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Annual Action Plan 2012-13

Rajasthan Grameen Aajeevika Vikas Parishad (RGAVP)

Annual Action Plan (2012-13)

(RRLP, NRLP and NRLM)

Submitted to: -

Ministry of Rural Development

(Government of India)

National Rural Livelihood Mission


Annual Action Plan for NRLP, NRLM, RRLP and MPOWER in Rajasthan

2012-13

The Annual Action Plan contains following chapters: Chapter - 1: Situation Analysis of the StateChapter - 2: Organizational Set up for RRLP, NRLP and NRLMChapter - 3: Annual Action Plan for NRLPChapter - 4: Annual Action Plan for NRLMChapter - 5: Annual Action Plan for RRLPChapter -6: Annual Action Plan for MPOWER



Chapter 1 – Situation Analysis of the State

1.1 Profile of the State a. Introduction

The state of Rajasthan is the largest state of the Republic of India by area with 3, 42,239 sq. km spread occupying 10.4 per cent of the country’s total geographical area.

The state is surrounded by Pakistan to the West, Gujarat and Madhya Pradesh to the South, Uttar Pradesh to the Northeast, and Punjab to the North. The main geographic features - the Thar Desert and the Aravalli range which runs through the state from Southwest to Northeast almost from one end to the other for more than 850 km give it certain unique geographical features. The state has 33 districts, 7 divisions, 188 sub-divisions, 244 Tehsils, 248 Blocks/ Panchayat Samitis, 9,168 Gram Panchayat, 41,353 revenue villages and 39,753 inhabited villages.

b. Physical FeaturesThe topography of the state is varied and characterized by hilly and sandy terrain. The 12 districts in the Western region of the state accounting for 61 per cent of the state area are either desert or semi desert, known as Great Indian ‘Thar’ desert. The state has faced 85 draughts in varying degrees in last 104 years.

c. Land Use ClassificationCompared to Indian averages, Rajasthan has slightly better proportion of total cropped area and net shown area. The net irrigated area for Rajasthan is at par with all India averages. While the country’s forest area constitutes about 23.6 per cent of total land; in Rajasthan the corresponding figure is only 9.5 per cent. This indicates Rajasthan has comparative low forest coverage.

1.2 Demographic Features and Social Indicators a. Population

Population of Rajasthan as per 2011 Census is 6.86 crore (Male: 3.56 crore and female: 3.30 crore). The state has recorded almost 21.44 per cent growth in population the last ten years, and ranks eighth in terms of the highest populated states in the country. There is a significant decline in the rate of growth of population in all the 33 districts of the state. The rate of growth of population is highest in Barmer district (32.55 per cent) followed by the district Jaisalmer (32.22 per cent). The rate of growth of population was lowest in Ganaganagar district (10.06 per cent). Jaipur is the highest populated district in the state as per census of 2011 and 2001.



Table 1.1 - Demographic & Social indicators of Rajasthan and India

Particulars India RajasthanGeographical area 32.9 3.4Population (lakh) Census 2001 10286.1 565.1Population density (Population per sq. km) 325.0 165.0Decennial growth rate (%) 21.3 28.4 Rural Population to total population 72.2 76.6 SC population total population 16.2 17.2 ST population total population 8.2 12.6Literacy (%) 64.8 60.4Population living below poverty line (%) 21.8 17.5Human Development Index (HDI) 0.4 0.4 Birth rate (per 1000 population) 22.8 27.9 Death rate (per 1000 population) 7.4 6.8 Infant mortality (per 1000 population) 53.0 63.0Rural Literacy (%) 58.7 55.3Female Literacy (%) 54.16 44.34

Source: Economic Review 2009-10, Government of Rajasthan. Draft Eleventh Five Year Plan, Government of Rajasthan

It could be seen from the table 1 above that Rajasthan has more proportion of SC and ST population in the total population when compared to the national averages. The proportion of rural population, literacy rates, female literacy rates are also lower in Rajasthan when compared to the corresponding figures of the national averages. The under developed status of Rajasthan is further accentuated by the fact that the state has higher birth rate and infant mortality when compared to corresponding figure for the national averages.

b. Sex Ratio- Rajasthan (1901-2011)There is 5 point increase in the sex ratio (926) of Rajasthan in census 2011 over the corresponding figures in census 2001 (921). Sex ratio in the state at 926 is below the national average of 940. Sex ratio is the highest at 990 in Dungarpur district. Sex ratio is the lowest at 909 in Dholpur district. In census 2011, two districts of Rajasthan, i.e. Dungarpur (1022) and Rajasmand (1000) had crossed and touched the figure of 1000.

c. Demographic featuresAs per 2002 BPL survey, the state has a population of 15.28 per cent of its total population recorded as those living below poverty line, this is less than the national average at 26.10. As per 2011 BPL survey the proportion of the poor in the state now stands at 23.13 per cent of the total population. Moreover, as per the World Bank’s 1997 India Poverty Assessment Report the state’s rural poverty was reported as 47.5 per cent as against the national average of 36.7 per cent in the country. The regional imbalance in growth and development is significant in the state of Rajasthan. The state has high concentration of poor in the resource-poor regions largely occupied by the Scheduled Tribes. Among various causes, such regions have lacked severely in productive land, irrigation facilities, industrialization, skills and higher incidences of illiteracy.



d. Work ForceAs per 2001 Census, the total work force was estimated at 237.66 lakh (42.05 per cent of the total population) consisting of 146.95 lakh male and 90.71 lakh female workers. The marginal workers were 59.19 lakh (15.95 lakh males and 43.24 lakh females). About 67 per cent of the work force was engaged in agriculture and allied activities.

1.3 Economic Indicators

Occupation-wise distribution of Households

The services sector continues to occupy the predominant position in Rajasthan’s economy. It continues to grow over period of time.

Table – 1.2 Share of % Selected Sub-sectors in Rajasthan’s Real GSDP

1980-81 1990-91 2003-04Industry 20.93 22.24 29.62Mining & Quarrying 2.07 1.88 3.17Manufacturing 11.83 11.94 14.22Construction 5.33 6.06 8.14Electricity, Gas and Water Supply

1.70 2.36 4.09

Services 30.16 32.77 42.82Transport, Storage and Communication

3.40 3.13 6.31

Trade, Hotels, Restaurants

11.01 13.84 14.20

Real Estate & Ownership of Dwellings

5.72 3.93 6.12

Banking & Insurance 2.16 4.29 3.84Public Administration 3.13 3.34 4.03 Source: Rajasthan Closing the Development Gap, The World Bank, 2006

The occupational pattern among households in general and the poor in particular, shows their dependence on varied sources of livelihood. Overall, about half of the households are self-employed in the agriculture sector, followed by other labour which is substantially higher than national level estimates. The dependence of poor households on wage employment as agricultural labourers is three times lower than at the national level. Inter-regional comparison shows that except in the southern region, the agriculture sector is the major source of livelihood. In the southern region, the non-farm sector absorbs about one-third of the total labour force deployed. Among the poor households, agriculture is the major source of employment followed by other activities, whereas about one-third of them are dependent on wage employment in other sectors. In the south-eastern and north-eastern regions, which are well endowed with a good natural resource base, agriculture is the major source of employment; while in other regions wage employment is the major source of livelihood. The availability of wage employment in the agriculture sector is considerably lower than at the national level. This may be due to limited availability of irrigation facilities and lower size of land holdings.



1.4 Situation of Financial Institutions in Rajasthan

a. Banking networkThe state has a network of 117 banks with 4982 branches including 2093 rural branches (42%). Commercial Banks have the major share (67%) in the network with 3334 branches, of which 2081 are rural/semi-urban. 5259 Primary Agricultural Credit Societies (PACS) are catering to the credit needs of around 4456593 members. Per branch population in the state works out to 12139. Per capita deposit and per capita credit stands at Rs. 20856 and Rs. 18588 respectively.

Table – 1.3 SWOT analysis of Banking sector in Rajasthan

Strengths Weaknesses72 per cent of the branches of CBs in rural areasCD ratio of the banks in the state is quite highState has reasonably good net work of R-SETI and efforts are being made to enlarge the same.Competent organisations for imparting Financial literacy available in state.NABARD is quite proactive in propagating FL, training to bankers, support to NGOs for promotion of SHGs, etc.Efforts of bank to adopt all villages with population of less than 2000 in their fold.MFIs have started their operations in state.

The pace of credit linkage of SHGs is not satisfactory as recoveries are poor.State does not have uniform system of grading of groups by different banks,Lack of infrastructure is greatly impeding the technology infusion and proliferation of BCs.Low connectivity further hampers the efforts of FI.Low penetration of MFIs in the stateR-SETI not linked to market skillsLack of Federal structural of SHGs in state Poor quality of SHG promotedLack of staff orientation towards SHG concept.Inadequate staff in rural branches to attend to the work of SHGSHGs still face immense problems in opening of SB account and also loan account.

Opportunities ThreatsBanks can promote number of FLCCsBanks can partner with NGOs/CBOs/Federation of SHGs/ Kissan Clubs for imparting financial literacyTo develop innovative products to meet the objectives of NRLM.To have remunerative business with SHGsMobilise low cost deposit through NRLMTo meet the target of Priority Sector LendingUNDP has identified Rajasthan as one of the

Branch banking for SHGs, particularly from CBs may not be that productive.High attrition of BCs.Low capability of Technical Provider under BC Model to service the machines.Sustainability of BC Model is doubtful.Lack of availability of competent



focus states to impart financial literacyBank Mitra model can be adopted by the banks in the state. MFIs could participate in NRLM.

and qualified candidates to act as BCs.Extremely low levels of literacy levels in rural Rajasthan.High over dues in SHGs.Lack of attitude of bank official towards SHGs.The bankers are not aware of the procedures of documentation and other related operational terms.

1.5 Situation of Migration in Rajasthan

a. Estimates of Migration in RajasthanDifferent estimates from different studies provide different figures to explain the extent and scale of migration. An ARAVALI-UNDP study put the figure at almost 50 per cent of SC/ST families are migrating and estimated that almost 60 per cent of tribal household income was coming as a result of migration based wage labour. The major finding of this study was that the proportion of workforce engaged in agriculture is declining at a rapid rate and that short-term migration to economic growth centers within, and outside, Rajasthan is rapidly becoming the major strategy employed by the rural households, to escape poverty.

b. Issues in migration

Migration was inevitability in the context of livelihoods in Rajasthan today.

Migration is happening in large and increasing proportions.

Migration based incomes are the single largest contributor to poor people’s livelihoods.

Projects related to improvement of natural resources have not been able to effectively contribute to the livelihoods basket to the extent of being able to hold back people who are migrating.

Between 60-80 per cent of men are migrating. The figure for women is between 30- 50 per cent. Women migrants suffer much more hardship than men.

Migration is effected through kinship groups and through labour contractors.

Laws that provide protection to migrants are not effective and mostly migrants as well as their employers do not know about them.

Financial services for migrants are non-existent in the organized sector.

Overall there is a real dearth of services at the destination end for migrants.

Health services for migrants exist only in the private sector and are thus extremely expensive.

Inter-governmental agreements are necessary for ensuring availability of food through PDS and other security safeguards.

Lack of an identity in location of destination a major issue for migrants. This often implies lack of legal protection and labour abuse of the migrant workforce.



