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Mission Dates: 23-Aug-2013 to 7-Sep-2013 Document Date: November 2013 Project No. 1155 Report No: 3172-IN

Asia and the Pacific Division Programme Management Department

REPUBLIC OF INDIA

ORISSA TRIBAL EMPOWERMENT AND LIVELIHOODS PROGRAMME

Supervision report

Main report and appendices

India Orissa Tribal Development and Livelihoods Programme Supervision report - Mission dates: 23-Aug-2013 to 7-Sep-2013

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Contents

A. Introduction 1

B. Overall assessment of project implementation 1

C. Outputs and outcomes 2

D. Project implementation progress 7

E. Fiduciary aspects 12

F. Sustainability 14

G. Impact 15

H. Conclusion 15

Appendices Appendix 1: Summary of project status and ratings 17 Appendix 2: Updated logical framework: Progress against objectives, outcomes and outputs 21 Appendix 3: Summary of key actions to be taken within agreed timeframes 25 Appendix 4: Physical progress measured against AWP&B, including RIMS indicators 27 Appendix 5: Financial performance by financier; by component and disbursements by category 33 Appendix 6: Compliance with legal covenants: Status of implementation 37 Appendix 7: Knowledge management: Learning and Innovation 43 Appendix 8: Progress Against previous Mission Recommendations 47 Appendix 9: Supervision Mission Schedule and Persons Met 53 Appendix 10: Audit Log 61 Appendix 11: Summary of Implementation Support Provided by IFAD 69 Appendix 12: Validated RIMS Table 70


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CURRENCY EQUIVALENTS

Currency Unit = Indian Rupee (INR)

USD 1.00 = INR 60

INR 1.00 = USD 0.016

WEIGHTS AND MEASURES

1 kilogram (kg) = 2.204 pounds (lb)

1000 kg = 1 metric tonne (t)

1 kilometre (km) = 0.62 miles (mi)

1 metre (m) = 1.09 yards (yd)

1 square metre (m2

) = 10.76 square feet (ft2

) 1 acre (ac) = 0.405 ha

1 hectare (ha) = 2.47 acres

1 Lakh = 100,000

ABBREVIATIONS AND ACRONYMS

AR Appraisal Report ATMA Agriculture Technology Management Agency AWPB Annual Work Plan and Budget BAIF BAIF Development Research Foundation BDP Business Development Plan BPL Below Poverty Line BRGF Backward Area Grant Fund CAAA Controller of Aid, Accounts and Audit CBO Community Based Organization CES Consulting Engineering Services CHV Community Health Volunteer CIF Community Infrastructure Fund CIG Common Interest Group CM Community Mobiliser CTCRI Central Tuber Crop Research Institute DEA Department of Economic Affairs DIF Development Initiative Fund DFID Department for International Development DGPS Digital Geographic Positioning System DPMC District Planning and Monitoring Committee ETS Earth Total Station FFS Farmers Field School FNGO Facilitating Non-Governmental Organization FO Field Office FRA Forest Rights Act FRC Forest Rights Committee FRM Financial Review Mission FY Financial Year / Fiscal Year GoO Government of Orissa/Odisha ICRISAT International Centre for Research in Semi-Arid Tropics IDEI International Development Enterprise, India IFAD International Fund for Agricultural Development IGA Income Generating Activity INM Integrated Nutrient Management INR Indian Rupee IPM Integrated Pest Management


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ITDA Integrated Tribal Development Agency JFM Joint Forest Management JRM Joint Review Mission LCC Land Capability Classification M&E Monitoring & Evaluation MIS Management Information System Mo Jami Mo Dhia Scheme of GoO to distribute land & homestead sites to landless MT Metric Ton MTR Mid Term Review MWS Micro Watershed NABARD National Bank for Agriculture and Rural Development NGO Non-Governmental Organization NHM National Horticulture Mission NREGS National Rural Employment Guarantee Scheme NRHM National Rural Health Mission NRLM National Rural Livelihood Mission NTFP Non-Timber Forest Produce OAS Orissa Administrative Service OCTMP Orissa Community Tank Management Project OGLSR Orissa Government Land Settlement Rule OPLEA Orissa Prevention of Land Encroachment Act OTELP Orissa Tribal Empowerment and Livelihoods Programme Palli Sabha The statutory village assembly of all adults in a village in Orissa Panchayat The statutory village council PD Programme Director PESA Panchayati Raj Extension to Scheduled Areas Act PFM Participatory Forest Management PLA Programme Loan Agreement Podu Shifting Cultivation PO(PME) Programme Officer (Planning, Monitoring & Evaluation) PRA Participatory Rural Appraisal PRADAN Professional Assistance for Development Action PRI Panchayati Raj Institution PST Procurement Support Team PSU Programme Support Unit PVC Poly Vinyl Chloride PTG Primitive Tribe Group RDI Rural Development Institute RFS Rural Financial Service RO-AWPB Result Oriented Annual Work Plan and Budget SALT Slopping Agricultural Land Technology Sarpanch The elected head of the statutory village council (Panchayat) SC Scheduled Caste SCA Special Central Assistance SCAMPIS Scaling up Micro-Irrigation Systems Project SCP Schedule Caste Plan SGSY Swarnajayanti Gram Swarojgar Yojana SHG Self Help Group SMI System of Millet Intensification SMS Subject Matter Specialist SOE Statement of Expenditure SPS Samaj Pragati Sahyog SRI System of Rice Intensification ST Scheduled Tribe ST/SCDD Schedule Tribes & Scheduled Castes Development Department SWEET Slopping Watershed Environment and Engineering Technology TA Technical Assistance TRIPTI Targeted Rural Initiative for Poverty Termination and Infrastructure TSP Tribal Sub Plan


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UC Utilization Certificate UG User Group Vasundhara Scheme GoO Scheme for granting house sites & homestead land to landless VDA Village Development Association VDC Village Development Committee VDF Village Development Fund VDLP Village Development and Livelihoods Plan VEC Village Education Committee VLSAFSC Village Level Social Audit & Financial Sub Committee VLSC Village Level Sub Committee VSS Van Sakrakshan Samiti VV Village Volunteers Wadi Orchard on agro-forestry model WASSAN Watershed Support Services and Activities Network WDC Watershed Development Committee WDT Watershed Development Team WFP World Food Programme WOTR Watershed Organization Trust WSC Watershed Sub-Committee


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A. Introduction1

1. IFAD fielded a Mission during August 23-September 7, 2013 to jointly review the overall performance of the Orissa Tribal Empowerment and Livelihoods Programme (OTELP) and its achievements since the previous joint review in August 2012. Following a review meeting at Bhubaneshwar with the PSU staff, the Mission, in two groups, visited 15 villages in 13 blocks in six out of seven project districts during 24 to 30 August 2013. People from six to seven neighbouring villages attended each village meeting with the Mission team. As in the previous joint review, the Mission could not visit villages in Malkanagiri due to security concerns and met instead with office bearers of VDCs and SHGs, Community Service Providers and FNGO staff at the project office/ITDA Malkanagiri. Mission members interacted with women and men from project households in well attended meetings during visits to project villages and saw some of the activities; attended review meetings in each district with staff from ITDA, line agencies and FNGOs, chaired by the respective District Collectors; and participated in a half-day workshop attended by the Principal Secretary to the Government of Odisha (GoO) in the Scheduled Tribes and Scheduled Castes Development Department, staff from PSU, ITDAs, FNGOs and the Resource Organisations assisting the project. Continuation of development activities beyond project completion, quality of implementation and sustainability were the key focus areas for the Mission as the project is due to be completed in March 2014 following a year’s extension.

2. The project seeks to sustainably improve food security and livelihoods of poor tribal households by promoting more productive, equitable, self-managed and sustainable use of natural resources, providing land under extant laws and by promoting village enterprises. The project was divided into three phases. Phase I, the initiation phase, began in 2003 in Koraput, Gajapati, Kalahandi and Kandhamal; Phase II, the main implementation and up-scaling phase, in January 2008 in new blocks of these districts and in Nawrangpur, Malkanagiri and Rayagada a year later; and Phase III, the consolidation phase, is now underway. Phase I MTR was done in September 2006 and Phase II MTR in October 2010.

3. The IFAD Loan (No. 585-IN) for SDR 16.05 million, approved on 23 April 2002, became effective on 15 July 2003, with 31 March 2013 as the completion date and 30 September 2013 as the closure date. DFID co-financed the project with a grant but withdrew after the first tranche of GBP 7.54 million. WFP provided food assistance worth USD 12.3 million, which has now been discontinued following changes in their Country Strategy; GoO to the tune of INR 1 550 million, including INR 1 120 million in lieu of the shortfall due to DFID’s withdrawal and project households are the other co-financiers.

4. The findings and recommendations of the Mission were shared in a final wrap-up meeting on 5 September 2013 chaired by Mr. J. K. Mohapatra, Chief Secretary, GoO and attended by other senior officers of GoO and OTELP. The recommendations were discussed and agreed with the OTELP management team and implementing partners.

B. Overall assessment of project implementation

5. Overall project implementation performance is satisfactory. Performance varies across villages and components, reflecting variable effectiveness of implementing partners and processes. Project villages are in a hilly and undulating region, affected by left wing extremist violence. A majority of project households belong to the most isolated and marginalised rural communities in India, such as the Kandha and Saura STs and Bonda, Dongaria Kandha and Lanjia Saura PVTGs. State appropriation of forests during mid-nineteenth century has irreversibly affected livelihoods of these traditionally forest-dependent communities. Many are now landless or have encroached government land. Traditional practices adapted to open access to forests are under great stress. The ways of modern state and market institutions, with which they have had to integrate, are alien to them. Language barrier inhibits communication as project staff do not speak the languages of the tribes and many project households cannot converse in Oriya, the official State language. Resource management strategies have to be devised in-situ, from village to village and micro-watershed to micro-watershed in this ecologically fragile region with rainfall 1500 mm to 3000 mm, a monsoon climate and hilly topography. In spite of these

1 Mission composition: Mr Deep Joshi, IFAD Consultant (Team Leader; Livelihoods, Institutions & Rural microfinance); Mr. A. M. Alam, IFAD Consultant (Project Management & Infrastructure); Mr. Pratul Dube, IFAD Consultant (Financial Management); Ms. Antonella Cordone, IFAD Rome (Tribal Development); Mr Vincent Darlong, IFAD ICO (Gender, Targeting, KM, M&E and Grant Activities). Mr Susanta Nanda, PD, OETLP, senior staff of OETLP, staff of respective ITDAs and FNGOs participated in field visits and provided review inputs. The Mission expresses its gratitude to the Government of Odisha for the courtesy and cooperation extended during its stay in the State.


