool of resource trainers at State level so called “State
Resource Person” basically in two expertise domain – federation & Bookkeeping.
Further we have pool of trainers at district level “District Resource Person” and at block
level “Block Resource Person”. And a resource fee policy is there for payment to these
resource persons on per day basis for hiring their services.

Financial Inclusion – Plan for 2019-20

Key Learning (FY 2018-19):
 SHGs-Credit linkage is one of the important interventions under NRLM in Jharkhand. It is
experienced to focus SHGs-Credit linkage right from quarter-1 (Block wise, Branch wise,
District wise) to meet the credit need of SHGs members in time as well as achieve the
target.
 It is observed that SHGs-Credit linkage get accelerated in the Districts where regular
review and support has been made by DCs and DDCs.
 In certain Blocks there are cases of less withdrawal by SHGs of the sanctioned amount
by Banks. This is an area of concern and strategies need to be developed and adopted to
augment their credit withdrawal and absorption capacity in the coming years.
 Regular discussion and review on SHGs-Credit linkage management (withdrawal,
repayment, overdue amount, Non-PerformingAssets (NPAs), etc. need to be focused
regularly along with SHGs-Credit linkage from quarter-1.
 Intervention of engaging SHG members as Business Correspondent (BC)Agents/Sakhis
and involving existing BC Agents in providing transactions and other financial services to
SHGs, members, VOs, CLFs and rural community members proved beneficial and win-
win situation for both community as well as banks. This intervention need to be scaled
up.
 It has been ardently felt that accidental, life and health insurance and its settlement
need to be rolled out in all intensive blocks to protect poor households from
risk/vulnerability. Further, there is emerging need to cover asset insurance of SHGs
members.
 Developing village/cluster/block/district/state level good quality community
trainers/master trainers, cadres and their proper monitoring helped in delivering quality
inputs and capacity building of SHG members. Developing, strengthening, monitoring
and sustaining large number of quality community cadres and trainers/master trainers is
one of the challenges and urgent requirement for scaling up and deepening the
initiatives taken up as well as introducing certain new initiatives under financial
Inclusion. On an average four to six community trainers are being developed per cluster
(12 to 20 per block). Bank Sakhis are being placed in all bank branches of intensive
blocks. Similarly, more than 600 SHG members engaged as BC Agents/Sakhis and around
500 existing BC Agents have been involved in providing doorstep financial services to
SHGs, VOs, CLFs, members and community as a whole.

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  It is being persistently felt to create a specialized Institution at this level to accelerate
SHGs lending and Financial Inclusion under DAY-NRLM in Jharkhand.
 It is felt that focus should be given to develop/adopt effective and innovative
communication materials, tools and mechanisms for ensuring quality with scale.
 Regular orientation and exposure visits of bankers (in SHGs/VOs/CLFs/CBRM
meetings/within State/outside State) resulted positively in creating enabling
environment for opening of saving bank account, SHGs-credit linkage and accessing
other financial services. These needs to be further continued and strengthened for
building better relationship of SHGs/VOs/CLFs with banks.
 It is being realized intensely that regularization of SLBC sub-committee meeting on
SHGs-bank linkage and DCC meeting is important for resolving issues related to SHGs-
bank linkage and mainstreaming it in the State.
 Hiring of retired bankers as Consultants–Financial Inclusion helped in sensitizing
bankers, regularizing DCC meeting, accelerating opening of saving bank account of SHGs
and creating enabling environment for SHGs-Credit linkage and other financial services.
 Hiring of Consultants–Alternative Banking Services (ABS) supported in implementing and
developing better understanding on how BC/CSP network of banks can help SHGs,
members and rural community easy access of financial services at doorsteps.

Key strategies and activities in the FY 2019-20:

 I. Increasing credit absorption/investment capacity at household level and

its management

i. Fund mobilization (from Bank) for 50 to 70per cent of all 9-months old SHGs in each
Block (1st,2nd,3rd, 4th, 5th.linkage).
ii. Focus is to strengthen and standardizing Community Based Recovery Mechanism
(CBRM) in all Bank branches where there is possibility of Saving Bank A/c opening of
SHGs.
iii. Imparting Financial Literacy training to all SHGs members and family members
(twice to thrice in a year) through various means (face to face training, at BC points /
Bank branches, in RSETIs, involving FLCs, monthly discussion at VO/CLF level, digital
means, Radio, etc. )
iv. Exposure visits of SHG members to places where the ticket size of credit absorption
is higher.
v. Focus on Bank-Credit linkage management: It includes
a. withdrawal of at least 75 % of sanctioned amount
b. overdue amount should be Zero
c. NPA percentage less than 1 %
d. NPA free Villages and Bank Branches, etc.
vi. Regular Bankers, JSLPS staffs immersion and orientation.
vii. Hiring of bankers as Consultants in each District.

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  II. Expanding the network of Business Correspondents and building
doorstep banking facility through Digital channels

i. Involving BC Sakhies/Agents (SHG members as well as existing BC Agents) for

providing doorstep financial service delivery in all operational villages (one BC Sakhi/
Agent in each panchayat) – covering 90 % SHGs and its members.
ii. Promote digital transaction in market locations in NRETP intervention 50 blocks.
iii. Digitizing financial transactions between Members-SHG-VO-CLF within model CLF

 III. Extending social security protection to SHG members

i. Enrolling 80 to 90 % SHG members and at least 50 % spouses under PMSBY in all
Blocks.
ii. Enrolling at least 30% SHG members and at least 30 % spouses under PMJJY in all
Blocks.
iii. Enrolling SHG members under health insurance, APY (Atal Pension Yojna) and asset
insurance (crop/livestock) in each District.
iv. Hiring of Technical Support Agency/ies and Consultants for system setting.

 IV. Financing enterprises and Producer Companies/FPOs

i. Financing of individual eligible enterprisesin each District.
ii. Financing eligible Producers Groups in each District.
iii. Hiring of Technical Support Agency/ies and Consultants for system setting.

 V. Developing, strengthening, monitoring and sustaining required number
of quality community cadres, trainers/master trainers and its management

i. Developing and grooming 4 to 6 community trainers per cluster (12 to 20 per block).
ii. Placing, grooming and monitoring of Bank Sakhis in all bank branches where there is
possibility of opening saving bank accounts of SHGs.
iii. Developing and grooming district level master trainers (10 to 15 for each district)
and state level masters trainers (around 50 in number).
iv. Integrating/ Involving all BC Sakhies/Agents as trainers/resource persons/cadres in
almost all interventions/activities related to Banks.

 (VI) Standardizing &universalizing MCP preparation andstrengthening CIF

management at VO and CLF level
i. Ensuring discussion, preparation, consolidation and follow up of MCP in each VO and
CLF by all SHGs at least once in a year.
ii. Introduction of IT/software based CIF management in model CLFs with the support
from Technical Support Agency/ies and Consultants for system setting.

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  (VII) Developing effective communication materials, tools and techniques
for strengthening financial services delivery in rural areas
i. Improving existing training and capacity design, materials, tools and techniques
used.
ii. Developing digital and audio-visual means of communication materials.
iii. Focus will be on developing communication materials in local languages.
iv. Focus should be to adopt innovative, cost effective, to cover large number of people,
community friendly and stakeholders’ friendly ways of communication.

(VIII). Establishment of Specialized Institution for accelerating SHGs

lending and Financial Inclusion
A specialized Institution is required at this level to accelerate SHGs lending and Financial
Inclusion under DAY-NRLM. Role of this Institution could be -
(i) aggregation of insurance and pension products (ii) anchor Business Correspondents
or act as Corporate BCs to banks (iii) managing credit portfolio of banks (iv) managing
Credit Portfolio of federations (v) underwriting of credit on behalf of Federations (vi)
rating of Federations of SHGs (vii) anchor initiatives on financial literacy, training of
credit counselors (viii) directly offer specific financial products, otherwise not available
off-the-shelf. A dedicated, suitable and efficient professional team will be hired to run
the Institution.To establish the Specialized Institution Technical Support Agency/ies and
Consultants for system setting will be hired.

Farm Livelihoods
Strategies and Key Activities for Promotion of Livelihoods-Farm:
2019-20
In Jharkhand, under DAY-NRLM, Sakhi Mandals have been formed across 260 blocks. Besides
institution like Sakhi Mandal,higher level institutions like Village Organizations and Cluster Level
Federations are now in place. But, in order to promote business entity Producer groups, later
Producer Enterprises will be the pivotal point as far as collectivization of produce and producers
is concerned. In the whole favourable ecosystem for collectivization and their disposal to the
market the social cadres in the form of Ajeevika Krishak Mitra and Ajeevika Pashu Sakhi will
play vigorous role.

a. Livelihoods situation analysis of the state

Agriculture and livestock related activities are the primary source of income of the rural
household. It’s not only the size of land but also the altitude (low, medium and high land) and
the availability of irrigation matters in ensuring livelihood security. Though, about 82 percent of
the households have agricultural land only 37 percent of them are irrigated.

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Jharkhand, being state with agriculture based economy is having underneath land Profile –
 Geographical Area = 79.70 Lakh Ha
 Cultivable Area = 38 Lakh Ha
 Net Shown Area = 25-26 Lakh Ha
 Annual Rainfall = 1300 mm( Normal)
 Total Irrigated Area = 3.007 Lakh Ha (12%)
 Cropping Intensity = 126%

As far as cattle population of Jharkhand is concerned, According to the 17th livestock census,
2003, the livestock in the State is as under: - Cattle. - 7658721 Buffaloes - 1343494 Sheep -
679929 Goat - 5031016 Pig - 1107930 Poultry – 14429279. The rural household traditionally
rear small ruminants such as backyard poultry and is the supplementary source of income for
them.

There are three agro-climatic zone namely Sub Zone IV, Sub Zone V and Sub Zone VI fall in the
state of Jharkhand, with characteristics of uneven distribution of rainfall, Undulated
topography, Low water holding capacity of Land etc. The state have major Crops such as paddy,
Wheat, Maize, Pulse, Oilseed and Horticulture crops.

Jharkhand has underneath issues pertaining to agriculture and livestock scenario.

 Run off loss and soil erosion and Low level of irrigation.
 Mono Cropping.
 Cultivation of waste land.
 Lack of Organized marketing facilities.
 Soil Acidity and poor soil condition.
 Increase in kharif area/area expansion-Coverage of fallow land, increase in
pulses, oil seed and coarse cereals area.
 Inadequate seed.
 Low Farm mechanization.
 Low credit/insurance.
 Poor infrastructure for post-harvest and value addition.
 Lack of extension services related to health particularly for small ruminant.

b. Existing livelihoods portfolio of the SRLM

Currently, Jharkhand SRLM is closely working with 461785 rural HH mainly on SCI/agriculture
and 85352 HH in vegetable and in the field of livestock particularly on goatry and back yard
poultry etc. The social capital, 4915 Ajeevika Krishak Mitra and 2733 Ajeevika Pashu Sakhi are at
forefront to render services to the rural household in the field of agriculture and livestock.

The livelihood portfolio has been expanded through establishment of 8 Ajeevika Sansadhan
Kendra (ASK) in different location that has been the focal point of umbrella institutions of all
AKMs and APS. ASK, has been instrumental in –
 Input supply
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  Capacity building of cadre and farmers.
 Site for exposure Visit.
 Providing institutional back-up to cadres
The establishment of 297 Producer’s Group has been the initiative during last FY to initiate the
process of aggregation of produce to dispose the produce with better price realization.
The initiative towards, development of organic farming started with the initial identification of
17 organic cluster and regional council SIMFED is now onboard to gear up the process of PGS
certification. Also the livelihood farm related intervention of SRLM has been graduated with the
convergence related activities with Agriculture, Animal Husbandry and Cooperative
Department. The details are as follows –

Activity Beneficiary /family Listed

Papaya Nursery 102 (No.)

Papaya plantation 9.5 Lakhs

Munga Plantation 6.2 Lakhs

Goatry (4F + 1 M) with 100% Subsidy 21929 HH

Duckry (15 Ducklings) with 90% Subsidy 32679 HH

Piggery (4F + 2 M) with 50% Subsidy 22856 HH

Poultry (50 Birds) with 90% Subsidy 3125 HH

Farm Mechanization (Sub Mission Agril. 537

Mechanization)

c. Strategy for universalization of livelihood in the State

During FY 2019-20, it is already, strategized that universalization approach will be used to have
coverage of HH mentioned below -
Activities Plan/Target
Total Districts to be covered 24
Total Blocks to be covered 138
Total HH to be covered 800840
HH covered through SRI/SCI 400420
HH covered through vegetable 120126
HH covered through Goatry 240252
HH covered through Back Yard Poultry 40042
Ajeevika Krishak Mitra to be nurtured 10411
Ajeevika Pashu Sakhi to be nurtured 5606

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Focus shall be on development of cadre and their nurturing for expanding the technology in
cluster approach

d. Outreach achieved during 2018-19 (till December 2018)

During FY 2019-20, 24 district along with 138 potential blocks will be covered will be covered.
Total of 520546 HH will be covered under agriculture and vegetable cultivation and total of
280294 HH will be covered under livestock intervention particularly on goatry and back yard
poultry.

Activity Beneficiary
/Achievements
Total Districts to be covered 24
Total Blocks to be covered 138
Total villages to be covered livelihood Farm intervention 17872
HH coverage through SRI and vegetable 400420
HH coverage through Livestock intervention 280292
Total No of Ajeevika Krishak Mitra 10400
Total No of Ajeevika Pashu Sakhi 5606

Strategy / Interventions proposed for 2019-20 including Organic

farming.
 1. Deployment of dedicated manpower for livelihood Farm in Blocks:
In the current year FY 2018-19, 276 FTCs are is planned to place in 138 Blocks, 24
additional YPs, DLMs in all the district and 24 GRC Coordinator. In order to expand
organic farming 2 staffs shall be engaged at state level and cluster level (@4 per block)
and block level staff (@1per block) to expand organic farming. Program Manager for
organic cluster shall be involved for expanding the activity. Veterinary Convergence
activity has increased in in order to support the program as well a convergence a full
time state level veterinary person shall be engaged. Further as marketing intervention
has increased a marketing person shall be engaged.

2. Capacity Building of Staff, Institution &cadres:

The capacity building during FY 2018-19 is planned to deploy staff assisting institution
particularly Ajeevika Sansadhan Kendra (ASK), VO sub-committee on livelihood and
cadres like Ajeevika Krishak Mitra (AKM)and Ajeevika Pashu Sakhi (APS). State Resource
Person shall be engaged for grooming of Livelihood cadres. Agency shall be engaged for
capacity building of cadres.