1.6 Situation of Tribal in Rajasthan Population of TribalAs per the 2001 census Rajasthan has 7.10 lakh scheduled tribe population. It registered a growth rate of 29.6 per cent during 1991-2001, a 1.2 per cent higher growth than the total population. Scheduled tribes in the state are overwhelmingly rural; 94.6 per cent reside in rural areas. The constitution (Scheduled Tribes) Order, 1950, (SRO.510, dated 6th September, 1950 has included the following clan names under Scheduled Tribes in Rajasthan. The important tribal groups are: Bhil, Bhil Garasia Dholi Bhilm Dungri Garasia, Mewasi Bhil, Rawal Bhil, Tadvi Bhil, Bhagalia, Bhilala, Pawra, Vasava, Vasave; Bhil Mina; Darnor, Damaria; Dhanka, Tadvi, Tetaria, Valvi; Garasia (excluding Rajput Garasia); Kathodi, Katkari, Dhor Kathodi, Dhor Katkari, Son Katkari; Kokna, Kokni, Kukna; Koli Dhor, Tokre Koli, Kolcha, Kolgha; Mina; Naikdam Nayaka, Cholivala, Nayaka, Kapadia, Nayaka, Mota Nayaka, Nana Nayaka; Patelia and Seharia, Schriam Sahariya amongst others.

Rajasthan has given birth to numerous nomadic communities. In recent years these nomadic communities have seen severe disappearance. The vibrant culture and traditions of Rajasthani Nomads that are diversified in communities like Banjaras, Bhils, Minas, Gujars, Tribals, like Rabaries, Gavaria and Banjaras are the most colourful and exotic wanderers in the ruins of desert, who keep moving from one village to another in search of work, money, living and livelihood.

1.7 Situation of Women in Rajasthan

The status of women in a society is an indicator of the level of development of any civilization. In this respect, India society is caught between tradition and modernity, between respect for women and exploitation, and between restrictive patriarchal values and progressive ideals, Rajasthan society is, by and large, matrilineal and follows the system of patrilocality i.e., transfer of a women to the residence of her husband after marriage. Hence, daughters generally do not inherit immovable assets, and instead, are given a portion of the movable property as dowry. This results in the preference for the male child and discrimination against the girl child, whether it is in matters of food and nutrition, healthcare, education, freedom, rights and justice.

a. Age at MarriageThe mean age at marriage for girls in Rajasthan is 15.1 years and mean age at cohabitation is 16.2 year. Though the legal age of marriage is 18, 68.3 per cent of women in the age group of 20-24 years were found to have been married before 18 years.

b. Total Fertility RateThe Total Fertility Rate (TFR) for Rajasthan is higher than the national average. With a high Infant Mortality Rate (IMR) of 80 and an under-five mortality rate of 114.9, there is a tendency for women to bear more children. Most mothers in Rajasthan, especially in the rural areas, lose one or more children. The mortality in children belonging to scheduled castes, scheduled tribes and OBCs is higher than in other social groups, as a result of



which the TFR in these groups is also higher. The total wanted fertility rate is 2.57 as against the TFR of almost 3.78.

c. Physical Quality of Life IndexThe physical quality of life index uses three measure-IMR, life expectancy at age one and literacy for population aged 15 and above. This index has improved considerably for women in Rajasthan but it is still below the national average and the index for most other states.

1.8 Situation of Non Farm Sector in Rajasthan

a. The RNFS Sector – Current ScenarioThe Rural Non Farm Sector (RNFS) holds the key to faster economic development of the country. It has potential and promise for generating employment and increased income in the rural areas. Hence, not only Rajasthan but also other states and also NABARD have identified financing, development and promotion of RNFS as one of its thrust areas.

Rajasthan is the first state in the country to have announced the Rural Non-farm Development Policy for promoting the non-farm sector as an alternate strategy for generating additional avenues of employment particularly in rural areas. Looking to the maximum potential, three sub-sectors - leather, wool and minor-mineral have been taken up for focussed development under the State Industrial Policy 1998, which has now been expanded to include handloom, khadi and village industry also.

b. Leather Sub-sector Keeping in view the large natural resource base of hides and skins produced in the state, RUDA has taken up integrated package by providing all backward and forward linkages in selected areas like Mangrol (Baran), Manpur-Machedi (Jaipur), Beawar (Ajmer) and Nagaur; so as to develop them as areas of excellence. An integral part of the strategy is to organise the artisans into producer groups and providing them incentives as well as creating proper infrastructure facilities by setting up several Common Facilities Centre for development of leather shoes, goods and garments. Operation Mojari has been a success showcasing the efforts of RUDA with help from UNDP.

c. Wool Sub-sector Rajasthan produces around 40 per cent of the country’s raw wool and this sector supports nearly 30 lakh persons. It is aimed that greater value addition may be given to raw wool through promoting scientific methods of shearing, sorting, grading and other services. Sheep rearers have been organised into producers associations. Product diversification of woollen products is being done in association with NIFT (National Institute of Fashion Technology, New Delhi) and RCWPDS (Rajasthan Carpet and Woollen Products Development Society, Jaipur). To augment the skill base of carpet industry, RUDA is supporting it by providing training of artisans. The traditional Namda industry in Tonk district has been special assistance in product development and design up-gradation. In view of the critical importance of the wool sub-sector, RUDA continues to devise need-based interventions in areas like training, design, technology up-gradation, market support, seminars, etc.

d. Minor Mineral Sub-sector The strategy for the development of this sector aims at improving the skills of the workers



engaged in the mineral processing industry. Also additional employment is being generated through programmes which impart skills in diamond cutting and polishing; gangsaw training; promotion of stone etching through design and market led inputs. A major intervention has been started for design up-gradation for potters in Dausa and Sawai Madhopur. The red sandstone cluster in Manpur and Sikandra has become a hub of economic activity and income levels of the artisan groups have increased manifold.

e. HandicraftsWhile village industries meet day to day needs of consumers in the rural and urban areas, handicrafts are more artistic and represent a region’s heritage. Rajasthan has a range of handicrafts; silver ornaments made by tribal women (Banswara, Dugarpur, Sirohi, etc.) traditional costumes, embroidery work, tie-and-dye saris and scarves (Jodhpur and Jaipur) blue and black pottery (Jaipur), Kundan work (Bikaner and Jaipur), stone carving and marble statues (Ajmer, Jaipur, Dausa and Rajasamand) gold jewellery (Jaipur, Bikaner) miniature paintings, engraved brassware, etc. They have a great income-generating potential. Proper planning for development of handicrafts would not only increase the income of craftsmen, but could also help reduce regional imbalances.

The handicrafts made in Rajasthan fall into 18 broad categories. Leather shoes, wood craft, pottery, fiber craft and metal craft have maximum number of units.

Leather craft is the most prevalent handicraft in Rajasthan, although it is concerntrated in a few districts (Sikar, Barmer, Bundi, Jaisalmer and Udaipur). Barmer is widely known for its artistic needle and crochet work and 70 per cent of needle craft units are located here. Sikar, Tonk, Bhilwara, Bharatpur, Udaipur and Barmer are also popular centres for artistic woodwork. Jaipru, Dausa and Alwar are famous for jewellery, stone work and blue pottery. Though over 51 per cent of handicraft units are located in Barmer, Bhilwara, Tonk, Sikar, Jodhpur and Udaipur. Jaipur tops in terms of value addition and exports.

f. HandloomA handloom unit is generally operated by two members of a household. The regional distribution of handloom units in the state is highly skewed, with 34 per cent of the units concentrated in three districts of Barmer, Jodhpur and Bikaner and very few in the predominantly tribal districts of Banswara, Dungarpur and Udaipur. The other districts where the handloom sub-sector is contributing modestly to employment are Churu, Nagaur, Jaipur and Kota.

A wide variety of handloom cloth is produced in the state. While the handloom workers in Kota produce doria and moonga saris with a considerably high value addition, a majority of handloom units manufacture medium quality dhotis, towels, lungis, carpets, bed covers, barrack blankets, etc. In Barmr, Jaisalmer and Bikaner, however, handloom weavers also prepare khes (a woolen sheet) and dress material which are in high demand both within the country and outside. However, there has been very little attempt to increase exports.

g. Khadi and Village IndustryKhadi and village industries have a long history in Rajasthan. Village industries such as blacksmithy, carpentry, leather works thrived, as their product had a local market. Woollen khadi is common in the western districts, such as Jaisalmer, Bikaner, Barmer, Jodhpur and Nagaur, and it is gaining popularity in Jaipur district as well.The pace of development of khadi in Rajasthan has been rather slow.



1.9 Situation of Agriculture and Horticulture Sectors in Rajasthana. Agriculture Scenario

The role of agriculture sector in the state economy is quite significant, contributing to 19.94 per cent of the total GSDP in 2009-10. Two third of population is dependent on agriculture and allied activities for its livelihood. Agriculture in Rajasthan is mostly dependent on rainfall that remains scantly, low and irregular. The major crops grown in the state are bajra and wheat among cereals, gram among pulses, rapeseed and mustard among oilseeds. Other crops grown in the state are cotton and spices. Major cash crops in the state are rapeseed/mustard, cumin, cotton, coriander, etc. Rajasthan has the distinction of being the highest producer of spices and condiments in the country.

b. Rasthriya Krishi Vikas Yojna (RKVY)

The major projects sanctioned under RKVY worth 67 crore are (a) Date Palm cultivation in Western Rajasthan (b) Horticulture Development Programme in non-NHM districts (c) Non Conventional Energy Source(Solar Power) for efficient Use of Water (d) Development of Devrawas Nursery (e) Project to upgrade irrigation infrastructure at Government Farms (f) International Horticulture Innovation & Training Center (g) Grape Plantation (h) Pomegranate production (i) Date palm plantation on farmers field (j) Date palm tissue culture laboratory (k) Green house planting material (l) Litchi cultivation in Banswara and Kumbhalgarh (m) Vegetable cultivation under shade net house.

The progress of RKVY in Rajasthan does not present a satisfactory picture. In many districts, the funds have been released and the utilization of funds is far below the target fixed under RKVY. Moreover, the state is not keen to get the district CDAP prepared, though this is being emphasized since the beginning of the RKVY. The ARAVALI, an NGO was assigned to prepare for eight districts could prepare the plan for only one district and even that was not accepted by the state government. SLSC meeting is taking place and taking the decision without having CDAP. Consequently, there is not much of location based projects. The district officials involved in RKVY have not been sensitized to the programme till the date.

Table – 1.4- SWOT analysis of Agriculture in RajasthanStrengths Weakness

The per capita land holding is highest in the nation.More than 70 per cent of state’s population is dependent upon agriculture.Agriculture along with allied activities is major provider of livelihood to people in the state.Every district in the state has KVK.There are agricultural universities in the state.Availability of huge labour force

One million hectare area is under problematic soils (saline and alkaline).Lack of suitable drought resistant, short duration, high yielding varieties of cereals, pulses and guar in kharif season.Limited expertise available for research in agro-forestry, horticulture and fodder crops.Lack of effective strategy for management of problematic soils.Inadequate supply of power. Lack of post harvest marketing and processing infrastructure support like cold storage, grading,



Home land for cultivation of spices, bajra and jwar.National Horticulture Mission is being implemented vigorously in 24 districts. For the remaining districts support would be provided under National Agriculture Developmental Scheme.National Bamboo Mission is being implemented in 12 district of the state.BRGF is being implemented in 12 districts of the state.

washing, cleaning, waxing, packing and container services.Farm mechanization is slow.Poor infrastructure support for horticulture and vegetable crops including marketing.