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constraints, the project has made progress across all project villages and components. Organised into groups/CBOs, women and men make and implement village development plans with FNGO facilitation and participate in local governance institutions. A large number of project villages have been provided drinking water, significantly reducing women’s drudgery. Investments in resource development activities such as land shaping, rainwater conservation, irrigation, horticulture; promotion of village enterprises; and introduction of suitable farming systems have enhanced labour and resource productivity and food security for many households. Significant finances have been leveraged from government programmes. Many landless households have been granted house sites and a few have received agricultural land. The Project has facilitated settlement under FRA of a large number of individual claims by ST households over forest land cultivated by them. Fair progress has been made in settling community claims to manage forest land under the same law as recommended by the previous JRM.

6. During field visits the Mission found significant disparities in livelihood investments across households and hamlets within the same watershed. This is partly because funds are sourced from SCA-to-TSP which can only be used for the ST, but also because of the nature of activities, e.g. horticulture can only benefit landed households and poultry requires land to build a shed and entrepreneurship where poorest of the poor and older people lose out. The Project needs to collect data through VDCs and FNGOs regarding this and develop strategies to redress this situation.

7. Overall coverage under various components remains modest due to limited resources. This is now being addressed through convergence with MGNREGS and other government programmes. However, delay in wage payment discourages participation in MGNREGS. The Mission recommends providing VDCs a revolving fund so that wages could partly be paid as advance pending MGNREGS settlement.

8. The project is being implemented in 1 042 villages of 358 micro-watersheds covering 175 368 ha area in 30 blocks of seven districts. It works with 56 180 households, including 42 201 (74.12%) ST, 8 069 (14.36%) SC and 5 910 (10.52%) OBC. There are 38 479 (70.26%) BPL, 12 395 (22.06%) landless and 6 121 (10.90%) vulnerable/destitute households.

9. Achievement against AWPB is rated as highly satisfactory. Overall 101%, it exceeds 100% across most activities except in case of Policy Initiatives (40%), CIF (75%) and Programme Management (83%). The project is on course to successful completion.

10. Most of the recommendations of the previous JRM have been addressed. The recommendation to support Phase II villages beyond the project completion date has been kept in abeyance as the project has two more years to completion; it remains relevant from the perspective of sustainability and on-going development. A few, such as strengthening SHGs, facilitating participation in Palli Sabha, convergence, FRA, land allotment to the landless, better fund management by SHGs, INRM-based planning, supportive personnel policies are of continued relevance and have been reiterated.

Agreed action Responsibility Agreed date

1. Collect data on household-wise (for ST, SC and most vulnerable) livelihood investment in each village; and develop strategies to enhance investments for underserved households and villages, especially the most vulnerable households

PSU, ITDAs & FNGOs.

31 Dec 2013

2. Provide revolving fund to VDCs to mitigate delays in MGNREGS payments with appropriate mechanism for its use

GoO & PSU 31 Oct 2013

C. Outputs and outcomes

Capacity Building for Empowerment

11. The component performance is moderately satisfactory. Achievement against AWPB was 104.60%. VDCs and VLSCs are being promoted as sustainable institutions to plan and implement land and water management activities. However, their sustainability, capacity to maintain assets and drive community development in the long run will depend on shifting the mindset from passive recipients of governmental aid to active agents of change in their self-driven development. This needs focused attention and training of village people as well as FNGO and project staff and reorientation of staff from seeing themselves as donors and delivery agents to facilitators and capacity builders. Sustainability will also depend upon the linkages of these new institutions with the traditional institutions of tribal people as well as the Panchayati Raj Institutions. More effort is needed to strengthen these links and in ways that reduces people’s dependence on advocacy and handholding by the Project and FNGOs.


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12. The Project conducted 306 trainings and exposure visits for VDCs, VLSCs and UGs during 2012-13 on leadership, accounts, organization management, tribal rights and convergence; 176 on land and water management; 309 on improved farming and horticulture; 170 on aquaculture and livestock rearing; and 137 on non-farm activities. Trainings also included government laws and schemes such as OPLE, OGLS, FRA, etc. Altogether 42 297 people participated in these trainings. Cumulatively, 21 024 trainings have had 134 851 participants. The Project also organised 171 trainings for FNGO staff, CSPs, line departments and Support Organizations on participatory planning, governance, gender, community mobilization and institution building. Thematic exposure visits for ITDA and FNGOs staff were conducted at ICRISAT, MYRADA, Bihar Rural Livelihoods Promotion Society and other organizations.

13. The Project has cumulatively promoted 4 273 SHGs with a membership of 49 902 women from 90% project households, which meet regularly (monthly to weekly, depending on FNGO). Rotational leadership is practised by 1 714 groups. Using NABARD and Mission Shakti criteria, 2 307 SHGs are graded as A, 1 296 as B and 470 as C; 200 were not graded. There are 325 VDC level SHG federations as informal institutions in 358 MWS, comprising all SHGs in a MWS. They assist SHGs in conducting meetings, book keeping, managing RFS fund, and addressing issues related to health, education and sanitation. Seven apex federations have been formed at block level, registered under Odisha Self Help Cooperative Act which has now been repealed. The issue of incorporation of SHG federations and other apex bodies, such as for marketing, needs to be resolved. The State Livelihoods Mission under NRLM has extended support though a formal agreement is yet to be reached for convergence.

14. A marketing cooperative, Prayas, of 223 women members from 12 VDCs has been promoted. Its turnover is yet too small to make it viable. Also, with members from several villages and different social groups, a single apex-level executive may not serve the governance and management functions well. This as well as issues of financial viability and benefits to members need to be reviewed.

15. Organising, participation in and control over decision making and effective management and functioning of organizations are indicators of empowerment realised by the Project. However, further institutional strengthening is needed for VDCs, VLSCs and SHGs. In this regard, recommendations of the previous JRM about institutional strengthening of grassroots organisations remain relevant and need to be pursued continually. Provisioning assets and delivering trainings do not necessarily lead to empowerment; outcomes and impact have to be measured in terms of the capacity of the people to be in charge of their own development within functioning institutions. The field visits found that SHGs are still weak. Assessment through disaggregated data by SC, ST and mixed SHGs should be conducted and specific effort should be made to strengthen the weakest ones, particularly STs, including exposure visits to successful SHGs and Federations (preferably of the same tribe and within the State). SHG representatives should participate in VDCs and contribute to the annual plans. VLSC and the Palli Sabha do not yet have an institutional link and this needs to be developed for sustainability of the VLSC.


3. Provide additional capability building inputs to SHGs, CSPs & FNGOs on community empowerment & self-driven development

PSU 28 Feb 2014

4. Assess level of SHGs by disaggregated data (SCs, STs, Others) and build capacities of the weakest SHGs, including exposure visits to successful SHGs (preferably belonging to the same tribe).

PSU, ITDA, FNGOs 28 Feb 2014

5. Ensure attendance of SHG representatives in VDCs and facilitate their effective participation and contribution to plans.

ITDAs, FNGOs 31 Dec 2013 & ongoing

Livelihood Enhancement

16. Overall component performance is satisfactory. Achievement against AWPB targets was 107%. The component includes land and water resource development, productivity enhancement, livestock development, land distribution under extant government laws and financial services. While successful examples can be seen in each of the chosen activity, overall impact is limited and distribution across households is skewed towards the resource endowed and more entrepreneurial except in case of land distribution which benefits the poorest.

17. Land & Water Management. Land and water resource development works include 144 new check dams (cumulatively 464), renovation of seven check dams (14), 52 new diversion weirs (165), renovation of one diversion weir (23), 21 piped gravity flow irrigation systems (42), 317 lift irrigation systems (362), 197 piped gravity flow drinking water-cum-irrigation systems (354), 141 lift irrigation-cum-


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drinking water supply systems (144), 21.46 km new earthen canals (140.90 km), 2.9 km masonry canals (36.98 km), 132 new water harvesting structures (570), renovation of 29 water harvesting structures (81), 215 farm ponds (1 207), 80 percolation tanks (183), 509 irrigation wells (882), 16 hydraulic rams (21) and renovation of 93 dug wells (274). The Project took up 317 ha of Wadi plantation (1 549) and backyard plantation in 3 050 homesteads (9 844). Irrigation coverage rose by 3 157 ha (cumulative 17 131 ha) benefiting 5 042 households (23 188 households) and 1 691 ha of barren land (5 200 ha) owned by 11 282 households (42 906) was brought under cultivation.

18. The coverage, especially with respect to land development, is minuscule vis-à-vis what is needed. Activities in most cases have been taken up in a piecemeal fashion rather than on the basis of Integrated Natural Resource Management (INRM) plans. Given the largely sloping and undulating landscape, these interventions would have limited impact on resource management unless significantly more investment (current allocation is about INR 8 000 per ha of treatable area) is made and activities are taken up following an INRM approach. The Project has initiated training on INRM as recommended by the previous JRM though VDLPs have not yet been revised following this methodology.

19. Production System Enhancement. This sub-component includes development of agriculture, horticulture livestock and aquaculture and rural financial services.

20. Agriculture and horticulture development. Principal activities are crop diversification, mixed cropping (legume/tubers plus cereals), multiple cropping, introduction of new crops and improved cultivation practices, informal seed production and storage, production of vermi-compost, farm mechanisation, vegetable cultivation, small scale drip irrigation, demonstrations under Rastriya Krishi Vikas Yojana (RKVY) and promotion of orchards under the Wadi model. Outputs include diversion of 1 821 ha of upland paddy land owned by 9 504 farmers into millets, oilseeds, pulses, spices and tubers; intercropping on 2 093 ha by 8 720 farmers; multiple cropping on 1 636 ha of rain-fed land by 5 494 and on 1 661 ha of irrigated land by 5 901 farmers; hybrid maize cultivation on 562 ha by 1 288 farmers with support from the State Agriculture Department; cultivation of tuber crops, turmeric and vegetables on 699 ha owned by 29 535 farmers through convergence with RKVY; SRI on 1 018 ha by 3 008 farmers; and promotion of new crops such as yam, ginger, cauliflower, cabbage, etc. on small scale. About 134 ton improved seeds (mostly paddy) were distributed and 101 vermi-compost units were installed to produce 644 ton compost. Low input agriculture, millets and orange flesh sweet potato were promoted on a modest scale. Power tillers were provided to 17 SHGs besides small rice and pulse mills with funds from the Agriculture Department, SCA-to-TSP and SHG loans. Operated by persons trained by the supplier, the experience with power tillers has been positive, alleviating drudgery and draft power shortage; with growing demand, more could be inducted through convergence.