3. System of Crop Intensification (SCI):

Till date, 461785 HH was covered under the intervention, further during FY 2019-20, it is
planned to cover additional 400420 HH.

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 Key Strategies
 AKM identification and training of AKM will be the prime focus. These AKMs are
either members of SHG or practicing farmers, vetted by VO. AKMs are being
supported on task based assignment from the project.
 The AKM would be supporting in demonstration, training and day to day
monitoring.
 The AKM were able to support 50-60 farmers per village on an average and they
have been given option to support up to 100 farmers per season, similar
numbers for other seasons also.
 The farmers willing to get support need to get registered by the AKM and
registration fee of Rs.50/- need to be deposited in VO. Generally, the SHG
members are involved and AKM are involved in the registration process and the
amount collected is being deposited in VO/nodal SHG, in specific cases they are
depositing in their own SHGs.
 Similarly APS shall also be working with farmers and supporting 50-100 farmers.
 ASK (Ajeevika Sansadhan Kendra) shall be established to work on PE mode.
 Vegetable marketing shall be promoted with support of cadres and PE
 Financing shall be promoted for doing activity on business model

4. Promotion of vegetable cultivation / Kitchen garden

The promotion of vegetable cultivation during FY 2019-20 is planned with around
120126 farmers.

5. Goat based livelihood intervention along with backyard poultry and duckery
The goat rearing related livelihood interventions is being institutionalized through
community resource center encapsulated as Aajeevika Pashu Sakhi. These pashu sakhis
are being trained and capacitated to support SHG members. During the FY 2019-20, it is
planned to groom 5606 APS. It is planned to intervene with 240252 HH through goatry
intervention. In order to expand the backyard poultry and duckery, JSLPS planning to
engage with 40042.

Capacity building of APS and CLM on different themes i.e. goat, insurance, herbal
medicine, poultry, piggery and duckery would be provided in systematic manner
through the support of Animal Husbandry department, GoJ and Galvmed.

Further, if the SHG members are ready to take up these intervention evolving through
livelihood microplanning, livelihood CIF shall be provided to PG formed for goat rearing
or Agriculture.

6. Community Managed Sustainable Agriculture:

Community Managed Sustainable Agriculture (CMSA) has been piloted with the support
of SERP. Seeing the satisfactory result we would like to consolidate in existing block and
expand the intervention in newer blocks with specific strategy.

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 Under the ultra-poor strategy of CMSA the following activities are proposed
a. The existing or new community livelihoods resource persons /AKM (@two in
each village) would be placed.
b. VO sub-committee on livelihoods would be formed and nurtured. Committee
will be equipped with agriculture tools and implements using the infrastructure
development fund.
c. Common facility centres would be developed in selected blocks.
d. Focus would be on ultra-poor to bring them in the agriculture fold and provide
them with proven package of practices.

7. Identification of organic cluster and further intervention

Organic clusters would identified around blocks where, potential of livelihood farm
activities and existence of community cadre (AKM & APS) and CMSA round has been
conducted. It is planned to identify around 75 organic cluster.Further, 24 NPM shop is
proposed in the blocks where, organic cluster will be established. SIMFED technical
agency has been engaged for supporting in PGS system.

8. Promotion of institution
It is planned to identify and nurture the institution in the operational area –

a. Ajeevika Sansadhan Kendra (ASK) –

During the year 2019-20 the focus would be on goat, backyard poultry and
duckery based livelihood intervention and emphasis would be on the
establishment of Resource Centre named as “Aajeevika Sansadhan Kendra” and
its operationalization in blocks. Those blocks which are in the 3rd year of
intervention where VOs have been established and AKM and APS are functional
ASKs are intended to be developed. It is planned to establish 10 additional ASKs
in the FY 2019-20. Additionally, these ASK would be developed as business entity
as chick hardening center (for 25 days old chick).
b. Producer’s Group/producer’s Company –
To ensure the collectivization of agriculture produce and to ensure price
realization, it is planned to develop and nurture around 250 producer’s group
and around 6 producer’s company.Further, PG/PC will be developed as business
entity as chick hardening center (for 60 days old chick). It is planned to develop
12 Chick hardening center of 10 Units with unit cost of Rs. 150,000.Payment of
cadres would be channelized through identified PG/PG/ASK of that block. It is
proposed to provide livelihood fund 1.5 lakh to promising PG to approximately
250 PG
c. Community Hiring Centre –
In Jharkhand, 537 CHCs has been established through the Sub-Mission
Agriculture Mechanization (SMAM) scheme of Agriculture, Animal Husbandry
and Cooperative Development. It is planned to strengthen existing CHCs during
2019-20.

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 9. Development/nurturing of cadres pertaining to livelihood Farm and Extending
support to other State through external CRPs.
The community cadre like Ajeevika Krishak Mitra and Ajeevika Pashu Sakhi will be
nurtured in the operational area, further nurturing of AKM/APA would be done in
targeted 138 blocks.576 units of LHCRP kit is proposed to spread-out the services of
AKM/APS to ensure the CMSA activities.We have been engaged in goatry promotion in
Bihar in two blocks which needs to be further supported for 2 years to establish the
model in Bihar.

10. Amendments/ finalization of policies/protocol.

In order to ensure the effective grounding of the livelihood intervention, as per the
ardent and emerged needs amendment and finalization of policies related to cadres and
institution and protocol would be undertaken. For timely payment to cadre PG/PC/ASK
shall be involved and budgeting shall be done for advance payment to cadres.

11. Documentation & IEC development

In order to ensure the enabling environment for livelihood intervention, documentation
of best practices is planned. The development of IEC material related to Package of
Practice (PoP) of various crops is planned. Further, for mass dissemination procurement
of 576 Pico Projector/Mobile /tablet is planned which shall be used by AKM/APS for
dissemination of technology.

12. Partnership & Development of SRPs

It is planned to have more technical support, the assistance of technical agencies like –
IGS, ASA, BKSL (under special Fund assisted projects) and NSO PRADAN. At the same
time, nurturing of 100 State Resource Person is planned.

13. Training and Capacity Building Plan

Capacity building at three levels
o SHG level/community members
o AKM level/ CRPs i.e. community cadre
o VO/livelihood sub -committee level
The technical agencies, NRPs/SRPs and NSO were involved in the resource blocks and
intensive blocks for supporting trainings and handhold new and old AKMs.

The primary support systems that are being envisaged during the current year from
technical agency are:
 Training of identified and new AKM, Sr. AKM,
 Training on promotion of institutions, Producer Group formation and
functioning,
 Supporting livelihood sub-committee formation under the VO,
 Development of community based agriculture support services,
 Productivity enhancement in SCI,

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  Expansion of NADEP, Organic extract preparation and following sustainable
agriculture practices,
 Functioning of community facility centres,
 Collective Marketing with PG (input and output).

14. Human Resource Status and Plan for 2019-20 for farm livelihoods
interventions
In the current year FY 2018-19, 276 FTCs are is planned to place in 138 Blocks, 24
additional YPs, DLMs in all the district and 24 GRC Coordinator. In order to expand
organic farming 2 staffs shall be engaged at state level and cluster level (@4 per block)
and block level staff (@1per block) to expand organic farming. Veterinary Convergence
activity has increased in in order to support the program as well a convergence a full
time one veterinary person shall be engaged. Further as marketing intervention has
increased one marketing person shall be engaged.
15. Implementation Plan
The project has developed cadres and it is intended to do TOT of the cadres and expand
the number of cadre required with the support of existing cadres. Further capacity
building and training shall be supported to cadres and staffs deployed. A collaboration
with BLF is proposed to provide training to field staffs on livelihood intervention.
Livelihood drive:
A team of two AKM and Two APS with round of 15 days have demonstrated a good
result during last year and it is intended to expand this modalities to newer areas with
their support.
Implementation Plan: PRADAN/ Partner Agencies shall be engaged to expand livelihood
planning and implementation in the field. It is proposed to work in value chain model.
The support shall be in nurturing the cadres and working on cluster approach of
enhancing production of agriculture/veterinary.
16. Convergence Plan for farm livelihoods
It is planned to tap the resources and benefits through convergence scheme
especiallywith MGNREGA, Agriculture, AHD and Cooperative Department. Further
schemes of other projects JICA, PMKSY shall be trapped for the benefit of the mahila
kissan
17. Key output indicators for 2019-20
The key indicators are as listed below

Activities Output Indicator

Total Districts to be covered 24
Total Blocks to be covered 138
Total HH to be covered 800840
HH covered through SRI/SCI 400420

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HH covered through vegetable 120126
HH covered through Goatry 240252
HH covered through Back Yard Poultry 40042
Ajeevika Krishak Mitra to be nurtured 10411
Ajeevika Pashu Sakhi to be nurtured 5606
Ajeevika Sansadhan Kendra (additional) 10
Organic Cluster Identification 75

Non-Farm Livelihoods: Promotion of Non-farm

enterprises in FY 2019-20
Objectives
 To create an ecosystem conducive for the growth and development of growth-micro
enterprises having cascading effect on rural employment by generating an environment
positive towards entrepreneurship through individual, collective and cluster based
initiatives.
• Recognizing that the women entrepreneurship in nonfarm sector has huge potential to
employ a large number of people resulting in appreciable improvement in their
livelihoods on a sustainable basis, the project will primary focus on women-owned and
women-led enterprises.

Current Situation
Key points from the Jharkhand SRLM pertaining to Nonfarm sector, including SVEP:
• Internal assessment reflects 16% of HHs aspire to undertake Non-Farm Livelihood
• Currently, 80,000 MEs have been supported under NRLM
• There are 12 SVEP blocks and additionally Detailed Project Report ( DPRs)
preparation of 3 new blocks is under process
• Average CEF loan sanctioned under SVEP is Rs. 50,000/-
• DPR reflects on an average 1000 additional MEs to be supported per block.
• As of now the SVEP has supported around 2020 individual enterprises. It is expected
that this 60% of the target for the FY 2018-19 would be achieved by March 2019.

Area of Coverage: In the FY 19-20 nonfarm activity will be scaled up to total of 44

blocks. These blocks would be additional to existing 15 SVEP blocks. JSLPS would build
on the learning from SVEP to scale up its non-farm interventions. The same strategies
would be followed in as previously articulated in NRETP.

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SI, SD, FNHW, Gender, SD, Convergence, Innovation-
Partnership
JSLPS believes that the poverty is multidimensional and it requires multi-pronged approach and
multifaceted interventions to address it. While social mobilization, livelihood development and
Financial Inclusion are important, Social Development helps the other domain in reaching out
to unreached, marginalized and vulnerable. Secondly, it also provides the equity lens for
gender, socio-economic, PwDs, elderly and others. Thirdly, at one end while it provides focus
and perspective to the mission staff, it also helps the community in raising their rightful
demand for their rights and entitlements from not only DAY-NRLM but also from various other
service providers and line departments.

Objectives:
Social Development domain of Jharkhand SRLM is visualizing following things to achieve by the
end of financial year 2018-19
1. To reach out to every village of 18 districts where VO has been formed as on 31 st
December 2018 and the SD personnel to be placed. In these villages, the major task
would be to identify the most vulnerable families for adopting a targeted approach
under DAY-NRLM. Major focus would be to facilitate such vulnerable families to come
out of poverty condition by adopting VRPE process.
2. To capture the entitlement status of each vulnerable member of SHGs, formed under
DAY-NRLM and to facilitate to get their entitlement. The domain will establish a system
to track the entitlement status of every such eligible family.
3. To reach out to all those women and men who have been branded as ‘witch’ by their
society. The domain will strive to ensure their rights and entitlements. By the end of the
year the domain intends to form a network of such victims at block, district and state
level and to strengthen these networks, eventually to fight to eradicate this evil out of
Jharkhand perpetually.
4. The domain also intends to work on the issue of Child Protection and set up rural
women to take care of their children against evils like trafficking, child marriage, early
pregnancy and malnourishment.
5. The SD Domain will engage with 7,989 PVTG households in 343 hamlets of 6 selected
districts under innovation fund of MoRD called ‘Udaan’ project for the comprehensive
development by the end of FY 2019-20.
6. To establish a proper entitlement and grievance dashboard system for every targeted
households in the state.
7. To provide solution for issues related to drinking water among 3000 PVTG families in the
state.

a. Witch Hunting Prevention Campaign: This campaign was launched in May 2017 with the
mission to eliminate the malpractice of witch hunting from the state of Jharkhand. Today the
campaign has covered 344 affected villages spread over 11 Blocks of 5 most affected districts of
Jharkhand and have identified a total 661 victims of this evil practice. Case of these victims

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were presented in the respective block level public hearing without revealing the identity of any
of the victims to the public.
I. In the coming year the campaign will be up scaled in 800 villages spread in 30 blocks
of 8 most affected districts of Jharkhand.
II. Block level Hearing followed by district and state level hearing will be organised.
III. The state level hearing will also have the aim to strengthen the state rule to enforce
the ‘Prevention of Witch (Daain) Practices Act, 2001’ of the state.
IV. Along with the identification of the victims of the malpractice the SD domain would
also aim to form 30 block level network, 8 district level network and one state level
network of the Witch Hunt Survivors. The network will take actions towards
ensuring the rights and entitlements of the survivors in the entire state and will also
play an active role for generating awareness against this malpractice.
V. There will be a dedicated project from MoRD under innovation fund for the
comprehensive development of the identified survivors through this process.

b. Vulnerability Reduction Planning Exercise (VRPE) Cum Entitlement Drive:

I. Vulnerability Reduction Planning Exercise is a 7 day drive of a VO. This includes
Social Mapping, Entitlement status, Vulnerability Mapping, SECC verification,
Institutional survey, Village level Problem pair matrix, individual VRPE and Village
level VRPE. On the seventh day a Gram Sabha takes place for vetting the
Vulnerability Reduction Plan, verified SECC Data and Entitlement Status. The VRPE
would be conducted in 1500 VOs which is about 2 year old or have been given VRF.
II. Entitlement Drive includes everything except Individual VRPE. This will be done in
the rest of 1000 villages.
III. The VRPE cum Entitlement Drive would be conducted with the help of 10 SRPs, 700
BRPs and 4000 VRPs in phased manner. Resource persons of every level will be
trained on VRPE with the help of NRPs.