Significant market imperfections have a sustained impact on successive lowering of returns to poor/small marginal farmers, and consistently retard wages to agricultural/ rural wage labourers.Best (productivity enhancing) practices, while available, have tended to stay in laboratories rather than being transferred to land/farmers/rural poor engaged in agriculture and allied occupations.Productivity of key assets –Use of chemical fertilizers and pesticides and inappropriate feed coupled with diseases and pests have all robbed the rural/agricultural poor of higher productivity and outputsMinimum support prices offered for agricultural produce are much below the cost of production. The farmer/producer does not get value commensurate with risk he/she bears, and/or effort put in.The division of profit is also not commensurate with the level of risk borne and effort placed.The business model of other stakeholders in PPPs seems to be skewed towards profit maximization and creation of shareholder wealth alone rather than value oriented profit sharing commensurate with risk and effort borne.

Opportunities ThreatsAmple scope for crop diversification.Scope for enhancement of skills for farmers.Potential to create Farmers organizations, producer groups, etc.Scope for augmenting storage facilities to avoid distress sale.Scope for establishing rural mandies.Immense scope for horticulture crops.

Agriculture in Rajasthan in primarily rainfed.The period of monsoon is short, around three months. Its onset is late and withdrawal early, in comparison to other states.90 per cent of the rainfall is received during monsoon season. In addition to spatial variation in rainfall there is great variation in the yearly pattern.65 per cent of the total cultivation is under kharif season and is mostly dependent on rainfall, which is aberrant and uncertain.60 per cent of the irrigated area is under wells and tube wells. The under ground water table, is falling by one meter every year.Rainfall is highly inadequate and aberrant in nature61 per cent area lies in arid and semi-arid tracts, where soils are having poor fertility, low water holding capacity, high infiltration rate and



shallow in depth in some areas.

1.10 Situation of Forestry in Rajasthana. Forestry

The forest cover of the state is 32639 sq. km which is 9.54 per cent of the state’s geographical area. Reserve forests constitute 38.16 per cent, protected forests 53.36 per cent and unclassified forests 8.485 of the total forest area. The present forest area is very less than the national average of 23 per cent. In Rajasthan, a large numbers of districts have limited area under forest cover. Except for three districts of Ajmer, Bharatpur and Tonk, other districts with low forest cover fall in the western part of the state. This is, of course, the desert region of the state. In districts with low forest coverage, pastoral activities are one of the major sources of livelihood. Seven districts located in the semi-arid eastern plains have 7 to 11 per cent forest cover, which is considered very low in the context of food security.

Forests of Rajasthan are also very rich in wildlife and contain a varied range of prey and predator animals. Some of the best managed National Parks and Sanctuaries are located in the state, Beside the unique Desert National Park sanctuary, the state has two world heritage wetlands, namely the Keoleodev national park, Bharatpur and Sambhar lake. In desert belt of the state, large number of wildlife is generally sighted outside forest areas of the state and has become popular tourist destination with large number of historical forts, palaces and religious places with heritage buildings.

To increase the forest covers the state government has launched “Harit Rajasthan Yojana” involving related Departments for the period of five years. Under the Joint Forest Management Programme 5,316 Village Forest Protection and Management Committees (VFPMC) are protecting and managing 7.80 lakh hectares of forest land under the guidance of the department. Eco-development committees around sanctuaries have been constituted to get participation of local people in wild life management. Panchayat Raj Institutions (PRIs) have been empowered to get income from the collection of minor forest produce from forest as well as non-forest areas. Planting activities on non forest land also vests in PRIs.

b. Non Timber Forest Products (NTFPs)In the tropical dry deciduous forest areas of India, where there is scarcity of water and opportunities for farming are limited, NTFPs are, in many cases, the only means for survival for tribals. NTFPs are part of the socio-cultural life of tribal people living in Aravali region of Rajasthan who maintain a symbiotic relationship with the forest and forest based products. The Aravali hills consisting of tropical dry deciduous forests of Rajasthan are the store house of a variety of NTFP yielding species and potential economic value of NTFPs available in this region is immense.A study covering 1200 villages spread over 4000 sq km of Aravali hills in Rajasthan state was undertaken by Arid Forest Research Institute, Jodhpur during 2006-08 to find out the economic role of NTFPs in supporting a rural family. It was found that on an average one third of a family’s annual income came from NTFPs from nearby forests. The annual estimated value of NTFPs realized per household were around Rs. 6000 in Udaipur district and Rs. 5000 in Pratapgarh district, taking fuelwood and fodder grass collection in to account. It is worth mentioning that on an average, each household in Aravali region collects about 2000-2600 kg of fuel wood per year from the nearby forests. Similarly, almost all the households collect grasses for use as fodder for their livestock/cattle ranging from 800-1200 kg/household/year. Vilagers in Aravali ranges collect NTFPs round the year and their average



income varies from Rs. 20 to Rs. 100 per day, depending on kind of NTFP collected and season.

1.11 Situation of Animal Husbandry in Rajasthana. Livestock Population of Rajasthan

The animal husbandry sector comprises of (i) Department of Animal Husbandry; (ii) Dairy Development; (iii) Fisheries and (iv) Veterinary Education and Research. Rajasthan possesses 12.46 per cent of the total animal population of the country and contributes to almost 10 per cent of the milk production, 1.066 per cent of the meat production and 39 per cent of wool production. The sector accounts for about 13 per cent of the state domestic product. The state is the highest producer of wool and ranks third in milk production in the country. As per the Livestock Census of 2007, there were 579 lakh animals.

Table – 1.5- Animal Husbandry in Rajasthan.

S.No. Items Unit India Rajasthan per cent to India

State with Maximum

1 Total livestock 000' nos. 2003 485000 49136 10.13 Uttar Pradesh2 Poultry 000' Nos. 2003 489014 6192 1.26 Andhra Pradesh3 Total Milk

Production000' Ton 2005-06 97066 8713 8.97 Uttar Pradesh

Source: Economic Review 2010-2011, Government of Rajasthan.

In Rajasthan, animal husbandry is not merely a subsidiary to agriculture but it is a major economic activity especially in arid and semi-arid areas, thus providing the much needed insurance against prominently occurring scarcity conditions. Income from livestock accounts for 30 to 50 per cent of the rural households income, with wide variation in region and households.

Livestock sector tops in rural employment with 4.5 per cent growth against 1.75 for all other sectors and 1.1 for Agriculture. This sector has also the highest potential for rural self-employment generation at the lowest possible investment per unit. Development of Livestock Sector, therefore, is critical to rural prosperity.

As against twenty five well defined breeds of cattle and seven buffaloes breeds in the country, the state is endowed with seven breeds with finest drought hardy milch breeds (Rathi, Gir, and Tharparkar), dual purpose breeds of Nagauri and Malvi.

b. Dairy DevelopmentDairy has a lot of potential to improve rural incomes, nutrition and women empowerment, and hence is a very critical area for investment in Rajasthan. A well-developed industry will enable millions of farmers to capitalize on the emerging opportunities and make a significant impact on rural incomes. On the flip side, weak efforts towards dairy development also can have a significant but negative impact on the dairy industry. The growth rate has been sluggish over the past few years. With an increase in demand on one hand and sluggish supply on the other, there is a likely shortfall in demand in the coming years. At present the cooperative sector has installed capacity of handling 15.5 lakh kg. per day of milk and 60 MT



per day capacity of powder manufacturing.

Table – 1.6- SWOT of Dairy sector in Rajasthan

Strengths WeaknessesLarge number of small and marginal farmers involved in dairyingAn effective marketing channel helps to meet the demands of the urban consumerVery large number of animals and huge scope to enhance productivitySelf-sufficiency in medicine production and do not have to rely on exportsA vibrant RCDF structure in the state which can greatly support dairy farming in state.

Large share of milk (70–85 per cent) of marketable surplus goes through informal channel where quality is a big concernFarmers do not share in the benefits of high demand because of poor governance of cooperativesMilk production is scattered over a large number of farmers producing miniscule quantitiesMilk distribution is limited to urban and peri-urban areasLow milk prices because of lower prices declared by cooperatives, which results in low prices of milk paid by all playersAd hoc export policies and a ban on exportsLack of policy focus on strengthening indigenous breedsNon-existent extension facilitiesFarmers’ prices are not based on fat measurement, which affects their profitability.Because of low access to credit and risk-taking ability, farmers cannot increase their herd size

Opportunities ThreatsIncreased farmer income by exploiting the high demandIncreased consumer sophistication and awareness of quality reception of quality packaged products (though slowly)Entry of large corporations in retailing, which can lead to more investmentImmense scope to enhance governance of dairy farmer organizations and thus enable dairy farmers to demand higher prices.Potential for exports due to low cost of productionOverall positive growth environment, which is triggering the Government to enhance infrastructure

Large portion of the population does not care about quality issues in milkBecause of high price sensitivity for dairy products, people are not willing to pay for qualitySignificant increase in maize prices can increase feed pricesLarge informal markets that extend credit are constraining farmersLow productivity and scattered production leading to high cost of transportation. Emphasis on milk fat and not on SNF content maintaining relatively lower prices of milk

Source: State Livestock Development Policy, Department of Animal Husbandry, Government of Rajasthan, 2011.

1.12 Situation of Rural Development in Rajasthana. Mahatma Gandhi National Rural Employment Guarantee Schemes (MNREGS)



The progress of MNREGS is given in the table 1.62 below. It could be seen there from that, 99.73 per cent of the registered households have been issued Job Cards in Rajasthan. Ironically only 35.79 per cent of the HHs who have been given Job Cards has demanded employment! This seems to be quite unacceptable in view of the abject poverty status of the millions of HHs in the state. However, 98.43 per cent of HHs who demanded employment has been provided the same. There again comes a major glaring fact into limelight that only 0.17 per cent of the total HHs who have been provided employment, had opportunity to avail 100 days of employment. Analysis further revels that, NREAGA which is supposed to be dovetailed with other government schemes has not been able to achieve the success on this account in Rajasthan. Only 0.20 per cent of total HHs which have been provided employment have benefited under IAY. Furthermore, only 0.05 per cent of HHs extended employment came from the category of ‘disabled.’

b. Swarnjyanti Gram Swarozgar Yojna (SGSY)Progress of SGSYIn Rajasthan, more than 2.16 lakh groups have been promoted under SGSY till March 2012 since inception. Of this about 7.5 per cent have become defunct. About 50 thousand SHGs (till March 2012 since inception) have been successfully graded in the first stage; this works out to be 21.3 per cent of the total SHGs promoted. The number of SHGs that passed Grade-II is about 28 thousand which comes to about 10 per cent of the total groups promoted and about 50 per cent of the total groups passed in Grade-I. It is further reported that merely 8.68 per cent of the total SHGs promoted have been able to take up economic activities; this comes to about 40 per cent of Grade-I passed SHGs and 82 per cent of Grade-2 passed SHGs. It is pertinent to note that women SHGs constituted more than 56 per cent of the total SHGs, which is well above the stipulated norms under SGSY. It is further estimated that only 10 per cent of the total SGSY groups promoted have been able to come out of the poverty line. The total proportion of the members of SHGs assisted for economic activities were about 31 per cent for SC; 23 per cent of ST, 7 per cent of minorities, 57 per cent were women, and hardly 1 per cent of people with disability.