21. The Project has been promoting horticulture following the Wadi model with project funding as well as through convergence. Cumulative coverage is 1 564 ha owned by 3 513 farmers, including 778 ha owned by 1 931 farmers this year. Intercropping was done on horticulture plots by 260 (7.5%) farmers. Horticulture is ecologically suited to the region, especially on uplands. Care needs to be taken to ensure that it does not adversely affect food security, which it would if taken up on the most productive flat lands, gently sloping lands and homesteads generally used for food production.

22. As pointed out by previous Review Missions, the overall coverage under productivity enhancement remains modest and it sometimes follows the classical extension approach of promoting ‘demonstration plots’, with activities largely menu and funding driven rather than based on community and site specific livelihood and resource use plans. So, while a farmer may be growing a good potato crop on a small parcel of her land for which the project provides all inputs, the quality of cultivation in the rest of her land continues to be poor. Further, she may not grow potatoes next year if similar input support is not provided, as was the case with line sowing in some of the villages visited. Overall, farming practices remain poor even though, individually, the activities appear promising. Quality of cultivation even for crops promoted and supported by the Project varied considerably across villages. The Mission reiterates the recommendation of the previous JRM to develop resource use/productivity enhancement plans as complements to INRM-based resource development plans.

23. Livestock and Aquaculture Development. Backyard poultry to rear composite strains of semi-scavenging coloured birds, broiler poultry, goat rearing and fisheries are the activities under this sub-component. Semi-scavenging birds are first reared for four weeks in Mother Units of 1 000 or 600 birds and then by individual families in flocks of 30, each with a night shelter. The Project cumulatively supported 3 000 households with 58 Mother Units of 1 000 bird capacity, 21 of 600 bird capacity and 2 283 night shelters. The Project has promoted 178 broiler units each of 400 bird capacity owned by


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individual households. It has also promoted 650 goat rearing units, each comprising of an improved goat shelter, eight does and two bucks. Both activities are being supported by the RNGO Harsha Trust. Technical support, input supply and marketing is handled by poultry cooperatives promoted by the Trust. Besides open market sales, birds are also sold to residential schools aided by the Odisha SC & ST Development Department. According to a study conducted by Harsha Trust, open market sales would support between 1 000 to 1 500 producers, the higher figure would require capturing 50% of the market, a highly ambitious and risky goal. Besides normal growth in the market, the scope of poultry-based livelihoods would depend on the as yet un-estimated demand from Ashram Schools. Since poultry is a capital intensive activity (a 400 bird unit would require an investment of about INR 100 000, including working capital), it would be prudent to seek formal long-term commitment from the Ashram School system and to streamline the supply process. The Project has also piloted fresh water fish rearing with the support of RNGO DHAN Foundation, covering 241 ponds. This activity is in its early stages.

24. Project households would need continued technical and handholding support as well as support to establish input-output linkages. The CSPs need to be given more intensive training in agriculture, horticulture and livestock (especially ruminants) rearing so that they can provide wider sectoral support beyond the requirements of the activities promoted by the Project.

25. Rural Financial Services. Of 4 273 SHGs, 4 056 (93%) reportedly save regularly. SHG savings rose by INR 12.64 million during 2012-13 to INR 113.36 million. SHGs mobilised INR 52.80 million bank loans during 2012-13. Cumulatively 1 795 SHGs mobilised INR 104.43 million as bank loans, including the relatively large SGSY loans. To date, 3 219 SHGs have received INR 45.77 million as RFS loans from VDCs and 75% members reportedly took loans from these funds. The Project has released the entire RFS allocation of INR 99.20 million to the VDCs. Only 2 012 groups have received the entire allocation of INR 15 000 as seed capital and another 476 groups have received INR 10 000.

26. As reported by the previous JRM, most groups have idle cash even as they could use these funds to take up modest livelihood activities, such as goat rearing, vegetable cultivation, petty trade, etc. The Mission also met groups that had taken bank loans even as their own savings were kept in low interest savings accounts. Neither SHGs nor the CSPs assisting them understand banking and fund management. The Mission reiterates the recommendation of the previous JRM to provide financial literacy and fund management training to concerned ITDA and FNGO staff, CSPs and SHGs.


6. Expedite completion of INRM based VDLPs comprising of land and water resource development and productivity enhancement strategies. Ensure AWPBs for 2014-15 are based on such plans

PSU, ITDAs, FNGOs

31 Dec 2013

7. Minimise diversion of developed agricultural and homestead lands into horticulture and give priority to using podu and other undulating and sloping land for horticultural plantation

PSU, ITDAs, FNGOs

31 Dec 2013

8. Provide more intensive training to CSPs dedicated to agriculture, horticulture & livestock development

PSU, ITDAs, FNGOs

31 Dec 2013 & on-going

9. Conduct refresher training for Microfinance Officers of ITDAs, FNGOs, CSPs and SHG members in fund management and banking procedures

PSU, ITDAs, FNGOs

31 Jan 2014

27. Community Infrastructure Fund sub-component (CIF): CIF is used to provide critical missing infrastructure. Major activities include (i) improving market linkages, (ii) provision of safe drinking water close to habitation; (iii) improving access to PDS, (iv) more facilities for child care and health care, additional facilities for educational infrastructure and common work sheds, storage centres and processing units, etc. During the 2012-13, 41 (146 cumulative) multipurpose centres, 64 (426) storage go-downs, 55 (172) drying yards, 23 (151) pipe water supply, 1 393 (7 667) toilets, 3 village approach roads and culverts, 12 (70) solar street lights, 5 animal sheds, 4 processing units have been provided. These facilities are managed by the respective VDC or VLSC through common user groups.

In such activities women seem to have taking lead responsibilities as these tend to impact directly on their well-being and help reduce their drudgery. Although overall quality of construction is satisfactory, there is enough room for improving quality and workmanship.


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10. Improve the quality of technical supervision of all engineering structures to ensure standards.

PSU & ITDA 31 Jan 2014 & on-going

11. Provide training to village-based technicians and also supply them with sets of tools and equipment for their use.

PSU & ITDA 30 Nov & on-going

12. Create awareness among the users and the community about the quality of materials and methods of selecting them,

PSU & ITDA 30 Nov 2013 & on-going

28. Vocational Training. Cumulatively, vocational training has been facilitated for 2 239 ST youth and 140 are now undergoing training. This is being done through convergence with Odisha Scheduled Caste & Scheduled Tribe Financial Development Corporation and the Khadi & Village Industries Commission. OTELP needs to carefully and regularly monitor the status of placement and retention on the job for the graduates from these training programmes as ST youth find it difficult to adjust in urban settings. High drop outs will discredit the initiative.

29. Development Initiatives Fund (DIF). The performance in this component is satisfactory. Activities include: (i) supplementary funding to other programme components; (ii) up-scaling innovative activities for livelihoods, (iii) promotion of low cost and labour-saving technologies for drudgery reduction; and (iv) support to the vulnerable and destitute households, women-headed households, the landless, physically challenged and those unable to be part of SHG or any income generating activities.

30. Key initiatives during the year include backyard poultry units to 1 637 households, backyard kitchen gardens to 1 540 households, 65 drying yards, 28 bathing platforms around ponds, 13 market yards, 382 night-shelters, 133 ha of Wadi plantation, support to 36 groups for vegetable cultivation, etc. In up-scaling innovative interventions, the component supplied 420 storage bins, 70 turmeric boiling drums, 14 tamarind processing units, 485 agricultural pump sets and 4 brick-making units; constructed 25 work-sheds, 10 animal-sheds and 544 vermi-compost units, etc. Drudgery reducing interventions included smokeless cook stoves for 1 457 households, 175 toilets and bath-rooms, 651 water filters, solar lanterns to 1 400 households, 23 water storage tanks, etc. Goat units and backyard poultry were provided to 1 003 vulnerable households, grocery shops to 25, small business to 102, roofing materials to 99, and 33 households of carpenters, black-smiths and masons received tools and implements to pursue their traditional occupations.

31. Other DIF interventions during the year include piped drinking water to 158 villages (cumulative 498); total sanitation in 74 villages (210); households covered with total sanitation 1 662 (8 564); vulnerable households supported with livelihood activities 949 (3 630); and community storage and drying yards constructed 173 (546).

32. Many villages do not have paved roads and drainage inside the settlement and children play in very unhygienic conditions, especially during the rainy season. This can be taken up under Article 275(1) and SCA-to-TSP funds as CIF funds are limited. The Mission recommends provision of paved cement roads in all project villages through convergence.


13. Construct paved concrete pathways inside settlements in all project villages using convergence with appropriate government schemes

GoO, PSU & ITDA 30 Nov 2013 & on-going

33. IFAD Grant Activities. OTELP has benefited from two IFAD Grants, viz. SCAMPIS (Scaling up Micro Irrigation System) and ICRISAT (on legume crops). The project is yet to benefit from the grant to CIP on roots and tuber crops. Through grant partnership with ICRISAT, the project promoted legume crops cultivation during 2012-2013 in 372 villages of 4 districts, involving 11 376 households covering over 2 827 ha. Most households reported additional income of INR 3 000-4 000 each per year besides increased consumption of legumes, contributing to their nutritional security. During 2012-2013, the project trained 1 018 farmers (504 men; 514 women) on techniques of legume crop cultivation, including seed treatment, inter-culture operation, integrated pest management and post-harvest technology. OTELP reportedly up-scaled the SCAMPIS micro-irrigation system over 118 ha area benefiting 10 800 farmers in 469 villages of two districts, primarily for vegetable cultivation, bringing additional yearly income of INR 3 000-6 000 per family. Key challenges in both SCAMPIS and ICRISAT grants remain in making available sufficient quantity of planting materials of legumes and vegetables. The Mission reiterates the need to address these challenges by innovative means such as promoting community seed producers or training selected lead farmers as seed producers.