c. Issues of Child Protection and Child Care including Anti Human Trafficking, Child
labour and Child Marriage.
I. 100 member campaigning team would be given technical training on
organizingcampaign against Human Trafficking, Child Marriages and Child Labour in
840 villages of 16 Blocks of 7 Districts.
II. Public hearingprocess will be organised after the completion of the campaign in the
target villages at the respective panchayat, block and district level. Quarterly
consultation meeting might be taken place with the ICPS officials, DLSA functionaries
and CSOs.
III. Through the campaign VO members, PRI members, teachers and School Children
would be made aware about social and legal aspects of HT, CL and CM.

d. Mainstreaming Gender:In order to communicate the gender and social development

issues it is important to have one Gender/Social Development Point Person in every SHG. In this
financial year the broad strategies for engaging in this cross-cutting issue is
I. Strengthening SAC at VO and CLF level: A block resource person would be attached to
every VO who could facilitate the EC-1 meeting of VO to help the SAC present the
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 social issues which had emerged from SHGs. Similarly, all these BRPs would also be
present at the CLF meeting to facilitate the social issues of higher order. Empaneled
State Resource Persons would facilitate the CLF meeting.
II. Strengthening Legal Aid Clinics: The JSLPS would also build the capacities of SAC
members on the legal issues with the help of Legal Aid Clinics of the 250 GPs.
III. Strengthening GP, Block and District Coordination meeting: the issues raised in the
VO level will be raised in the Gram Sabha followed by GP coordination meeting.
Similarly, the minutes of the GP Coordination meetings would be shared in the Block
Coordination meeting. Eventually, the minutes of the Block coordination meetings
would be shared in the district coordination meeting. In all the coordination meetings
the gender issues would be raised and escalated for better impact.
IV. Family Counselling Centre: A family counselling day would be organised once in every
quarter wherein the families who would be identified as in need of the counselling
service would be served.The family would be identified through WHPC, VRPE, etc.

e. Vulnerability Reduction Fund:About 2000 VOs would be given the first instalment of VRF
in the year 2019-20.Total Rs. 2000 Lakhs has been earmarked for the VRF for the year.

f. Implementation of Forest Right Act, 2006:It is proposed to intervene on FRA in

Jharkhand in 2019 considering the need to build on the momentum generated in the past few
month and considering the continued challenges facing FRA implementation in the State
especially regarding recognition of CFR rights. Some specific strategies in this regard would be:

g. GIS- Enabled Entitlement Tracking (GEET): Under the MoRD-UNDP project "Governance
and Accelerated Livelihoods Support" (GOALS), UNDP in consultation with the Ministry of Rural
Development is developing a GIS- Enabled Entitlement Tracking (GEET) system. The system will
help the households, community institutions, local governments and the administration to track
progress of delivery of entitlements and benefits under various government schemes.

h. Partnership Programmes/Projects, if any (Partnership with NROs, NSOs, non-financial

partnership with other technical agencies, etc.)
 JSLPS is going for a non-financial partnership with Transforming Rural India Foundation
(TRIF) for the comprehensive development of 10 targeted blocks under the
Transforming Aspirational Districts Programme (TADP) for three years. The ambitious
TADP launched by the Hon’ble Prime Minister recently focuses on impacting the
selected indicators around Health, Nutrition, Education, Agriculture, Skill Development,
Financial Inclusion and basic infrastructural amenities. The 49 composite index has
several indicators which have components of ‘practice adoption’ and ‘last mile service
delivery’ that requires extensive engagement and participation of the community. Based
on the need of the programme and the Hon’ble PM’s call for triggering a ‘peoples’
movement’ for achieving the goal of the programme, JSLPS plans to take up 10 intensive
blocks in 10 districts to demonstrate it which may be finalized after a field level
assessment with respect to the social mobilization & institution building and other
defined developmental indicators

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i. Flexi-fund: a scope of flexi fund of Rs. 10 lakh is kept to meet out the cost of any innovative
project/intervention which might emerge during the course of the proposed financial year.

Human Resource requirement for carrying out SD interventions in
the FY 2019-20
 The domain would require 18 District Mangers-SD: Currently the domain has three
District level consultants only and we require a dedicated pool of professionals who can
deliver the domain activities at district level. Without any project staff the domain may
not be able to deliver what it is committed to.
 YP SD: The domain would require 54 YPs to be placed in its 54 most intensive blocks for
the year 2019-2020. Currently the domain has only 7 YPs.
 Empanelment of State Resource Persons: The domain would require 10 SRPs who
would be engaged throughout the year to support and guide BRPs.
 Empanelment of BRPs: The Domain would require 700 BRPs to be empaneled for the
year 2019-20. These BRPs would be trained on Gender, VRPE and other SD activities.The
BRPs are to be hired on daily basis to handhold and support SAC members and other
Village Resource Persons (VRPs)
 SECC Cell: MIS Coordinator and Master Trainer Facilitator of SECC cell would be
supported under the SD Domain in NRLM.

Plan of Action Food, Nutrition, Health and WASH

 Need:
Poverty has a direct co relationship with Food, Nutrition, Health and WASH. There is a very
strong empirical evidence to suggest that without substantial social and economic investments
in health, nutrition, building knowledge on dietary diversification, people would not be able to
come out of the cusp of poverty and would lag behind in the productivity index and the social
capital would not be harnessed optimally. Thus through inputs at the women’s collectives and
interventions focused on women, adolescents and children, the out of pocket expenditure in
times of hospitalization is meant to be reduced and morbidity and mortality of families
decreased, by effective interventions.
 Inputs and Interventions:
1. Capacity building on all aspects of health, nutrition and WASH amongst members of all
matured VOs/ SHGs.
2. Promotion of nutrition security at the rural households, all through the year, by the
development of kitchen gardens in the backyard of families by through convergence
with other departments. Support in the access of health care, nutrition access, by
making services and entitlements demand driven, and community focused, especially on
Village Health and Nutrition Days (VHND).
3. Assist in the access of entitlements of government schemes and programmes like Janani
Suraksha Yojana (JSY), Janani Sishu Suraksha Karyakram(JSSK), routine immunization
(RI), Ayushman Bharat through awareness generation on the features of the different
programmes and schemes.

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 4. Aid in the access to Take Home Ration ( THR) , Mid-Day Meal( MDM), Hot Cooked
Meal( HCM) from ICDS centers, and Public Distribution System ( PDS) by raising the
awareness on rights and entitlements of the community.
5. Develop and disseminate IEC material for greater comprehension on health, nutrition
and WASH services, entitlements etc.
6. Address the behavioral issues related to WASH services by different communication
strategies.
 Resources Available:
1. Samuh Varta: A flip book encompassing all the critical components of maternal child,
child health, immunization etc.
2. Community Videos and IEC materials on IYCN (Infant and Young Child Nutrition), SBM-,
Agri- nutrition, exclusive breast feeding and others.
3. Pool of master trainers, at State district level, district level and sub district levels.

Activities/ Interventions Numbers Remarks

Training of all the VOs which are
more than two years old (mature
VOs) across the 24 districts of
Jharkhand.
Content development
(communication materials) for
greater comprehension on health,
nutrition and WASH services.
Drive for access to entitlements on
health , nutrition and WASH issues
Kitchen garden promotion through
convergence
8000 The VOs would be trained in
access to health, nutrition WASH
services, maternal, child health,
immunization anemia and other
themes.
Prototype to be developed for Posters, flip charts, wall writing,
printing and circulation purposes. street corner plays
All 1 year old VOs community One community drive per quarter
drives per district with VO members
12500 Convergence initiative for
nutrition security at the
household’s levels.

 HR Required to rollout FNHW-

1. Program Manager ( FNHW ) – Who will be responsible to roll-out the FNHW activities in
state (including NRETP )
 Regional Consultants -5
 YPs -10

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SYSTEMS (KMC, HR&PMS, PROCUREMENT, MIS, M&E)
The core objective of KMC is to set the effective system of communications, IEC, branding and
overall documentation. What is more, it also includes community awareness by providing
forums and resources for developing a knowledge network around general and best practices
for sharing their benefits. The component of communication is significant for shaping the
perceptions and generating awareness among all stakeholders.

Most importantly, it has the potential to effectively address the "information poverty" that is
no lesser problem than the "income poverty" in the developing world. Notably, both are
connected to a large extent.

 Review of Progress of AAP 2018-19

Key Activities Proposed and Implemented

Governance & Accountability- Handled the RTIs and ensured their timely reply.Capacity
building on Communications and Photography.

Community Journalists– About 100 Community Journalists were methodically trained.

Three dedicated pages for JSLPS initiatives in Panchayatnama and a 16 page Aajeevika
Connection are creating great visibility and excitement amongst the stakeholders and
the community.

Designing of various products– Based on the requirements, various IEC materials, such
as leaflets, pamphlets, brochures, posters, banners, standees, etc. were designed and
developed from time to time.

Video-documentation- Video-documentation of best practices, success stories, various

events and workshops was meticulously done.

Street-plays– As per the demands from the field and specific domains, more than 500
street plays were organized in the financial year for creating awareness on SHG
formation, SBM-G, witch-hunting, AHT and other issues. It included the street plays
performed at various events as well.

Repository of knowledge products- Photo and Video Banks of various important events,
trainings and programmes have been developed. Most of the videos are available on
JSLPS's YouTube page.

New Year Collaterals– Covering the overall activities falling under the mandate of JSLPS,
the content for Diary, Table and Wall calendars were magnificently developed; these
were also published and distributed on time.

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 Publication– E-bulletin (an English edition), which is a monthly publication of JSLPS has
been circulated in time. Panchayatnama- a Hindi edition is coming every fortnightly.
Additionally, Aajeevika Connection is coming bimonthly.

Coffee Table Book– JSLPS has been featured in the coffee table books of Hindustan
Media, Prabhat Khabar and several other national publications.

Participation in different fairs/events– Providing the SHG members a meaningful

platform for marketing products, their participation in various significant fairs like

Aajeevika Mela, Technology and Rural Lives- a thematic exhibition, and Saras Mela was
assured and well-coordinated. It also assisted and co-organized events like International
Women's Day and Aajeevika Day.

Campaign with Print Media– In collaboration with Prabhat Khabar, a programme called
“Aparajita” was organized. In this, the community cadres, who have transformed their
lives dramatically, were recognized and awarded by the honorable Governor of
Jharkhand.

PR Media Relations & Adverts

 Display Advertisement for various special occasions, i.e. Independence Day,
Republic Day, Jharkhand's State Day, Women Convention, Aajeevika Day, etc.
 Newspaper Advertisement related to recruitment, tenders & other official
notices.
 Ensured smooth field Visit of media personnel.
 Website Maintenance of JSLPS, which includes regular updates of various events,
recruitment and procurement notices and overhauling of the website design.
 Social Media updates - active presence on Facebook, YouTube & Twitter.
 Designing Tableau for Republic Day Function.
 Sensitize media and create space in mainstream media for the stories of change
relating to DAY-NRLM.

Digital Green– Support of DG for KM activities is key to training enhancement. Will

extend the partnership as per requirement. Coordinated the work by arranging and
managing Pico projectors and also actively participated in purchasing the relevant
assets. Also, ICT support to MKSP was provided.

Internship–Coordinated in students taking technical and practical knowledge at JSLPS.

 Focused Activities for FY 2019-20

 To expand the visibility of DAY-NRLM as well as CBOs.
 To cater the IEC support of all themes and engaging Communication agencies
 ICT development as per thematic requirement.
 Zonal Awareness fairs for SHG Members

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  Capacity building initiatives for Staffs and CBOs creating awareness through various
medium
 Branding policy
 Training of Community Journalists.
 Coordination with district and domain heads needs to be established. For this, team
orientation programme will be organized.
.

MONITORING & EVALUATION AND THEMATIC STUDIES

 Key activities

Community Based Monitoring System (CBMS)In order to measure quality of program at

the grassroots level, State has initiated Community Based Monitoring System (CBMS) where in
community takes the onus of monitoring their own program through identified community
monitors. A pool of around 500 community monitors have been trained and engaged across
125 blocks of all 24 districts. CBMS has helped us in identifying various challenges prevalent at
the community level as far as program implementation is concerned.

As CBMS has been quite successful in NRLM, we intend to take it up in NRETP as well but with
wider reach. Currently, the CBMS has been limited to community institutions in NRLM, we
intend to scale up CBMS in NRETP blocks covering livelihoods aspect also. Currently, the CBMS
has been organized from DMMU level, we plan to move one ahead step in NRETP by organizing
it from the CLF level. CLF would be given full responsibility of organizing this activity on a
quarterly basis, initially facilitated by the BMMU. This would encourage CLF to have more
ownership of various activities undertaken at the community level and assess these activities.
The briefing and debriefing would be done at the CLF itself with active participation of BMMU
and DMMU members.

 Quality Assurance Team
Quality Assurance Team (QAT) have been formed across all the DMMUs. The QAT would be
headed by the DPM of the district along with 3-4 already existing district managers of different
domains. M&E and MIS officer would steer this team. The main purpose of this team is to do
regular joint field visits and assess the quality of various interventions being undertaken at
DMMU level such as quality of CRP rounds, training, triangulate information on transfer of
funds to community institutions, quality of book keeping recording and MIS entry, etc. The
district M&E and MIS officer shall compile the report of QAT and share it to DMMU and SMMU
on a quarterly basis. This would be one of the core strategies being undertaken in NRETP as
well.

 Thematic Studies and regular briefs
JSLPS has many innovations piloted and there is a felt need for scaling their learnings so it is
envisaged to conduct some studies to get the evidence of impact and feasibility of efforts for
replication of best outcome. There are at least five thematic studies that would be conducted in

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the FY 2018-19 across all the domains. Thematic studies would be a core part in the NRETP as
well to generate evidences and scaling up innovations. Based on thematic studies/field
observations/CBMS findings, regular thematic briefs would be shared to all concerned.