Special Projects under SGSY:-Following is the summary of the special projects sanctioned under SGSY since inception of the scheme:

Table – 1.7- Special Projects sanctioned under SGSYS.No Sector Number of Projects

1 Water Harvesting and Irrigation 92 Marketing 23 Dairy 44 Forestry 15 Vermi-Composte 16 Handicraft 17 Garment 18 Sheep, Goat, Pig 19 Skill Development 410 Others 1 Total 25

It could be seen from the above that maximum projects have been sanctioned for water harvesting and irrigation, followed by skill building and dairy development. Thus total of 25 projects worth Rs. 184 crore have been sanctioned in the state.



Chapter 2 – Organizational Set up for RRLP, NRLP & NRLM

The Government of Rajasthan has set up an Independent Society, Rajasthan Grameen Ajeevika Vikas Parishad (RGAVP) under the administration control of Rural Development and Panchayti Raj Department. The Society is registered under the Rajasthan Society Registration Act-1958. The objective of the Society is to design and implement the rural poverty alleviation and livelihood related programs with the assistance of State, Central Government, External Agencies or any other agencies having common vision. The Society is in the process of implementing the World Bank assisted Rajasthan Rural Livelihood Project (RRLP) in the 51 poorest blocks of 18 districts of the State. In addition, the Government of Rajasthan has also notified RGAVP as implementing agency for National Rural Livelihood Mission (NRLM). Both these programmes follow a similar approach of rural poverty alleviation i.e. through building institutions of poor. Therefore, there will be common State and District Management Units, which will work for the implementation of both these programmes. This will avoid duplication, build synergy and cost effectiveness in implementation. However, separate Project Facilitation Teams (PFTs) will be deployed for respective programmes. As per discussion held during the State Mission Director’s workshop held in New Delhi regarding preparation of Annual Action Plan (AAP), an estimated fund requirements for the Financial Year 2012-13 has been worked out. As the respective programmes are to be implemented in different blocks, the item-wise brief description for NRLP, NRLM and RRLP is described in separate chapters.The phasing of blocks under different programme is detailed in Annexure-1.

2.1 Preparedness for NRLM & NRLP Roll Out in the State:

a. Setting-up of SRLM: • The society is operating from 3rd floor, B Block, Yojana Bhawan, Tilak Marg, C-Scheme,

Jaipur and has required basic infrastructure to implement the AAP. However, infrastructure requires further strengthening and, and part of restructuring and re-furnishing of the existing office space has been budgeted under AAP.

• The Ist phase of MIS i.e. “SAKH DARPAN” has been designed and developed and it is being field tested. Simultaneously, the IInd phase is under development.

• An IAS has been posted as full time State Mission Director, Livelihood Projects & SHGs. • A senior professional on retainership basis has been hired as Project Director (Livelihood).• Saving Bank Account No. 14630100006785 has been opened in the name of SRLM, in Bank

of Baroda, Udyog Bhawan Branch, Jaipur.• A State Project Management Unit (SPMU) has been established under the aegis of RGAVP.

b. Recruitment of Human resources:• It has been decided to take officials from the Rural Development Services (RDS) and

Rajasthan Finance Corporation (RFC) through special selection process. To expedite the same, special interviews are planned in last week of June, 2012.

• We expect a development professional to be soon taken as General Manager (Community Mobilization & Institutional Building).



c. Finalization of State Perspective and Implementation Plan (SPIP):

The first draft of the SPIP has been prepared. A series of workshops and discussions over different chapters was conducted. Thereafter revision in draft has also been incorporated. This is being reviewed and it is expected to submit the SPIP by September 2012.

2.2 SPMU Office Set-up: The SPMU has been established, and the expenses for meeting the office work (civil) would be met from RRLP budget. However, to establish the modern amenities & work facilities, procurement of office furniture & equipments, and computers & laptops have been proposed in the budget. The budget includes the cost of development of website, as well. The broad SPMU structure for RGAVP would be is as following:

Revised HR Plan (Position of sanctioned and proposed staff) S.No.

Designation Post sanctioned by Finance Deptt. for RGAVP/Ajeevika

cell in RD

Additional Posts

Proposed

Total

1 State Mission Director (Livelihood Projects & SHGs) 1 - 12 Project Director (Livelihood Project) 1 - 13 Financial Advisor 1 - 14 G.M. Finance 1 - 15 G. M. Procurement - 1 16 G.M. Resource Block - 1 17 G.M. HR & Admin 1 - 18 G.M. Community Mobilisation & Institutional Building 1 - 19 G.M. Microfinance 1 - 110 G. M. Livelihood - 1 111 G.M. Environment and Climate Change 1 - 112 G.M. Monitoring and Evaluation 1 - 113 G. M. Sakh Darpan - 1 114 G.M. Skill Development 1 - 115 Manager Social Development & Social Security - 1 116 Manager Agriculture 1 - 117 Manager Finance - 1 118 Manager Partnership - 1 119 Manager Capacity Development Training - 2 220 Manager HR & Admin - 1 121 Manager Community Mobilisation - 1 122 Manager Microfinance - 2 223 Manager Non farm & Micro Enterprises (RUDA) - 1 124 Manager Skill Development - 1 125 Manager Institutional Building (RMOL) - 1 126 Manager Monitoring and Evaluation - 1 127 Manager MIS - 1 128 Manager livestock 1 - 129 Manager Public Relations & IEC 1 - 130 Manager Audit 1 - 131 Accountant 1 3 432 Cashier/ Office Assistant 1 2 333 Programme Assistant 5 8 13



34 Steno / Support Staff 5 19 2435 Machine with Man 10 10 2036 Multipurpose Worker 8 12 20 Total 44 72 116

Note: This is the requirement of man power at SPMU level for complete project period. The recruitment of staff

shall be made as per the requirement of the project. The over all administrative expenses shall be kept within the prescribed limit.

- For all the above staffs, the mode of selection is proposed to be special selection or job basis.- The organogram of the proposed structure is placed at annexure 2.- The administrative approval for the above posts has been obtained.

The above structure would cater to the implementation of RRLP, NRLP & NRLM. Hence, proportionate salary in terms of block served have been taken in for the respective projects. 2.3 DPMU Office Set-up: The DPMU structure as contemplated under RRLP would be adopted for both NRLM and NRLP also. It is further decided that there would be common DPMU office for RRLP, NRLM and NRLP. The broad DPMU structure is as following:-

(a) District (Project Manager)(b) Manager (Finance & Procurement)(c) Manager (M&E)(d) Manager (MIS)(e) Manager (Microfinance, Micro-enterprises & PPP)(f) Manager (Livelihood and Environment)(g) Manager (Community Mobilization and Cap. Building (Training), HR, IEC and PRO)(h) Cashier (i) Accounts Assistant(j) Computer operator-3(k) Multi Purpose worker

It is proposed to open DPMU under NRLM in 9 districts and under NRLP in 6 districts with 18 DPMU offices under RRLP; all the 33 districts would be covered in 2012-2013. The cost details, method of procurement & time lines have been detailed in enclosed annexure.DPMU under NRLP :- Jalore, Sirohi, Ajmer, Jaisalmer, Pali, Jodhpur, DPMU under NRLM:- Alwar, Barmer, Ganganagar, Hanumangarh, Nagour, Jaipur, Bharatpur, Jhunjhunu, SikarDPMUs in the remaining 18 districts shall be under RRLP.

2.4 PFT level Office Set-up:

The PFT structure as contemplated under RRLP would be adopted for NRLM and NRLP also. The broad PFT structure is as following:-

(a) PFT Manager (as per specialization)(b) PFT Specialist (Community Mobilization & Capacity Building)(c) PFT Specialist (Microfinance)(d) PFT Specialist (Livelihood & Environment)(e) PFT Specialist (M&E, MIS & Accounts)(f) Computer operator



(g) Multi Purpose worker NOTE:- At PFT level, Only 3 specialists will be hired/ employed from point no. (b) to (e)

60 PFTs would be established under NRLP for 24 blocks and 63 PFTs under NRLM for 25 blocks in 2012-13. The cost details, method of procurement & time lines have been detailed in table No-3.3, 4.2 and 4.3. It is envisaged that only 20 % PFT / PFT members will be through Special selection and remaining 80 % will be on job basis

2.5 Expected Outcomes

Table: - 2.1 - Expected Outcomes

S.N. Outputs

Intensive Non Intensive

Total

RRLP NRLP MPOWER NRLM NRLM 1. No. of DPMU set up 18 6 9 - 332. No. of Blocks covered 51 24 7 25 141 2483. No. of PFTs established 110 60 - 63 - 2334. No. of villages entered 7470 500 1040 500 - 95105. No. of SHGs formed/ co-opted/

strengthening of existing SHGs22000 2000 4219 640 3050 31909

6. Village / Panchayat Level Federations formed

1460 135 - 45 - 1640

7. SHGs received revolving fund/ start-up fund

10000 1200 2629 400 1650 15879

8. SHGs credit linked with Banks 1800 250 - 240 1400 36909. Skill building 5800 1600 - - 20000 2740010. Funds Utilization (in Crore) 201.00 46.24 29.69 26.94 59.90 363.77

Funds Utilization (in Crore) – NRLM (Intensive + Non intensive) 26.94+59.90 = 86.84NRLP + NRLM (Intensive + Non intensive)= 46.24+26.94+59.90 = 133.08 The budget for NRLP and NRLM is detailed in the subsequent chapters. It is submitted that other than the administrative costs, inter- activity adjustment lf funds may be permitted within the overall budget approved for various activities.



Chapter 3- Annual Action Plan for NRLP

Allocation of Blocks under NRLP

In the year 2012-13, 49 blocks shall be taken up under NRLP and NRLM. There are 24 blocks allocated to Rajasthan under NRLP. These 24 blocks will be taken up in 12 districts in accordance with the phasing plan of 248 blocks approved by the Government of Rajasthan. The list of blocks and 6 DPMU’s under NRLP is given below. As mentioned earlier, every DPMU will take care of all livelihood projects in the district under RGAVP i.e. RRLP/NRLP/NRLM.

Table: - 3.1 - List of blocks under NRLP

Rajasthan Grameen Ajeevika Vikas ParishadList of blocks under NRLP

S. No. Name of District DPMU Proposed Under Which Project Name of Blocks

1 Banswara RRLP Chhoti sarwan2 pratapgarh RRLP Pipalkhunt3 Dhariyawad4 Udaipur RRLP Lasadiya5 Jalore NRLP Raniwada6 Sayala7 Barmer NRLM Barmer8 Balotara9 Sirohi NRLP Pindwada10 Reodar11

Ajmer NRLPMasuda

12 Kekari13 Arai14 Jaisalmer NRLP Jaisalmer15 Sam16 Pali NRLP Rohat17 Pali18

Ganganagar NRLM

Karanpur19 Anoopgarh20 Shadulshahar21 Ghadasana22 Jodhpur NRLP Bilada23 Balesar24 Chittorgarh RRLP Begun



3.1 Component: State Rural Livelihood Project (Office Set-up)

This has been elaborated in Chapter-2. The cost details and method of procurement have been detailed out in Table 3.3.