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14. Continue up-scaling legumes crops cultivation and micro-irrigation, using good practices from ICRISAT and SCAMPIS partnership; in particular, project will address shortage of quality planting materials or seeds of high value legume crops and vegetables

PSU 28 Feb 2014 & on-going

Support for Policy Initiatives.

34. The performance is rated satisfactory. Enumerating the landless, facilitation of allotment of revenue land to them with titles and securing titles under FRA are the main activities. At baseline OTELP had identified 14 369 landless households, constituting about 27% of project households. OTELP is collaborating with Rural Development Institute (RDI), an international NGO to train educated local village youth as Community Resource Persons (CRPs) to identify and enumerate the landless in project villages. CRPs also identify vacant revenue land in the villages and assist the landless secure titles. They work closely with village leadership, the landless and the Government Revenue Department. There are 550 trained CRPs assisting the Project. The landless have been identified in all project villages. It was found that 12 178 households were absolute landless (sans even house sites). The project facilitated provision of house sites with titles to 12 678 households and farm land to 1 050 households. The Project has also facilitated allotment of land to 26 038 households, including 17 427 households under various GoO laws and programmes and 8 611 individual titles under FRA. As recommended by the previous JRM, the Project has been facilitating Community Forest Rights under Section 3(i) of the FRA. So far 255 claims have been filed and 29 settled.

35. In the course of field visits, the Mission found many instances of individual claims under FRA pending settlement and recommends continued efforts to follow up these cases. Also, while the CRPs are focusing on locating land for house sites and farm land, they may often not know the overall status of land use, including encroachments, and the kisam (legal status) of various patches of land in a village. The Mission recommends including this facet while the VDLPs are updated using the INRM approach. Once the data about supply, status and present use and occupation of land is known, CRPs can help demarcate the land so that the Project can facilitate distribution and settlement.


15. Continue following up allocation of FRA individual and community titles; identify and map out all village land in VDLPs while preparing INRM-based plans, including current use and occupation

PSU, ITDA & FNGOs

28 Feb 2014 & on-going

D. Project implementation progress

36. Project management performance. Overall performance is satisfactory. OTELP has been using a public-private-community partnership mode in its implementation with the lead provided by the Programme Support Unit (PSU) under the GoO ST&SC Development Department. The PSU is supported by ITDAs, FNGOs, VDCs and SHG Federations in programme implementation.

37. FNGOs have been successfully promoting CBOs and facilitating participatory processes. Staff attrition is a major issue with FNGOs, with around 40% WDT positions vacant at any given time. Technical capability of WDTs in most FNGOs remains weak. OTELP reviewed the situation and put forward a formula of 3+1 with enhanced remuneration before the FNGOs; some accepted and others did not. Competitive remuneration should be offered to FNGO staff to attract competent professionals.

38. FNGOs expect effective and more constructive professional support from ITDAs. PSU should review the ITDA-FNGO relationship closely and develop mechanisms to monitor its content. Periodic informal workshops between ITDA and FNGO staff on matters of topical interest would be useful.

39. There is a need to develop a HR manual for the OTELP staff. Meanwhile the terms of engaging the PSU and ITDA staff on annual contract should be reviewed in the context of (i) reducing tax liability by introducing scales of pay and allowances instead of consolidated salary; (ii) providing PF at current practices; (iii) offering medical allowance at the rate of at least INR 1 500 a month and conveyance allowance of INR 3 000 a month in Bhubaneswar and INR 1 000 a month elsewhere; (iv) ensuring an annual increment of at least 5%; (v) creating group and health insurance facilities; (vi) introducing systematic staff appraisal before extending contracts; and (vi) offering contracts with a minimum of 3 years, subject to satisfactory performance.


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40. Salary and allowances to the contractual staff should be at par with other programmes operating in the State. The PD PSU should review the remuneration being offered to contractual staff and offer them competitive package. In order to allow for adjustments, salaries of all categories of contractual staff should be enhanced by a factor of 1.5: for example INR 52 500 per month for the PSU contractual staff officers. INR 22 500 for accountant, INR 15 000 for office assistants, INR 45 000 for ITDA-based contractual officers, INR 30 000 for experts, inspectors, extension specialists and diploma engineers. All contractual staff should also be provided annual increments like any other permanent staff.

41. Coordination meetings of PSC take place once a year and that of SLPMC four times a year for providing policy-level support and guidance to the PSU. In case of DPMC, the meetings have been often irregular; only some districts hold regular meetings. As DPMC Chairperson, the District Collector should take pro-active interest in OTELP activities and provide ITDA staff required guidance and support.


16. Introduce dynamic HR policies to retain competent staff in PSU and ITDAs; provide better facilities by way of conveyance allowance, health insurance, PF, longer-term contracts to the contractual staff and provide remuneration package at par with other State-level programmes

GoO & PSU 30 Nov 2013

17. Build second line of leadership in critical areas like agriculture, horticulture, livestock, IGA, engineering, project management at PSU and ITDA and arrange continuing staff training through exposure visits and short-training courses of topical interest


42. Coherence with Annual Work Plan and Budget: The performance is highly satisfactory. PSU submits the AWPB to IFAD after consolidating the annual ITDA plans. Achievement against AWPB for 2011-12 was marginally affected due to elections to Local Bodies while achievement for 2012-13 exceeds 100%. Since inception there has been some coherence between the budgets and expenditures and only from year 2007-08 things showed improvement.

Table: AWPB Financial Achievements, (INR, million)

Year 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

AWPB 1.000 85.000 101.697 358.876 418.445 501.316 639.464 440.000 600.000 506.913

Achievement 0.438 5.796 27.306 120.968 223.135 398.206 421.441 412.177 532.948 512.301

% Achievement 43.80 6.82 26.85 33.71 53.32 79.43 65.90 93.68 88.82 101.60

43. Monitoring and evaluation. The performance is rated satisfactory. Low level of literacy among communities hampers data collection and record keeping by them. Remoteness of project villages and poor communication leads to time lag between data collection, validation and updating of information. In spite of these limitations, with the participation of the NGOs, there has been much improvement in the M&E systems. The MIS is able to capture and report data on various social and development indicators, convergence, community service providers and inclusion/exclusion as suggested by previous Mission. The current M&E captures most of the information required for the purpose of project implementation and management. At the input level, the project has adopted various monitoring tools like standardized record keeping and reporting formats, voucher based monitoring, scheduled meetings at various levels, etc. where information are collected from source and consolidated at next levels. At the output level, the project has adopted the performance reporting tool updated every six months. At the outcome level, the project conducts annual outcome survey following standard IFAD procedures. It also provides annual RIMS report to understand results of project intervention. At the impact level, the project has undertaken RIMS baseline and mid-term surveys, to be followed by end-line survey at appropriate time in 2014. The M&E may also capture the information on up-scaling of grant activities and impacts on household income. Also there is the need for improving participatory monitory system at community level including social auditing processes.

44. Gender focus. The performance is satisfactory. About 50% of the project households are women. SHGs are the most effective channel of addressing gender empowerment and women’s equality in OTELP. Over 93% SHG members are women; 92.51% of SHGs (3 953 out of 4 273) are exclusively women’s groups. Of the various trainings conducted during 2012-13, over 53% participants were women. Similarly, 64% participants were women in the SHG and VDC leadership trainings. Women have also been elected in Local Bodies and CBOs. Of the 252 members elected in the local Panchayat in programme areas, 101 (40%) are women. Nearly 35% of the VDC Secretaries or Presidents are women.


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Gender empowerment is leading to women taking up both social and economic issues for improved livelihoods. Through their memberships in SHGs and capacity building, women continue to play active role in addressing poverty and food security by promoting nutritional gardens, small livestock rearing, small trades, NTFPs and non-farm micro-enterprises. Women in many villages have started taking up issues of village cleanliness, village hygiene, drinking water availability, domestic violence and health issues for them and children. Young women too started opting for vocational trainings promoted by the project; nearly 28% (629 out of 2 239) of all vocational trainees have been women. OTELP has developed gender strategy and action plan for 2013-14 with ambitious list of activities. One of the key priorities had been women’s drudgery issues, which the project has addressed at the household level (smokeless cook stoves, toilets and bathing spaces, potable water and solar lights) and farm level (use of mechanical weeder in the line-sowing of paddy). The focus areas of the gender action plan are strengthening women’s leadership capabilities in decision making in village institutions and changing the attitudes and mindset of men and women towards gender equality and women empowerment.


18. Deepen the initiatives on gender action plan for 2013-14 with result-oriented approaches; undertake additional leadership trainings particularly for ST women with appropriate modules.

PSU 28 Feb 2014 & on going

45. Poverty focus. This component is rated satisfactory. The target project villages are located in remote areas predominantly with ST and BPL populations. Though the focus is on STs including the PVTGs, the project also includes the SC and other households in the selected micro watersheds, following a saturation approach. As per project MIS, the households in programme area have been categorized on the basis of their wealth into four categories, viz. very poor (19% HHs), poor (42% HHs), marginal (26% HHs) and well off (13% HHs). Project households include landless, BPL and PVTG. Over 39 474 HHs are BPL categories and 6 837 HHs belong to the PVTG.

46. The project annual outcome survey for 2012 showed over 99% of families in project villages have benefited from the project from one kind or the other; 53% have received irrigation facilities; 68% are involved in livestock and aquaculture activities; and drinking water and sanitation programme have reached to 79%. The project has undertaken wealth ranking evaluation to understand changes taking place among the various project benefits recipients. As on 31

st March 2013, approximately 25% of ‘very

poor’ category households have graduated to ‘poor’ category, and 5% to ‘marginal’ category. Similarly, 50% of ‘poor’ category households have graduated to ‘marginal’ category and 5% of ‘marginal’ category to ‘well off’ category. The project would do well to keep following up on the impacts of project interventions. Irrespective of wealth ranking of the households, field evidence showed that the PVTGs remain some of the poorest among the ST groups or project beneficiaries.