 District and Blocks Ranking System
Ranking of blocks and districts has helped us in fostering a competitiveness among each other.
This has not only help us achieve the targets but has also helped in ensuring quality across
domain. The best performing blocks and districts are rewarded. This has helped us to improve
to ensure the quality and effectiveness of the program. All the districts and blocks are ranked
based on certain selected indicators from each domain on quarterly basis and they are assessed
as per the district and block annual plan. Similar activities will be carried out in NRETP blocks
including the key indicators for NRETP.
 Recognition of Innovation of Different Domains (PRATIBHA Award)
JSLPS, has instituted Promoting Rural Action and Team Innovation for Better Human Action
(PRATIBHA) award from FY 2016-17. It intends to drive innovation, excellence and promote
positive change by recognizing the best practices adopted by individuals and teams of JSLPS.
PRATIBHA is a forum to showcase individual and team’s contribution in improving the
performance of the organization. The PRATIBHA award would be an annual learning event
organized in last quarter of each financial year.

 Domain/Theme Specific Monitoring Framework

We plan to develop domain specific monitoring framework along with the overall NRETP
framework in consultation with related domains. Input, process and output indicators will be
monitored based on agreed indicators. In the monitoring framework, year wise millstone for
each domain would be tracked and these would be evaluated through midterm review and end
line review.

 Monitoring and Evaluation Cell

It is envisaged to create M&E Cell at the SMMU cell to oversee all the M&E operations. The
M&E Cell would be comprised of regular M&E personal currently at State level along with
addition of one PM and few consultants. This cell would be akin to a TSA. Observing the
performance of various Technical Support Agencies (TSAs) over the years, it has been decided
to establish an M&E cell consisting of team of core M&E personal and having 3-4 short term
consultants for conducting various short term studies and M&E related activity as underlined
above.

As NRLM would be broadly engaged in enhancing various activities at HH level, we wish to

conduct regular short term studies along with key M&E activities. These studies would help us
in assessing the performance of key activities within NRETP too, this would also help us is
sharing regular thematic brief as envisaged. As there would be various thematic studies that
would be taken over the duration of the project, the constants would be engaged based on the
requirements of the study.

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Currently, several community monitors have been engaged for the CBMS. We wish to identify
some of these monitors (20 in number) based on certain criteria as enumerator. These
monitors would be trained at the state level on various tools to conduct short term
surveys/studies. Once they are trained, they would be engaged to do short surveys, gather
several information from the field on a regular basis. They would also support in conducting
process monitoring activity apart from supporting the CBMS team at the CLF level.

Management Information System

 Existing System Overview
As part of the Monitoring, Learning & Evaluation system of NRLM, the development of an
integrated management information system (MIS) that would collect data from the village to
the national level in a systematic and timely manner for not only the NRLM, but also other
public services provided to rural households throughout India was proposed. The central
purpose of the web-enabled MIS based input-output monitoring was to track the performance
of the Mission, using mainly quantitative information (quantitative indicators).

The Jharkhand Mission has been tracking households and member-level SHGs transactions for
several years after the transition from paper based MIS data collection since 2012. JSLPS has
developed its own comprehensive MIS system “Swalekha”, which is integrated with the
National NRLM MIS. The state uses tablets to capture records at the operational level with the
help of CRPs/MBKS as well as data entry at the block level. As on date, the Jharkhand MIS
portfolio comprises of 20 different types of records that are also Aadhaar linked.

This houses profiles of SHGs, primary and secondary level federations and their internal
transactions; community cadre; block-wise monthly progress on key indicators; fund
disbursement module; basic information of human resource deployed at all Mission levels;
tracking of Livelihood interventions.

 Existing Data Capturing Processes

Further, the tablet-based transaction MIS module has deployed MIS in 25 blocks spread across
the state.The Transaction Based MIS captures real-timeinformation of the SHG transactions. It
has been envisaged that this system will help instrengthening the community
basedorganizations by capturing real time transaction dataand assisting in maintenance of fair
books of records. Further, it will also assist in gradingthe SHGs to be eligible for accessing
financial support from the financial institutions.

The Transaction (through MIS sheet) of SHGs are captured in the MIS Register which is written
by the MBK at Village level which are deposited at Block Level by the MBK/CC to be entered by
the DEOs in the offline transaction software which is further synced to the State MIS Server.

Though the transactions are also captured through Tablet Didi in Tablet based application at
the village level which is directly synced to the State MIS Server. The tablet application works
offline and the user needs to sync the data by pressing a button whenever they are in the
network area.

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The VO transactions are also captured in the VO-MPR sheet which is written by the VOA (VO
Assistant) at village level which are submitted back to the block level for entry by the DEOs in
offline software which is further synced to the State MIS Server.

Currently we are working in 260 blocks of Jharkhand and out of which SHG Transaction Based
MIS for 192 blocks are reported. Out of 1,80081 SHGs, transactions of 1,15,680 SHGs are
reported. We have 10,125 VO in Jharkhand out of which 5585 VOs are reporting transaction.
We are working with 415 CLFs.

 Activities to be completed/Scaled up in FY 19-20

JSLPS already has a MIS based system “Swalekha” in place. Swalekha is a centralized Web-
based system consisting of several components such as IB&CB, Livelihoods, Skills, Training, HR,
MKSP, RSETI, Micro Enterprise, Youth Registration, and SHG. Though Swalekha is a Web-based
MIS system, to capture data from remotest of place where the speed of internet is a concern,
off-line software has also been designed for several sub-components. The data is captured in an
off-line software and then synced or uploaded in the central database on a regular basis. JSLPS
has also tablet based system to capture real time data of field activities. The advantage of using
tablet based MIS system is that it captures data on a real-time basis which reduces the waiting
period for data capture.

Prime focus will be on moving from MIS to an ERP based solution for this the following
modification are to be made in existing modules through a TSA which need to be procured for
long time IT support for NRETP:Upgradation in existing MIS of CBOs (SHG, VO and allied MIS)

 Modules in MIS
 CLF Fund Management
 BLF MIS
 Aajeevika One Touch Centre – MIS
 Asset & Inventory Management
 eFMS
 Producer Group/Company
 PG FPO Management Information System
 Ecommerce platform for marketing of Rural Products
 Mobile Application platforms for Rights, Entitlement and Grievance

 Other Initiative to Strengthen the Existing MIS System

1. Community Based Digital Jan Seva Kendras
Apart from the above we will also establish Jan Seva Kendra at CLF which will provide
government services under the roof of CLF also third party services like ticket booking,
insurance etc. will also be provided by the Jan Seva Kendra which will ultimately lead to
the sustainability of the CLF in long run.

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 2. Digital Literacy Campaigns to Support VO/CLF/BMMU
We will also continue the Digital learning programme named as Digital Literacy for all
the VO Leaders and the CLF Leaders so that they can handle and cope up with the ever
changing digital environment.
Apart from the above we will also work on Digital Financing and alternative credit
ranking for SHG members and farmers so that they can have access to payments,
savings and credit products without ever stepping into the bank branch. Digital
payments could improve their finances by reducing opportunities for corruption,
targeting spending more precisely which will ultimately lead to have a higher credit
sore.
3. A feedback mechanism System
We will also introduce feedback mechanism using IVR technology so that feedback can
be given from the field level and the same will be addressed.We will also incorporate
GIS for tracing the activities done at the field level through remote sensing and weather
forecasting.Positioning of the required infrastructure, human resources and community
cadre (eCRPs.)

 Infrastructure required:
20000 Tablets for rolling out the SHG based transaction, VO Transactions and CLF
Transactions.
1000 desktop for CLF for data Centre.

 Activities to be initiated in FY 19-20 to Support NMMU on real time basis:

Supporting NMMU in development of MIS to capture transactions of Producer
Enterprises/Non-farm based Enterprises. The process may include:
1. Data sharing through API and other frameworks
2. Development of report capturing process
3. Design and development of Modules as per requirements of NMMU

PROCUREMENT
The procurement plan for Goods, Works and Services is detailed as per the prescribed format

Plans for completing ongoing procurement and services

Around 78% of the goods procurement process has been completed till January, ,2018 and
remaining part of the goods procurement is under process and the contract is likely to be
awarded before March, 2018 in accordance to the Procurement Plan 2017-18.

Training on procurement of Goods to the District Team and Training on Community

Procurement to be provided on half-yearly basis to strengthen the procurement systems at
district and community level. Planning for the Post procurement Review of the District by

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engaging Individual Consultants for the financial year 2017-18. Apart from this, it necessary
training on GeM will be provided to the District team.

Considering the past experience and to immediate manage the programmatic activities at grass
root level ,it has been planned to make a framework contract for the printing items like Books
of Records for SHGs, Village Organization and some regular printing items like posters, Leaflets
and magazine etc. by April, 2018 at SMMU level and the list of empaneled printers with item
wise rate and terms & condition shall be circulated to the DMMU/BMMU, so that they can
simple place an order to the vendors well in advance before the requirement.

Community Procurement Guidelines have been developed and circulated to all the district and
Hindi version of the guidelines is in the final stage, which will be printed and circulated to all
DMMU, BMMU and Community Institutions.

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STATE RESOURCE CELL
E-Learning Certificate Course on “Management of SHG & its
Federation” rolled out in Jharkhand:
For the first time an e-learning certificate course in Hindi has been rolled–out in the country on
Management of SHGs and its federations. Innovative and creative course design in a lucid
manner and language is expected to capture the imagination of the students at large. The aim is
to build the capacities of rural poor especially, women and youth by providing them a platform
to enhance their knowledge and skill base through this course so as to enable them to lead and
sustain the process of development for a better quality of life.

This course has been designed and developed by JSLPS in collaboration with MoRD empaneled
national level capacity building organization Chaitanya, Pune and Tata Institute of Social Science
(TISS), Mumbai. The course was launched on 28th March 2018 and its roll out with session one
from April to Sep 18 carried with 47 students conducted successfully in 6 months duration.
Every month 2-3 days classroom session was conducted with field assignments, exposure visits
etc. 1st batch final term exam was conducted in the month of Oct 2019. Out of 47 students 40
appeared in the exam and 37 were awarded with certification of TISS, Mumbai. The
convocation ceremony was conducted on 31st Jan 2019 wherein the Director TISS, Prof. Centre
for Life Long Learning, TISS- Mumbai, Managing Trustee Chaitanya, MD- Chaitanya, and CEO
and COO, JSLPS graced the occasion.

Roll-Out of second batch:The second batch has started with 57 students for the session from
January – June 2019. These students have been mobilized by the students mobilization
committee formed out of the first batch students. The students are mobilized from Ranchi,
Bokaro, Giridih, Ramgarh, Saraikela, Dhanbad, Gumla, Sahebganj, Pakur, Godda and Deoghar
district. This batch has added some additional features like experts session.

Plan: FY 2019-20:
 Top 10 students of batch -1 exposure visit in TISS, Mumbai is planned in the month of
May to explore their knowledge in the field of development in social sector.

 2nd session has rolled out which need to be conducted successfully. The convocation of
the successful students will be in the Month of July. It is to be planned in a fashion so
that it coincides with the roll-out of the 3rd batch i.e., July to Dec.

 3rd Session will be conducted in 2 batches simultaneously having the capacity of 50-60
students in each batch. So mobilization will be planned accordingly.

 SIRD, Ranchi is the only training center for e-learning Course for which it is planned to
develop another study center either in Jamshedpur or in Dumka area considering the
enrolment of the students as well as availability of the infrastructure.

 Training of trainers/faculty at least on evaluation, marking and subject clarification at

TISS Mumbai.

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  Special classes on soft skills will also be conducted through resource persons during
classroom sessions.

Development and Printing of Capacity Building Resource Materials:

State Resource Cell has developed the capacity building resource material for the Community
Institutions like Sakhi Mandals, VOs, and Cluster level Federations. Simultaneously, the focused
approaches adopted to build the capacity of community cadres such as: active women, book
keepers, Village Organization Assistant by developing TOT modules which help them to make
them aware about their roles and responsibilities.

In FY 2019-20, SRC will take the following mentioned area for enhancing the community
strength:
 Development and printing of Modules on Sub- Committees of Village Organization
(SHG monitoring committee, SHG-Asset monitoring Committee, Bank linkage
committee, Social Action Committee, Block resource persons, village management
Committee, village Resource persons, PVTG- Livelihood and CB resource materials
etc. to strengthen the capacity of the committee and make them aware about their
focused approaches for the village development.
 Development of customized Training manual on “Rights & Entitlements” for the
Rural Community and capacity building of community based institutions like
VOs/CLFs/BLFs and Para Resource Persons (PRPs).
 Development of Modules on community cadres to synchronize them about their
perception about organization and governance. Other modules on iPRP and BPM is
also underway.
 Livelihoods Promotion:
 Design Modular training with the support of Livelihoods domain
 Develop product Brochures on potential product available in Jharkhand
 Identify and develop Product wise cluster/blocks to scale up.
 Reprinting of Modules (Sakhi Mandal, SHG song book, SHG book keeping, Village
Organization, VOA, Active women, CLF etc.) for strengthen in the newly cadre and
institution.
 Development of module along with its CB materials for training of PRPs and CRPs,
CC, CLC and on issues related to FNHWand Rights & Entitlements.

 Induction and refresher Training of Community Coordinator (CC)-new and

old:
State Resource Cell has developed the capacity building plan in tandem with the Human
Resource Development domain of JSLPS. Almost 700 plus new CCs have been inducted through
a seven days residential training and 300 plus CCs are getting trained by the end of this FY 2018-
19. In the FY 2019-20 all the new CCs will be trained through such training programme and the
old CCs will be provided with refresher training course that is aimed at keeping them updated
on social mobilization& institution building process, financial inclusion, social development and
livelihood initiatives of JSLPS and other best practices in the country.

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The purpose of these trainings is to train the Community/ Cluster Coordinators as to how they
can improve their performances in the field and help the community by mobilizing the cadres
and community based institutions in a right way and in right time. Community/Cluster
Coordinators play an important and indispensable role by bridging the gap between the
community and the project. They are first level of interface between the community and the
project. Hence, capacity building of this cadre becomes extremely important to set the right
milieu for the village and their higher level institutions to grow to their full potential. Capacity
building of CCs is imperative too to help them cope with the changing scenario whereby the
community institutions need to trot on unfamiliar terrain of development challenges & take-up
various other activities for which they have neither been trained nor discussed.

Empanelment of SMT across all domain

SRC has a pool of resource person who are utilized across domain for organization of ToT and
various other training /capacity building programmes. In the FY 2019-20 it will strive to empanel
more and more such resource persons and engage them intensively.

Workshops/Write shops
SRC has planned to organize workshops/write shops and other thematic stakeholder interface,
as and when felt necessary. Involvement of National level NRPs and other eminent
scholars/speakers will be sought for embellishment of thematic interventions.