3.1.1. Staff Cost (SPMU, DPMU)

Staff costs including allowances, statutory contributions, etc.The pay and allowances to be paid to the staff under NRLP & NRLM has been detailed in Table 3.3.

Salary requirement for the staff at district and block level is being taken care of in the respective structures. The cost details and method of procurement have been detailed out in Table 3.3.

3.1.2. Operating Cost (SPMU, DPMU)

The office running costs have been taken under this head. The cost details have been detailed out in Table 3.3.

3.1.3. Workshops, Training and Exposure Visits

a Training and Exposure visit of State, District & PFT level staffThe capacity building of the existing as well as newly recruited staff is seen as the essential pre-requisite for the success of the project. The staff would have to be given training on number of topics. It is proposed that in the first year of launch of NRLP&NRLM in state at least 15 different programme in following topics for capacity building would be taken up.• Orientation Training• Communications & MIS• Group Dynamics and conflict resolution• Promotion of Federations for Producer Groups/CBO of SHGs.• Financial Management• Documentation process in SB A/c and Credit Linkage• Entrepreneurship Development• Convergence with Govt. Programmes• Micro-enterprise opportunities in Non-Farm Sector.• Social Mobilization and Participatory Techniques• Preparation of Micro-investment Planning Process

The cost details and method of procurement have been detailed out in Table 3.3.

b Exposure visits for senior Government officials, bank executives, project staff, etc.It is further proposed that 10 different exposure visits within and outside the state would be conducted. The cost details and method of procurement have been detailed out in Table 3.3. Within the state, visits to groups/ federation of various organizations (IRRD, PRADHAN, GVT, SIRJAN, SAHELI SAMITI, JAL BHAGHIRATH FOUNDATION, etc.) would be taken up. Some exposure visits to other state in Aandra Pradesh, Kerala, Bihar, Odhisa, etc. are also contemplated.



c Stakeholders Workshop (state, regional & thematic) and Organization of Bankers workshopsWorkshops for the sensitization of Senior Officers of the Government of Rajasthan, members of the Empowered Committee and other stakeholders are also proposed to be conducted. This would enable better appreciation of the NRLP & NRLM amongst different stakeholders and also open avenues for effective convergence amongst various departments. The cost details and method of procurement have been detailed out in Table 3.3.

3.1.4. Studies and Consultancies, etc. a Study of inclusive mechanisms for Social Groups like Nomadic and criminal tribes

Out of the total population of 68,621,012 in Rajasthan, tribal population accounts for 12.44% of the total1. However, within the tribal groups there are nomadic and criminal tribes are the most disadvantaged and marginalized group. Therefore, a study on the life and livelihoods of nomadic/criminal tribal population and Sahariyas tribe has been proposed. The study would help to strategize the possible and implementable solutions for the poorest of the poor tribes of Rajasthan. The cost details and method of procurement have been detailed out in Table 3.3.

b Development of different Training Modules & Training MaterialsIn order to facilitate the entire structure of RGAVP to effectively and uniformly deliver the results at ground level, there is need for have quality material on various topics.

Considering the universal social mobilization and continuous capacity at various level viz.- SPMU, DPMU, PFT, PRI, SHGs, federation of SHGs, development of training modules and training materials is an essential requirement. This requires designing, development and printing of training materials like Posters brochures, flip charts, online tutorials, etc. A video film on Financial Literacy shall also be prepared. Details of unit cost and method of procurement have been proposed in Table 3.3.

c Preparation of District Livelihoods Plans (12)The District Livelihood Plans (DLPs) are conceived to be the important tool in preparing specific strategy at the ground level and provide specific information to comprehend the ground strengths and impediments. It can offer important insight to achieve the desired goals in more professional manner. The District Livelihood Plan (DLP) would be a unique participatory exercise in planning where perspective of the target will be given due importance leading to inclusive planning process. The complete value chain for a viable product would also be drawn upon. Probabilities for PPP models to be adopted in the district would also be suggested. Brief status of infrastructure, backward and forward linkages, skill mapping and the way forward are also contemplated to be covered in the document. Adequate priority to be given to the vulnerable groups would also be defined in the exercise. The cost details and method of procurement have been detailed in the Table 3.3.

d Customization of TALLY accounting software and finance Manual:In order to maintain the systematic books of accounts through the double entry accounting system and as per the requirements of NRLP viz. generating the IUFRS, claims for reimbursements etc the customization of accounting software and its operational manual as well as finance manual is required to be in place before the NRLP operation in field starts. The cost details and method of procurement have been detailed out in Table 3.3.

1 There are no separate official figures available for nomadic and criminal tribes.



e Procurement Process :The Procurement guidelines as prescribed by NMMU would be adopted for NRLP and NRLM.

3.1.5. State Resource Center

a. Hiring of Services of Resource Agency (SERP & BRLP, etc.)MoRD, GoI has apprised that certain agencies could be considered for association on long term basis as 'Resource Agency'. This Resource Agency could support us at various stages of implementation i.e. – providing services of CRP, PRP, strengthening of PFT, training of staff, exposure visits, etc. It is under this option, it is proposed to engage services of a 'Resource Agency'. The cost details and method of procurement have been detailed out in Table 3.3.The various activities contemplated for supports are given in Annexure.

b. Knowledge Partner(s)Under NRLP, it is proposed to have convergence with various professional and academic institutions. Their expertise could be used for research, documentation, training, exposure visits, etc. Even the professionals from their organizations could be placed with us for short duration on specific assignments. This could be achieved by having 'Knowledge Partners'. The cost details and method of procurement have been detailed out in Table 3.3.

3.2 Component: Institution Building and Capacity Building a. Resource Block strategy

We have decided to adopt Resource Block Strategy in Rajasthan under NRLP (in 5 Blocks) and RRLP (in 5 Blocks). Under RRLP the following blocks have been identified for adoption:

Sr. No. District Block District Project

ManagerDPMU Staff

PFT Members

1. Churu Churu Yes 3 22. Dholpur Baseri Yes 4 33. Dungarpur Simalwara Yes 5 74. Udaipur Kherwara Yes 3 15 Rajsamand Khamnor Yes 2 1

RGAVP is proposing to adopt Resource Block strategy in the following blocks under NRLP:- Kekari (Ajmer), Bilada, Balesar (Jodhpur), Pindwara (Sirohi) and Pali (Pali). The required manpower would be placed once the AAP is approved. We have entered into agreement with SERP, Hyderabad to act as a facilitation agency in implementing the Resource Block Strategy for RRLP. We have identified BRLP as Resource Agency for NRLP blocks. We are making all out efforts to position the requisite staff on priority basis in the identified blocks. The concerned staff has already been sent for immersion visit Anantpur, Andhra Pradesh. We are also in dialogue with relevant NGOs who could contribute towards effective implementation of Resource Block Strategy. We have also constituted five working groups on different thematic areas so as to have their valuable inputs in grounding the Resource Blocks Strategy.



Under resource Block strategy it is planned to give utmost attention in getting the staff placed. Use external CRP & PRP strategy of to mobilize the target community in SHG formation. Depute the selected staff for immersion visit and other training programmes.The timeline firmed up for this is given below:

Table 3.2 - Resource Block strategy

S. N. Particulars Timefra

me

1 Positioning of staff at SPMU (IBCB + Social Mobilization) 30th July2 Positioning of DPMs in resource districts 30th

June3 Positioning of one PFT Co-ordinator in resource blocks 30th Aug4 Orientation and induction of staff at all levels 15th

sept. 5 Identification of potential active persons from resource blocks @ 2-3

persons / PFTs30th Sept

6 Village Immersion of potential active persons in SERP for 7-10 days 30th Sept7 Partnership with resource organisation 15th

June 8 Deployment of PRPs by the resource organisation 30th Sept9 Deployment of external CRP teams 30th Sept a. Payment for services PFT

The operational unit for various programmes would be the PFT at ground level. Under NRLP 60 PFTs are proposed to be established in 2012-13. The details of the costs on this account are given in Table 3.3.

b. Operation cost of PFT Detail are given under Table no 3.3

c. Development of Internal CRP and PRPsIt is proposed to create resource base of the CRPs and PRPs from within the state. This would be done from the existing good quality SHGs promoted by various agencies in Rajasthan. About 100 resource persons would be created for use. The cost details and method of procurement have been detailed out in Table 3.3.

d. Financial literacy One of the cardinal requirements for the empowerment of the poor is convenient and easy access to the financial services. The Union Government as well as the state government has been ceased of this issue and drastic steps are being taken on this account. RBI and NABARD have been in the fore front of financial inclusion efforts in the country. The Bank of Baroda is the Conveyer of State Level Banker Committee (SLBC) and also Lead Bank in 13 districts of the state. As per SLBC, there is no unbanked block in the state.

Even then, the 'financial inclusion' in the state is far from satisfactory. The first and foremost requirement on this aspect is creating adequate awareness at ground level amongst the target groups. To achieve the same number of initiatives would be required. Some of them like- preparation of IEC material; preparation of audio/video material; conduct of financial literacy



programmes in the villages (10 programmes per block), etc. The brief details of the same are given in Table 3.3.

e. Bank Mitra

Creating a force of 'Bank Mitra' is proposed to be taken-up in 2012-13. ‘Bank Mitra’ could be the effective connect link between the SHGs /Federation and Banks. Bank Mitra could be retired Bankers, SHG members, etc. Their association would greatly facilitate in various operations with banks and timely grading and linkage.It is proposed to conduct 2 training programmes for Bank Mitra which will cover 60 BMs in total. Two Bank Mitras will be taken up in NRLP blocks. It is proposed to pay honorarium of Rs 3000 per month per BM. Provisions for payment for six month is proposed in the AAP of 2012-13. The payment from project would be released to CDO for onward payment to Bank Mitra. The brief details of the same are given in Table 3.3.

f. Book KeepersIn order to facilitate timely and accurate maintenance of books of SHG it is proposed to use the concept of ‘Book Keeper’. On an average it is contemplated that there should be one Book keeper for every15 SHGs. It is further proposed to pay the Book keeper an honorarium at the rate of Rs 17 per member per month.

G Community Mobiliser

In order to facilitate Community mobilisation , SHG formation and development, Ensuring regular meetings and the achievement of other grading criteria for each SHG , Facilitating SHG in developing livelihood plans, Facilitating bank linkage etc. it is proposed to use the concept of ‘Community Mobiliser. On an average it is contemplated that there should be one Community Mobiliser for every15 SHGs. It is further proposed to pay the Community Mobiliser an honorarium at the rate of Rs 3000/- per month.

3.3. Component: Community Investment Support a Pilot for Livelihood Promotion for Persons with Disabilities (PwDs) and Capacity Building

of Partners etc.:The State of Rajasthan has been witnessing wide gap in the services for Persons with Disabilities (PwDs) due to lack of comprehensive and consolidated approach. However, efforts are on from various quarters of both government as well as NGOs to combat the service gap.

In the light of the above it is heartening that both in the Social Assessment Report as well as Tribal Development Framework of RRLP, the inclusion of PwDs have been recognized amongst the priority components while addressing the needs of the vulnerable groups. Hence it is imperative that the Mission would be addressing the livelihoods of PwDs in the NRLP focus districts in phased manner. Objectives of the intervention are:

• To support the NRLP in ensuring inclusion & enhancement of Livelihood opportunities for PwD’s in two districts.

• To Provide Sector specific technical support to State and District offices of NRLM/NRLP towards achieving the goal of sustainable livelihoods for PwDs.

