ikp annual report for 2007-08

Society for Elimination of Rural Poverty

Indira Kranthi Patham

Annual Report 2007-’08

July 2008

Society for Elimination of Rural Poverty IV floor, HUDA – Hermitage Offices Complex, # 5-10-192, Hill Fort Road, Hyderabad, 500004

Society for Elimination of Rural Poverty

Indira Kranthi Patham Annual Report 2007-08

Chapter Contents Page

Number

Executive Summary 1

Chapter 1

Society for Elimination of Rural Poverty 2

Chapter 2

Indira Kranthi Patham 21

Chapter 3

The Vision of Andhra Pradesh for Poverty reduction 30

Chapter 4

Progress of Indira Kranthi Patham 38

Indira Kranthi Patham Annual Report for 2007 – 2008

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Executive Summary Society for Elimination of Rural Poverty (SERP), an autonomous Society registered under Public Societies Act is implementing Indira Kranthi Patham (IKP) in all the 22 rural districts of A.P. 8832828 members are organized into 708315 SHGs in 34269 Village Organizations (VOs) and 1085 Mandal Samakhyas (MSs). In addition, there are 126 Mandal Vikalangula Sangams, 17 Chenchu Mandal Samakhyas and 15 Fishermen Mandal Samakhyas. Zilla Samakhyas have come into existence in all the 22 districts. The SHGs in A.P. constitute around 25 percentages of all 2799850 SHGs in India. Rs.5882.79 crores of bank loans were given in 2007-08 upto March 2008. After 2004-05, Rs.11,965.76 Crores of bank loans are provided to SHGs in A.P. And Rs. 215.18 Crores is given to 12,84,935 SHGs under Pavala Vaddi Incentive,. The cumulative CIF expenditure upto March 2008 is Rs. 810.21 Crores and the total numbers of beneficiaries is 20,70,009. Total number of jobs created upto 2006-2007 is 40,300. The achievement in 2007-08 is 70,135 upto March 2008. As on March 2008,an extent of 4473.93 acres of land was purchased and handed over to 5023 poor families. During this year upto March 2008, our CBOs have procured a total of 46.75 lakh quintals of agricultural and NTFP commodities worth Rs320.11 crores. 21,10,401 families in 1,80,785 SHGs in 14101 VOs were provided food security by March 2008. 1,96,144 Persons with Disabilities (PWDs) are organized into SHGs including 21,566 exclusive SHGs of PWDs. Under Insurance initiative, we have covered 38.83 lakhs rural families by March 2008. Under Pensions Programme, Rs898.92 crores is distributed to 44.74 lakh pensioners upto March 2008. The total expenditure of IKP up to March 2008 is Rs.1796.25 Crores.


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Chapter - 1

Society for Elimination of Rural Poverty 1.1 Introduction and Genesis of the Project1

The Society for Elimination of Rural Poverty (S.E.R.P.) is

implementing Indira Kranthi Patham (IKP) project. This is a State-wide, community demand driven rural poverty alleviation project aiming to cover all rural poor households in the state, with a special focus on 30.0 lakh poorer households. The main objective is to enable the rural poor in the state, particularly the poorest of the poor, to improve their livelihoods and quality of life.

The project focuses on rural poor families in all the 1097 Rural Mandals in 22 rural districts of the State. The IKP comprises of 2 projects - Andhra Pradesh District Poverty Initiatives Project (APDPIP) Andhra Pradesh Rural Poverty Reduction Project (APRPRP). Both are externally aided projects, with financial support from the World Bank.

The APDPIP covering 316 mandals in 6 districts with an outlay of

Rs.654.00 crores was launched on 14th June 2000. The project duration is upto December 2006 and is expected to cover 9.3 lakh poor households. The APRPRP project that commenced on 1st June 2002 with an outlay of Rs. 1486 crores covers 598 backward mandals in 16 districts of the State and is estimated to cover 20,00,000 families. APRPRP also covers 260 coastal fishermen villages in non-project mandals. The project duration is from April 2003 to September 2008.

1.2 Andhra Pradesh Districts Poverty Initiatives Project

Andhra Pradesh District Poverty Initiatives Project (APDPIP) was formally launched in June 2000 at Utnoor, Adilabad District by the Chief

1 This report borrows a lot from the existing literature at World Bank and SERP, especially from Project

Implementation Plans of APDPIP and APRPRP and other internal documents. All are gratefully

acknowledged.


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Minister. The Project is contracted to Society for Elimination of Rural Poverty (SERP) through a Memorandum of Understanding.

The genesis of APDPIP dates back to 1994-95 when the early

proposals were drafted by the Government of Andhra Pradesh, to social assessments and capacity assessments of the districts in 1997-99. The experience of South Asia Poverty Alleviation Project in Mahabubnagar, Anantapur and Kurnool was culminating as a unique way forward for reducing the poverty during 1995-2000. Subsequently, revised proposal was drafted in 1999-2000 and was appraised in March 2000. The project was sanctioned in May 2000 and it was formally launched in June 2000.

The project design reflects lessons learned from several on-going and completed World Bank-financed rural development projects in India. These have shown the importance of community participation and ownership in achieving efficiency and sustainability. They have also demonstrated how communities can contribute towards investment and operational costs if they are assured of good service. The UP Sodic Lands Project has shown how the poor can establish their own organizations and engage in multiple activities in order to mitigate risks and participate more fully in the development process. Similarly, the Integrated Watershed Development Projects, the Karnataka and UP Rural Water Supply and Sanitation Projects and the AP Forestry Project have all demonstrated the viability of user groups and their potential to manage project activities as well as to mobilize community contributions. These projects have also demonstrated the potential value of successful partnerships between community organizations, NGOs and the Government. An important lesson from the UNDP-assisted SAPAP, which includes AP, is that it is not enough to mobilize communities for social action - they need also to have investment opportunities alongside social mobilization. Hence, APDPIP seeks not only to mobilize communities but also includes support to facilitate linkages with the credit institutions to open investment opportunities for the rural poor in economic activities. Another lesson of the UNDP Project, which is relevant to this project, is that NGO involvement must be selective and focused.

At the operational level the main lessons incorporated into the project design are: (a) creation of a decentralized project management


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structure with full control over sub-project approval to expedite decisions and to minimize political interference; (b) development of streamlined procurement and disbursement rules and regulations to ensure speedy implementation; (c) inclusion of competitive employment conditions for project management staff to attract and retain competent and motivated individuals; (d) inclusion of detailed operational manuals, computerized MIS, standardized financial management procedures, regular and rigorous auditing, and quantitative and qualitative monitoring and evaluation; and (e) incorporation of physical and financial sustainability conditions in the sub-project eligibility criteria to ensure a continued flow of benefits.

GOAP was persistent in its request for Bank assistance for a project focused on poverty reduction and included all necessary budgetary resources in its plans. GOAP was seriously concerned about the high level of poverty, illiteracy and poor health and has widely promoted participatory approaches to address the needs of the rural poor. It has also given high priority to improving the status of women through innovative approaches. The government supported this commitment by establishing a dedicated team to prepare the project proposal. An autonomous society was registered to implement the project with the Chief Minster accepting the Chairmanship of its General Body. In addition, a number of actions have been taken to enhance institutional readiness for implementation, including selection of the project mandals, staffing arrangements for the state, district and mandal units, preparation of the financial management manual, and development and testing of the computerized financial management system, finalization of the operational manual and guidelines for appraisal of demand-based sub-project proposals.

The project outlay in each of the above components is given below:

Table – 1.1: Component-wise Project Outlay of APDPIP (Rs. Crores)

S.No. Name of the Component APDPIP

1 Strengthening Institutional, Social and Human Capital 125.51

2 Support to Sub-Projects of the Poor 360.34

3 Support to Eliminate Child Labour* 133.82

4 Project Management 34.32

TOTAL 654.00

* This component is being implemented by A.P.S.W.R.E.I.S.


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The expected project outputs from APDPIP are given below:

Table –1.2: Expected Project Outputs from APDPIP

S.No

Program Details APDPIP

1 Districts 6

2 Coverage of Mandals 316

3 No.of families to be covered 9,30,000

4 Self reliant people’s institutions - DWCRA Groups (SHGs) - Village Organisations (VOs) - Mandal Samakhyas (MSs)

66,000 8,000 316

5 Trained Community Activists, Book keepers and Paraprofessionals 40,000

6 Child labour Elimination 1,00,000

7 Educational support for girl child labour - No of Residential Schools - Girl children mainstreamed

24 36,000

1.2.1. Project Development Objective of APDPIP

The main objective of the project is to improve opportunities for the rural poor to meet priority social and economic needs in the six poorest districts of Andhra Pradesh (AP). To achieve this, the project would:

(a) help create self-managed grass-roots institutions; (b) build the capacity of established local institutions, especially the

Gram Sabha/Panchayats and GOAP's line departments, to operate in a more inclusive manner in addressing the needs of the poor;

(c) support investment in sub-projects proposed by grass-root institutions of the poor to accelerate their entry and expand their involvement in social and economic activities; and

(d) improve access to education for girls to reduce the incidence of child labor among the poor.

1.2.2. Key Components of APDPIP There are four key components in the project:

1. Institutional and Human Capacity Building


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2. Community Investment Fund (CIF) 3. Educational Support for Girl Child Laborers & School Dropouts 4. Project Management, Monitoring and Evaluation and Studies

1.2.2.1 Institutional and Human Capacity Building

The focus of this component would be to develop self-reliant and self-managed community-based organizations. Accordingly, the majority of funds available under this component would be utilized in capacity building of new or existing groups in the project districts. In addition, the line departments and Panchayat Raj Institutions (PRIs), especially Gram Panchayats, would be sensitized/re-oriented through training, consultant services, workshops and exposure visits so that they operate in a more inclusive manner in responding to needs of the rural poor. Specific activities to be financed would include:

(a) Formation and development of CIGs, including SHGs, and their

support organizations. This would include: formation of new groups; strengthening of existing groups, especially those formed through DWCRA. The project would adopt many features of the UNDP approach to group formation/community empowerment successfully tested under the on-going South Asia Poverty Alleviation Program (SAPAP).

(b) Information, education and communications support, including

awareness building campaigns and demonstrations in village communities on issues affecting social and/or economic activities of interest to rural poor, e.g. education/child labor, preventative health care, sustainable management of natural resources.