 SARAS MELA- Marketing platform for rural entrepreneur:

Exposure and interaction to SHG members on a large scale to provide opportunities to enhance
their income by providing market access through platform like SARAS MELAS, World Indigenous
Day - Adivasi Day, Ajeevika Diwas, Foundation day of Jharkhand, agriculture fair, international
and so on. The SARAS at the state level will be organised TWICE in 6 month duration. Apart
from that different potential products of 3 resource districts will be mapped and Melas will be
organised at block and district level to create a demand in the local market and prepared as per
the demand of the different Melas organized in different states. For that the strategies adopted
to organize Mela are:
 District wise participants Roster is to be prepared for ensuring participation in
different states.
 Identification and skilling of the SHG members is to be done in advance for
developing the potential products.
 Calendar of the Melas, exhibitions will be prepared for the year 2018-19.
 Exposure visit of the SHG member inside /outside state to develop understanding
about different products and their production ideas.
 Develop a platform for the Micro-Enterprises to understand the demand and quality
of the products in the market.
 Collaboration may be strategies with Khadi Board/ tribal dept. /art & culture etc. for
making it grand event.
 Publicity material – SARAS brochure, Exhibition calendar, Souvenir etc. is to be
developed &printed.

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The idea is to provide a marketing platform to the SHGs and simultaneously promote common
branding. The fair would aim at facilitating the members of SHGs nurtured under NRLM to
exhibit and sell their products that provide appropriate platforms for developing linkages with
the buyers and customers. With this there can be direct interface of the producers with buyers
enabling them to perceive buyers taste, choices, priorities, preferred features etc. along with
inculcating a business sense to understand the importance of certifications and regulatory.

Footprints as on 2018-2019
First SARAS:As per name of Aajeewika Saras Melas was organized from 28th Sep to 6th
Oct 2018 at Golf Ground Dhanbad. The grand event was unfurled with 150 stalls for the
SHGs of different states. The mela generated a sale of ₹1.65 crore. Even though it has
been organised for the first time in the coal capital of India but it has made a niche
among the citizens promising a better and brighter commercial engagements with SHG
products in near future. In 2019-20 we have planned to Organise the Saras fair at
Dhanbad from 20th Sep to 30th Sep 2019.
Second SARAS: In collaboration with Khadi & Village Industrial Board Jharkhand (KVIB)
“राष्ट्रीयखादीएवंसरसमहोत्सव”is organized from 20th Dec to 6th Jan 2019 at Morahbadi
Ground where 200 stalls were occupied by 265 SHGs from 23 different states- Bihar,
Odisha, Chhattisgarh, Kerala, Karnataka, Jammu & Kashmir, Punjab, Meghalaya,
Mizoram, Manipur, Sikkim, Tripura, Goa, Andhra Pradesh, Madhya Pradesh, Uttar
Pradesh, Telangana and 24 districts of Jharkhand. Total sale was around ₹3.76 crore. In
FY 2019-20 we have planned to Organise the SARAS fair in collaboration with KVIB from
Dec 20th 2019 to January 7th, 2020.

PRI-CBO Convergence Project- AAP 2019-2020

Background
JSLPS is implementing PRI-CBO convergence Project in 358 Gram Panchayats of 36 Blocks in 10
districts of Jharkhand. Kudumbshree – NRO, having vast experience of PRI-CBO convergence in
Kerala is providing technical support for the project.

In Jharkhand, Panchayati Raj Institutions are in developing stage. Key learning of the project is,
for convergence between PRI and CBO, strengthening of Gram Sabha, Standing committee of
Gram Sabha & Gram Panchayats, EC of Gram Panchayat and Gram Panchayat Coordination
committee (GPCC) would be required along with concept seeding of Gram Sabha and
Panchayati Raj Institutions at SHG/VO/CLF level. Model panchayats need to be developed in
Jharkhand for immersion purpose and capacity building centre for implementation of Mission
Antyodaya. Besides thateffective coordination between Panchayati Raj Department and JSLPS
would be required.

Activities undertaken related to MA and GPDP:

Under people’s campaign for GPDP PRI-CBO Convergence got a boost and expanded in all
NRLM covered GPs. Total 394 District Resource Persons and more than 6000 cadre trained as
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facilitators for Mission Antyodaya Survey and GPDP. These facilitators completed MA survey of
3780 GPs and submitted 3697 facilitators report in GPDP app out of total 3005 SRLM GPs
entered by the end of Dec 2018. NRETP blocks are also covered under people’s campaign for
GPDP and a platform is ready for PRI-CBO convergence to extend in all NRLM GPs.

Expansion plan for FY 19-20

Project is to cover 192 more Mission Antyodaya GPs in addition to total 358 project GPs
covered till FY 18-19. These 550 GPs are spread in 47 blocks of 10 districts (list is in Annexure 1).

Objectives
 Creating resource/model Gram Panchayats for supporting both PRI and the CBOs
(formed under NRLM) for effective convergence.
 Ensuring entitlement of SHG members involving PRI through structural convergence
with CBOs formed under NRLM.
 Establishing formal role of CBOs in Planning, implementation and monitoring of GPDP by
under Mission Antyodaya.

Strategies
 Cadres (LRGs, I mentors) Selection and capacitation. BAP, SMIB will overall look after the
project at block level.
 Preparation of training modules, materials, IEC materials, compendium of govt circulars
orders for CB of all stakeholders.
 State level vision building workshop to strengthen PRI-CBO convergence.
 Strengthening Gram Sabha- Organising Mahila Gram Sabha before Gram Sabha
 Structural convergence- VOs participation in formation of GS standing committees.
 Capacity building of Gram Sabha Standing committees.
 Formation and Capacity Building of Gram Sabha and GPCC.
 Ensuring the participation of SHG federations in GP level planning processes for MA.
 Developing CLF and panchayat interface. Joint workshop with CLF representative and
Mukhia.

Implementation Mechanism
• Setting up the Local level Resource Groups with 2 members in each Gram Panchayat,
One I mentor will be graduated from LRGs to look after 2 panchayats, one Block Anchor
Person graduated from I mentors will lead the program in 22 blocks and in rest of 22
MA blocks Professional Block Convergence Coordinator would be placed to facilitate the
project.
• Cluster convergence Coordinator (Setu didi) at CLF level, common for all convergence
project being implemented by JSLPS.
• At State level a Project Coordinator with one PE and one YP.

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 Implementation support from KS-NRO:
 IEC material Development- Focused on, structural convergence between PRI-CBO and
panchayats and GPDP.
 Cadre Development-Training of Cadres ( LRGs, I-mentorsand BAPs)
 Exposure of BPMs, District Convergence Coordinators, BAPs, CCs and GPCC members.
 Development of 20 model GPs per district two in 10 Districts. Capacity building of GPs
will be conducted by KS-NRO, functional Standing committees, EC of GP, GPCC and
Pragya Kendra.
 Model Gram Sabha- Functional Standing committees and regular Gram Sabha after
Mahila gram sabha in 180 GPs

PROCUREMENT
Plans for completing ongoing procurement of Goods and Services:

All the initial Plan mentioned in the Annual Procurement Plan for the FY 2018-19, has
been completed and apart from that more than 100% of the additional plan have been
incorporated in the original Annual Procurement Plan of FY 2018-19. As far as the
additional Procurement activities are concerned around 80% of the activities has been
completed and rest are under process, which will be completed by March, 2019.

Considering the past experience and the present capacity of Community for
procurement of different items at Community Level, a framework agreement for the
frequent required items to be established, so that Community may procure the items as
and when required in order to avoid substantial delays and also adhere the technical
aspects as far as the quality is concern.

Apart from this a framework agreement to be established for the printing items like
Books of Records for SHGs, Village Organization and some regular printing items like
posters, Leaflets and magazine etc., at SMMU level during beginning of the year , so
that the DMMU may procure these items timely for smooth implementation of the
program.

As far as Capacity Building is concern, Training on procurement to be provided to the

DMMU team on a regular interval (2-3 training in a year) to strengthen their capacity
and expertise on public procurement systems. Planning for the Post Procurement
Review of the procurement made by the District by engaging Individual Consultants for
the financial year 2017-18 & 2018-19. Apart from the regular training, hands on training
will be provided to the DMMU and BMMU staffs during the regional training organised
by finance units from time to time. SMMU Procurement staffs may exposure to different
MDP (Management Development Program) related to procurement organised by World
Bank or any other National repute organization.

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 Capacity Building to the Community especially to the members of Block Level Federation
(BLF), Cluster Level Federations (CLF), Farmer Producer Company (FPC) etc. on
Community Procurement Guidelines to be provided with support of a empanel
Consultant.

In order to track different procurement made across the State (DMMU, BMMU), it is
plan to incorporate a modules on Procurement, in the existing modules including the
Asset Management.

Considering the present workload, the services of the existing Consultant working at
SMMU level and Training Consultant, provide training to Community on Procurement is
required for the FY 2019-20. Apart from this one additional Consultant (junior level) is
required for proper record keeping on procurement.

FINANCE MANAGEMENT: efficient system settings…

Jharkhand SRLM - JSLPS have dedicated finance domain to ensure better utilization of financial
resources and timely fund flow at all the levels. There are 26 accounting centres functional
across state. BMMUs are not accounting centre but having separate bank account to mitigate
financial needs towards block level operational expenses and training related fund. Entire
accounting centre are equipped with experienced finance professional and hardware and
software settings to effective and smooth finance management.

E-Kosh:
SRLM have developed own e-FMS named “e-KOSH”. It is in-house developed web application
(software), through which we are making payments from “Single bank account” opened at state
level. Moreover, development is going on in e-Kosh towards empowering accounting and MIS
reporting features. e-KOSH is inspired and designed likely architect of PFMS and having many
similarities like web based, same chart of account, payee database etc. Although both are web-
based system but e-KOSH is many additional feature. Some of the additional features are:
 Payments are being done through Single Bank Account for all the mapped schemes by
using delegated withdrawal rights according to delegation of society. Now, no idle fund
lying at accounting centre/DMMUs.
 Data porting enabled for PFMS or other application.
 Budget and Budgetary control are categorically defined and easily being monitored.
 Checks & balance and authority delegation as per delegated finance manual adhered.
 Timely payment to beneficiary. Within two working hours, payments gets credited to
beneficiary account with reverse feedback of UTI number in our system.
 Immediate communication (SMS) to beneficiary registered mobile number regarding
payments.

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  Real-time report as well MIS is available at across users.
 Live Dashboard is also available for all Senior Manager and top management to know
latest status of budget utilization, fund flow, expenditure trend, pending etc.

Supportive Supervision Review mechanism:

In order to measure the effectiveness of the program, JSLPS is being conducting quarterly
finance review cum capacity building exercise at regional level. In regional review, we call all
the district finance personnel in set of 6 DMMUs at one location. One of the important
objective of regional finance review is “Supportive Supervision Review” wherein finance team
member/participants converts in two groups and visit a selected DMMU to review their last
quarter vouchers and other financial documents in a supportive manner. This has helped in
identifying the gaps, build work culture, minimizing his/her local problems in that DMMU. At
the same time, it helps the reviewer also to internalize themselves whether same type of gaps
is pervaded in their district or not. We have experienced that external auditors are unable to
comment on operational and procedural lapses, whereas our inter team relates all the
transaction with JSLPS policies as well as statutory requirement. So far, we cover all DMMUs in
3 quarter time. We are planning to cover all the DMMU at least twice in a year.

Cadre Bhuktan Seva (CBS)

This initiative is rolled-out to ensure not only timely payment to cadre but also effective
monitoring of cadre services. Thus, SRLM have taken step towards this direction and developed
an app for Cadre payment. In this system, integrity of VO’s authority has well placed, and
payment will be done only after approval of concern VOs as prescribed policy but it is in
electronic mode (OTP authentication). It is also auto linked with e-KOSH for e-transfer.

Auditing of Community institutions

Towards FY 2019-20, it is envisaged to start auditing procedure of CLFs, wherein turnover more
than Rs. 90 lakhs occurred till March 2019. It would be conducted by independent agency
probably CA firm. The target for next year may be 100 CLFs included HGM area. The will not
work only make financial statement and gap finding but also capacitate to them about standard
procedures of accounting and how to make correctness of reporting templates.

Other Initiatives
Convergence
JSLPS over the years is developing convergence and collaborative partnerships with
departments to bring in greater synergies and to accelerate poverty alleviation in the rural
areas of Jharkhand. The fundamental ideation of collaborative efforts is to bring in direction for
greater reach and accessibility to the beneficiaries, for greater ownership and commoditization
of the programmes, reach and greater access to rights and entitlements, so that strategic
approach can be taken to address the local priorities in an efficacious manner.

The collaborative efforts between departments can be encapsulated as follows:

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  Department of Agriculture, Horticulture and Animal Husbandry:
Collaborative efforts have been initiated, for improve in productivity, efficiency of scale and for
capacity building of beneficiaries, so that the beneficiaries reap the benefits of knowledge,
skills and technology. The distribution of livestock asset( piggery, poultry, duckery and goatry,
feed and vaccination , technical support for livestock management, agriculture implements,
preparation of nursery have been some areas of success of collaborative partnerships for
poverty mitigation in the rural areas of Jharkhand, hybrid seeds, portable vermi bed are some
of the support through women collectives, given to members of Village Organizations( VOs).

 Department of Welfare:
Collaborative efforts has also been inked with, Department of Welfare, for PVTGs families,
support in the implementation of schemes, onsite supportive supervision and monitoring
sothat welfare reaches the actual beneficiaries.

 Department of Food and Public Distribution:

Collaborative partnership has been crystallized with the Department of Food and
PublicDistribution, for the Dakiya Scheme, for the Primitive Tribal Group, and the women
collectives pack the thirty five kilo ration thus bringing in transparency into the entire system.

 Department of Drinking Water and Sanitation:

The fulfilling of the mandates of the Swacchh Bharat Mission (SBM-G) and to assuage the
poverty of the community caused by open defecation. Planning, support in construction,
behavioralchange for use of toilets are the areas where the members of the community
institutions has significantly contributed over the last couple of years.

 Department of Women, Child Development and Social Welfare:

Collaborative partnerships have been strengthened with the ICDS so that the ICDS services can
reach the intended beneficiaries and to make the services community centric and demand
driven. Take Home ration (THR), Hot Cooked Meal (HCM), quality assurance of services are the
areas where the members of the community institutions have made very strong impressions.