• To undertake documentation of key programming activities related to the above.The cost details have been detailed out in Table 3.3.

b Skill Building and placement



As described earlier, skill development and employment promotion has emerged as a new strategy to promote the livelihood and support the target group to explore the employment opportunities. Therefore, this assignment is focused on the establishment of the structured mechanism for job creation especially targeting the youth segment of the said population. Thus, it is proposed to impart vocational skill to about 1600 beneficiaries so as to enable them to have a sustainable livelihood. The cost details have been detailed out in Table 3.3.

c Promotion & Strengthening of Community Federations/ Producer GroupSome of the community federations working in the state are in urgent need of support, because the promoting agencies of these federations has either withdrawn or ready to withdraw the support. The status and need of the federations would be assessed through the knowledge partners and emergent support will be provided to them as per the recommendations and mode of the support suggested. The cost details have been detailed out in Table 3.3.

d Startup Fund to SHGsA start-up fund of Rs. 15,000 may be given to the SHGs that start well. This is a loan to the SHG, to be returned to CDO/Utthan Sansthan. The objective of this fund is to incentivize members of SHGs that have made a good beginning. An informal grading will be carried out by the PFT based on MIS reports, at least two months after formation of the group. All groups that meet the criteria will be recommended for release of Start-up Fund by the PFT to DPMU. The DPMU will release funds within 15 days of receipt of recommendation from PFT.The Start-up fund will be released on following satisfactory parameters:

- Regular Saving- Regular Meeting- Record Keeping- Opening of Bank Account- Preparation of Priority Plan-

e Livelihood Investment Fund to SHGs

The Livelihood Investment Fund (LIF) will be released for those SHGs that have stabilized and are functioning well. This will be assessed through a Grading process. The basis on sanction and release of this Fund will be a Micro-credit Livelihood Plan of the SHG. This Fund would be released from the Project to the CDO. The CDO will give this as a loan to the SHG. It is expected that the release of this Fund for a well performing SHG may happen after 9 to 12 months of formation of SHG. The LIF will be released in 1 or max. 2 installments corresponding to demand expressed in the Micro-credit Livelihood Plan. The maximum LIF available per SHG is Rs. 2, 50,000.

3.4. Component: Innovations Forums

It is contemplated that certain innovative strategies would be adopted in achieving the desire goals. The thrust would be given for innovation in climate change / rural tourism/ non-farm sector. The proposals would be developed and conceived as the project progresses in the year. The brief details of the same are given in Table 3.3.

3.5. Component: Monitoring & Evaluation a. Process Monitoring

Process monitoring is intended to be conducted on an ongoing basis in all the 24 blocks of 12



districts under the NRLP project. The process monitors are intended as partners to the project, who will be the ‘eyes and ears’ of the project at the field level, feeding key observations and information to various project partners, staff and management. The identified key processes will be systematically observed, documented and communicated in order to facilitate better management decision making with respect to pre-specified time intervals. Rather than tracking events and numerical targets, process monitoring should identify specific areas for adaptation or modification, thereby enabling the project resulting in better shaping and implementation of the project activities over time. Process monitoring needs to be done by tracking specific project lead processes for certain outputs at regular interval, keeping in mind the time-series nature of short-term and long- term impacts.

The process monitoring is proposed on a quarterly basis. It is estimated that NRLP activities shall start taking shape from the third quarter of the year 2012-13 hence here shall be two process monitoring quarters. The cost details and method of procurement have been detailed out in Table 3.3.

b. Addition of modules in already developed MIS Sakh Darpan and IT EquipmentsPresently no consolidated SHG database is available in the State. All SHG accounts are currently maintained manually, which is time consuming and costly. There is always a risk of losing data. Therefore, it was felt there is a need of comprehensive MIS application at State level to cover all the SHGs promoted under various schemes. By the adoption of MIS application, we shall be able to ensure better group quality, timely maintenance of records, avoid multiple membership of a single person in different groups, enhanced confidence of the Banks in group dynamics, timely and convenient grading of groups, expeditious credit linkage, etc.

The transaction based mobile enabled MIS application known as “Sakh Darpan” has been developed under the MPOWER project by the Center for Micro finance (CmF) on behalf of co-funding agency of MPOWER, i.e. SRTT. The application captures substantial features of the transactions involved in registration of SHGs, its meetings, savings, credit linkage and other such features. Looking to the enormous utility of the transaction based application “Sakh Darpan” for the livelihood projects RRLP, NRLP and NRLM, it is considered appropriate to adopt the same application for these two projects also. It is, therefore, proposed to adopt “Sakh Darpan” under the overall aegis of RGAVP so that there is a comprehensive data base of SHG work in the State and technology is used to the benefit of SHG members.

The “Sakh Darpan” application is already developed under MPOWER project and no expenditure is to be made by RGAVP on development of application.

The operational cost (Server rent, Server administration & management and data backup) shall be borne by the community.

Further, to enrich the application we may require more modules to be added in the application, the RGAVP under NRLP shall pay to the application developer accordingly. The cost details and method of procurement have been detailed out in Table 3.3.

c. Incentive to book keeper for regular updation of MIS

The State already has number of SHGs. However, there is no authentic data base of the same readily available. It is proposed to update the data on this account through Sakh Darpan. For this, incentive at the rate of Re. 1 per member per month is proposed to be given to the book keeper. The cost estimates on this account are given in Table 3.3.



National Rural Livelihood Project (NRLP)

Table: - 3.3 - DETAILED COST TABLE cum PROCUREMENT PLAN for 24 Blocks

Components & Activities Unit Unit Rate (Rs. in lakh)

Total Cost (Rs.in lakh)

3.1 Component: State Rural Livelihoods Project (Office Set - up) (a) Refurbishment of office space, furniture, fixtures, AV facilities, etc.

1 SPMU, 6 DPMUs, 60 PFTs for 24 blocks

SPMU@ [email protected]@1.23

126.39

(b) Computers, Peripherals, IT/ MIS Equipments, other office equipment etc.

6 DPMUs

[email protected]

(c) Website development, etc. 1 1.0 1.003.1.1. Staff Costs (SPMU and DPMU level)

Staff costs for 9 months for SPMU and DPMU including allowances, statutory contributions, etc.

1 SPMU, 6 DPMUs

[email protected]@40.91

532.65

3.1.2. Operating costs (9 months) (1) SPMU - Vehicle (hiring)- local transport 4 3.0 12.00-Rent for SPMU office 1 2.0 per month 18.00- Travelling and other Office Running Expenses 1 7.2 per month 64.80(2) DPMU 6 12.60 75.60Rent 6 0.20 per month 10.80

3.1.3. Workshops, trainings and exposure visits (a)Training of State, District & PFT level staff 15 3.00 * 45.00(b) Exposure visits for senior Government officials, bank

executives, project staff, etc.10 5.50 * 110.00

(c) Stakeholders workshops (State, regional and thematic) and organization of bankers workshop

10 2.50 * 25.00

3.1.4. Studies, Consultancies, etc. (a) Study of inclusive mechanisms for Social Groups like

Nomadic and criminal tribes1 20 20.00

(b) Development of different Training Modules & Training Material

1 LS 100.00

(c) Preparation of District Livelihood Plans 12 12.00 144.00(d) Customization of TALLY Accounting Software &

Finance Manual1 LS 10.00

3.1.5. State Resource Center (a) Hiring of Service of Resource Agency (SERP &

BRLP, etc.)2 285 570.00

(b) Knowledge Partner(s) 1 LS 50.00



3.2 COMPONENT: Institution Building and Capacity Building

(a)Payment for services of PFT 60 PFTs for 24 blocks

7.97 478.2

(b) Operating cost of PFT 60 PFTs for 24 blocks

4.14 248.4

(c) Development of Internal CRPs & PRPs 100 0.07 7.00(d) Financial literacy programme 240 0.10

24.00

(e) Training & honarium to Bank Mitra(2 Bank Mitra are proposed in one block. BM will provide services for 6 months in this FY )

2 B. Mitra trg60 B.M. (each BM for 6 months)

B.M. Trg @2.5payment @ 36,000 per annum

13.64

(f) Payment for Book Keeping services 133 (1 book keeper for 15 SHGs = 2,000/15)

@ 3,000 per month (average book keeper for 6 months)

23.94

(g) Payment for Community Mobilizer services 133 (1 Community Mobilizer for 15 SHGs = 2,000/15)

@ 3,000 per month (average Community Mobilizer for 6 months)

23.94

3.3 COMPONENT: Community Investment Support (a) Pilot for Livelihood Promotion for Persons with

Disabilities (PwDs) and Cap. Building of Partners etc2 25.00 50.00

(b) Vocational Skill Building and placement 1600 0.15 240.00(c) Promotion & Strengthening of Community

Federations/ Producer’s Organizations5 4.00

20.00

(d) Start up Fund to SHGs 1200 0.15 180.00(e) Livelihood fund to SHGs 500 2.50 1250.003.4 COMPONENT: Innovations Forums Hiring of agency for scouting, selecting innovations and organizing IF

Presently this cannot be worked out exactly

100.00

3.5 COMPONENT: Monitoring and Evaluation (a) Process Monitoring 2 2.50 5.00(b) Addition of modules in already developed MIS Sakh

Darpan and IT Equipments1 25.00 25.00

( c) Incentive to Book keepers for regular updating of MIS((2000 SHGs) for 6 months ,12 members / SHG

Member /Month Rs1.00 per mem./month

1.44

TOTAL COSTS 4623.62

* This is the average cost. The actual cost shall differ depending upon number of candidates, nature of training/ place of visit/ workshop and place of training/ visit/ workshop.



Chapter 4 – Annual Action Plan for NRLM

Part A-Intensive BlocksUnder the NRLM 25 blocks in 7 districts shall be taken up in intensive phase. Besides these, in 2 other districts (Barmer and Sri Ganganagar) DPMU will be supported under NRLM, which shall look after NRLP intensive blocks & non-intensive blocks under other schemes.

Table: - 4.1 - List of blocks (Intensive) under NRLM

Rajasthan Grameen Ajeevika Vikas Parishad

List of blocks under NRLM

S.No. Name of DistrictDPMU Proposed Under

Which Project Name of Blocks1.

Alwar NRLMKathumar

2. Rajgarh3. Ramgarh4.

Hannumangarh NRLM

Hannumangarh5. Nohar6. Bhadara7. Tibbi8. Sangariya9. Pilibanga10. Rawatsar11.

Nagour NRLMJayal

12. Riyan13. Degana14.

Jaipur NRLMChaksu

15. Phagi16. Bassi17.

Bharatpur NRLMKaman

18. Roopwas19. Weir20.

Jhunjhunu NRLMBuhana

21. Nawalgarh22. Khetari23.

Sikar NRLMNeem ka thana

24. Khandela25. Srimadhopur

DPMU's under NRLM:- Alwar, Hanumangarh, Nagour, Jaipur, Bharatpur, Jhunjhunu, Sikar, Barmer, Ganganagar


4.1 Component: State Rural Livelihood Mission (Office Set-up)

This has been elaborated in Chapter-2. The cost details have been detailed out in Table 4.3.

4.1.1. Staff Cost (SPMU, DPMU)

The pay and allowances to be paid to the staff under NRLP and NRLM has been detailed in Table 4.2.