(c) Capacity building of Gram Sabhas/Gram Panchayats to improve

micro-planning, financial management and sensitization to needs of the poor in the village community.

(d) Skill enhancement and re-orientation/sensitization of participating

line department staff and NGOs to be more responsive to needs of the rural poor and to assist in the project implementation.


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(e) Introduction of a pilot program on institutional and capacity rating to enable development of a need-based support program for CIGs/SHGs and their linkages with the banking institutions.

1.2.2.2 Community Investment Fund (CIF)

The activities to be financed under this component would be demand-driven sub-projects to be proposed by CIGs/SHGS either on their own or jointly with communities (Gram Sabha/Panchayat) during implementation. The participants would have freedom to prepare sub-project proposals based on their felt needs provided these conform to the agreed criteria. An indicative list of likely demand identified during the social assessment in the project districts included the following clusters of activities:

(a) Improved access to public social services, especially health, education,

childcare and veterinary care. Towards this aim the project would finance, train and develop a resource group of volunteer Para-technicians. Examples include: volunteer teachers-teachers and health-health workers, veterinary service providers, purchase of teaching aids, improvements in hygiene, environmental sanitation and preventive health care measures;

(b) Group-based income-generating investment proposals identified by

CIGs/SHGs related to: (i) improved production and/or marketing of commodities (crops, horticulture, pasture, livestock, sericulture); and (ii) provision of support services to facilitate adoption of new skills/activities and strengthening of backward and forward linkages of microenterprises owned and managed by the poor; and (iii) facilitation of improved access to institutional credit for micro enterprise development; and

(c) small infrastructure; e.g. multi-purpose community halls, expansion of

local school facilities, connector roads within or between habitations settled by rural poor, and drinking water supply through individual hand pumps, human waste disposal (individual household latrines), community drainage system within a habitation. Both CIGs and Gram Panchayats would be able to submit proposals for financing. Priorities


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for infrastructure investments would be discussed between the Gram Sabha/Gram Panchayat and representatives of the rural poor to avoid duplication and to share ideas/information with elected representatives of all communities of the habitation/village.

1.2.2.3 Educational Support for Girl Child Laborers and School Dropouts

To address the twin problems of child labor and high school dropout rates, it is proposed to finance a package of inter-related activities involving both non-formal and formal education. Since girls are at a greater disadvantage compared to boys in poor families, the project's support would be focused on their needs. Under this component provision would be made to finance: (a) regular campaigns to sensitize parents, especially mothers and other community members about the importance of education and its long-term implications for child welfare and poverty; and (b) in project districts/mandals with the highest concentration of child labor and drop-out rates, establishment of a maximum of 18 residential "bridge" and 6 regular secondary residential schools for girls. Bridge schools would run short-and long-term remedial courses to prepare child laborers and school dropouts ranging in ages between 7 to 14 years to enter the formal education system. After completing their bridge school remedial courses, these girls would take entrance examination for the regular residential school or go to a day state school.

1.2.2.4 Project Management, Monitoring and Evaluation and Studies

Provision has been made to cover the costs of incremental staff, technical assistance/consultants, training, workshops and study tours, vehicles, office equipment supplies and other incremental operating costs. Provision would also be included for special studies and preparation of a follow-up project. This component would include funding for a comprehensive Monitoring and Evaluation (M&E) system. Given the innovative nature and decentralized management structure of the project, the design adopted allows flexibility to change based on implementation experience as an on-going activity. An additional sources of learning would be the studies on economic, social, financial and institutional aspects of the project.


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1.3 Andhra Pradesh Rural Poverty Reduction Project

1.3.1 Project Development Objective

While the Andhra Pradesh District Poverty Initiatives Project was 18 months into operation, the idea of Andhra Pradesh Rural Poverty Reduction Project (APRRPR) was contemplated. The objective of the AP DPIP Project is improving the opportunities for the rural poor to meet priority social and economic needs in the six poorest districts of Andhra Pradesh. The Project Development Objectives of APRPRP are that the poor, and particularly the poorest of the poor in the remaining 16 rural districts sustain self-reliant, empowered organizations to take advantage of their new opportunities, in a risk-managed environment. They convert their secure asset base into an economically viable, improved and sustainable living. Higher level educational achievement, particularly among girl children of the poorest of the poor. The map showing APDPIP and APRPRP Mandals as envisaged is given below:


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Number of Mandals in APDPIP and APRPRP

VZN

34

52

27

43 2.60

44 5. 04

29

64

47

10. 55

42

14.10

41

26. 47

38

29 14. 55

19 3.

91 14

2. 54

18

2. 57 22

4. 66

45

3. 86

41

9. 08

46

2. 36

41

1. 97

63

65

APDPIP = 316

APRPRP = 548

TOTAL = 864

VSP

W.G

KRI

GNT

PKM

NLR

CTR

CDP

ATP

KNL

MBN

NLG

RR

MDK

NZB KRN

ADB

WGLL

KHM HYD

E.G

SKL


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1.3.2 APRPRP Project Rationale

The design adopted for APRPRP is similar to that of APDPIP but is a combination of the PRI model and the conventional social fund. While the APRPRP model focuses on self managed organizations of the target groups and their organizations as the key players, it emphasizes development of working partnerships with existing institutions, civil society actors, public sector organizations, line departments of the state government and PRIs. It is hoped that the participatory approaches and demand-based investment decisions would bring about improvements in operation of the public institutions and the PRIs. At the same time establishment of strong linkages with institutions / programs at the local level would contribute to the transfer of experience and learning as well as add to sustainability. Such linkages would ensure that APRPRP financed interventions complement and supplement other poverty reduction schemes.

Thus, APRPRP goes beyond the APDPIP and, while retaining the advantages of the APDPIP; it will differ in several aspects, including the following: � The proposed project will work for expansion of the geographical

coverage from 6 districts to the entire state. � Have a sharper focus on the ‘poorest of the poor’ in order to target

the most needy and more vulnerable sections of rural communities and villages.

� It will ensure greater convergence of sectoral interventions by the State notably in health, education, nutrition, natural resource management, and anti-poverty programs at the Mandal level.

� The project will respond to the needs of the poor using a “bottom up” approach and recognize the need for different grassroots institutional arrangements.

� Livelihood issues of the poor, with special reference to non-farm employment opportunities, making land accessible to the landless and land and water management in degraded areas, will be at the center stage of the interventions.

� And inclusion of other significant stakeholders such as units of local self government (elections to the Local Government in the


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village level, called, Gram Panchayats and Mandal Parishads were held in July 2001) and civil society Organisations in the implementation arrangements.

� Social risk management including social protection.

The goal of the overall long-term rural poverty reduction program is to help enable the poor to overcome poverty through a holistic approach of facilitating and promoting empowerment, creating opportunities, providing mechanism for social security, and working for equity. 1.3.3. Key Performance Indicators

• The poor and particularly the poorest of the poor sustain reliant, empowered Organisations based on:

- Membership of SHGs/VOs/MMS;

• Enhanced livelihoods:

• Improved Education:

• Social Risk Management

• Inclusion of poor in decision making in PRIs:

• Better Service Delivery in health, education, land leasing, etc.

The project would integrate bottom-up participatory development of the target groups with well-coordinated, transparent delivery of public services at the local level (Mandal level primarily). The strengthening/formation of self managed organizations of the target groups and their federations at different levels, hinged onto common interest(s) (primarily individual and communal relationships of trust and mutual support) are two core outcomes of the project. Such organizations and their federations, would lead to enhanced social and human asset formation at different levels, especially at the habitation and village levels, and empower the poor to seek their entitlements. The improvements in good governance and organizational capacity of local governments (both elected officials and line department staff) at the sub-district levels and integration of different public sector interventions at the Mandal level, are other core outcomes of the project. These have been, on one hand, major barriers for public services to respond to the needs of the target groups, and on the other, for these groups to access their entitlements of public


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services. Redefining and restructuring more healthy and sustained interfaces (or linkages) between grass-root groups and local institutions, such as PRIs (local government), private sector, public sector banks, other providers of micro-finance services, insurance providers, will be a central challenge that would be met in the project.

The large segments of the rural population suffer from multiple poverty syndromes. They are not only income poor but are also capability poor, the latter contributing to their isolation and alienation from the mainstream of development. Multiple disadvantage syndrome suffered by the poor, requires an integrated multi-pronged poverty alleviation programme. But despite best of intentions, a holistic approach, with horizontal integration of different poverty alleviation interventions, which can provide an integrated multi-pronged poverty alleviation programme, has not been fostered and nurtured in the past. 1.3.4 Geographical Focus

The project will strategically focus on targeting assistance to 548 most

backward mandals in 16 districts in Andhra Pradesh, using 9 criteria ranging from literacy to economic activity, for identification of backward Mandals. These Mandals fall in districts where AP DPIP project is not currently underway. 1.3.5 Target Group

Within these identified 548 backward mandals in the 16 districts under reference, the target group will be of the poor who will include the poor Scheduled Castes (SCs), marginalized tribal people (STs) and backward castes, people without control over and access to productive resources (such as people who are landless, asset less and without access to credit), daily wage labourers, attached labourers, unskilled marginal farmers, disabled people, socially disabled people like the “jogins”, child labourers especially the girl child labourers, widows and female headed households and involuntary migrants. Amongst these people, the development interventions will always begin for the “poorest of the poor”, that is, for those who lie at the bottom of the poverty ladder.


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1.3.6. Key Issues

Within the livelihoods approach the key issues that will be addressed in the project are:

• Protecting, maintaining and building the critical social, natural resources, financial and human capitals of the target groups,

• Empowering the target groups so that they can use these capitals productively with less restrictions,

• Providing the poor with more and better opportunities for using the capitals,

All of which resonate well with the Bank’s three strategies for attacking poverty, namely, enhancing security, facilitating empowerment and promoting opportunities. 1.3.7 Strategies

The key issues as mentioned above will be addressed through the following strategies:

• Nurturing Institutional Development: Strengthening and formation of self-managed grassroots organizations:

• Village Organizations (VOs

• Mandal Samakhyas (MSs).

• Facilitating creation of non-farm employment opportunitie.