47. Effectiveness of targeting approach. This component is rated as satisfactory. Targeting is one of the strengths of the project, which is working in the poorest district of Orissa and aiming to reach out to the poorest ST people. A majority of project households are scheduled tribes. The major tribes are Soura, Lanjia Soura, Konda, Kutia Kondh, Paraja, Bonda, Bhumija and Koya. A specific focus of the project is to reach out to landless people and widows in rural remote areas, with a noble aim of “including all” in a given village. The extent to which this is being fully achieved varies from village to village and depends on the capacity of the implementing FNGOs. In most cases women have received favourable attention with 50% of all participants being women among the STs, SCs, OBCs, PVTGs and the landless; the only exception is vocational training of unemployed youth where only 28% participants are women. Targeting the poorest in rural development projects is often very challenging and so it is for OTELP. Some 30 000 landless households have been identified, who have started receiving titles for homestead and agricultural land. As on 31

st March, 2013, 12 395 households have received land pattas

(homestead and farmland). Poultry and goat rearing are the other two activities being implemented by OTELP to improve the livelihoods of the poorest.

48. Notwithstanding the good results in targeting, there are areas needing improvements. These relate to inequality in the distribution of OTELP support within a given village. Land owners, generally not the poorest, tend to benefit the most through interventions in agriculture, horticulture and irrigation, with investments upwards of INR 50 000 each while a poor widow only receives support worth INR 5 000 to buy two goats. Particular attention should be given to assess the skills and capacities of the poorest and find solutions with them to improve their livelihoods. For instance, handicrafts could be stimulated for those tribes like the Lanjia Sauras who are well known for their famous wall paintings Idital. Patenting


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and recognition of their intellectual properties over their art is another viable opportunity to be explored. Intergenerational transmission of this skill and knowledge should be pursued among tribal youth.

49. While a majority of the population in the targeted villages is ST, coexistence with SCs and other groups is the reality in most villages. SCs and OBCs tend to be more vocal and active compared to STs in village activities, as evidenced during field visits. This is due to language barriers and the fact that SCs are more conversant with the mainstream society. More focused attention should be devoted to equip tribal people, particularly women in SHGs to build their confidence and be in charge of their own development. The issue of grossly unequal allocations between STs and SCs as convergence funds under SCA-to-TSP mean only for the former will now be mitigated as OTELP has received funds under SCA-to-SCP meant for the latter; the question of OBCs receiving lower allocations would need to be addressed by sourcing funds from programmes like RKVY.

50. Disparities were also observed between hamlets in a watershed. One particular village in Nawarangpur has been selected as a model village and many activities have been implemented in agriculture, irrigation, pond, vermiculture , etc. with the 20 cohesive households living in the village. However, participants to the meeting from the nearby village, formed by about 300 households, mainly SCs, had not benefited by the project, even though their poor village was amongst the targeted by the project. While model villages can help the project to showcase the good practices and for exposure visits, care should be taken to provide equal benefits to neighbouring poor villages.

51. Knowledge management, innovation & learning. The performance is moderately satisfactory. The project has a communication strategy but not a comprehensive knowledge management strategy. Knowledge management is through the three levels of the project hierarchy, namely the VDC, ITDA and PSU, for. The PSU has brought out publications on operational guidelines and manuals for various project interventions and implementation processes in various thematic areas such as land and water management, livestock, livelihoods strategy, women’s empowerment, etc. and produced CDs on thematic areas. The PSU organises KM and knowledge sharing workshops and training for its staff and brings out periodic publications on various project interventions. KM at the ITDAs mainly consists of communication and sharing information with NGOs and communities on project interventions and explaining to them the various thematic manuals, leaflets and modules from the PSU. At the VDC level, KM is largely limited to sharing and communicating information through wall paintings and writings, conducting periodical meetings and facilitating exposure visits for members of the SHGs and others.

52. During 2012-2013, OTELP undertook several knowledge management activities. It organised a knowledge sharing workshop for its staff, a national level tribal development workshop for sharing best practices in tribal development, and facilitated a workshop on private sector participation in rural development. It brought out several publications, e.g. on value chain analysis, economics of poultry, land rights to landless and vocational training, besides conducting its annual outcome survey, RIMS, annual report, quarterly newsletter and maintaining project website (www.otelp.org). The project would do well to continue to document its success stories and best practices, strengthen cross-learning culture of the communities, besides also developing a KM Strategy in line with IFAD’s KM strategy. Having a framework of KM strategy would further improve its knowledge management culture and practices.

53. Construction of 21 hydraulic rams to irrigate 57 ha owned by 448 farmers is one of the innovations supported under DIF and OTELP plans to up-scale this wherever sites conditions permit, combining with drip irrigation. Micro-hydel project in association with Practical Action and installation of foot-operated portable treadle pumps in association with Xylem India Pvt. Ltd., installation of improved wood-fired cook-stoves and compressed and stabilised earth block-making units are the other innovations. The Project is piloting flexi-biogas units using the IFAD-supported Innovative Mainstreaming Initiatives project and has installed two units. Under this project 15 units of flexi-biogas systems developed by Biogas International, Kenya are planned to be piloted.


19. Review KM strategy & action plan for the programme (in line with IFAD’s KM Strategy and specific learning from the project on tribal development) and integrate in mainstream M&E

PSU 31 Dec 2013

54. Climate change and environment focus: The performance is rated satisfactory. Land and water management and agricultural and horticultural interventions have positive environmental impacts. Livestock interventions are very limited and these do not cause for concern and on the contrary the chicken manure and cattle dung are used as manure. Under community infrastructure no major roads


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have been constructed and new road alignments have not been developed. Covering roads with concrete pavements has improved the environment. No synthetic chemical fertilisers are applied in agriculture and horticulture; instead locally made bio-fertilisers and compost materials are used. In the upland areas soil and water conservation works are taken up and these minimise soil erosion and run-off. Land allocations under FRA in most cases existing lands are re-allocated and no large-scale land levelling or clearance of existing natural vegetation is attempted.

55. Partnerships. The performance is satisfactory. Strong partnerships built by the project enhanced have aided convergence, both in terms of technical and financial support. Partnership with 28 FNGOs has ensured participatory process in project implementation and enhancing its capacity to absorb resources through convergence. FNGOs have also mobilised resources to complement project activities.

56. The project is partnering with LANDESA for Land Titling, CTCRl for tuber crops development, OPSL to up-scale new agricultural interventions, IDE India to implement micro-irrigation techniques, MART for community-led marketing, Practical Action Group to conduct feasibility studies on micro-hydel schemes, Harsha Trust to promote poultry and vegetable cooperatives, Jain Irrigation for drip irrigation development, Practical Action for micro-hydel projects, Xylem India limited for design and construction of treadle pumps, Biogas International, Kenya for design and IIT Delhi for development and installation of flexi-biogas plants, Prakti Design Lab for design and installation of improved wood-fired stoves.

57. Convergence. The performance is satisfactory. The Project mobilised INR 134.01 million through convergence with various schemes, including INR 12.44 million from MGNREGS, INR 18.51 million under RKVY, INR 81.28 million under SCA-to-TSP, INR 15.04 million under NHM, INR 5.43 from agriculture department and INR 1.54 from Tribal Development Corporation. Funding from SCA-to-SCP has now been mobilised and would enable the Project to ensure poor people from SC communities also get support and disparities in terms of project support are minimized. As the procedures of government programmes change over time, refresher training needs to be provided to all concerned.


20. Conduct refresher training programmes for PSU, ITDA,FNGO staff and selected community leaders on the founding principles, provisions, rules, guidelines and procedures of relevant programmes and laws, such as MGNREGA, FRA, RKVY, NHM, SCA-to-TSP, SCA-to-SCP, OGLS, OPLE, NRLM, PESA etc.

PSU, ITDA & FNGO

31 Jan 2014 & on going

58. Tribal Development. Tribal peoples, who represent today the poorest segment of societies, have been impoverished and marginalized by the dominant development paradigm of modernization, aimed at “civilizing and mainstreaming” tribal peoples. This often results in loss of their land and territories, loss of their identities, rich and unique cultures, traditional economic and political systems.

59. Following the approval of the UN Declaration on the Rights of Indigenous Peoples (UNDRIP 2009) by the UN General Assembly

2 (2007), which universally recognizes their right to lands, territories

and resources, their cultural rights, and right to development, IFAD adopted its Policy on Engagement with Indigenous Peoples (2009). The goal of the Policy is to enhance IFAD’s development effectiveness in its engagement with indigenous and tribal peoples and ethnic minorities’ communities in rural areas. The Policy sets out nine principles of engagement IFAD will adhere to in its programmes and projects. Key to any initiative financed by IFAD in territories where tribal peoples live is the acknowledgement of their cultural distinctiveness. IFAD assists communities in taking full advantage of their traditional knowledge, culture, governance systems and natural resources, all of which form part of their tangible and intangible heritage. Central to the Policy is the right to free, prior and informed consent

3.

60. OTELP was designed before the IFAD Policy was adopted. Its development initiatives with tribal communities follow the dominant development paradigm of mainstreaming tribal communities in modern society. While a lot has been achieved by OTELP in reducing poverty among tribal peoples, its development effectiveness on the long run may be limited by the fact that OTELP does not build upon

the distinctiveness, knowledge and culture of the tribal communities as assets to build their development initiatives upon. This is based on lessons learned in the past 35 years of IFAD’s experience on the ground. OTELP applies the principle of free prior and informed consent of the tribal communities, by its community driven approach, whereby communities take decision on their plans and priorities and

2 United Nations Declaration on the Rights of Indigenous Peoples: http://www.un.org/esa/socdev/unpfii/en/declaration.html 3 IFAD Policy on Engagement with Indigenous Peoples,

http://www.ifad.org/english/indigenous/documents/ip_policy_e.pdf


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implement activities through funds directly transferred to them. However, their decisions on the initiatives to be undertaken are based on a set menu, mainly proposing activities which are not endogenous to their tribal identity and knowledge.

61. Implementing IFAD Policy in OTELP means putting at the centre of any development initiative the identity, culture and knowledge of the tribal peoples OTELP is working with. It means to assess their resources and skills and build on them. Below are some suggested indicators on how to measure the well-being of the tribal peoples that OTELP could adopt. Data should be disaggregated by SC, STs (possibly including the name of the tribe) and others.