 Department of Health and Family Welfare

Symbiotic partnership has been initiated for the services and entitlements so that the
functionaries of health work in close tandem with community institutions for rights and
entitlements like Janani Suraksha Yovanna (JSY). Janani Sishu and Suraksha Karyakram ( JSSK),
Village Health and Nutrition day participation ( VHND), joint trainings and supervision are the
areas where they there has been collaborative efforts.

 Department of New and Renewable Energy:

For improving the access to lights for study purposes of the students, partnerships has also
been inked with Department of New and Renewable Energy. Now the students do not miss

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homework, due to infrequent electricity as lights as been provided to them. The community
institution members are involved in assembling and distribution of the lights

 Department of Panchayati Raj:

Collaborative efforts has also been strengthened, in the publication of Panchayatnama,case
studies, anecdotes, success stories for raising awareness and consciousness on programmes
and entitlements and knowledge repository has been created.

 Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA):

There have been strong partnerships with MGNREGA, demand generation for work,
participation of Weekly Rozgar Diwas. And also support in the NADEP tanks, vermin compost
pits, mango cultivation beside manday’s creation has been areas where there has been
substantive collaboration for the demand for man days.

HRD Plan for JSLPS in FY 2018-19

DAY- NRLM

1. Staffing

HR Management is very crucial for implementation of DAY-NRLM in FY 2018-19, particularly

when JSLPS has grown up with a matured SRLM. The establishment of SMMU/DMMUs/BMMUs
has already been accomplished with 75.8% of HR manned against approved position upto FY
2018-19. The overall retention of staff in the FY 2017-18 is almost 96.8%. Detailed status of
manpower is:

Table 1: Detailed status of Manpower with JSLPS till date

No. Staff
Sl. Approved In-
Level of Attrition
No. positions position
Units (%)
1. SMMU 1 62 62 6.3
2. DMMU 24 312 200 2.1
3. BMMU 200 2600 1941 1.3
Total 2950 2203 3.2

1.1. BMMU Level – The BMMU as Program Implementation Unit plays vital roles in implementation of
various projects undertaken by JSLPS. The approved structure of BMMU under DAY-NRLM in
JSLPS is mentioned below –

Table 2: Approved vs. Proposed HR structure at Block Level

BMMU Structure in FY 2019-20
Positions Approved Proposed for
Position FY 17- FY 2018-19
18

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 Block Program Manager
Field Thematic Coordinator
Community Coordinator (CC)
Administrative Assistant
Computer Operator
Office cum Accounts Assistant
Total
1 1
2 2
8 8
cum 1 1
1 1
13 13

In the year 2018-19, the larger recruitment happened of vacant Community Coordinators positions.
As a result of around 811 were called to join. Apart from this, special efforts made for recruiting 60+
managerial positions lying vacant under ST/SC categories for long. Both have resulted 100% success.
Besides this support staff recruitment also completed in the year 2018-19 through which 400+
vacant positions are under process of joining. All these vacancies filled through open market The
recruitment of remaining backlog positions, particularly of FTC level (around 200) has been
competed through internal process and staff is under process of joining.

1.2. DMMU Level: In 3 tier Organisational structure, the DMMU plays important role in implementing
mission intervention through coordination with stakeholders and facilitating BMMUs. In the year
2018-19, major engagement of DMMU has been to facilitate convergence process; ensure SBM-G
work with BMMU; training to staff and cadre; and Financial Inclusion work. DMMU also worked
closely with various line departments of state government for leveraging resources and extending
benefits to community through ongoing schemes.

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 Table 3: The approved DMMU structure and manpower status at DMMU level is as
following –
Proposed DMMU Structure
Approved
Position Proposed for FY
Position
FY 2018- 2019-20
19
District Program
1 1
Manager
District Manager 8, includes DM-
7
(Thematic) Procurement
District Finance
1 1
Manager
Accounts Officer 1 1
Accountant 1 1
District M&E and MIS
Manager (Upgraded 1 1
from officer level)
Support Staff 2 2
Total Unit Size 14 15

The position of District M&E and MIS Officer has been re-designated by Executive Committee as
District M&E and MIS Manager and upgradation of existing staff from District M&E and MIS
Officer to District M&E and MIS Manager has been done as per decision taken by Executive
Committee. The special recruitment drive has also been initiated for fill up reserved category
positions. This year, position of DM-SD and DM- CB&HR are also in process of filling through
open market vacancies.

1.3. SMMU Level: All key positions approved in the structure is already in place. Very few new
proposed positions are filled . For all recruitment at block, district and state level JSLPS has engaged
services of HR agency for transparent recruitment process.

1.4. Proposed positions for FY 2019-2020

Currently JSLPS is having its interventions in 200 Blocks across all 24 Districts. Total 263 BMMUs
(Blocks as resource and Intensive) in 24 DMMUs have been made operational. The SMMU is
functional with all key positions filled. The intensification of programme is proposed along with
convergence with NRETP and other programmes like JOHAR, JHIMDI, MKSP, DDU-GKY etc. in
DAY-NRLP operational districts. As per the intensification plan submitted by various programme
domains, the proposed new requirement of manpower for FY 2019-20 is:

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 Table 4 : Proposed Position under DAY-NRLM (New)

No. of
No of
positions
position Position Vacant
Sl Positions required to
approved filled position
be filled in
in AAP
FY 19-20

1 CEO 1 1
2 COO 1 1
SPM- Farm Livelihoods, NTFP,
3 Organic, Livestock 2 2
4 SPM- Non-Farm Livelihoods 1
5 SPM- Financial Inclusion 1 1
SPM- Social Mobilization &
6 Institution Building 1 1
7 SPM-Capacity Building 1
SPM- Social inclusion, Social
Development, FNHW,
8 Convergence & Gender 1 0 1
9 SPM-Human Resources 1 1
10 SPM-Financial Management 1 1
11 SPM-Monitoring & Evaluation 1 1 BY Aug'19-
SPM-Management Information On
12 System 1 completion
SPM-Knowledge Management & of election
13 Communication/ GAC 1 in Jharkhand
14 SPM-Procurement 1 1
15 PM- Farm Livelihoods/Livestock 2 0 2
16 PM- Non-Farm Livelihoods 1
17 PM- Financial Inclusion/Insurance 1 1
PM- Social Mobilization &
Institution Building, Model CLF,
Bookkeeping, Audit&Registration,
Social Inclusion, Community
18 Finance 1 1
PM-Capacity Building ( SMIB -1
19 HRIS -1) 2 1 1
PM- Social Inclusion, Social
Development (SISD)/ FNHW,
20 Convergence & Gender 1 1
Po- Capacity building ( HR and
MIS- system integrator cum
21 Analyst ) 2 2
Sub total 25 8

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 No. of
No of
positions
position Position Vacant
Sl Positions required to
approved filled position
be filled in FY
in AAP
19-20
DMMU- Number of districts with intensive implementation
1 District Programme Manager 24 24 0
Institution and Capacity
2 Building 24 17 7 Recruitment
3 Financial Inclusion 24 16 8 of many
4 Livelihoods- Farm 24 17 7 vacant
positions are
5 Livelihoods- Non Farm 0 0 0 under
6 Monitoring Evaluation/ MIS 26 21 5 process. Left
7 Finance 24 17 7 over
Social Inclusion, Social positions
Development, Gender, FNHW under shall be filled
8 and Convergence 24 process by Aug'19
after
9 Accountant 24 15 9
completion
10 DEO/MIS Coordinator 24 15 9 of election in
11 Office Assistant 24 17 7 Jharkhand
Any other- RPO, for
12 procurement and KMC 17 17
Sub total 240 159 59
BMMU- Number of blocks with intensive implementation
Recruitment
1 Block Programme Manager 263 170 93 of many
Block Manager- Farm vacant
2 Livelihoods - 0 0 positions are
under
3 Block Manager- SVEP/NF 15 15 0
process. Left
4 Cluster Coordinator (CC)* 1600 1430 170 over
5 DEO/MIS Coordinator 200 150 50 positions
6 Office Assistant 200 100 100 shall be filled
by Aug'19
Project Assistants/Office after
7 Assistants/Support staff - 0 0 completion
of election in
8 Any other Jharkhand
Sub total
TOTAL 2415 2024 413

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 ** This position will only be finalised after mapping the requirement. If falls under special
project, this will be treated as consultant positions only.

The position of BPM, FTC, Support Staff and Community Coordinator is co-created based on
number of blocks under operation and applying criteria of approved HR structure per block. The
new position as proposed above is in addition to already approved positions. Strategically, to
move upward with existing and new existing as well as proposed positions, recruitment and
selection will apply internal selection method (particularly at block level positions) also for
providing opportunity to already trained staff working with JSLPS.

This year JSLPS has entered almost 263 blocks with minimum programme at least there in all
new blocks. Hence this AAP is proposed with approval of DAY-NRLM intervention in all 263
blocks and having staff structure approved accordingly with plan as put up above.

1.5. Recruitment Plan

The recruitment of proposed manpower shall be done with the help of HR agency. For Block and
District level recruitment, internal recruitment will also be applied for not more than 40-50% of
vacant positions to restrict expansion of HR structure and also provide opportunity to already
serving JSLPS staff for their career growth. YP, Accounts & Admin Professional and other PE level
positions will also be provided opportunity of internal recruitment (as per availability of
positions and following due diligence of recruitment) for their internal growth.

The recruitment of all backlog and proposed new positions shall be undertaken as per strategy
mentioned above and engage services of HR agency for recruitment process. JSLPS may also
engage consultants for specific tasks or in case need of expertise by not having full HR structure
in hands. All these consultancy hiring will be as per existing policy.

Since, the organisation is growing rapidly and many other projects have been taken up for
operation within existing support system, it is proposed to explore third party solutions for
managing growing number of staff which is lower in profile but voluminous in number. The
positions proposed herewith to be managed by third party is Data Entry Operator, House
Keepers, Office Attendant, Admin/Administrative Assistant cum Computer Operator or other
positions similar in level or nature. In the year 2019-20, as per MoRD guidelines, block level MIS
expert will be placed through competent service provider agency hired through genuine bidding
process. HR unit will handle this assignment.

2. HR Systems setup:

2.1. Organizational and Compensation Re-Structuring

The Organizational structure of JSLPS is created with aim to engage dedicated manpower in
order to fulfill the objective of NRLM. JSLPS has also been recognized as nodal agency for some
other govt. sponsored schemes. The NRLM and other projects have created large pool of
professionals positions which is around 3000 as on date. This heavy strength of staff needs
further rationalization and shared responsibilities to maintain sustainability of the organization.
The existing structure of JSLPS needs to be relooked under guidance of Executive Committee –
JSLPS. The EC has already issued direction in this regard by engaging senior level consultants.

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 Accordingly, the Remuneration structure and other benefits needs to be revised. The
rationalization of existing compensation package is also required to mitigate compensation
parity between the levels. Organization in 6th year of its life cycle, requires revisit of many
existing policies, remuneration structure and other compensation package. With this AAP, all
this revision is proposed for the year 2019-20.

2.3. Human Resource Information System

Considering the large number of staff placed at various levels and in BMMU, DMMU and SMMU,
it is essential to place robust Human Resource Information System for effective and timely
management of HR systems, protocols and other HR operations. The existing HRIS needs
improvisation with new partner seeing the limitations of current service provider. For this HR
unit will hire services of an external service provider agency and develop the existing HR IS
module in a better way to serve large purposes and finally get integrated with larger system
developed within organisation, if any.

3. Induction and Staff Capacity Building:

JSLPS has created large pool of professional at each level. In the current FY, the key task of HR
would be conducting various level of capacity building exercises for new recruits and those
engaged earlier. The HRD unit has already established its induction, exposure and basis training
module for CC, FTC, Support staff, YP and BPM/DM level positions. This will continue with the
help of Resource Persons through State Resource Cell and otherwise. The major training
program planned for the staff in this FY would be

1. Basic induction for new recruited staff.

2. Village Immersion and Exposure visits to NROs for new recruited staff.
3. Intensive thematic orientation (done by thematic unit, help if needed extended by HRD unit)
4. Re-treat of Staff
5. Management Development Program and Field Exposure
6. Behavioral Skill based training (as per need)
7. Application based training Program – MS Office, Office Management, and Financial Management

HRD unit has developed Partnership with following institutions for providing training support to
staff.

1. Institute of Rural Management, Anand (IRMA) – for MDP of BPM and DM level positions (one
batch already completed and it is proposed for 5 more batches at least in the year 2019-20 with 30
participants in each event.

2. Bharat Rural Livelihoods Foundation –BRLF) – This partnership is developed particularly for
extending 6 weeks’ field exposure based livelihoods courses to our field functionaries. The course
module and knowledge partners have been finalized. For the year 2019-20, around 150-200
professionals is planned this year to be covered. Apart from this, separate initiatives will be taken
up for training PVTG field functionaries (around 60-100) through BRLF knowledge partners. All
these courses is customized as per JSLPS requirement.

3. Sahbhagi Sikhsan Kendra – This partnership has been developed for basic four days+2 days
Livelihoods training for new FTCs. This year all recruited FTCs will undergo the palnned
training with SSK. The estimation is of around 200 staff.

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 4. NRO-SERP – HRD unit has developed a very effective partnership with NRLM Cell, SERP for
NRO exposure of new recruited managers, particularly the BPMS and other managers. We are
expanding this for accounts and other than programme domain staffs for their better
understanding of programme. We are anticipating 4-5 batches of the event this year with 30 in
each batch.

5. State Resource Cell, JSLPS - JSLPS has created large pool of professional at block level,
particularly the CC. In the current FY, the key task of HR would be to enhance capacity of these
newly recruited or existing CC by SRC, JSLPS. We anticipate around 600 CC to be trained by
sRC for the FY 2019-20. JSLPS will also explore new partners (SIRD/NIRD and other training
provider agencies) to get support for capacity building of all staff.

Besides this we have identified two very effective trainers, Mr. C. K Mani for behavioral training
to field functionaries and Mrs. Ritu Arora, an International trainer on MS office application. Both
have been very effective and we have planned more sessions with them for the year 2019-20.
For all training planned under HRD unit, the reference of feedback from PMS and feedback of
staff will be taken into consideration.

Apart from above, HRD unit has targeted one to two more partnership, based on requirement.
For handling all above programme existing PE-HRD and a dedicated Senior HRD consultant is
engaged. Their engagement is proposed for the year 2019-20 too.