• Facilitating livelihood development for small and marginal farmers:

• Facilitating access to financial resources for the poor:

• Drawing Girl Children out of work and supporting Girl Child Labour and School Drop-outs:

• Treating people with disabilities differently:

• Causing convergence of public sector programs:

• Increasing the capabilities of PRIs:

• Improving Health and sanitation:

• Improving delivery mechanisms:


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1.3.8. Project components: The project consists of six components namely:

• Institutional and Human Capital Building

• Community Investment Fund

• Support to Pilot Programmes

• Support to Eliminate Child Labour

• Support to Persons with Disabilities and

• Project Management

Institution and Human Capital Building: The objective of this

component is to facilitate promotion of self-managed and financially

sustainable community based institutions of the poor and development of

social capital for securing sustainable livelihoods and better quality of life

for the poor. The strategies identified for the effective implementation of

the components include:

� Collaboration of the project with all stakeholders i.e., NGOs, line departments, banks etc., at all levels to enable poor build institutions and access benefits from different sources by leveraging institutional strengths;

� Social mobilization through the promotion of CBOs and support them to hire and supervise development professionals for implementing project activities effectively;

� Establishment of IKP training centers in all project mandals to build capacities of the SHGs, their federations and the social capital (activists and paraprofessionals) created;

� Conduct of studies to identify the requirements of members and design and offer need-based financial products to the rural poor;

� Promotion of CBO linkages with both financial and non-financial institutions. Formation of working committees with DDM-NABARD, lead bank manager and PD-APRPRP to expedite the process of bank linkages; and

� Promotion of enhanced opportunities for livelihoods through appropriate training and facilitation


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The sub-components of the Institutional and Human Capital Building

component are:

� Promotion and strengthening of self-managed institutions of the poor and their federations - SHGs, VOs, MSs and DSs;

� Facilitation of access to micro-finance products and service to the CBO members;

� Promotion of social capital – community activists/facilitators, book-keepers, master book-keepers, livestock extension workers, para-professionals etc.;

� Capacity building of CBOs at all levels, project staff and various other stakeholders. This would include development of training modules and materials, identification of areas of capacity building for various project staff, CBOs, PRIs and LDs;

� Convergence with LDs, specifically in the areas of health and nutrition; � Working out a communication strategy for the project, including

effective use of cultural media (kalajatha); and � Building private sector partnerships with an objective of networking with

Organisations ranging from business houses to financial institutions and NGOs.

Community Investment Fund (CIF): The objective of CIF is to help strengthen and diversify the livelihoods of the poor and their quality of life. The CIF component is expected to promote the income and employment levels of the poor, decrease unproductive expenditure and help mitigate risks. The broad strategy is to enable the poor to undertake analysis of the major livelihoods, identify opportunities and constraints. The evolution of CIF-SPs is expected to take place through the process of Livelihood Enhancement Action Plans (LEAPs) within the broad context of the livelihoods framework of the project. Certain sub-projects could also emerge outside the LEAP framework. The implementing bodies (Sub-Project Implementing Agencies – SPIAs) for the CIF-SPs would be CBOs of the poor i.e., Village Organisations (VOs) at the gram Panchayat level and Mandal Samakhyas (MSs) at the Mandal level.


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Support to Pilot Programs: With the overall objective of taking up pro-

poor experiments, demonstrations and trials, the project would support

pilot programmes in three major areas:

Strengthening the Role of PRIs: The central objective of this pilot is to

support the GOAP's strategy of decentralized approach to poverty

reduction. This is being done by strengthening the PRIs in 40 pilot

mandals. Improving the capacities of the PRIs to respond to the needs of

the rural poor, linking the PRIs with the rural poor and the CBOs and

promotion of downward accountability of the PRIs, are central to the

objective.

Social Risk Management : The objective of this sub-component is to apply the SRM framework to address the downside risks faced by the poor. It is planned to do this by developing and strengthening community driven processes for risk reduction, mitigation and coping. The CBO members would be facilitated to access a comprehensive insurance package. Different models of community managed insurance services to the poor would be tested in 15 mandals covering 450 VOs, 6,000 SHGs and 30,000 households. Comprehensive Basic Health Package: The project would be piloted to

demonstrate the ability of the community to enhance access to basic

health services to the poor and to ensure that the health service providers

are responsive and accountable to them. The central objective of the

package is to improve the health status of the poor.

Support to Elimination of Child Labour: The fourth part of the project

will be investment in weaning girl children away from work. It will provide

for campaigns, social mobilization and residential schools etc.

One of the major focus areas of APRPRP is the elimination of child labour through a process of intensive mobilization of child labour, sensitization of


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the parents, the community, the employers and other necessary initiatives for main streaming of child labour. A social norm has been established against all forms of child labour and in favour of ensuring that every child in the 5-14 years age group is not only enrolled into the schools but also retained until the child completes class 10. This norm is based on a non-negotiable principle that no child must work and every child must attend full time formal day school.

Support to People with Disabilities: The fifth part of the proposed

project will provide investments for meeting the special needs of the

people with disabilities, mostly in soft ware, capacity building, integration

of people with disabilities into the main stream, changing social mindset,

developing CBR programmes, developing cadres of CBR workers etc. It

will also include making investments in providing options to destitute

widows and women.

The long-term objective of this component is to help disabled persons and their caregivers to improve their livelihood opportunities and quality of life. The project proposes to cover disabled persons in 80 mandals, with appropriate interventions during the project period.

Project Management: The semi-autonomous status of the SERP and decentralized institutional arrangement, allowing operational autonomy at the district level, allows decision-makers to come closer to the participating communities and allows rapid decisions on proposal submitted by the participating communities. 1.3.9 Benefits and Target Population: Benefits: As mentioned earlier, an estimated 2 million poor families would benefit directly from APRPRP. The major benefits would be: (a) social empowerment and mobilization through better organization; (b) improved skills to enhance the ability of the target communities to undertake productive investment and to increase earning opportunities; (c) greater access to productive assets, infrastructure and improved social services; (d) social protection for those who are vulnerable to natural and


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health related risks and (e) empowerment of one of the most vulnerable sections amongst the poor, viz., people with disabilities, to live lives of dignity. A key benefit would be improved access to secondary education for girls from families of the poor, especially SC and ST, focusing in areas with a high incidence of child labor and school drop-outs. Findings from on-going GOAP funded programs show that support for formal education through residential schools, as well as informal interventions to prepare working children and school drop-outs to enter the formal education system, greatly reduce future drop-out rates. This intervention alone would assist another of the most vulnerable and disadvantaged group in society to carve out a better future.

Beyond these direct project benefits, it is expected that more inclusive operation, transparency and accountability of Gram Sabhas / Panchayats would also benefit the rural poor. Other indirect benefits would include improvements in the ability of development administrations to respond to the demands of families belonging to the target group, integration of PAP of the GoAp at the mandal level and improved effectiveness through better targeting and ownership of other on-going development programs. Multi-Layered Targeting: The following four-fold system of targeting is adopted:

• Geographic targeting, through selection of the 500 poorest mandals. All villages within a target mandal would be covered by the project in a phased manner. The 500 poorest mandals were selected on the basis of specific weighted socio-economic criteria ranging from literacy to economic activity, (see Annex 3). It is anticipated that over the first three-year project period more than half of the mandals would be covered in each district.

• Group targeting, through formation of group-based activities for the poor living in habitations / villages. The targeting process would draw on local information, such as the BPL list, interaction with Gram Sabhas, information collect by NGOs and the project’s Mandal Community Support Cells (more fully described below). Since families of similar ethnic and socio-economic status often cluster together within


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habitations, targeting of habitations as the project’s basic operational unit is considered to be an effective mechanism for identifying poor families with similar cultural and socio-economic characteristics.

• Self-targeting, through a focus on small, technologically manageable investments that are attractive primarily to people belonging to the target group, organizing themselves into common interest groups and by promoting labor-intensive construction methods.

• Gender Targetting :In implementing the project, at the first cut, the focus will be on the women and girl children belonging to the target group. As more experience is gained men, will also join the development process.


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Chapter – 2

Indira Kranthi Patham 2.1 Scope of Indira Kranthi Patham

After 2004, the project is extended to all the rural Mandals of the State in 22 rural districts and the programme is re-christened as “Indira Kranthi Patham”. IKP builds on the decade long, State-wide rural women’s self-help movement. The focus is on deepening the process, providing an institutional structure and developing a framework for sustaining it for comprehensive poverty eradication. The current APRPRP is a combination of erstwhile APDPIP in six districts and APRPRP in sixteen districts. The district-wise number of mandals covered by APDPIP is given in the following table:

Table – 2.1: District-wise number of mandals in APDPIP

Sl. No.

District Total

Mandals Mandals Covered

1 Adilabad 52 52

2 Anantapur 63 63

3 Chittoor 66 65

4 Mahabubnagar 64 64

5 Srikakulam 38 38

6 Vizianagaram 34 34

Total 317 316

The district-wise number of mandals initially covered by APRPRP is given in the following table:


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Table – 2.2: District-wise Initial Number of Mandals in APRPRP

Sl. No.

District Total

Mandals Mandals Covered

1 East Godavari 58 19

2 Guntur 57 22

3 Kadapa 51 41

4 Karimnagar 57 43

5 Khammam 46 41

6 Krishna 50 18

7 Kurnool 54 46

8 Medak 46 44

9 Nalgonda 59 47

10 Nellore 46 41

11 Nizambad 36 27

12 Prakasam 56 45

13 Ranga Reddy 37 29

14 Vishakapatnam 53 29

15 Warangal 51 42 16 West Godavari 46 14

Total 803 548

APRPRP also covers 260 coastal fishermen villages in non-project

mandals. Ultimately, IKP will cover all the rural mandals in the State of Andhra Pradesh. The original project outlay in APDPIP and APRPRP in each of the components is given below:

Table – 2.3: Total Project Outlay of APDPIP and APRPRP (Rs. Crores)

S.No. Name of the Component APDPIP APRPRP Total

1 Strengthening Institutional, Social and Human Capital

125.51 135.10 260.61

2 Support to Sub-Projects of the Poor 360.34 845.40 1205.74

3 Support to Pilot Programs 0 40.04 40.04

4 Support to Eliminate Child Labour* 133.82 309.47 443.29

5 Support for Persons with Disabilities 0 60.64 60.64

6 Project Management 34.32 95.38 129.70

TOTAL 654.00 1486.03 2140.03

* This component is being implemented by A.P.S.W.R.E.I.S.