21. Align with IFAD Policy on tribal people, valuing the identity and culture of tribal peoples as assets for their economic development and well-being, using Indicators on the well-being of tribal peoples

PSU, ITDAs & FNGOs

28 Feb 2014

E. Fiduciary aspects

62. Financial management. The performance is satisfactory. The PSU is responsible for overall financial management. PSU transfers funds received from the government to ITDAs in accordance with AWPBs, who in turn remit funds to FNGOs and the VDCs based on the AWPB. VDCs transfer funds to the VLSC in accordance with the activities to be carried out. Generally the amounts at various levels are transferred as an advance and expenditure is accounted for based on the Monthly Progress Report (MPR). The Mission observed that in some cases administrative costs to FNGOs were not paid as advance but only at the end of the quarter. Accounting for expenditure incurred for programme activities originates from the VLSC. The VLSC accounts are merged together by VDCs. FNGOs compile the expenditure of VDCs and their own expenses and forward it to the ITDAs as MPR. The MPRs form the basis of accounting at the ITDA, which forward it to the PSU. The PSU uses the MPR as an M&E tool and not for accounting purposes. Instead, the PSU consolidates the accounts twice a year from the Receipts and Payments account, the Income and Expenditure Account and the Balance Sheet received from the ITDAs in Excel format. Tally software for accounting has been introduced in all ITDAs and accounting is done at sub-component/component level, based on the MPR. The PSU also uses Tally for its own accounting but the same is not used for consolidation of data. The Mission is of the view that the soft copy of the accounts of the ITDAs should be sent to the PSU along with the MPR. This will enable the PSU to conduct regular review of the accounts right up to the VLSC level. The software can also be used to consolidate accounts more frequently. The PSU has introduced a module in Tally to capture voucher based transactions of VDC/VLSC to validate the MPR data. This will help in consolidating VDCs/VLSCs and FNGOs data at the ITDA level using the software itself instead of using Excel. This is not being utilized by all the ITDAs and even where it is introduced it is still work-in-progress. Though this would help the ITDAs in the long run, at present it has increased the workload of ITDA finance staff many fold and affects their regular work in financial management, support to VDCs and internal controls.

63. The VDCs and VLSCs maintain records of expenditure incurred on various activities but the documentation in many cases is inadequate. Considering the low literacy levels and remoteness of the villages, the records and supporting documents maintained are moderately satisfactory though there is scope for improvement. This has also been indicated in the internal audit reports of the VDCs. Corrective action needs to be taken in cases of misappropriation of funds. In some cases the FNGOs do the complete book keeping of the VDCs. This results in good book keeping but inhibits learning of book keeping skills by the communities. Handholding by FNGOs is needed for some more time till the communities learn to maintain their own records. The Mission recommends that the book keeping training be done on-the-job rather than in a classroom mode.

64. The current MoU between ITDA and VDCs does not expressly allow use of interest earned by VDCs and VLSCs on funds transferred to them by ITDAs for eligible activities. The interest earned by the VDCs/ VLCS/ FNGOs is treated as income of the ITDAs and treated as advance to them. As in case of Phase I, these funds should be treated as the income of the VDCs/ VLSCs following SLPMC approval.

65. Disbursement. The performance is rated as satisfactory. The disbursement to the programme as on 31 August 2013 was SDR 15 678 519.37 against the total allocation of SDR 16 050 000 and the disbursement rate is 97.69%. The WAs submitted were for expenditure up to 30 September 2012. The IFAD loan will be fully disbursed with WA for expenditure up to 31 March 2013, which is yet to be submitted. The WA should be submitted with sufficient break-up of the expenditure.


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66. Counterpart funds. The performance is highly satisfactory. GoO provides advance funding to the Project as per the approved AWPB. As advance funding is not segregated between IFAD financing and government counterpart funding, the difference between the reported expenditure and IFAD disbursement is taken as GoO contribution. During 2012-13, GoO provided advance funding of INR 300 million. Till 31 March 2013, GoO has advanced INR 2 962.27 million to the project, of which IFAD funding is to the tune of INR 1 178.12 million. Thus the GoO contribution to the project is INR 1 784.15 million which is more than 100% of the funding required to be done by GoO. The programme has bank balances (including term deposits) of INR 723.32 million as on 31 March 2013 at the PSU and ITDAs besides balances with VDCs and FNGOs amounting to INR 191 million as on the same date.

67. Compliance with loan covenants. The performance is satisfactory. The Project has generally complied with the loan covenants that are due. The details of compliance are at Appendix 4.

68. Procurement. The performance is moderately satisfactory. Procurement is done at all three levels, namely, PSU, ITDAs and VDCs. PSU procurement is limited to office equipment and consultancy services for the entire programme. At PSU, there is no single staff member handling the procurement and respective component managers are responsible for procurement falling under their component. As component managers have limited knowledge of procurement processes and documentation, it is recommended that either the CFO or the Revenue and Admin Manager may be made responsible for all procurement and the member secretary of the procurement committee. At the ITDA level too a similar is needed. It is also desirable to provide procurement training to the staff involved in procurement. Post procurement, asset register is required to be maintained with particulars of the asset, its unique identification number and location. The assets need to be physically verified each year and such verification should be documented. Though asset records are being maintained in all ITDAs, it does not contain the identification number and location of the assets, nor is any evidence of physical verification maintained. The PSU has maintained proper records and physical verification too has been carried out. Procurement at the level of VDCs needs improvement in terms of proper documentation. Since large amounts of money are spent by the VDCs/VLSCs, complying with proper procurement processes and its documentation is imperative. Generally, invoices and vouchers for procurement at VDC level are available. In cases where the value of procurement exceeds prescribed limits, quotations from a few suppliers may be obtained and the community should choose the supplier. Generally, as procurement is for small quantities/units of materials, direct contracting is adopted by VDCs.

69. Audit. The performance is moderately satisfactory. The Project has both internal and external audit systems. Internal auditors are engaged for the audit of ITDAs, VDCs, VLSCs and FNGOs on quarterly basis and the external auditor is engaged for the entire programme. Though the first quarter 2013-14 has been completed, internal auditors are yet to commence audit for the period as they were appointed only recently. The delay in appointment leads to delays in audit, thereby delaying corrective action. The Mission observed that in one of the ITDAs the internal audit reports for the first two quarters of 2012-13 were submitted together on 24 January 2013, the report for the third quarter was submitted on 14 May 2013 and for the last quarter on 30 July 2013. The observations of the internal auditors are not followed up adequately, resulting in repetition of the same. ITDAs should raise the issues with the concerned FNGOs during monthly review meetings so that the observations could be settled. Weak VDCs should be identified and provided on-the-job support by the AFA/FNGO accountant. The internal audit observations are being settled at the ITDA level and the PSU does not play any role in ensuring compliance or taking corrective measures. The Mission is of the view that all the reports and their compliances be reviewed at PSU level. This will help the PSU to ascertain the quality of record keeping, the quality of internal audits of various ITDAs and to communicate to the ITDAs the best practices and shortcomings. The Project Financial Statements for the year 2012-13 have been finalized and the statutory audit of the programme has been completed. The Mission advised the PSU that the Project Financial Statements must comply with IFAD formats of disclosure depending on the accounting basis.


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22. Conduct more on-the-job accounts training for VDCs, with special emphasis on weak VDCs; continue providing hand holding support

ITDAs & FNGOs 31 Dec 2013 & on-going

23. ITDA accounts should be sent to PSU every month along with the MPR to enable regular review of the financial progress till Tally is synchronised

PSU 31 Dec 2013 & on-going

24. Ensure timely appointment, completion and compliance of internal audit observations with regular follow up and discussion in the monthly review meetings as also review by the PSU

ITDAs & PSU 31 Dec 2013 &

on-going

25. Ensure proper asset register are maintained at the ITDAs/ VDC as per the PSU guidelines. ITDAs should periodically validate and reconcile community assets with their records

PSU & ITDAs 31 Dec 2013 & on-going

F. Sustainability

70. Institution building. The performance is satisfactory. SHGs are voluntary associations and would, once stabilised, continue to function autonomously. Some groups are still work in progress as the savings and credit function is not fully developed and the agenda for federations they are linked to needs deepening. More weekly group meetings would help as would deepening of the savings and credit function and other agenda relevant to women’s lives and status. The Project is engaged with the Odisha State Rural Livelihoods Mission (under NRLM), has also received modest funding support, but modalities for formal linkage are yet to emerge. This engagement must continue. VLSCs are co-terminus with the statutory Palli Sabha and the Project has begun facilitating its engagement with the latter for village planning; plans for five years have already been prepared in some of the villages, while in others the process is underway. Once PESA is fully implemented, the VLSC (or even a smaller body that defines a ‘habitat’ or ‘natural village’) would become a committee of the Gram Sabha, the supreme village authority under the law. The VDC is unlikely to sustain itself as it was created to implement the project and is neither a voluntary association nor a statutory body; it would have no agenda once project activities cease and its withering would not affect project outcomes. The VDC/watershed-level SHG federation would eventually have to merge with the VDOs that may be promoted under NRLM; the Project would need to remain alert to that eventuality so that the process is handled sensitively.

71. Empowerment & social sustainability. The performance is satisfactory. SHG members have begun collective action on issues like liquor vending, violence against women, etc. Community action around village cleanliness and sending children to school has been initiated in several villages. As convergence with government programmes like MGNREGS has begun, the project implementation experience gained by VLSCs would come in handy. The project has not engaged with and involved the traditional village institutions of the tribes they work with. This is an area that needs attention to further enhance both sustainability as well as the sense of ‘mattering’ or empowerment.

72. Quality of beneficiary participation. The performance is moderately satisfactory. Women from most households are members of SHGs and on average about one-third of VLSC and VDC members are women. The degree of involvement varies, especially in the presence of outsiders and there are variations in the level of participation across villages, reflecting the effectiveness and quality of FNGO facilitation. In case of socially heterogeneous villages (ST and non-ST), the non-ST tend to be more active and vocal.

73. Responsiveness of service providers. The performance is rated as satisfactory. CSPs and field staff met in the course of field visits appeared fully engaged, responsive and in touch with the issues affecting the communities. However, the project would need to be alert to this issue in the course of convergence with government programmes. In this context, educating the community about the procedures of government programmes recommended by the Mission assumes great importance.

74. Exit strategy. Highly satisfactory as the GoO is scaling-up as OTELP Plus and is supporting Phase I FNGOs for a further period of five years and similar support is likely in Phase II though it is premature for the GoO to take a decision now as the project has two years to completion. Convergence taken up with government programmes will facilitate continuation of project activities, as would linking the VLSCs with the Palli Sabha as is already being done.