4.1.2. Operating Cost (SPMU, DPMU)The office running costs have been taken under this head. The detailed calculations are given in Table 4.2.

4.1.3. Workshops, Training & Exposure Visits

The capacity building of the existing as well as newly recruited staff is seen as the essential prerequisite for the success of the project. The staff would have to be given training on number of topics. It is proposed that in the first year of launch of NRLM in state at least 5 different topics (as listed at section-3.1.3) for capacity building would be imparted. The cost details have been detailed out in Table 4.2.

4.1.4. Studies and Consultancies

Printing of Training MaterialsIn order to facilitate the entire structure of RGAVP to effectively and uniformly deliver the results at ground level, there is need for have quality material on various topics.

Considering the universal social mobilization and continuous capacity at various level viz.- SPMU, DPMU, PFT, PRI, SHGs, federation of SHGs, development of training modules and training materials is an essential requirement. This requires printing of training materials like Posters brochures, flip charts, online tutorials etc. The cost details have been detailed out in Table 4.2.

4.2. Component: Institution Building and Capacity Building

a. Development of Internal CRP and PRPsIt is proposed to raise the CRPs and PRPs from within the state in first year of implementation of NRLM. This would be raised from the existing good quality SHGs promoted by various agencies in Rajasthan. About 80 resource persons would be created for use in NRLM. The cost details have been detailed out in Table 4.2.

b. Partnership with Resource Agency (SERP, BRLP, etc.)MoRD, GoI has apprised that certain agencies could be considered for association on long term basis as 'Resource Agency'. This Resource Agency could support us at various stages of implementation i.e. – providing services of CRP, PRP, strengthening of PFT, training of staff, exposure visits, etc. It is under this option, it is proposed to engage services of a 'Resource Agency'. The cost details have been detailed out in Table 4.2.


The process monitoring is proposed on a quarterly basis. It is estimated that NRLM activities shall start taking shape from the third quarter of the year 2012-13 hence here shall be two process monitoring quarters. The cost details have been detailed out in Table 4.2.

c. Salary of PFT level staff The detail of the same are given in Table 4.2

d. Operative cost of PFT level staff The detail of the same are given in Table 4.2

e. Training to SHGs

Training to SHGs proposed that orientation training to about 640 SHG would be imparted in 2012-13 in intensive blocks of NRLM.

f. Book keeper

In order to facilitate timely and accurate maintenance of books of SHG it is proposed to use the concept of Book Keeper. On an average it is contemplated that there should be one Book keeper for every15 SHGs. It is further proposed to pay the Book keeper an honorarium at the rate of Rs 17 per member per month .

g. Community Mobiliser

In order to facilitate Community mobilisation , SHG formation and development, Ensuring regular meetings and the achievement of other grading criteria for each SHG , Facilitating SHG in developing livelihood plans, Facilitating bank linkage etc. it is proposed to use the concept of ‘Community Mobiliser. On an average it is contemplated that there should be one Community Mobiliser for every15 SHGs. It is further proposed to pay the Community Mobiliser an honorarium at the rate of Rs 3000/- per month

4.3. Component: Community Investment Support a. Promotion & Strengthening of Community Federations/Producer’s Organizations

Some of the community federations working in the state are in urgent need of support, because the promoting agencies of these federations has either withdrawn or ready to withdraw the support. The status and need of the federations would be assessed and emergent support will be provided to them as per the recommendations and mode of the support suggested. The cost details have been detailed out in Table 4.2.

b. Revolving Fund to SHGsIt is proposed that revolving fund will be released to SHGs during the year subject to achieve the prescribed norms for this purpose. The revolving fund shall also be provided to eligible SHGs already formed under SGSY. The cost details have been detailed out in Table 4.2.

Annual Action Plan 2012-13 c. Subsidy to SHGs

It is proposed that subsidy will be released to SHGs during the year subject to achieve the prescribed norms for this purpose. The subsidy shall also be provided to eligible SHGs already formed under SGSY. The cost details have been detailed out in Table 4.2.

4.4. Book Keeper a. In order to ensure that the required date/ information is timely entered in to Sakh darpan,

MIS, an incentive at the rate of Re 1 per member per month will be paid to Book Keeper. Provision of payments for 9 months in 2012-13. Payment from project would be released to CDO for onward payment to Book keeper.

b. It is further proposed that in order to enable the already formed SGSY groups their data be also incorporated in ‘Sakh Darpan’. It is estimated that about 10,000 SHGs could be covered on this account. It is proposed to pay an incentive of Rs 100 per SHG for entering all the requisite data in to Sakh Darpan.

National Rural Livelihood Mission (NRLM)

Table: - 4.2 - DETAILED COST TABLE cum PROCUREMENT PLAN For 25 Intensive Blocks

Components & Activities Unit Unit Rate (Rs. in lakh)


4.1. Component: State Rural Livelihoods Missions (Office Set-up)

(a) Refurbishment of office space, furniture, fixtures,

AV facilities, etc.1 PD Office 4.12 4.12

(b) Computers, Peripherals, IT/MIS Equipments, other office equipment etc.

1 PD Office 4.68 4.68

(c) Refurbishment of office space, furniture, fixtures, AV facilities, etc.

9 DPMUs, 63 PFTs for 25 blocks

[email protected]@1.23

90.36

(d) Computers, Peripherals, IT/MIS Equipments, other office equipment etc.

9 DPMUs [email protected] 26.73

4.1.1.Staff Costs(SPMU and DPMU level) (1) SPMU - PD cum DS Office - Staff costs including allowances, statutory

contributions, etc.1 7.13 (per

month)85.56

(2) DPMU for 9 districts (9 months) 9 40.90 368.104.1.2. Operating costs (9 months)


(1) SPMU (PD cum DS office) - Vehicle Hiring 2 0.25 4.50- Traveling and Medical LS 10.00- Other Office Running Expenses 1 1.01 per month 9.09(2) DPMU - Traveling ,medical and hiring of vehicles 9 6.6 Per DPMU 59.4

-Office Rent 9 0.2 16.20 Office Running Expenses 9 9.45 Per DPMU 85.05

4.1.3. Workshops, trainings and exposure visits Training and Exposure visit of District & PFT level Staff

5 3.16 * 15.80

4.1.4. Studies and Consultancies (a) Printing of Training Material - LS 5.00 4.2. Component: Institution Building and Capacity

Building

(a) Development of Internal CRPs & PRPs 80 0.07 5.60(b) Partnership with Resource Agency (SERP, BRLP,

etc.)1 100.00 100.00

(c) Salary of PFT level staff (9 months) 63 PFTs for 25 blocks

7.97 502.11

(d) Operating cost of PFT level staff (9 months) 63 PFTs for 25 blocks

3.11 195.93

(e) Training to SHG members 640 SHGs 0.60 384.00(f) Honorium to Book keepers 45 BK for 9

months3000 per month 12.15

(g) Honorium to Community Mobilizers 45 CM for 9 months

3000 per month 12.15

4.3. Component: Community Investment Support (a) Promotion & Strengthening of Community

Federations/ Producer's Organizations 2 10.00

20.00

(b) Revolving Fund to SHGs 400 0.15 60.00(c) Subsidy to SHGs 240 2.5 600.00

4.4. Component: Monitoring and Evaluation Registration of existing SHGs under SGSY on MIS 10000

SHGs Rs 100 / SHG 10.0

Incentive to Book keepers for regular updating of MIS((10000+640) for 6 months ,12 members / SHG

Member /Month

Rs1.00per mem./month

7.66

TOTAL COSTS 2694.19* This is the average cost. The actual cost shall differ depending upon number of candidates, nature of

training/ place of visit/ workshop and place of training/ visit/ workshop

Part B -Non Intensive

Annual Action Plan 2012-13 The AAP for RGAVP intends to cover 107 blocks under Intensive category through MPower, RRLP, NRLP & NRLM. The remaining 141 blocks would be treated as non-Intensive. These blocks are spread out in 31 districts and list of the same is given in Table-

Table: - 4.1 (b) - List of blocks (Non-Intensive) under NRLM

Sr. No. District Block1. Dungarpur Bichhiwada2. Aspur3.

Banswara

Kushalgarh4. Garhi5. Bagidora6. Banswara7. Pratapgarh Pratapgarh8. Chhoti Sadari9.

ChuruSujangarh

10. Ratangarh11. Rajgarh12. Dausa Mahwa13. Bandikui14.

Rajsamand

Kumbhalgarh15. Railmagra16. Amet17. Rajasamand18. Dholpur Rajakhera19.

TonkTonk

20. Malpura21. Todaraisingh22.

Udaipur

Sarada23. Gogunda24. Girva25. Salumber26. Badgaon27. Mawali28. Bheender29. Karoli Karouli30. Hindaun31.

Baran

Kishanganj32. Chhabra33. Ataru34. Shahabad35.

JhalawarKhanpur

36. Jhalrapatan37. Dag38.

Jalore

Bhinmal


39. Jalore40. Jaswantpura41. Ahor42. Sawai Madhopur Gangapur City43. Bouli44.

Barmer

Chohatan45. Dhorimanna46 Sindhari47. Siwana48. Shiv49. Sirohi Shivganj50. Sirohi51. Kota Ladpura52. Kherabad53.

Ajmer

Jawaja54. Pisangan55. Bhinay56. Srinagar57. Silora58.

Pali

Jaitaran59. Raipur60. Sumerpur61. Sojat62. Marwar Junction63. Desuri64. Rani65.

Bhilwara

Jahazpur66. Shahpura67. Baneda68. Hurda69. Mandal70. Mandalgarh71. Kotadi72. Suwana73.. Bundi Taleda74.. Bundi75.

BikanerLunkaransar

76. Bikaner77. Khajuwala78.

Ganganagar

Raisinghnagar79. Suratgarh80. Ganganagar81. Padampur82.

Jodhpur

Bhopalgarh83. Luni


84. Mandor85. Shergarh86. Falodi

87. Oshiyan

88. Bawdi89.

Chittorgarh

Bhoopal Sagar90. Nimbahera91. Gangrar92. Kapasan93. Rashmi94. Chittorgarh95. Bhadesar96. Dungla97.

Alwar

Thanagaji98. Raini99. Umrain100. Laxmangarh101. Bansoor102. Mandawar103. Neemrana104. Tijara105. Kishangarhbas106. Bahror107. Kotkasim108.

Nagaur

Mundawa109. Deedwana110. Nagaur111. Kuchaman112. Makrana113. Parbatsar114. Ladanu115. Medata116.

Jaipur

Shahpura117. Dudu118. Viratnagar119. Jamwaramgarh120. Kotputli121. Govindgarh122.. Amer123.. Sanganer124.. Sambhar125.. Jhotwara126..

Bharatpur

Kumher127.. Nadbai


128. Nagar129. Sevar130 Bayana131. Deeg132.

Jhunjhunu

Alasisar133. Jhunjhunu134. Udaipurwati135. Surajgarh136. Chirawa137.

Sikar

Dataramgarh138. Fetehpur139. Laxmangarh140. Dhod141. Piprali

4.5 Component: Community Investment Support a. Orientation of SHGs member

It is proposed that the member of SHG need to be properly oriented on the various aspects of group dynamics. The cost estimates for the same are given in Table 4.3.

b. Skill Training to SHG member

Skill training of SHG member is an effective means in augmenting the livelihoods of the poor. Hence, it is proposed to impart appropriate skills to the members. The cost estimates for of the same are given in Table 4.3.