23

The expected project outputs in APDPIP and APRPRP are given below:

Table – 2.4: Expected Project Outputs for APDPIP and APRPRP

S.No

Program Details DPIP RPRP Total

1 Districts 6 16 22

2 Coverage of Mandals 316 548 864

3 No.of families to be covered 9,30,000 20,00,000 29,30,000

4 Self reliant people’s institutions - DWCRA Groups (SHGs) - Village Organisations (VOs) - Mandal Samakhyas (MSs)

66,000 8,000 316

1,87,500 15,000 548

2,53,500 23,000 864

5 Trained Community Activists, Book keepers and Paraprofessionals

40,000 1,00,000 1,40,000

6 Child labour Elimination 1,00,000 3,00,000 4,00,000

7 Educational support for girl child labour - No of Residential Schools - Girl children mainstreamed

24 36,000

64 90,000

88 1,26,000

Currently APRPRP is being implemented in all the rural Mandal of all the rural districts in A.P. The district-wise number of Mandals covered by APRPRP is given in the following table.


24

Table – 2.5: District-wise Number of Mandals Covered by APRPRP

Sl. No. District Total Mandals Mandals Covered

1 Adilabad 52 52

2 Anantapur 63 63

3 Chittoor 66 65

4 East Godavari 58 58

5 Guntur 57 57

6 Kadapa 51 50

7 Karimnagar 57 57

8 Khammam 46 46

9 Krishna 50 49

10 Kurnool 54 53

11 Mahbubnagar 64 64

12 Medak 46 46

13 Nalgonda 59 59

14 Nellore 46 46

15 Nizambad 36 36

16 Prakasam 56 56

17 Ranga Reddy 37 33

18 Srikakulam 38 38

19 Vishakapatnam 53 39

20 Vizianagaram 34 34

21 Warangal 51 50

22 West Godavari 46 46

Total 1120 1097


25

NUMBER OF CURRENT MANDALS IN APRPRP

2.2 IKP Management

Society for Elimination of Rural Poverty is managing Indira Kranthi Patham. SERP is an autonomous Society registered under Public Societies Act to undertake poverty alleviation programmes through effective involvement of Community Based Organizations (CBOs). The Management of the Society is vested in 7 member Executive Council (EC). The Honb’le Chief Minister is the President of the General Body of the Society and the Hon’ble Minister for Rural Development is the Vice President of the General Body and the President of the Executive Council. The ex-officio members of the EC are Principal Secretary (Department of

VZN

34

52

36 43

2.60

46 5. 04

33

64

59

50 14.10 46

26. 47

38

39 14. 55

58 3.

46 2. 54

49 2. 57 57

4. 66

56 3. 86

46 9. 08

53 2. 36

50 1. 97

63

65

VSP

E.G

W.G

KRI GNT

PKM

CTR

CDP ATP

KNL

MBN

NLG

RR

MD

NZB KRN

ADB

WGKH

HYD

APRPRP = 1097

NLR


26

Rural Development), Commissioner (Rural Development), Commissioner (Tribal Welfare) and Chief Executive Officer (C.E.O) of the Society.

The IKP is being implemented by the SERP through innovative project management structure. At the State level, there is a State Project Management Unit (SPMU), consisting of Chief Executive Officer (CEO) and Additional CEO assisted by Regional Project Directors and other functional specialists in institution building, training, gender, micro-finance, communications, livelihoods promotion, marketing, monitoring and learning. At the district level, there is a District Project Management Unit (DPMU), headed by a Project Director (PD), assisted by functional specialists. The activities of District Rural Development Agency (DRDA) and IKP were integrated through a Government order and the PD, IKP is also the PD, DRDA. Specialists at both SPMU and DPMUs are drawn from Government, NGOs, and Open market. At the sub-district level, there is one Area Coordinator for 4 to 6 Mandals to concentrate on Institution and Capacity Building of the poor, micro finance support and livelihoods support.

At the grassroots level, the Community Based Organizations -

Mandal Samakhyas and Village Organizations - implement various project components. The Village Organization, which is a federation of all SHGs in a village is registered as a Cooperative Society under the Mutually Aided Cooperative Societies Act and the Mandal Samakhya is registered as a federation of cooperatives.


27

2.3 IKP Organogram

SPMU ORGANOGRAM

• Positions indicated are sanctioned positions

• CEO – Chief Executive Officer, ACEO – Additional Chief Executive Officer, SPD – State Project Director, RPD – Regional Project Director, SPM – State Project Manager, PM – Project Manager, PE – Project Executive, JPE – Junior Project Executive

CEO & SPD – RPRP - 1

ACEO & SPD – DPIP - 1

RPD - TD RPD –1 RPD-2 RPD - 3

Support and Common Functions (5)

1. Administration

2. Human Resource Development

3. Finance

4. Procurement

5. Monitoring and Evaluation

Program (Specialist) Functions (10)

1. Institution Building, & Micro Finance

2. Livelihoods, Sub-projects, Environment, Non Timber Forest Products (NTFP), Marketing

3. Health, Nutrition and Disability

4. Gender

5. Communications

6. Panchayat Raj Institutions

7. Social Risk Management

8. Land and Rice credit line

9. Tribal Development plan

10. Youth Empowerment

SPMs - 15

PM - 12 PE - 28 JPE - 20

Executive Council


28

DPMU ORGANOGRAM

•

•

•

•

•

•

•

•

•

•

•

•


• Asst PD – Assistant Project Director

• DPM – District Project Manager

Project

Director - 1

DPM s (Program functions):

• Institutional

Building & Micro

finance - 1

• Trainings - 1

• Livelihoods - 1

• Subprojects - 1

• Gender - 1

• Communication - 1

• Health, Nutrition &

Disability - 1

• Non Timber Forest

Products (NTFP) - 1

• Livelihood

Specialists - 4

• Land (Asst.PD) - 1

DPMs (Core functions)

• Finance/Accounts- 2

• Administration - 1

• Monitoring and

Evaluation – 1

Support

Staff

Community

Coordinator

(3 per

mandal)

Additional.

Project

Director - 1

Assistant

Project

Manager (1

per 2

mandals)

P.D (IKP& DRDA)

IKP D.P.M.U.

(Project Implementation)

D.R.D.A. (S.G.S.Y., NSAP, State Matching

Grant & Other Schemes of G.O.I))


29

TPMU ORGANOGRAM


• DPM – District Project Manager

2.4 IKP HR Policy In view of rapid expansion of components in IKP, an exhaustive HR Policy is being designed to make the organizational efforts more productive. This HR Policy will be finalized in a short while and, as a result, the organogram of IKP will undergo necessary changes.

Project

Officer - 1 DPM s (Program functions):

• Institutional

Building & Micro

finance

• Trainings

• Livelihoods

• Subprojects

• Health, Nutrition &

Disability

• Non Timber Forest

Products (NTFP)

DPMs (Core functions)

• Finance

• Monitoring and

Evaluation

Support

Staff

Community

Coordinator

(2 per

mandal)

Additional

Project

Director - 1

Assistant

Project

Manager (1

per mandal)

P.O. (I.T.D.A.)

IKP T.P.M.U.

(Project Implementation)

I.T.D.A.


30

Chapter – 3

The Vision of Andhra Pradesh for Poverty Reduction 3.1 Introduction

Each family in the state should come out of poverty. Each family should have comprehensive Food Security, earn a minimum of Rs.5000 per month (at current prices), from 2 – 3 stable livelihoods, economize on household consumption, have security against risks to life, health, assets and incomes, have a good shelter, enjoy good health and be educated. Our assessment, based on the experience of thousands of women who have crossed the poverty line by being members of SHGs, is that an investment of Rs.100,000 per family, over a period of 6 - 8 years is required for a family to come comprehensively out of poverty. The poor households require very intensive handholding throughout this period.. 3.2 The Core Strategy

The core set of beliefs that have guided the SERP in all its interventions are as follows:

• Each poor family has the innate capability and strong desire to come out of poverty

• The poor require institutions of their own to unleash this potential. In these institutions the poor participate fully and take all the decisions themselves.

• There are dedicated people, 'heroes', among the poor, who in spite of their poverty, are willing to spare time and effort for others. These ‘heroes’, both women and men, need to be encouraged, their capacities enhanced so that they can play an important role in channeling the energies of their members, facilitate members to come together, help in building strong institutions of the poor. In A.P, these ‘Heroes’ are playing a very key role in all aspects.

• Social mobilization does not happen automatically. It has to be induced and therefore there is a need for an external sensitive support organization for the poor. The mandate of such an


31

organization should be only social mobilization and empowerment of the poor. They should not be burdened with any line responsibilities or target oriented service delivery kind of tasks. The Society for Elimination of Rural Poverty is the sensitive support mechanism dedicated to enable the poor to come together, to build their institutions, to nurture these institutions, etc.

• Sustained poverty eradication requires a social movement – it cannot be done on a project mode. Scaling up of social mobilization can only happen through the social capital of the poor. It is our experience that such a task cannot be done by only government efforts or N.G.O efforts. This task requires that dedicated leaders from among poor, who have come out of poverty on account of their membership in institutions completely owned and managed by the poor, are actively involved in each and every stage of the process. Only they carry the required credibility to encourage members to join groups, develop their groups as model groups.

• The whole process takes at least 6 – 8 years of sustained effort to acquire a critical momentum, and there is no short cut.

• There is a need for harmony between anti-poverty policies and practice. There are many laws and rules which in practice have been used against the poor.

All the achievements of IKP were possible because of the unique

Vision and a clear and consistent strategy of Government of A.P for poverty eradication through social mobilization and empowerment of rural poor women. The institutional model of SHGs and federations adopted by A.P is unique in the country.

3.3 Institutional Design of A.P for Eradication of Poverty

The institutional structure of federation of all Self Help Groups into

Village Organizations and Village Organizations (Village level federations) into Mandal Samakhyas (Mandal federations) and Mandal Samakhyas into Zilla Samakhyas (District federations) is unique to the state of Andhra Pradesh and is one of the major achievements of the Indira Kranthi Patham.