15

75. Potential for scaling up. Highly satisfactory as project activities are eminently scalable and are indeed being scaled up by way of continued support to Phase I villages and initiation of OTELP Plus that would extend project activities to selected blocks in all districts that have ST population.

G. Impact

76. Physical and financial assets. The performance is satisfactory. The assets created include irrigation on 17 131 ha, 362 lift irrigation units, horticulture on 3 424 ha, 11 282 ha of fallows made farmland, 353 piped drinking water systems, 79 backyard poultry Mother Units, 178 broiler units, 17 power tillers, 1 207 farm ponds, 464 check dams, 165 diversion weirs. SHGs have saved INR 113.36 million and raised INR 104.32 million bank loans and VDCs have INR 99.20 million RFS corpus.

77. Food security. The performance is satisfactory. Only 6% project households reported food shortage compared to 31% in control villages as per the 2012-13 Annual Outcome Survey. Food security improved due to enhanced farm productivity, cultivation of previously uncultivated land and irrigation.

78. Increase in incomes. Performance in this segment is moderately satisfactory. The Annual Outcome Survey for 2012-13 reported that 94% project households had more cash income compared to 84% in previous year. Sale of poultry, vegetables, pulses, etc. contributed to cash income.

79. Policy impact. Performance in this segment is satisfactory. Up-scaling of the project as OTELP Plus, up-scaling the land allocation programme to all 180 TSP blocks and systematic convergence with government programmes are key policy impacts in the arena tribal development and empowerment.

H. Conclusion

80. The project has promoted a large number of women’s SHGs and village institutions, such as VLSCs and VDCs. These have gained project planning and implementation skills. Several village youth have been trained as Community Service Providers. Land and water development activities would enhance ecological security and productivity. Improved farming systems, horticulture and various village enterprises would enhance food security and incomes. A large number of landless households have received land titles to Revenue and Forest land. Supply of potable water would reduce women’s drudgery and occurrence of water-borne diseases. Convergence with government programmes would enable communities to access their entitlements and further enhance resource management and livelihoods beyond the project period. Over two dozen NGOs engaged as partners have gained experience to carry forward the development momentum in project villages through convergence. The project has progressed well across all components as per the available budget. The GoO has provided adequate support to the project. However, two important issues needing immediate GoO attention flagged by the Mission are provision of revolving fund to VDCs to mitigate delays in MGNREGS payments with appropriate mechanism for its use and construction of paved concrete pathways inside settlements in programme villages through convergence with appropriate government schemes.

81. The GoO is up-scaling OTELP to new blocks in the present programme districts and in two new districts, Keonjhar and Mayurbhanj in eastern Orissa as OTELP Plus. Launched in 2011, the budget for OTELP Plus over a five year period is INR 5 999.76 million (approximately USD 100 million) and it would cover over 90 000 households, predominantly STs, in over 1 500 villages across 585 micro watersheds. This will put additional demands on the PSU for technical support and guidance. PSU needs to build second line of leadership in key areas, such as agriculture, horticulture, livestock, IGA, engineering and project management, besides introducing dynamic HR policies to retain competent staff at all levels.

82. More investment and technical support is needed to develop land and water resources, enhance productivity and livelihood security for the poorest in the project villages. Some of this would be addressed through the proposed top-up IFAD funding. Also, based on the experience of convergence with mainline government programmes, OTELP would be able to carry forward project activities as in Phase I villages. This has been taken on board in framing the recommendations in this Aide Mémoire, especially those pertaining to continued capacity building of communities and staff, continued convergence and ensuring more equitable distribution of investments across households. OTELP would also do well to initiate systematic consolidation of programme results and impacts in line with IFAD’s Project Completion guidelines to ensure timely preparation of project completion report (PCR).


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Notation

83. This Aide-Mémoire is endorsed as the official document of the proceedings of the wrap-up meeting held on 5 September 2013 at Bhubaneshwar, Odisha, India, chaired by the Chief Secretary, Government of Odisha as Representative of the Borrower. The main findings of the JRM have been discussed with the Project Staff. The DEA wrap-up meeting, Chaired by Director (MI), DEA was held on 19

th September 2013.


17

Appendix 1: Summary of project status and ratings

Basic Facts

Country India Project ID 1155 Loan/DSF Grant No.

585

Project Orissa Tribal Empowerment and Livelihoods Programme Supp. Loan/DSF Grant

Date of Update 09-Jul-2012 Financing terms

HC

Supervising Inst. IFAD/IFAD

No. of Supervisions

10 No. of Implementation Support/Follow-up missions

2

Last Supervision

18-Aug-2012

Last Implementation Support/Follow-up mission

20-Feb-2012

USD million Disb. rate

%

Approval 23-Apr-2002 Total costs 91.15

Agreement 18-Dec-2002 Effectiveness lag

14.9 IFAD Total 20.00

Effectiveness 15-Jul-2003 PAR value -------- IFAD loan 20.00 98%

MTR 20-Oct-2010 DSF grant

Current completion

31-Mar-2014 Last Amendment

13-Apr-2007 IFAD grant

Current closing 30-Sep-2014 Last Audit 30-Sep-2012

Domestic Total 18.83

No. of extensions 1 Beneficiaries 8.88 -

Government (Local) 9.57 120%

Domes. Fin. Inst. 0.38 -

Cofinancing Total 52.33

United Kingdom/ DfID 40.01 25

WFP 12.32 -

Project Performance Ratings

B.1 Fiduciary Aspects Last Current B.2 Project implementation progress Last Current

1. Quality of financial management 4 5 1. Quality of project management 4 5

2. Acceptable disbursement rate 5 5 2. Performance of M&E 4 5

3. Counterpart funds 6 6 3. Coherence between AWPB & implementation

5 6

4. Compliance with loan covenants 5 5 4. Gender focus 5 5

5. Compliance with procurement 4 4 5. Poverty focus 5 5

6. Quality and timeliness of audits 4 4 6. Effectiveness of targeting approach 4 5

7. Innovation and learning 5 4

8. Climate and environment focus - 5

B.3 Outputs and outcomes Last Current B.4 Sustainability Last Current

1. Capacity building for empowerment

5 4 1. Institution building (organizations, etc.) 5 5

2. Livelihoods enhancement 4 5 2. Empowerment 5 5


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3. Development Initiatives Fund (DIF)

5 5 3. Quality of beneficiary participation 5 4

4. Support for Policy Initiatives 5 5 4. Responsiveness of service providers 4 5

5. Exit strategy (readiness and quality) 6 6

6. Potential for scaling up and replication 6 6

B.5 Justification of ratings

The overall supervision rating is satisfactory. The programme implementation of OTELP has been improving steadily with satisfactory programme management and stable staff at PSU and ITDA, though fiduciary aspects had some concerns until last year. VDCs are now audited as per financial management norms.

Overall Assessment and Risk Profile

Last Current

C.1 Physical/financial assets 5 5

C.2 Food security 5 5

C.3 Quality Natural Asset Improvement & Climate Resilience 5

C.4 Overall <b>implementation progress</b> (Sections B1 and B2) 5 5

Rationale for implementation progress rating The project has made considerable progress since the last supervision in August 2012 in all components. CBOs are managing significant project investments efficiently in their respective villages with social auditing system put in place. Food, livelihood security, income and overall empowerment have improved as a result of land and water management, enhanced resources, capacity building, labour and labour productivity. The quality of service delivery by the project staff at PSU, ITDAs and FNGOs with good leaderships at each organisation continue to show improvement. The Govt. of Odisha has up-scaled this model of tribal development as OTELP Plus, besides engaging NGOs for Phase I villages for continued support to rural poor tribal and other communities.

C.5 Likelihood of achieving the development objectives (section B3 and B4) 5 5

Rationale for development objectives rating The project continues to demonstrate that the poor rural people including those from the Particularly Vulnerable Tribal Groups (PTGs) have the potential to effectively manage their natural resources, adopt relatively complex technologies and take charge of their own development with appropriate guided mentoring. From a long-term perspective of sustainable development, it is clear that current efforts and public investments need to continue in the programme villages. Partnerships with the NGOs and Community Institutions in planning and implementation of the programme resulted in realising the overall development objectives. Timely financial and technical support from the project and Govt of Odisha ensures more effective programme implementation and thereby meeting the development objectives of the project.

C.6 Risks

Fiduciary aspects

Since the last special financial review mission during February 2012, many aspects of fiduciary concerns have been addressed. Issues related to interest earned by the VDCs remain unclear; the project insists that the interest accrued belongs to the project, which but does not provide scope for incentive of financial management by the VDCs or CBOs. There is also the need to further improve financial literacy of the SHGs and VDCs.

Project implementation progress

Technical capacities of some of the NGO staffs require improvement while at the same time; the SMSs of the ITDAs too need to provide more technical support, advice and guidance to the NGO staffs. Limited skills of the community leaders on management of community assets, financial management, procurement, negotiating capacity and access to other government programmes could impact the implementation progress. Some pockets of the programme areas remain highly vulnerable to conflicts and security risks thereby affecting implementation progress.

Outputs and outcomes

The quality of interventions under land and water management and land productivity need to be addressed further. The quality of interventions/works done differ between NGOs providing technical support. Additionally, SHG members need capacity building and technical support for income generating activities if they are to benefit from improved access to finance to generate more income for self-employment and enterprises. Land productivity under FRA also needs to be addressed.

Sustainability

SHGs would be sustainable with further capacity building and skill development particularly among the STs. Community Service Providers too need further skill development training to gain confidence in providing services and thereby ensure sustainability. Timely availability of quality planting materials / seeds are important for agri-


19

horticultural sustainability besides market linkages for key products for higher income.

Proposed Follow-up Issue / Problem Recommended Action Timing Status

Convergence Convergence with on-going programmes of the government such as MGNREGS, NHM, RKVY, SCA to TSP etc are on-course. New instrument called SCA to SCP is also now available. NRLM is in early stage. Both FNGOs and ITDAs with support from PSU would require being more pro-active. Project M&E needs to capture achievements under convergence. Project also needs to build further capacity of community leaders to secure and implement convergence programmes as sustainability strategy.

On-going

Project management

Technical support to WDT members from ITDA/PSU needs further improvement; Community Service Providers also require further capacity building. Improve the intensity and quality of tripartite reviews between PSU, ITDA and NGOs on programme implementation. Each review should have recorded agreed actions, responsibility and timeline in the form of minutes.