4.6 Component: Community Investment Support

a. Revolving fund to SHG

Self Help Groups promoted under the erstwhile SGSY were provided corpus support Rs. 15,000 to these groups, as Revolving fund. This support needs to be continued for the newly formed SHG in the previous FY under SGSY

b. Subsidy of SHGs

Similarly hand holding and capacity building by means of providing training with marketing strategy to the SHG,s is also envisaged.

c. Infrastructure fund to SHGs

Capital Subsidy as per NRLM guideline is also proposed for already SGSY existing group not benefited earlier.


National Rural Livelihood Mission (NRLM)

Table: - 4.3 - DETAILED COST TABLE cum PROCUREMENT PLAN For Non Intensive Blocks 141

Components & Activities Unit Unit Rate (Rs. In lakh)


B. Component: Institution Building and Capacity Building

(a)Orientation training to SHG members 3050 SHGs 0.05/SHG 152.50(b)Skill Training to SHG members 20,000 SHG

members0.05/Member 1000.00

C. Component: Community Investment Support (c) Revolving Fund to SHGs 1650 0.15 247.50(d) Subsidy to SHGs 1400 2.50 3500.00(e) Development of Infrastructure and Marketing Maximum

20 % of allocation

(5666 lakh)

1090.00

TOTAL COSTS 5990.00

* This is the average cost. The actual cost shall differ depending upon number of candidates, nature of training/ place of visit/ workshop and place of training/ visit/ workshop.


Chapter 5 – Annual Action Plan for RRLP

5.1 Introduction

The Rajasthan Rural Livelihoods Project (RRLP) is rural livelihoods project under the aegis ofRGAVP aims to improve the economic opportunities, living standards and social status of the poor and marginalized group which include PwDs in 18 targeted districts of Rajasthan. The outcome of this project would be the formulation, execution and monitoring of Integrated District Inclusive Livelihood Plan and budgets, ensuring participation and inclusion of poor women and men from the SC and ST groups and minorities as well as Persons with Disabilities (PwDs). On the basis of a particular selection criteria viz. HDI, Proportionate Population of SC/ ST/ BPL Families, NREGA Employment/ Job Card, Agriculture Output etc., the Government of Rajasthan has identified 18 districts for the implementation of RRLP. These districts include Banswara, Baran, Bhilwara, Bikaner, Bundi, Chittorgarh, Churu, Dausa, Dholpur, Dungarpur, Jhalawar, Karoli, Kota, Rajsamand, Sawaimadhopur, Tonk , Pratapgarh and Udaipur. 5.2 Project Scale

In these 18 districts, the total BPL families are around 13 lakh. The Project aims to reach around 5,80,000 households out of which about 70 percent are expected to be in Project supported SHGs by the end of the Project period according to the availability of resources. Taking an average of 12 members per SHG, it is estimated that the Project will facilitate and nurture around 33,000 SHGs. The scale of the project is explained in the table below:

Table – 5.1- Projected Scale of RRLP Operations

S.N. Particulars Assumption / Decision Unit Total1 Districts Selected by GoR Nos. 17 2 Outreach Determined by Project Nos. 5,80,00

0 3 Households in Project supported SHGs 75 percent of outreach Nos. 4,00,00

0 4 SHGs in the Fold of the Project 10-20 members per

SHGNos. 33,000

5 Number of PFTs* 300 SHGs per PFT Nos. 110

6 Villages covered Nos. 9,000 8 Cluster Development Organization

promoted15 SHGs per CDO Nos. 2,200

9 Area Federation 50 percent of PFTs Nos. 55 10 Producer Organization 1 POs per district Nos. 1711 Skill Upgrading & Training 1,000 youth per district Nos. 17,000 12 SHGs Linked with Banks 70 percent of SHGs Nos. 23,100 *the SPMU will identify the locations of the PFT together with 50 villages allotted to it.


5.3 Project Phasing

d. The RRLP project would be implemented over a period of five years. The whole project will be taken up in a phased manner. The necessary human resources will be recruited in the first year and the second year. The required PFTs are expected to be established in first two years, starting with two PFTs per district in the first year while the balance will be established in the second year. As far as possible, PFTs will be established in contiguous regions to rationalize costs. Village entry will be phased and completed within three years. Coverage of families will be phased over a period of 3 years. It is also expected that most SHGs will be formed or co-opted in the first three years so that every SHG can be supported for a minimum period of two years after formation. The remaining SHGs if any, would be formed in the beginning of the forth year.

e. The establishment of CDO will follow the formation and nurturing of SHGs. It is expected that Area Federations and the Producer Organizations will be formed in the 3rd and the 4th year of the Project. The planned phasing is stated in the table below:

Table – 5.2 - RRLP Phasing of Project Activities

S.N. Activity 1st Yr 2nd Yr

3rd Yr

4th Yr

5th Yr Total

1 Districts 17 172 Establishment of PFT 34 76 1103 Village Entry (percent) 18 65 17 1004 SHGs in the Fold of the Project 2550 19398 9684 1368 330005 Cluster Development

Organization340 1123 646 91 2200

6 Area Federation 17 38 557 Producer Organization 8 9 178 Skill Upgrading & Training 680 5100 5100 6120 170009 Groups Linked with Banks 1785 13579 6779 958 23100


Chapter – 6

Annual Action Plan for MPOWER

6.1 Introduction

Mitigating Poverty in Western Rajasthan (MPOWER) is a poverty reduction initiative that will be supported by IFAD within its framework of the current Country Strategic Opportunities Paper. In line with India’s and that of the Government of Rajasthan’s efforts in mitigating poverty in the Western Rajasthan, the MPOWER builds on experiences and lessons learnt under ongoing Programmes, and introduces some innovative features. The project is designed to reduce poverty through the development of community institutions and support to various livelihoods activities and setting up of services delivery systems initially. The MPOWER is regional in scope with special emphasis on relatively poor and backward Blocks, within the drought-prone, food insecure districts of Western Rajasthan. The list of Blocks covered under MPOWER is as follows:-

S.No. Name of the Block Name Of the District

1. Baap Jodhpur

2. Bali Pali

3. Baitu Barmer

4. Sankara Jaiselmer

5. Abu Road Sirohi

6. Chitalwana Jalore

7. Sanchore Jalore

The project area is characterized by low population density, high ratio of population dependent upon agriculture and livestock sectors, unreliable rainfall patterns, limited or no potential for irrigation, fast depleting ground water and frequent occurrence of drought. The project area will include all villages (1045) and 245 village panchayats in these six Blocks.

6.2 Project Area &target groups

Annual Action Plan 2012-13 In these 6 districts, the total BPL families are around 1 lack. The Project aims to reach around 100000 households out of which about 70 percent are expected to be in Project supported SHGs by the end of the Project period according to the availability of resources. Taking an average of 12 members per SHG, it is estimated that the Project will facilitate and nurture around 6,000 SHGs. The project would be implemented over a period of six years ie up to Dec 2014.

6.3 Project Strategy and Approach

The project has been designed with enabling measures to achieve effective targeting and to ensure that the empowerment process is inclusive of the poorest, regardless of the fact that they are included in the BPL list or not. The project approach emphasizes creating ownership through effective participation and awareness creation, diversifying risks and enhancing productivity, ensuring good governance, involving NGOs at grassroots as well as the private sector for market linkages, mainstreaming gender, conducting performance monitoring and public recognition of achievements by the village communities. The project will enlist the support of the local governance structures as well as develop synergies and inter-linkages with on-going government programmes so that the interests of the non-beneficiaries are also accommodated.

6.4 Proposed major activities for the year 2012-2013

• Achieve the target of 6000 Self Help Groups of BPL women will be formed out of which 4000 Self Help Groups will be Linked to Banks.

• 1200 Youths among the Targeted population will be imparted training in job oriented courses and will be ensured jobs in organized sector.

• One Youth from each of the 245 Gram Panchayats will be selected and imparted training as Para veterinarian.

• As a part of the Innovation envisaged under the project two Farmer Field Schools (FFS), various crop and fodder demonstrations will be organized across the project area.

• Midterm survey and RIM survey will be carried out;

• Climate change and carbon credit study will be carried out;

• II nd phase of online web based generis SHG-MIS will be developed comprising GIS and banking correspondence model;

• 1000 target HH members trained on SME and Nonfarm activities;

• 1500 SHGs linked with Livelihood activities by linking them with the banks;

• Some 3000 SHGs credit linked with banks;

• Pilot live stock marketing initiations to be carried out in Jaisalmer and Barmer districts;

• Goat producers company/federation will be promoted in Aburoad/Bali blocks;


• Dairy collection centers will be established in two project blocks(preferably in Baap block of Jodhpur & Sanchore block of Jalore districts);

• 400 village level organization (Primary level federations) and 100 marketing groups will be formed;

• 3 SHGs federation will be promoted.

Government of Rajasthan kept Rs 29.88 crores budget provision for 2012-13.


Annex-1

PHASING OF BLOCKS

MPOWER* RRLP** NRLM

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18







NO OF DISTRICT 6 18 19 31 27 20 11 18

NO. OF BLOCKS 7 51 49 141 36 105 45 60 39 21 21 0 0

BLOCKS OF RRLP/MPOWER# 7 51

CUMULATIVE NO OF DISTRICTS 33 33 33 33 33 33

CUMULATIVE NO OF BLOCKS 49 85 130 176 197 248

# The blocks of MPOWER and RRLP after culmination of the projects shall be taken under NRLM as intensive blocks.

* Mitigating Poverty in Western Rajasthan (MPOWER) is being implemented in 7 blocks of 6 districts. This project is funded by the IFAD

** Rajasthan Rural Livelihood Project (RRLP) is being implemented in 51 blocks of 18 districts. This project is funded by the World bank.


Annexure- 2


State Mission Director

Financial Advisor

Project Director

(Livelihoods)

Resident Consultant

PD (NRLM)

PD (MPOW

ER)

GM (Fin) GM (Proc)

G.M. (Community Mobilizatn & Institutional

Building)

G.M. (HR & Adm.)

GM Resource Block

G.M. (Micro

Finance)

G.M.(Livelihood)

GM (Envr. & C.C.)

G.M. (M&E)

GM Sakh

Darpan

G.M.(Skill Dev.)

Mgr (fin)

Mgr (Audit)

Mgr (Partn)

Mgr (C.M.)

Mgr I.B.

(RMoL)

Mgr (HR & Adm)

Mgr (PR &

IEC)

Mgr (So. Dev. &

So. Sec.)

Mgr(CD-Trg)

(2)

Mgr (MF)(2)

Mgr (Agri)

Mgr (L.S.)

MgrNon farm

& ME (RUDA)

Mgr (M&E)

Mgr (MIS)

Mgr (S.D.)

Abbreviations:-Proc= Procurement MIS= Management Information System PR & IEC= Public Relations & IECPartn= Partnership MF- Insur.= Micro Finance (insurance) Non farm & ME (RUDA) = Non farm & Micro Enterprises (RUDA)C.M.= Community Mobilization M&E= Monitoring and Evaluation S.D.= Skill DevelopmentC.D.-Trg= Capacity Development Training L.S.= Livestock So. Dev. & So. Sec= Social Development & Social SecurityI.B (RMoL).=Institutional Building (RMoL) Envr. & C.C.= Environment and Climate Change

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