4. YP and Consultancy Services

JSLPS has around 106 YP positions in place under DAY-NRLM. (this excludes YPs for RD
department under other schemes). Additionally, 24 more YPs are approved for UDAAN project
under SD domain. This year specific additional YP as mentioned on comprehensive HR
requirement table above is proposed. This YP arrangement will continue for the eyar 2019-20 as
per policy and their graduation strategies. This year YP innovation Forum with innovation fund
will be experimented with 20 such projects.

We have around 150 working (+under process of selection) consultants under core DAY-NRLM
and special projects at different levels of JSLPS. Their services will continue as per requirement
for the year 2019-20. Apart from this, we have 16-20 consultants working under SANJIVANI
project. The fund for this project is over now and all intervention under SANJIVANI is integrated
with DAY-NRLM. This is proposed that all these SANJIVANI consultants will be accommodated in
NRLM structure with realignment of work in FTE structure.

5. Creating Organizational Governance Sensitivity within JSLPS across Projects

With growing portfolio of JSLPS, accountability of has increased manifolds. There is mandatory
requirement of boosting governance and administrative discipline at all level of JSLPS. For this
HRD unit in close coordination with other domain (across project) will work towards developing
new as well as improvising existing protocols within organization. Further, response to RTI, PF
for all, Staff Insurance, Gratuity Benefits etc. will be tried to be streamlined to the best possible
ways.

6. Performance Management System (PMS):

JSLPS has successfully conducted annual performance appraisal for its staff of last five FY and
have experienced constraints and challenges while doing this. The Performance Appraisal for

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 this FY is proposed to be done with improvisations. The PMS process shall be executed through
HRIS (if possible) to maintain more objectivity in this extensive exercises.

NRLM KPIs: FY 19-20

A. NRLM KPIs
S. Indicators Cum Targets for FY 2019-20[1] Total Exp.
No. Progress cumula
up to tive
Dec’18 progre
Q1 Q2 Q3 Q4 ss till
March
2020
A. Outreach
1 Number of new Districts in which 24 0 0 0 0 0 24
Intensive Strategy shall be
Implemented
2 Number of new Blocks in which 260 0 0 0 0 0 263
Intensive Strategy shall be
Implemented
3 Number of new Gram Panchayats in 3043 269 267 272 428 936 4279
which intensive strategy shall be
initiated
4 Number of new villages in which 19694 1619 1779 1339 1208 5945 25639
intensive strategy shall be initiated
B. SHGs and Households
5 Number of new SHGs promoted 148290 12230 15071 11184 9166 47651 195941
under NRLM
6 Number of other SHGs brought into 26052 2434 2641 2055 1522 8652 34704
NRLM fold (after revival/
strengthening/ compliance checks)
7 Total number of SHGs under NRLM 174342 14770 12257 13041 10332 50400 230020
fold (7+8)
8 Total Households mobilized into all 2102535 177144 210080 159131 123743 670098 277263
SHGs (9) 3
9 Number of trained CRPs 3000 426 566 291 191 1474 4474
10 Number of SHGs provided basic 172446 16962 17739 14244 10984 59929 232375
training
11 Number of trained SHG Bookeepers 165027 18747 19314 14991 13063 66115 231142
deployed
12 No. of SHGs audited (internal) 22685 14243 18405 18990 15474 67112 89797
C RF
13 Number of Total SHGs provided RF 78653 30,000 30,000 30,000 10000 100000 18,0000
14 Amount of RF provided to all SHGs (in 11761 26761
4500 4500 4500 1500 4500
Rs. Lakh)

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D CIF to SHGs
15 Number of SHGs that have prepared 37440 25000 40000 10000 2000 77000 114440
Micro Investment Plan(MIP)/ Micro
Credit Plan (MCP)
16 Number of all SHGs provided CIF 36944 2000 3000 2000 1000 8000 44944
17 Amount of CIF disbursed to SHGs (in 20460 1000 1500 1000 500 4000 24460
Rs. Lakh)
18 No. of SHGs initiated CIF repayment 37000 2000 2000 4000 45000 45000
to VOs
E VOs
19 Number of VOs formed 10157 2100 1900 2200 1805 8005 18162
20 Number of SHGs holding membership 67172 16800 15200 17600 14440 64040 131212
in VOs
21 Number of VOs provided training on 9000 1469 1728 1565 1384 6146 15146
basic VO management
22 Number of VOs having trained 9000 2755 1688 1803 1659 7905 16905
Bookkeeper
23 Number of VOs trained on SOPs 3000 2347 1769 1874 1585 7575 10575
24 Number of VOs having trained 4000 3277 2782 2491 2320 10870 14870
subcommittees
25 No. of VOs audited 1530 2096 1796 1629 1681 7202 8732
F Start-up Fund, CIF and VRF
26 Number of VOs provided start-up 3052 3157 2060 1885 1561 8663 11715
fund
27 Amount of startup fund disbursed to 1526 1578.5 1030 942.5 780.5 4331.5 5857.5
VOs (in Rs. Lakh)
28 Number of VOs provided VRF 1200 325 715 621 457 2118 3318
29 Amount of VRF disbursed to VOs (in 1200 325 715 621 457 2118 3318
Rs. Lakh)
30 Number of VOs provided CIF NA NA NA NA NA NA NA
31 Amount of CIF disbursed to VOs (in NA NA NA NA NA NA NA
Rs. Lakh)
32 No. of VOs initiated CIF repayment to 7000 1000 2000 1000 11000 11000
CLFs
G CLFs and Start-up Fund to CLF
33 Number of CLFs formed 402 78 69 78 77 302 704
34 Number of CLFs provided basic 350 61 57 79 81 278 628
training on CLF Management
35 Number of CLFs provided start-up 150 112 119 51 71 353 503
fund
36 Amount of startup fund disbursed to 300 224 238 102 142 706 1006
CLFs (in Rs. Lakh)
37 Number of CLFs provided CIF NA NA NA NA NA NA NA
38 Amount of CIF disbursed to CLFs (in NA NA NA NA NA NA NA
Rs. Lakh)
39 Number of CLFs having trained 250 97 157 86 131 471 721

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 Bookkeeper
40 Number of CLFs having trained 230 66 88 57 53 264 494
community coordinator (from
community)
41 Number of trained Thematic Master 700 176 283 177 222 858 1558
trainers (from community) placed
42 Number of CLFs registered 0 86 80 33 107 306 306
43 Number of CLFs trained on SOPs 30 70 80 81 56 287 317
44 Number of CLFs having trained 250 97 157 86 131 471 721
subcommittees
45 No. of CLFs with an average repayment 250 97 157 86 131 471 721
of 90% in the past three months
46 No. of CLFs with surplus income 30 29 51 32 37 149 179
47 No. of CLFs internal audit 101 50 100 100 50 300 401
48 No. of districts in which FNHW 12 12 0 0 0 12 24
activities initiated
49 No. of districts in which Gender 12 0 0 0 12 24
activities initiated
50 No. of districts in which SI activities 24 0 0 0 0 0 24
initiated
51 No. of blocks in which FNHW 200 0 200 0 0 0 200
activities initiated
52 No. of blocks in which Gender 200 0 200 0 0 0 200
activities initiated
53 No. of blocks in which SI activities 200 10 20 20 13 63 263
initiated
54 No. of CLFs initiated FNHW activities 160 40 0 0 0 40 200
55 No. of CLFs initiated gender activities 160 40 0 0 0 40 200
H Financial Inclusion
56 No. of SHGs credit linked 78684 12000 12000 18000 20000 60000 131184
57 Amt. of Bank credit accessed by SHGs 78684 131184
12000 12000 18000 20000 60000
(in Rs. crore)
58 No.of Bank branches involved in 1250 35 35 35 0 105 1355
financing of SHGs (target for Bank Sakhi
& CBRM)
59 No. of Bank Sakhi positioned 1050 70 140 35 0 245 1295
60 No.of branches where CBRM 734 1189
200 150 50 100 500
committee formed
61 No.of Branch Managers trained 374 200 200 200 100 700 1064
62 No.of SLBC sub committee meetings 23 0.7 0.7 0.7 0.7 2.8 25.8
held
63 No. of districts covered under FL 10 4.2 2.8 2.1 0 9.1 19.1
initiative
64 No. of blocks covered under FL 139 21 28 21 14 84 223
initiative

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65 No. of FL CRPs trained 474 105 140 105 70 420 894
66 No. of FL CRPs deployed 474 84 112 84 56 336 810
67 No. of FL CRPs provided training kit 474 84 112 84 56 336 810
68 No. of SHG members trained under FL 754380 105000 140000 105000 70000 420000 117438
intervention 0
69 No. of blocks where BC Sakhi have 130 18.2 21 28 14 81.2 211.2
been deployed
70 No. of BC Sakhi deployed 648 35 70 70 35 210 858
Pool of BC Sakhi deployed ( DIGI- PAY) 430
100 110 120 100 430

71 No. of BC Sakhi certified 100 100 110 120 100 400 380
72 No. of SHG members to be trained for 700 70 70 70 70 280 980
BC Sakhi
73 Estimated number of digital 270000 15750 47250 110250 126000 299250 569250
transactions conducted through the BC
Channel
74 Estimated amount of digital 9000 1050 3150 7350 8400 19950 28950
transactions conducted through the BC
Channel
75 No. of Group enterprises identified for 0 7 7 14 7 35 35
financing from banks
76 No. of SHGs to be brought on the BC 17000 2800 7000 7000 5600 22400 39400
Channel
77 No. of VOs to be brought on BC channel 1445 175 350 350 175 1050 2495
78 No. of CLFs to be brought on BC 0 35 35 35 35 140 140
channel
79 No. of Bima Sakhi deployed 75 150 200 75 75 500 575
80 No. of SHG members trained under FL 75829 108203 99325 116823 88746 413097 488926
intervention
81 No. of SHG members covered under 90000 70000 140000 140000 70000 420000 510000
PMJJBY/life insurance schemes
82 No. of SHG members covered under 262000 175000 210000 210000 105000 700000 962000
PMJJBY/accidental insurance coverage
83 No. of SHG members covered under 0 100000
PMJAY (Ayushman Bharat)/other state 25000 25000 25000 25000 100000
specific health insurance scheme
84 No. of SHG members covered under 0 5000
1000 1000 2000 1000 5000
asset insurance schemes
85 No. of SHG members covered under 0 10000
3000 3000 2000 2000 10000
APY/pension product in 2019-20
86 No. of districts where enterprise 0 12 0 6 0 18 18
financing will be initated
J SVEP
87 Number of blocks where SVEP is 12 3 0 0 0 3 15
implemented
88 Number of individual enterprises set 1970 1000 1300 1300 1829 5429 7399

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 up under SVEP
89 Number of enterprises receiving bank 3 100 100 125 125 450 453
loans (including Mudra loans)
90 Amount mobilised through bank 4 150 150 187.5 187.5 675 679
loans (Rs Lakhs)
91 Number of enterprises registered 7 50 50 100 100 300 307
under Udyog Aadhaar
92 % of enterprises which are tracked 881 600 780 780 1097 3257 4138
using Performance Tracking
Systems(PTS)
K AGEY 0 0
92 Number of Blocks under AGEY 1 2 3 3 2 10 11
93 Number of vehicles deployed 3 4 6 6 4 20 23
94 Number of vehicles that generate 1 2 3 4 4 13 14
minimum take home income of Rs
4,000 per month
L Non-SVEP Blocks 0 0
95 Number of blocks where non-farm 24 0 0 44 44 88 112
livelihoods interventions planned
96 Number of HHs supported for non-farm 4319 0 0 2200 2200 4400 8719
livelihoods interventions
M Food, Nutrition, Health and WASH
(FNHW)
97 Number of SHGs oriented on FNHW 70274 20,000 20000 20000 20000 80,000 150274
practices
98 Number of SHG members having a 883290 32625 67751 43142 54873 198391 108768
functional toilet 1
N Other Indicators 0 0 0 0 0 0
99 Number of GPs covered under SAGY 72 1 0 0 0 1 73
100 Number of GPs covered under 3528 250 0 0 0 250 3778
Mission Antyodaya
101 Number of GPs covered under PRI- 391 40 30 11 10 91 482
CBO convergence
102 Number of GPs covered under 2906 202 0 0 0 202 3108
convergence with GPDP
103 Number of MKSP blocks covered as
Intensive Blocks

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Annexure – 8: Key Output Indicators for SRLM-AAP 2019-20
S. No. Indicators Cumulative Plan in Achievement Plan for the
achievement 2018-19 in 2018-19 year 2019-
till March (till January 20
'18 2019) (Additional)

1 2 3 4 5 6
1 No. of Mahila Kisans covered 364533 600000 547137 253703
2 No. of districts entered 18 24 24 0
3 No. of intensive blocks entered under farm 95 150 95 43
livelihoods interventions
4 Area covered for farm livelihoods interventions (in 42750 67500 42750 19350
Hectare)
5 No. of Villages entered under farm livelihoods 2661 4000 3926 13946
interventions
6 No. of block LH staff engaged 89 150 92 238
7 No. of SRPs (SRLM Staff) 55 50 28 60
8 No. of SRPs (Non SRLM Personal) 0 0 0 40
9 No. of LH CRPs engaged
I Krishi Sakhis (Agriculture CRP) 3621 4000 4915 5496
Ii Pasu Sakhis (Livestock CRP) 1532 2500 2733 2873
Iii Van Sakhis (NTFP CRP)
Iv Any other type (pls. mention)
10 No. of Custom Hiring Centres established 0 500 537 0
11 No of households having kitchen garden
12 Organic village clusters promotion #1
a) No. of organic village clusters developed 0 80 17 133
b) No. of blocks covered 0 20 11 127
c) No. of villages covered 0 400 85 665
d) No. of LG registered 0 400 85 665
e) No. of mahila kisan part of registered LG 0 4000 2495
f) Area covered for organic farming (in Acre)
g) No. of dedicated staff engaged at block level for 40
organic
h) No. of dedicated staff engaged at cluster level for 80
organic
i) No. of exclusive Producers Groups promoted for 10
marketing of organic produce.