32

Social Networks of the Poor

SHGsSHGsSHGsSHGsSHGsSHGsSHGsSHGs

SHGsSHGsSHGsSHGs SHGsSHGsSHGsSHGsSHGsSHGsSHGsSHGs SHGsSHGsSHGsSHGs

V.OV.OV.OV.O

150 150 150 150 ----

200200200200

MMSMMSMMSMMS

4000 4000 4000 4000 ----

6000600060006000

•Thrift and credit activities

•Monitoring group performance

•Group level poverty reduction plans•Household inv plans

• E.C -2 from each S.H.G, 5 Office bearers

• Strengthening of SHGs

• Arrange line of credit to the SHGs

• Social action

• Village development

•Marketing and food security

• Support activists

• E.C -2 from each V.O, 5 Office bearers

• Support to VOs

• Secure linkage with Govt. Depts,

fin institutions, markets

• Auditing of the groups

•Micro Finance functions

10 -15

ZSZSZSZS

3.4 Social Mobilization

This institutional arrangement enables the S.H.Gs to access financial and non-financial services from the private sector, and all public services effectively. It also enables them to develop strong bonds of affinity with each other cutting across households, villages, mandals and districts. The critical intervention under Indira Kranthi Patham is continuous capacity building of each of these institutions so that they


33

emerge as self managed and self reliant institutions of the poor and they enable the poor to come out of poverty. The challenge is to ensure that these institutions become financially and managerially self-sustaining.

All SHGs in a village are federated into Village Organization (VO).

The Village Organization is a Community Based Organization (CBO) represented by all the SHGs in the Village. The Village Organization represents the voice of the poor and gives visibility to the issues of the poor in every Village. Such Village Organizations are promoted in all the Villages of Andhra Pradesh. The Village Organizations are being nurtured continuously under Indira Kranthi Patham in Andhra Pradesh. These Village Organizations have evolved into micro finance institutions, which have mastered the best practices of micro finance.

This networking of SHGs of women has not stopped at Village level.

The Village Organizations are federated at Mandal level (Mandal is an administrative unit covering a cluster of 30 – 40 Villages). The Mandal Samakhya is represented by all the representatives of the Village Organizations. From each V.O, 2 representatives are nominated by the General body to be the Executive Committee members of the Mandal Samakhya. The Executive Committee in turn elects 5 members as office bearers. The Mandal Samakhya provides support and guidance to the Village Organizations and plays an effective role in securing convergence with various line Departments.

The State Government provides substantial fund support to Village

Organizations, under the Indira Kranthi Patham through their Mandal Samakhyas for on lending to the Groups. The VOs give this fund as loan to the SHGs for on lending to the members for income generation activities and for meeting their urgent social needs. The Village Organizations are ensuring near 100% recovery of their loaning portfolio. The Village Organizations are also accessing bulk loans from the Banks to on-lend to the members. The Village Organizations provide many other services such as monitoring the functioning of SHGs, audit support to the SHGs, preparation of household investment plans and micro credit plans at SHG level and facilitate access to credit from Banks to the SHGs. Other ongoing anti-poverty Programmes like S.G.S.Y programme of Ministry of Rural Development, Schemes of Tribal Development


34

department in A.P are also channeled through the Mandal Samakhyas Institutional framework.

Mandal Samakhyas have federated at the district level into Zilla Samakhyas In all the 22 districts. These are fledgling institutions and a lot of effort is required for building their capacities and for giving them a clear role. 3.5 Capacity Building of the Poor

The systematic training given to Self Help Groups, Village Organisations, Mandal Samakhyas and Zilla Samakhyas on such a large scale is unprecedented in the country. This intensive, continuous training and capacity building is responsible for the success of these groups. The training consists of classroom sessions and cross visits to successful groups. In addition, we have developed the capacities of S.H.G women to act as trainers. These women are called as Community Resource persons (CRPs) and they are members of SHGs who have come out of dire poverty by being members of SHGs and are willing to spend time outside their village to share their experiences and train new group members on the S.H.G/V.O/Mandal Samakhya norms and to develop with them the strategies for developing the host groups. This method of dissemination has been extremely useful and the Community Resource Persons have done excellent work. This has enabled the SHGs to emerge as strong groups. The scaling up work in Andhra Pradesh has been possible mainly because of the CRP strategy.

The institutional model of A.P has taken a considerable period of

time. This process started way back in 1991 – 92, when the Development of Women and Child in Rural Areas (DWCRA) programme was launched. In A.P, the literacy campaigns of 1990 s not only succeeded in getting women together to become literate but also converted them into SHGs and generated a thrift movement. The major milestones of women empowerment are the literacy campaigns of early 90s, DWCRA programme of 1992, UNDP-SAPAP programme launched in 1995, the World Bank funded A.P.D.P.I.P, covering 6 districts which is under implementation from 2000 and the A.P.R.P.R.P, covering the balance 16 districts which is under implementation from 2003 and the Indira Kranthi


35

Patham covering the entire state from 2005. During this 15 year journey, A.P has learned many lessons and based on our experience we are confident that this is a nationally replicable model. 3.6 CRP Strategy The IKP has introduced an innovative Community Resource Person (CRP) Strategy to provide a sustainable solution for capacity building and nurturing of the CBOs. The traditional model of training provided by paid project functionaries not only proved to be expensive but less effective in terms of the training impact. Therefore, the IKP, with the initial handholding support of external CRPs, has sought to identify, train, position and nurture internal CRPs. Living in close proximity to the CBOs, the internal CRPs undertake continuous capacity building and nurturing of CBOs and oversee their functioning, both internal and external. The CRPs facilitate external linkage of CBOs with banks, line agencies and other stakeholders and facilitate access to financial resources and services. The strategy has proved to be extremely effective in strengthening SHGs, VOs and MSs and improving their functional effectiveness. Further, the CRPs have emerged as dependable source of social capital with catalytic effects. The CRPs now undertake the following activities throughout the project at the lowest unit cost.

a. Mobilization of the rural poor b. Formation, revival, development and strengthening of SHGs and

VOs in the project mandals c. Capacity building of the SHGs and VOs d. Bookkeeping of the SHGs and VOs and e. Assistance in the preparation of sub-projects / micro-plan for income

generating and other activities undertaken by the SHG members and VOs

3.7 Decentralized AWFP Another major policy shift that has been introduced is the decentralized Annual Works and Finance Plan (AWFP) System in which the ZSs and the MSs undertake preparation of Annual Works and Finance Plans on the basis of their priorities, agenda for action and unfulfilled


36

tasks. The project funds are transferred to the ZSs and they undertake MSs in tune with their priorities and the expenditures as per the activities identified. What is even more significant is the fact that the MSs and the ZS undertake close monitoring and supervision of the activities. Thus, the new initiative has mainstreamed the role of the poor in the planning and implementation of the project. 3.8 Focus on sustainability of CBOs The project has made efforts to make the CBOs sustainable. Towards this objective, the project has taken several steps to promote the resource base of the CBOs by promoting their capital base through membership contributions and inter institutional financial flows. The project has also provided a statutory basis for the VOs, MSs and ZSs by facilitating the registration under AP MACS Act / Public Societies Act. The project in addition, has trained and supported the VOs and MSs to undertaking marketing and food security activities, which apart from benefiting the poor, has also contributed to their resource base. The sustained capacity building of the CBO functionaries has also contributed to their sustainability. 3.9 Convergence with All Line Departments and Panchayat Raj

Institutions

The project has been focusing on convergence with the line departments. First the project has focused on sensitizing the line departments to the strategy of the project and the needs of the poor. Structured inputs have been provided to the district and mandal level staff for this purpose. The project has also oriented certain key Pancyayat functionaries to the needs of the rural poor. More specifically, the project has promoted extensive linkages with line departments, resulting in improved service delivery for the poor. The Secretaries and Head of Departments of Health, Education, Nutrition, Disability, Land Administration, Forest, etc have been pro-active in involving the Self Help Groups and their federations in the activities of their departments.

As a by-product of convergence productive partnerships have been established between line departments and the CBOs. The efforts have


37

been resulted in CBOs acting as front-end agents of AP MARKFED, APOILFED, NDDB, APDDC, GCC, LIC, APSCC, Forest Department, ICDS and ITDAs. The CBOs have also been providing services to DWMA and NREGS. The CBOs have been successfully undertaking distribution of pensions for the Government of Andhra Pradesh.

The project has also promoted close partnership of CBOs with the private sector players such as Reddys Labs, HDFC Bank, ITC, ABN AMRO, McDonals, G4 Securities, NIIT, etc., for training and placement. 3.10 Partnership with Private Sector Productive partnerships have been established between the CBOs and the private sector players.


38

Chapter – 4

Progress of Indira Kranthi Patham 4.1 Introduction

Progress of Indira Kranthi Patham over the last few years including the progress during the current year is given under. An attempt is made to compare the progress during the last four years with the progress achieved during the previous four years period. Further, the progress is analyzed in terms of different components of IKP. 4.2 Institutional and Human Capacity Building 4.2.1 Self Help Groups The institution and Human Capacity Building facilitates the formation and strengthening of self managed institutions of the poor and helps in building social and human capital. There were a total of 284774 SHGs up to 2000. Another 226308 SHGs were added between 2000-01 to 2003-04. During the last 4 years, we have added a total of 197233 new SHGs. The details of new SHGs over the years are given in the following Table:

Table – 4.1: Number of Groups Formed

Year Groups Formed

Year Groups

Formed

2000-01 95871 2004-05 72667

2001-02 42721 2005-06 44758

2002-03 27882 2006-07 59746

2003-04 59834 2007-08 20062

Total 226308 Total 197233

Upto 2000 284774 Total as on March 2008 708315


39

Picture: 4.1: Number of Groups Formed

Number of Groups formed

(Cumulative)

708315

688253

628507

583749

511082

451248

423366

380645

284774

0

100000

200000

300000

400000

500000

600000

700000

800000

upto

2000

2000-

01

2001-

02

2002-

03

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Years

No. of Groups formed

With this addition to SHGs, there are 708315 SHGs in A.P. as on March 2008. However, as the vast majority of the rural poor are already organized into SHGs, the growth of new SHGs in A.P. is expected to taper off over the coming years. However, it is our endeavor to ensure that all poorest of the poor and poor households in the State of Andhra Pradesh are organized into SHGs by March 2009. 4.2.2 Members of Self Help Groups There were a total of 3957591 SHG members up to 2000. Another 2798510 SHG members were added during 2000-01 to 2003-04. The details of new SHG members are given below:

Table – 4.2: Number of SHG Members

Year No. of Members

Enrolled Year

No. of Members enrolled

2000-01 1332349 2004-05 818229

2001-02 355069 2005-06 402911

2002-03 410272 2006-07 646522

2003-04 700820 2007-08 209065

Total 2798510 Total 2076727

Upto 2000 3957591 Total as on March 2008 8832828


40

Picture: 4.2: Number of SHG members

Number of Members Enrolled into SHGs

(Cumulative)

8832828

8623763

7977241

7574330

6756101

6055281

5645009

5289940

3957591

0

1000000

2000000

3000000

4000000

5000000

6000000

7000000

8000000

9000000

10000000

upto

2000

2000-

01

2001-

02

2002-

03

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Years

Number Enrolled

The SHG movement in Andhra Pradesh has taken deep roots in all districts and 2076727 new members were added between 2004-05 to 2007-08. As a result, there are 8832828 SHG members in 708315 SHGs organized into 34269 Village Organizations (VOs) and 1085 Mandal Samakhyas. In addition, there are 126 Mandal Vikalangula Sangams, 17 Chenchu Mandal Samakhyas and 15 Fishermen Mandal Samakhyas in the State. District Samakhyas (DS) have come into existence in all the 22 districts. More than 90 percent of the Poorest of poor and the poor SC and ST families in A.P. are organized into SHGs. With our objective of organizing all poorest of the poor and poor households into SHGs, it is expected that we will enroll around 1 Crore women in our SHGs by March 2009. 4.2.3 Financial Support to SHGs through SHG Bank Linkages

The SHG-Bank linkage is a great success story in A.P. There are 4124 rural bank branches belonging to 18 Commercial Banks and 5 Regional Rural Banks participating in the SHG bank linkage programme. Bank lending to SHGs was Rs. 197.70 Crores in 2001-02 and the progress was slow up to in 2003-04. The progress of bank linkages to SHGs over the years is given in the following table:


41

Table – 4.3: SHG Bank Linkages

Year No. of Groups

Rs Crores

Year No. of Groups

Rs Crores

2000-01 103606 173.38 2004-05 261254 1017.70

2001-02 88575 197.70 2005-06 288711 2001.40

2002-03 165429 454.10 2006-07 366489 3063.87

2003-04 231336 752.90 2007-08 431515 5882.79

Total 588946 1578.08 Total 1347969 11965.76

Upto 2000 55838 130.53 % Increase over Previous Period

128.88 658.25

Picture: 4.3: Bank Loans to SHG Members

Cumulative Bank Loans to SHGs

(Rs. Crores)

13674.37

7791.58

4727.71

2726.31

1708.61

955.71

501.61

303.91

0

2000

4000

6000

8000

10000

12000

14000

16000

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2007-08

Years

Rupees Crores

Picture: 4.4: Average Bank Loan to SHGs

Average Amount of Bank Loan per SHG

(Rs.)

16735

22320

27450

32546

38954

69322

83601

136329

020000400006000080000100000120000140000160000

2000-

01

2001-

02

2002-

03

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Years

Rupees

Due to Pavala Vaddi incentive introduced in 2004-05, Bank linkages have taken a dramatic upward movement after 2004-05.


42

Compared to an amount of Rs. 1578.80 Crores during the 4 years

period from 2000-01 to 2003-04, the bank loans to the SHGs have increased to Rs. 11965.76 Crores during the 4 years period from 2004-05 to 2007-08. This is a phenomenal increase of around 658 percent over the last 4 years period.

The Self Help Groups in Andhra Pradesh are able to secure Rs. 1,36,329/- per S.H.G. which is around 2.8 times higher than the rest of India figure which stands at Rs. 48,000/-. Due to the strong support given by the State Government, the Banks have agreed to finance all genuine financial needs of the poor women enrolled in SHGs. This has led to the Total Financial Inclusion (TFI) concept in the year 2006 – 07 wherein the Banks financed SHGs for all their needs including retiring High Cost Debts, income generation needs and social needs. Each SHG depending on their requirements was provided financial support upto Rs. 5 Lakhs. This is very successful and in 2007 – 08. 4000 villages are covered under Total Financial Inclusion. In the next 3 years, all villages will be covered under Total Financial Inclusion. The achievement for bank loans during 2007-08 is Rs. 5882.79 crores. A.P. leads in SHG bank loans programme in India with a share of around 42 percent of all loans extended to SHGs in India in 2006-07. The Government is committed to eradication of abject poverty in Andhra Pradesh and make Andhra Pradesh, a Poverty-free state. The pre-requisites for this is the establishment of strong SHGs, Village Organizations and Mandal Samakhyas which provide regular support to their members. This also requires a financial support of around Rs. 1,00,000/- per member to be given in the form of “Small Loans” and “Big Loans” over a period of 6 – 8 years. The Government plans to mobilise 100,000 Crores by 2013 – 2014 so that each poor women in S.H.G. receives a financial support of Rs. 1,00,000/-. Towards achieving this goal, SERP has kept a target of Rs.11037 Crores of bank linkages to our SHG members during the financial year 2008-09. And, this target will be progressively improved to achieve the target of Rs.1,00,000 Crores by 2013 – 2014.


43

4.2.4 Financial Access and Pavala Vaddi Initiative

To encourage the women’s groups further and also to achieve 100% repayment, the State Government have introduced the PAVALA VADDI scheme from 2004-05 onwards. Under this initiative, the government ensures that the interest burden to the S.H.G. members on bank loans does not exceed 3% per annum. This is a completely new initiative. As on 2007-08, a sum of Rs. 215.18 Crores is disbursed to SHG members. The details are given in the following table:

Table – 4.4: Pavala Vaddi Incentive

Year No. of Groups

Rs Crores

2004-05 200822 10.00

2005-06 274342 42.69

2006-07 265071 50.00

2007-08 544700 112.49

TOTAL 1284935 215.18

Pavala Vaddi incentive has inculcated a habit of prompt repayment of bank loans by SHG members with the result that the average loan recovery rate is more than 98.7 percent in the State.

Picture: 4.5: Pavala Vaddi

Distribution of Pavalavaddi

Cumulative (Rs. Crores)

10.00

52.69 102.69

215.18

0.00

50.00

100.00

150.00

200.00

250.00

2004-05 2005-06 2006-07 2007-08

Years

Rupees Crores

It is a matter of pride to note that the rate of loan repayment by SHG members is very high and the average rate of repayment is more than


44

98% in the State. Because of magnitude of the loan amounts to our SHG members in rural areas and a very high rate of loan recoveries, the rural branches of banks involved in SHG lending have reported improved situation with regard to their non-performing Assets. Thus, this new initiative of “Pavala Vaddi” has many beneficiary effects on SHG members and the bank involved in lending to SHGs members. 4.2.5 Community Investment Fund (CIF) CIF Expenditure

The CIF provides resources to the poor communities for use as means to improve their livelihoods. This component supports the poor in prioritizing livelihood needs by investments in sub-projects proposed and implemented by the Community Based Organizations (CBOs). CIF is a one time grant to the Mandal Samakhyas and by IKP. However, this CIF is rotated among SHG members again and again to increase their investment in income generating activities. The total CIF expenditure up to 2003-04 was Rs.180.95 Cores. The year-wise details of CIF expenditure are given in the following table:

Table – 4.5: CIF Expenditure

Year Rs Crores Year Rs Crores

2000-01 0 2004-05 217.78

2001-02 4.01 2005-06 177.91

2002-03 47.73 2006-07 142.00

2003-04 180.75 2007-08 40.03

TOTAL 232.49 TOTAL 577.72

% Increase over Previous Period 148.5

The CIF expenditure from 2004-05 to 2007-08 is Rs. 577.72 Crores showing a growth of more than 148 percent over the earlier three years period.

Most of the CIF in the project is disbursed to the Mandal

Samakhyas for onward rotation to the SHG members. The recovery rate of CIF is also very high at more than 90 percent.


45

Picture: 4.6: Community Investment Fund (CIF)

Community Investment

Fund(Cumultive)

(Rs. Crores)

628.18

450.27

232.49

51.74

4.01

770.18

810.21

0

200

400

600

800

1000

2001-

02

2002-

03

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Years

Rupees Crores

The CIF component is a fixed amount in the project and all this budgeted CIF is expended. 4.2.6 Livelihoods Expansion

The uncertainty of over incomes of the rural poor is reduced by providing multiple livelihoods through CIF. The details of the number beneficiary families of CIF over the years are given below:

Table 4.6 : Number of Families Benefited of CIF

Year

No. of Families

Year No. of

Families

2000-01 0 2004-05 948428

2001-02 13367 2005-06 472864

2002-03 127280 2006-07 161106

2003-04 286752 2007-08 60212

TOTAL 427399 Total 1642610


The total number of beneficiary families during the last 4 years stands at 16.43 lakhs compared to a figure of 4.27 lakhs. Thus, the growth rate in the number of families benefited through CIF during the last 4 years is 284% compared to the earlier 4 years period.


46

Picture: 4.7: CIF Beneficiary Families Cumulative

Number of Families Benefitted

Cumulatively from CIF

1848691

140647

13367

1375827

2009797

427399

2070009

0

500000

1000000

1500000

2000000

2500000

2001-

02

2002-

03

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Years

Number of Members

Although the budgeted CIF expenditure is given to MS as a grant the MSs lend this amount to VOs who in turn lend to SHGs for ultimate lending to SHG members on the basis of ‘Micro Credit Plan’ (MCP) prepared by the SHG members themselves. The CIF borrowed by SHG members is paid ultimately to MSs who will rotate this CIF around VOs, SHGs and SHG members again and again. Thus, the CIF will get recycled again and again among SHG members to improve their livelihoods. In addition to CIF, the bank loans to SHG members will also result in ever increasing improvements in the livelihoods of the SHG members. 4.2.7 Food Security

In the lean agricultural season, many of the rural poor have barely one square meal a day. Food Security intervention addresses this hunger gap in rural communities. Through this scheme, the VOs ensure that the SHG members draw their full PDS quota and ensure that the members utilize this opportunity. For the balance, the VOs estimate the bulk requirement of all SHG members for rice and other essential commodities, negotiate and buy better quality commodities from the open market and supply to their members at a price lower than the retail outlets. This is recovered from the members in 2-3 installments. Under this initiative, a total of 82249 families were covered as of 2003-04.


47

Food Security Initiative has taken off after 2004-05. Under this initiative, 4995023 families were covered between 2004-05 and 2007-08. The year-wise beneficiaries families under food security are given below:

Table 4.7: Number Beneficiary Families of Food Security

Year No. of Beneficiary Families

Year No. of Beneficiary Families

2000-01 2004-05 501593

2001-02 2005-06 990742

2002-03 2006-07 1392287

2003-04 82249 2007-08 2110401


The objective of IKP is to ensure that no poor family suffers because of lack of food. The VOs and SHGs have taken this responsibility and the progress has been tremendous during the last four years. The number of families benefited through food security during the last four years registered an immense growth.

Picture: 4.8: Beneficiary Families of Food Security

Number of Beneficiary Families of

Food Security

2110401

1392287

990742

501593

82249

0

500000

1000000

1500000

2000000

2500000

2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

Year

Number of Beneficiaries

4.2.8 Land Purchase Under this component, productive and ready to use fertile land with assured irrigation facility is being given to the poorest of the poor households in the rural areas. As on March 2008, an extent of 4473.93


48

acres of land was purchased and handed over to 5023 poor families out of which 2674 (53.2%) are from SC families and 1800 (35.8%) are from ST families. The cost of this land is Rs. 28.62 Crores. This is a completely new initiative introduced after 2004-05 and the details of year-wise land purchased and values over the years are given in the following table:

Table – 4.8: Land Purchase

Year No. of Acres

Rs Crores

No. of Beneficiaries

2004-05 624.12 2.22 745

2005-06 2177.22 13.80 2524

2006-07 1263.24 8.97 1355

2007-08 409.35 3.63 399

Total 4473.93 28.62 5023

Picture: 4.9: Acres of Land Purchased

Number of Acres of Land Purchased

Cumulative (Acres)

624.12

2801.34 4064.58

4473.93

0

1000

2000

3000

4000

5000

2004-05 2005-06 2006-07 2007-08

Years

Number of Acres

The cumulative number of beneficiary families of land purchase is given in the following picture.


49

Picture: 4.10: Number of Beneficiary Families of Land Purchased

Cumulative Number of Beneficiary

Families of Land Purchased

745

3269

4624

5023

0

1000

2000

3000

4000

5000

6000

2004-05 2005-06 2006-07 2007-08

Years

No. of families

4.2.9 Community Managed Sustainable Agriculture

The main objective of the Community Managed Sustainable Agriculture (CMSA) is to sustain agriculture based livelihoods, increasing net incomes by reducing cost of cultivation with adoption of practices involving low or no expenditure with special focus on small and marginal farmers in general and women farmers in particular. It promotes the technologies based on local natural resources and promotes local knowledge and innovations.

Out reach of CMSA is gaining momentum. This program began in the year 2005-06 in 450 villages in 10,000ha and spread to 18 districts,1832 villages and in 3 lakh ha, and 2 lakh farmers this year. NPM is first step to moving to organic farming, with community certification; to bring 1 million ha in 5000 villages, covering 1 million farmers. This has been approved by Government of India, under Rashtriya Krishi Vikas Yojana (RKVY), in XI plan with an out lay of Rs. 187 crores. The major impact of CMSA is visible in net savings of the farmers, ranging from Rs. 15,000/ha in case of chillies to Rs.3000/ha in case of Groundnut. A total saving to the extent of Rs. 152. crores is expected this year. The total area of land under NPM cultivation during 2007-08 is 3.0 lakh Hectors benefiting 2.92 lakh number of families in the State.


50

4.2.10 Collective Marketing The marketing interventions in IKP have registered a significant increase in this financial year with pick up in paddy procurement activity. In addition to the V.Os, MSs have successfully implemented village level collective marketing of Neem, Red gram, Soya bean, Castor, Groundnut, Turmeric, Cashew, and NTFP besides Agricultural Inputs etc. Collective Marketing activity which was in a nascent stage up to 2003-04. The details of Collective Marketing activity up to 2003-04 are given in the following table:

Table – 4.9: Collective Marketing Activity

Year Quintals Rs Crores

Year Quintals Rs Crores

2000-01 0 2004-05 180036 16.00

2001-02 6227 0.74 2005-06 2494160 141.90

2002-03 31738 2.54 2006-07 1824803 126.38

2003-04 73526 6.54 2007-08 4675000 320.11

Total 111491 9.82 Total 9173999 604.39

% Increase over Previous Period 8128.5 6054.7

The scope of collective marketing has been expanded to include bulk procurement by SHG members on behalf of other Government agencies like Markfed. Maize procurement undertaken by CBOs in 2005-06 at Minimum Support Price @ Rs.540 per quintal has enabled the farmers of the state to get a net benefit of Rs.50 to Rs.100 per quintal.

Various marketing initiatives are taken up in 2007-2008. Paddy procurement is taken up by our CBOs in many districts. The achievement for 2007-08 is procurement of 46.75 lakh quintals of an estimated value of Rs. 320.11 Crores. The value of total procurement during the last four years is Rs.604.39 crores compared to Rs.9.82 crores during the previous period of four years. This is an increase of 6054% over the same period earlier.


51

Picture: 4.11: Quantity of Collective Marketing

Collective Marketing (Quintals)

1824803

2494160

180036

73526

31738

6227

4675000

0 1000000 2000000 3000000 4000000 5000000

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08

Years

Production in Quint

als

Picture: 4.12: Value of Collective Marketing

V a lu e o f C o lle c t iv e

M a rk e t in g (R s . C ro re s ) 320 .

126 .

14

16 .6 .

52 .5

0 .7

0

5 0

1 0 0

1 5 0

2 0 0

2 5 0

3 0 0

3 5 0

2 0 0 1 - 0 2

2 0 0 2 - 0 3

2 0 0 3 - 0 4

2 0 0 4 - 0 5

2 0 0 5 - 0 6

2 0 0 6 - 0 7

2 0 0 7 - 0 8

Y e a rs

Rup ee s C ro r

4.2.11 Dairy Intervention

The dairy activity is a key livelihood opportunity for the rural poor. Milk procurement centers, established on a pilot basis in Mahabubnagar district, helped the milk producers to get better price for the milk and promoted transparency in milk procurement which triggered milk productivity in the villages. Based on this model, a BMCU is being established with a capacity of 2000-5000 liters to collect and chill the milk


52

to the desired temperature of 40C is being established in each Mandal. In cooperation with APDDCF, the SHGs and their federations have taken over 85 BMCUs covering 1710 Village Milk Procurement Centers and 78660 beneficiaries contributing 1.94 lakh liters of milk per day during 2007-08. Under this program during 2008-09, Bulk Cooling Milk Units (BMCUs) will be established in 178 mandals covering 3000 villages. Village Dairy Producers Organizations and Village Dairy Development Committees will be established in these 3000 villages. In addition, village procurement centers will also be established in the above villages. Institution and capacity building will be undertaken in these villages through 100 Dairy CRPs. The target for 2008-09 is 3.0 lakh litres of milk collection per day. 4.2.12 Employment Generation

IKP has forged partnerships with several organizations like National Academy of Construction (NAC); Dr.Reddys Foundation Livelihood Business School (LABS) to improve the employability and skills of rural youth with a focus on the remote and interior areas. The youth are mostly children of the SHGs and the component addresses the needs of the next generation to take the family out of the vicious cycle of poverty. After trainings in the sectors of construction, textiles and the emerging new economy service sector jobs, the youth are placed in reputed companies like McDonalds , Unilever etc., The total number of jobs created for rural youth was only 2000 upto 2003-4. Year-wise break up of these jobs is given below:

Table – 4.10: Number of Jobs Created

Year No. of Jobs Year No. of Jobs

2000-01 2004-05 5000

2001-02 2005-06 15000

2002-03 540 2006-07 20300

2003-04 1460 2007-08 70135




53

This initiative has The total number of jobs created in the last four years is 110435.

Picture: 4.13: Number of Jobs Created

Number of Jobs created (Cumulative)

5000 20000 40300

110435

0

20000

40000

60000

80000

100000

120000

2004-05 2005-06 2006-07 2007-08

Years

Number of Jobs created

4.2.13 Community Managed Insurance Schemes

This is completely a new initiative after 2004-05 and we have covered 38.83 lakh SHG members in 2007-08.

Table 4.11: Number of Beneficiaries of Community Based Insurance

Year No. of Families

2004-05

2005-06 887110

2006-07 2500262

2007-08 3882878

Total 7270250

Picture: 4.14: Beneficiaries of Community Based Insurance

Number of Benefdiciaries of

Community Based Insurance

Cumulative

887110

2500262

3882878

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

4500000

2005-06 2006-07 2007-08

Years

Number of Families


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We are covering around 38.00 lakh land less poor farmers under Aam Admi Bhima Yojna. In addition, we are planning to cover all our SHG members (around 90.0 lakh members) under group insurance by August2 008. 4.2.14 Disability

The objective of this component is to help disabled persons and their caregivers to improve their livelihoods opportunities and quality of life. Intensive activities are carried out in 78 mandals. However, activities are also under taken in all the other rural Mandals 196144 Persons with Disabilities (PWDs) are organized into SHGs including 21566 exclusive SHGs of PWDs. There are also 126 Mandal Vikalangula Sangams in the state. A total of 65116 PWDs are given an assistance of Rs.51.51 crores through CIF, Bank Loans and Revolving Fund for enhancing their Livelihood. 416 Medical camps were organized for PWDs and 142951 certificates were issued to PWDs at no cost to them. Further 5222 Surgical Corrections were carried out and 27694 PWDs were issued assistive devices at no cost to them. 4.2.15 Gender Under this component, 432 Mandel Level Social action Committees were formed and about 229 have established family Counseling Centers. These Centers/ Committees resolved 7344 cases of domestic women. Alternative livelihoods are provided for vulnerable groups such as Basivinis, Yanadi Chenchu, and single women/ Young widows. 50,000 women are actively mobilized into V.O. Social Action Committees to standup for their rights and to help each other. Women’s understanding of justice has changed radically. Mandal Samakhyas sent around 400 children sent to schools and hostels. Some 160 women were prioritized in Micro Credit Planning for alternative income generation. In 20 villages rice credit line was introduced. 800 ration cards were given to the widows. Children of sex workers were sent to a private residential school and children of young widows were sent to hostels and schools. 1, 40,000 village level volunteers were identified and provided training on HIV


55

awareness under direct leadership of Mandal Samakhyas and Zilla Samakyas. Women have stopped many child marriages very boldly and created alternative opportunity of education to the girls. 4.2.16 Health and Nutrition

The major goal of the health & nutrition strategy under the APRPRP operates in a convergent mode with the line departments by looking at gaps in the existing public health & nutrition services that are provided by the line departments. It is being implemented in 53 mandals including 8 Giripragathi Mandals covering 1500 Village Organizations of the state.