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 j) Estimated total turnover of the exclusive PGs for
organic farming (in lakh INR)
13 Village level aggregation activity #1
a) Number of producer groups 63 250 297 1083
b) No. of districts covered 18 18 8 16
c) Number of blocks covered 4 30 27 111
d) Number of villages covered 189 750 891 3249
e) No. of producers covered 2520 10000 11880 43320
f) Name of Commodities G9 Banana, G9 G9 Banana, G9
Potato, Banana, Potato, Banana,
Vegetable Potato, Vegetable Potato,
Value Chain Vegetable Value Chain Vegetable
Value Value
Chain Chain

g) Total Funds provided (Rs Lakhs)

h) For infrastructure support 0 0 59
i) For working capital support 0 0 0
j) Bank Linkage (Rs Lakhs) 0 0 0
k) Total Turnover during 2018-19 (Rs Lakhs) 0 0 0
l) Profit / Loss during 2017-18 (Rs lakhs) 0

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 NRLM Component wise fund requirement : FY 2019-20

Component / Sub component Expenditure Projected by

State

A.1 Technical Assistance -

A.2 Human Resource Development -
Subtotal -

B.1 State Rural Livelihoods Missions (SRLM) 4,134.38

B.2 Institution Building and Capacity Building 23943.63
B.3 Community Investment Support 15,925.06
B.4 Special Programmes 703.47
Subtotal 44,706.54

C.1 Innovation Forums and Action Pilots -

C.2 Social Entrepreneurship Development -
C.3 Public Private Community Partnerships -
Subtotal -

D1.1 NMMU -
D.2 Monitoring and Evaluation 227.71
D.3 Electronic National Rural Livelihoods Management System (e- 295.76
NRLMS)
D.4 Governance and Accountability Framework 2.00
D.5 Knowledge Management and Communication 627.43
Subtotal 1,152.90

E Marketing and Infrastructure -

F Interest Subvention -

G RESETIS 900

Total 46,829.44

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 NRLM SUB COMPOSENT WISE FUND REQUEST - FY 2019-20

Sl.No Activity Code Activity Total Budget ( Rs Lakh)

1 A Component A- Institution & Capacity Building -
A.1.1 TA to SRLMs by National Resource Organizations (other -
SRLMs)
A.1.2 Strengthening Capacity of National Resource Organizations -
A.1.3 TA to SRLMs by National Resource Institutions (NIRD, BIRD, -
LBSNAA, etc.)
A.1.4 Demand Driven TA [examples given guidance note] -
A.2.1 Partnerships with Institutions of Excellence/Learning Centers -

A.2.2 Regional and State Resource Centers -

2 B Sate Livelihood Support 44,666.54
B1 State Rural Livelihood Mission 4,134.38
B1.1 State & District Mission Management Unit 2975.22
B1.2 Capacity Building Support 1159.15
B2 Institution Building and Capacity Building 23943.63
B2.1 Block Management Unit Costs 8957.91
B2.2 Social Mobilization and Community Institutions 12028.28
B2.3 Financial Inclusion Initiatives 2022.76
B2.4 Training and Capacity Building initiative - Livelihood 738.34
B2.5 Training and Capacity Building initiative - Non Farm 196.33
B3 Community Investment Support
15,925.06
B3.1 Community Investment Support 14,575.87
B3.2 Livelihood Initiatives 1,039.86
B3.3 Financial support to CBOs on Off-Farm livelihood 309.34
B4 Special Project 703.47
B4.1 Home Grown Models 691.47
B4.2 Other Special Initiatives 12.00
3 C Innovation and Partnership Support -
C1.1 Technical Support Agency and Innovation Forums -
C1.2 Action Pilots -
C2.1 Knowledge Platform on Social Entrepreneurship in Livelihoods -

C2.2 Investment Support for Social Entrepreneurs -

C3.1 Service Provisioning -
C3.2 Viability Gap Funding -
4 D Project Implementation Support 1152.90
D2.1 Baseline Surveys 61.50

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 D2.2 Process Monitoring 50.94
D2.3 Community Monitoring and Studies 115.27
D3.1 Implementing Partners - Consultancy fee etc. 65.96
D3.2 Computer Hardware and related infrastructure 229.80
D4.1 Grievance Handling, RTI, Disclosure, etc. 2.00
D4.2 Community led GAC Initiatives
D5.1 Knowledge management & communication 81.20
D5.2 IEC - Printing, newspaper advert and Others 545.83
E Marketing and Infrastructure -
E1 Saras -
F Interest Subvention -

G RESETIS -
G1 RSETIS 900 -
Grand Total - NRLM 46,829.44

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 NRLM Capacity Building Plan: FY 19-20
S. Level Cumulative till Dec’18 Plan for FY
No. 2019-20
Proposed No. of centers
functioning

1 State Level/Regional Level CB Cell 0 1

2 District Level (if planned) 0 0 0

3 Block Level /District Level ( CMTC-Commiunity 24 8 16

managed training centre )

4 Model CLF /NRLM 20 15 5

Outreach achieved during 2018-19 (till December 2018) against the plan of 2018-19 under SRLM-AAP for farm
livelihoods interventions.
District coverage [No.] Block coverage [No.] Village coverage [No.] Household coverage
[No.]
Target Achievement Target Achievement Target Achievement Target Achievement
for for for for
2018- 2018- 2018- 2018-
19 19 19 19
24 24 150 150 4000 3926 600000 547137

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Introduction of LH agenda in the GPLF/ SHG/ VO through SRLM AAP

Total no. of villages covered under farm Comprehensive village livelihoods plan to be
livelihoods (till December 2018) developed in 2019-20. (no. of villages)

3926 17872

Component 2 & 3 Planning – Sub- Sectoral Interventions

Type of No. of Number Number No. of Number CRP to No. of producers'

intervention Districts. of Blocks of HH be Developed group to be
villages (cumulative) formed
AEP 24 138 2500 50000 500
Vegetable/others 24 138 17872 520546 10411
Livestock 24 138 17872 280294 5606
NTFP
Value Chain #1 18 50 1500 166500 1500
Organic #1 24 138 150 7500 150
Total

Cumulative Outreach Plan

Achievement till Dec 2018 (cumulative) To be achieved till March 2020

Number of Number of Number of Number of Number of Number of Number of Number of
District Block Village mahila District Block Village mahila
kisan kisan
24 150 3926 547137 24 138 17872 800840

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List of key interventions
Sustainable Agriculture Livestock NTFP
Identification of Ajeevika Krishak Mitra and Identification of Ajeevika pashu
Promotion of farmers
their capacity Building Sakhi and their capacity Building
producers organisation and
their institution
Identification of AVM and
capacity building
Organic Cluster Development/Farming Development of Master CRP Promotion of Tamarind and
collectivisation,
Promotion of SCI and DSR Promotion of Integrated Scientific Lac
Livestock development centre Cultivation and primary
(ILDC) – One window solution processing
for the promotion of small
ruminant
Promotion of vegetable production Promotion of Aajeevika Initiating jackfruit value
Livestock Manager (Higher level chain
cadre)
Promotion of farmers producers Promotion of mother unit Promotion of medicinal
organisation and their institution (chicks seasoning) plant based essential oil e.g
Lemon grass, vetiver, Tulsi,
Palmarosa and Gerenium
etc
Promotion of CABIC, under which CHC, Promotion of duckary and retail Collectivisation of Harra,
nutrition garden and FFS will be promoted outlet at block/level for the Bahera, Karanj, chiraujee,
forward linkage of dori etc
egss/chicks/birds
Promotion of aggregation and primary
processing

Convergence Activities – Achievement and plan for 2019-20

Sr. Indicators Cumulative Plan Achievement in Plan for the

achievement till March in 2018-19 (till year 2019-20
'18 2018- January 2019)
19
1 2 3 4 5 6
14 Nursery raising / plantation 50 50 50
B - Convergence with other Line Departments
15 Machinery for CHCs with Dept of 537 120 50 100
Agriculture (No., Cost)

109 | P a g e
Training and Capacity Building

Particulars Cumulative Plan in Achievement in 2018-19 Plan for the year

achievement till March 2018-19 (till January 2019) 2019-20 (Additional)
'18

Training to Staff
(no of staff)
a) On AEP
a) Livestock 89 150 150 238
b) NTFP
c) Value 89 150 150 238
Chain
d) Organic 89 150 150 238
e) Induction 89 150 150 238
of staff
Number of LH –
CRP trained
a) KS 3621 4000 4915 5496
PS 1532 2500 2733 2873
Master CRP 55 50 28 60

HR Structure - Status and plan for 2019-20

Level Position Thematic area (AEP, Number of Number of Staff Number of

Livestock, NTFPs, Staff on on 31st March, Staff
Value Chain, Organic) Dec. 18 19 (expected) planned 19-
20
State SPM 1 1 0
Project 1 1 0
Manager
Project 1 1 0
Executives
Consultants 6 6 9
PM-Livestock 1
PM-Organic 1
Farming

110 | P a g e
 PM-Marketing 1
Total
Taluka
/Block
Cluster 6 6 81
(organic)
Total 15 15 93

Sr Item (Policy, protocol, modules) Content on brief Already To be

. approve developed and
d and in approved in
operatio 2018-19
n [Yes/No]
[Yes/No]
1 2 3 4 5
1 AKM Payment Policy Function and Payment of AKM Yes To be revised
2 APS Payment Policy Function and Payment of AKM Yes To be revised
3 CLM Policy Function and Payment of AKM Yes To be revised
4 GRC/ASK Policy Function of GRC Yes To be revised
5 Livelihood Fund Policy Usage of Livelihood Fund Yes To be revised
6 Protocol of organic cluster CRP organic cluster development No To be
round developed
7 Protocol of internal- LH CRP round Development of internal- LH No To be
CRP developed

Partnership - Status and plan for 2019-20

Sr. Name of the partner
1 2
1 Indian Grameen Services
2 Action for Social
advancement
Roles and responsibilities of the partner Cost involve in the
partnership [lakh INR]
3 4
Development of cadre and SCI/vegetable 700000
production
Development of cadre and SCI/vegetable 700000
production

111 | P a g e
 3 Basix Krishi Samridhi Ltd Value Chain development and marketing 700000
of vegetables
4 SIMFED Development of organic Cluster though 1500000
PGS certification as regional council

Budget for 2018-19 for farm livelihoods interventions Far

Amount are in lakh INR

Total Allocated Budget for farm Expected Expenditure Till Planned Expenditure 2019-20
livelihoods 31st March '19
5412

Procurement Plan
Plan for Procurement of Goods for the FY 2019-20

Sl Contract Quant Estima (Fundi Doma Method Review Rema

. Description ity (In Estima ted ng) ins of by rks
N (Goods/Item Nos.) ted Cost NRLM Procure NMMU/W
o s) Unit (INR IN ment orld
Price LAKH Bank
(INR) S) (Prior or
Post)
1 Tablet 10000 IT &
Computer for 15,000 1,500.0 MIS
MIS activities 0
2 Web Camera 24 IT &
for DMMU for 100,000 24.00 MIS
Skype
3 Photocopier 1
with its 250,000 2.50
Accessories .00
4 Water Cooler 3
25,000. 0.75
00
5 Leser Printer 10
15,000. 1.50
00
6 Telephone 20
Sets 3,000.0 0.60
0
7 Desktop,Printe 300 IT MIS
r cum scanner 60,000. 180.00
& UPS (CLF) 00
8 Printing of 1 250000 KMC
Newyear 0 25.00
diaries,
9 Printing od 1 100000 KMC
IEC Materials 00 100.00

112 | P a g e
1 Hiring of 2000 1000 KMC
0 Agency for 20.00
wall painting
and board
1 Camera and 100 15000 15 KMC
1 other
equipments
1 SQL 1 120000 12 MIS
2 server/Team 0
Viewer and
Antivirus
1 APS and 4000 600 24 LH
3 AKM Kit
1 Cooling 5 150000 75 LH
4 Chamber 0
1 AMC of 1 200000 2 LH
5 Server
1 Mobile for 1500 8000 120 LH
6 AKM and
APS
1 Printing of 1 200000 20 LH
7 APS register, 0
Kisan Card
etc
1 Procurement 50 25000 12.5 FI
8 of Pico
Projector
1 Communicati 1 350000 35 FI
9 on Materiale 0
(IEC/Video/P
rinting

2,169.8
5

Procurement Plan for the FY: 2019-20 (NRLM)

Sl. Service Thematic Estimated Method of Review Date Expected
No. Description Area Cost (Rs. Procurement Category of Contract
Lakh) Issue Date
of EoI

1 Hiring of Statutory Finance 30.00 LCS Post Aug- Dec-19

Auditor JSLPS 19
2 Hiring of creative KMC 20.00 LCS Post Jul-19 Oct-19
communication
agency
3 Agency for digital MIS 100.00 QCBS Post Jul-19 Oct-19
Financing Agency

113 | P a g e
4 Hiring of Agency for MIS 100.00 QCBS Post Sep- Dec-19
Credit score for 19
SHGs and
Members
5 Hiring of Agency for LH 60.00 QCBS Post Jun- Sep-19
training of AKM and 19
APS
6 Hiring of Agency for FI 20.00 LCS Post Sep- Dec-19
Insurance 19
7 Hiring of TSA for FI 15.00 LCS Post Oct- Jan-20
Digital financing 19
8 Hiring of TSA for FI 15.00 LCS Post Aug- Nov-19
Financing 19
Enterprise and
Producer Company/
FPOs
9 Hiring of Agency for FI 150.00 QCBS Post Aug- Nov-19
Establishment of 19
Specialized
Institution for
Accelerating SHG
Lending and
Finacial Inclusion
Grand Total (INR 510.00
in Lakhs)

Plan for Procurement of Works for the FY 2019-20

S Contract Quan Estim (Fund Dom Method Review Rem
l. Description tity Estimat ated ing) ains of by arks
N (Goods/Items) (In ed Unit Cost NRLM Procure NMMU/
o Nos.) Price (INR) / ment World
(INR) NRLP Bank
(Prior or
Post)
Minor 1 Admin Limited
Renovation of 600,000.
Store 00

NRLM Procurement Summary for the FY 2019-20 (Rs. In Lakhs)

Sl. Category Approved for 2018-19 Procurement Plan for FY 2019-20
Completed/expected to be
completed till March,2019

No. of Amount No. of Amount No. of Amount

Items Required Items Spent (Rs. Items Required
(Rs. In In Lakhs) (Rs. In
Lakhs) Lakhs)

1 Goods 25 840.64 50 2,793.50 19 215.00

2 Services 1 8.00 1 10.00 9 510.00

3 Works 0 - 0 - 0 -

114 | P a g e
Grand Total 26 848.64 51 2,803.50 28 725.00

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