The extensive health and nutrition strategies being adopted across all 45 mandals include fixed schedule for regular capacity building of stake holders at Mandal and district levels, institutionalization of the fixed Nutrition and Health Days (NHDs) in convergence with line departments and regular health savings as safety nets for health emergencies. The intensive health and nutrition strategies focus on intensive health CRP strategy. 150 best practitioners from the pilot mandals have been identified as health CRPs. Since January 2007, the health CRPs strategy has been implemented in 90 Village organizations and established 70 Nutrition cum day care centres. The impact of Perinatal and neonatal outcomes among the members attended Nutrition cum day care centres shows 100% safe deliveries, 98% normal deliveries, No low birth weight baby born.


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4.2.17 District-wise Performance of IKP District-wise performance of IKP in terms of basic indicators are given below:

Table –12:District-wise Performance of Key Indicators as on March 2008

District

Mandals

SHGs SHG Members

Savings(Rs. Lakhs)

Corpus (Rs. Lakhs)

VOs Formed

MSs Formed

Food Security Beneficiaries*

Insurance Coverage*

Jobs* SHGs with Bank Loans*

Bank Loan(Rs. Crores)*

Adilabad 52 22460 281956 14.7 39.5 1455 52 56266 161814 2255 11443 130.38

Ananthapur 63 38543 480944 32.2 89.2 2386 63 62108 241678 5798 20038 328.47

Chittoor 65 39197 475580 63.7 156.2 1897 65 33078 336163 3221 20353 354.53

Mahabubnagar 64 30789 461835 75.2 100.0 1858 64 82883 26028 2137 15871 145.27

Srikakulam 38 27288 374868 109.3 139.8 1166 38 274867 138348 1789 17235 241.62

Vizianagaram 34 21694 316852 35.2 47.6 1251 34 197544 233259 3654 12797 255.37

Kadapa 50 27693 278818 62.6 99.9 1298 50 89562 122700 4511 17345 199.77

East Godavari 58 59117 776657 96.9 303.5 1854 58 30618 336163 4156 36170 507.11

Guntur 57 36578 414040 128.5 190.3 1365 53 43797 137298 800 25226 286.64

Karimnagar 57 33058 397030 46.9 94.9 1692 57 197485 494800 4295 17317 206.29

Khammam 46 31412 323040 33.2 97.5 1985 46 34188 265675 1949 21435 251.82

Krishna 49 35148 446499 64.7 162.3 1636 49 157824 0 1141 29407 370.48

Kurnool 53 26061 338793 63.2 188.2 1378 48 50629 46319 1625 17177 269.75

Medak 46 29925 371569 81.7 103.2 1327 46 17540 250000 2775 17339 241.00

Nalgonda 59 33669 435747 137.7 183.4 1665 59 88673 0 1873 21397 234.89

Nellore 46 22505 331586 33.3 51.7 1311 46 191599 109459 3562 15735 253.7

Nizamabad 36 26269 316654 19.7 38.8 1020 36 195741 122500 3054 20058 283.38

Prakasam 56 30127 420149 64.3 95.2 1687 53 152540 2638 20281 279.96

Ranga Reddy 33 19407 235607 42.9 175.4 1048 33 17604 0 3232 9461 178.83

Visakhapatnam 39 35332 423560 57.2 84.9 1746 39 69740 169591 8472 18984 258.37

Warangal 50 33960 434219 79.8 106.1 1509 50 9388 383511 4275 18175 196.65

West Godavari 46 48083 496825 101.2 561.9 1735 46 56727 307572 2923 28271 408.51

DPIP 316 179971 2392035 330.2 572.2 10013 316 706746 1137290 18854 97737 1455.64

RPRP 781 528344 6440793 1113.8 2537.4 24256 769 1403655 2745588 51281 333778 4427.15

Grand Total 1097 708315 8832828 1444.1 3109.7 34269 1085 2110401 3882878 70135 431515 5882.79

* For 2007-08 only


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4. 2.18. Overall Performance of IKP The overall performance of IKP is given in the following table:

Table 4.13: Overall Performance of IKP upto March 2008

Sl.No. Indicator DPIP RPRP Grand Total

1 No. of Mandals Covered 316 781 1097

2 No. of POP and Poor households as per PIP 2245157 5284011 7529168

3 No. of POP and poor households organized into SHGs 2156526 4735237 6891763

4 % POP and Poor Households organized 96.05 89.61 91.53

5 Total No.of SHGs 179971 528344 708315

6 No. of DAP SHGs 6191 15375 21566

7 Total Savings of the SHGs (Rs. Lakhs) 33022.6 111384.44 144407.04

8 Total Corpus of the SHGs (Rs. Lakhs) 57224.72 253744.27 310968.99

9 Total Number of Members in SHGs 2392035 6440793 8832828

10 Total No. of DAPs Members 73082 123062 196144

11 No. of Village Organizaions formed 10013 24256 34269

12 Normal Mandal Samakyas Formed 316 769 1085

13 No. of MRPs / CRPs/CFs/CAs/Book Keepers/PPs working 54691 66920 121611

14 Total CIF Expenditure under the Project (Rs. Lakhs) 355.99 454.22 810.21

15 No. of SHGs given IGA CIF 71167 166980 238147

16 Total No. of benificiaries of IGA SP 942024 1127985 2070009

17 No. of VOs covered under Food Security 5081 9020 14101

18 No. of SHGs participating in Food Security 53183 127602 180785

19 No. of Households benefiting from Food Security 706746 1403655 2110401

20 No. of NTFP collectors benefited 101230 184256 285486

21 No. of beneficiaries of Agricultural Marketing 49389 317548 366937

22 No. of VOs with procurement centres 819 2514 3333

23 Value of Turnover under marketing (Rs. Crores) - - 614.21

24 No. of acres of land purchased 1028.89 3445.04 4473.93

25 No. of beneficiaries of land purchase 1261 3762 5023

26 No. of Issues resolved under Land Access Programme 17560 55993 73553

27 Number of women covered under Insurance ** 1137290 2745588 3882878

28 No.of Persons Placed for JOBs - - 112435

29 No. of SHGs linked to banks** 97737 333778 431515

30 Amont of bank linkages (Rs. Crores)** 1455.64 4427.15 5882.79

* APDPIP is closed as on 31-12-2006. However, APRPRP is extended to all the 22 rural districts of A.P. with effect from 1-1-2007. The bifurcation of results into APDPIP and APRPRP is given only for analytical purpose. Achievements under APDPIP include total achievements upto March 2008 in the erstwhile 6 APDPIP districts.

** Yearly in 2007-08. 4.2.19 Project Expenditure Cumulatively, the total expenditure of IKP up to March 2008 including APSWREIS is Rs.1796.25 crores. Details of DPIP, RPRP and both the projects put together is given under:


58

Table –4.14: APDPIP YEAR WISE COMPONENT WISE EXPENDITURE (Rs. crores)

S.No Component 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 (Dec. 2006)

Total Expenditure

1 Intitutional and Human Capacity Building

2.00 8.35 17.07 25.97 27.20 28.48 24.57 133.64

2 Community Investment Fund 0.00 4.01 47.73 118.95 72.45 49.24 63.61 355.99

3 Project Management 2.32 4.86 6.86 8.01 6.28 5.44 4.09 37.86

SERP Total 4.32 17.22 71.66 152.93 105.93 83.16 92.27 527.49

4 APSWERIES 0.04 1.71 30.50 45.37 19.17 12.34 25.15 134.28

APDPIP Grand Total 4.36 18.93 102.16 198.30 125.10 95.50 117.42 661.77

Table – 4.15: APRPRP YEAR WISE / COMPONENT WISE EXPENDITURE 2008 (Rs. Crores)

S.No Component 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Total Expenditure

1 Intitutional and Human Capacity Building

4.11 31.53 49.51 55.74 101.00 95.62 337.51

2 Community Investment Fund 0.00 61.80 145.33 128.67 78.39 40.03 454.22

3 Project Management 4.31 12.46 16.99 17.59 21.14 22.10 94.59

4 SPP 0.00 0.36 0.12 0.15 0.13 0.08 0.84

5 SPD 0.02 0.36 0.72 3.14 6.43 4.72 15.39

SERP Total 8.44 106.51 212.67 205.29 207.09 162.55 902.55

APSWERIES 4.94 47.67 70.53 40.46 31.85 36.49 231.94

Grand Total 13.38 154.18 283.20 245.75 238.94 199.04 1134.49

Table – 4.16: APDPIP+APRPRP - Year-wise, Component-wise Expenditure up to 2007-08 (Rs. Crores

S.No Component 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Total Expenditure

1 Institutional and Human Capacity Building

2.00 8.35 21.18 57.50 76.71 84.22 125.57 95.62 471.15

2 Community Investment Fund

0.00 4.01 47.73 180.75 217.78 177.91 142.00 40.03 810.21

3 Project Management

2.32 4.86 11.17 20.47 23.27 23.03 25.23 22.10 132.45

4 SPP 0.00 0.00 0.00 0.36 0.12 0.15 0.12 0.08 0.83

5 SPD 0.00 0.00 0.02 0.36 0.72 3.14 6.43 4.72 15.39

SERP Total 4.32 17.22 80.10 259.44 318.60 288.45 299.35 162.55 1430.03

APSWERIES 0.04 1.71 35.44 93.04 89.70 52.80 57.00 36.49 366.22

Grand Total 4.36 18.93 115.54 352.48 408.30 341.25 356.35 199.04 1796.25


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ikp annual report for 2007-08

Documents