On-going

SHGs bank linkages and seed money

SHGs bank linkages require improvement in which both FNGOs and ITDAs should take more pro-active role. While release of seed capital has improved, the SHGs need support for more effective use of seed capitals.

On-going

Exit cum Sustainability Strategy

Review the manuals on capacity building of CBOs particularly SHGs and VDCs in recent villages. Strong, empowered and capable CBOs will ensure sustainability of the programme interventions.

On-going

Land to Landless Priority attention required to provide land to landless for remaining 50% of the landless households. Also, greater attention needed to improve the productivity of land allotted under various land regulations of the GoO and FRA.

On-going

Community Forest Rights

Encouraging initiatives taken by the project to secure community rights of forest land and resources under FRA. Project should come out with innovative model of CFR management plan.

On-going

Gender

Strengthen women leadership training from SHGs particularly those from the STs to achieve women empowerment.

On-going

KM

Prepare KM strategy; further attention needed in the areas of community to community learning processes and events. Most rural people being illiterate, exposure visits for learning are some of the most practically desired tools for enhancing C2C KM practices.

On-going

M&E

Capture data from convergence and grant activities; consolidate results following PCR guidelines since the project would be closing in the next 18 months if top-up loan is approved.

On-going

Procurement

Project needs to improve its procurement performance. Also review the community procurement processes with further capacity building.

On-going

Additional observations

OTELP Plus is a plus point for this project which is up-scaling by Govt of Odisha. To manage this additional work-load and challenges, the project needs to build second line of human resources in key areas such as agriculture, horticulture, livestock, aquaculture, M&E and project management. The project also needs to address its HR policies to retain experienced staff at all levels both at PSU and ITDA. NGOs may require support to provide more effective delivery mechanism; capacities of the WDT staffs are critical as they are located in interior places and constantly interacting with the communities.


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Appendix 2: Updated logical framework: Progress against objectives, outcomes and outputs

Narrative Summary Appraisal Indicators Key performance indicators as of March 2013

Means of Verification

Goal: Quality of life of poor tribal households in remote areas sustainably improved

Increased employment opportunities and incomes and reduced out migration for work resulting from a diversified economy Infant mortality rate (IMR), maternal mortality rate (MMR), literacy, school completion rate- on par with state averages Tribal women and men and children enjoy civil and political rights and access to justice on a par with other communities.

Due to enhanced incomes and employment opportunities, out migration reduced from 17.8% to 4.3%

IMR and MMR are higher than State average; literacy rate is 54%, lower than state average of 73%; Tribal women, men and children enjoy civil and political rights and access to justice on a par with other communities under PESA, Prevention of Atrocities Act, Regulation-3 1956, Money Lending Act, Forest Right Act, and RTI Act etc.

RIMS survey 2011 Annual Outcome survey 2012-13; State websites

Purpose: Livelihoods and food security of 75,000 poor tribal households sustainably improved

Equitable increase of at least 50% in incomes of poor tribal households.

At least 50% of participating below poverty level

households show a sustainable increase in assets and increased food security

Decrease from 8% to 4% in levels of severe

malnutrition by EOP amongst children (0-36 months) in Programme villages

All tribal households enjoy access to safe drinking

water, basic sanitation, and safe hygiene practice.

About 58% increase in real income of poor tribal households.

Of 56,180 households covered, 68% are

BPL households; they show a sustainable increase in assets; about 15% hh moved out of poverty

Malnutrition among children is still high;

and

Some 80% households have access to safe drinking water, 20% have sanitation facilities

RIMS survey, AOS 2012-13 Project Progress Report and MIS

OUTPUTS

Output 1: Capacity of poor tribal women and men to manage their own development sustainably enhanced

1.1 Some 2,610 SHG formed/strengthened by end of PY 7 of which 75% are well managed, self-reliant and autonomous based on the active participation of all members, within five years. 1.2 At least 1,600 User Groups/sub-committees formed by end PY7, 60% of which effectively use and maintain assets.

1.3 By PY 7 VDCs and SHGs in both Phase I and Phase II villages are functioning effectively and at least 80% have been audited in each of the previous two financial years and

1.1 About 75% of 4,372 SHGs graduated to Grade I (NABARD rating) after three years of formation and are well-managed. 1.2. About 90% of 1,411 User Groups reported effective use of created assets. 1.3. Nearly 80% of the Village-Level Sub-Committees (VLSC) actively engaged in maintenance of project created assets and about 80% of the VDCs are effectively functioning and

RIMS survey, AOS 2012-13 Project Progress Report and MIS


22



have been shown to have accurate financial records and to have managed programme funds in an appropriate manner;

1.4 By PY 7 at least 75% of SHGs established in Phase I and Phase II have fully functional savings and internal lending operations and have provided loans to at least 75% of their members in the previous two years. 1.5 About 500 Village Development Committees (VDC) formed at natural village level by end PY7 all of which hold regular meetings and formulate participatory micro-plans for watershed development. 1.6 Women participate effectively in the management of community institutions (SHGs, User Groups, VDCs) 1.7 Technical skills and capacity of individual tribal women and men enhanced. 1.8 At least 200 VSS formed by EOP which have entered into MOUs with the FD and all of which hold regular meeting, share usufructs equitably and maintain records of proceedings and transactions.

audited regularly. 1.4 some 90% of SHGs function effectively; 40% linked to banks, nearly 75% taken loans from RFS for on-lending to their members and books of accounts audited and have good financial records. 1.5 About 358 VDC formed at natural village level all of which hold regular meetings and formulate participatory micro-plans for watershed development 1.6 Increased participation of women in development and implementation of annual action plans and VDC decision-making 1.7 Technical skills and capacity of individual tribal men and tribal women enhanced through 6,671 training events and exposure visits. In addition 4,665 community mobilisation trainings were organised, and 4,895 training to SHGs and VDCS. 1.8 About 226 VSS entered into MOUs with the Forest Department and are functioning effectively.

Output 2: Access of poor tribal people to land, water and forests enhanced and productivity increased in environmentally sustainable and socially equitable ways.

2.1 Ownership of agricultural land by poor tribal households increases from X,000 ha to Y,000 ha by EOP (to be determined based on village profiles) 2.2 Agricultural productivity/ha sustainably increased at least 50% by EOP. 2.3 Net incomes from NTFP sustainably increased by at least 50% by EOP 2.4 New technologies build on tribal people’s indigenous technical knowledge. 2.5 Increases in incomes from natural resources shared equitably among all socio-economic groups.

2.1 About 91% own productive land and land use increased from 63% to 73%. And average size of landholding increased from 2.36 acre to 2.60 acre 2.2 Agricultural productivity increased by about 25% and some 69% of farmers reported productivity increases. 2.3 Net incomes from NTFP sustainably increased by 20 %. 2.4 New technologies built on tribal people’s indigenous technical knowledge introduced such as seed replacement, inter-cropping and sequence cropping, vegetables and kitchen gardens, composting etc. some 73% of households adopted new technologies 2.5 Increases in incomes from natural resources shared equitably among all socio-economic


23



groups.

Output 3: Off-farm enterprise development focused on the needs poor tribal households encouraged and facilitated

3.1 Off-farm employment and incomes of poor tribal households, including the vulnerable (landless, women-headed households) increased by 50% by EOP. 3.2 At least 20% of SHGs accessed institutional credit for off-farm enterprise development by end PY7 and 40% by EOP.

3.1 About 80% of households reported 30% increases in incomes from off-farm enterprises and activities. 3.2 More than 30% of SHGs accessed institutional credit for off-farm enterprise development.

AOS-2012-13 MIS FNGO reports

Output 4: Basic food entitlements of tribal households monitored and access to public food supplies ensured, as required.

4.1 All tribal households enjoy year-round food security (especially during the lean period from May to August) from PY6.

4.1 All the eligible households access their full entitlements from Public Distribution System and Annapurna, Antyodaya, MDM and Supplementary Nutrition Schemes

FNGO reports MIS from VDCs

Output 5: Capacity of govt agencies, PRIs and NGOs to work effectively for participatory poverty reduction with tribal communities sustainably enhanced.

5.1 Staff of involved agencies trained to work in a coordinated, participatory, gender-sensitive and technically sound way with communities. 5.2 Staff of government agencies and NGOs participate in regular, well-attended and focused meetings of PRIs. 5.3 Communities report improved access to and transparency in the management of government services 5.4 About 95% of Programme villages have assess to Government’s 100 day employment scheme by end PY 6

5.1 Both the staff of ITDA and FNGOs is trained to work in a coordinated, participatory and gender-sensitive manner with target groups. In all 648 training events were organised for these staff. 5.2 Both the staff of ITDA and FNGOs attend regular meetings of PRIs. 5.3 Communities report improved access to and transparency in the management of government services 5.4 All villages have assess to Government’s 100 day employment schemes

Mission Reports FNGO reports MIS AOS 2012-13

Output 6: Laws and regulations governing control of and access to development resources by poor tribal households and communities effectively implemented

6.1 Tribal report significant reduction in the incidence of new land alienation

6.2 There has been a 20% reduction in the number of landless households in those villages in which the Programme has been operating for more than two years.

6.3 That Revenue Survey Teams have surveyed the 10° to 30° sloping land in at least 60% of the villages where the Programme has been operating for at least two years and that the appropriate land titles have been issued in at least 60% of the villages surveyed.

6.1 Tribal households report significant reduction in the incidence of new land alienation. 6.2 Restoration of land alienated under Regulation 2 and wrongly recorded under the Orissa Survey Settlement Act. 6.3 All the eligible Households and Groups have their claims settled under FRA settlements and all the new land titles (Pattas) issued are jointly in the name of men and women of the households.

AOS 2012-13 Progress Reports MIS


24



6.4 At least 80% of land alienation cases detected are being processed through the courts within one year by the end of PY3 6.5 Land ultimately restored to the poor tribal households in over 10% of land alienation cases processed. 6.6 Over 20,000 ha of forest area under effective community management by EOP. 6.7 Indebtedness to moneylenders as a percentage of overall indebtedness declines 6.8 Regulations to ensure enhanced incomes from NTFP effectively implemented by Government.

6.4 All Home-less households in the programme area are awarded land titles to homesteads under the “My Land My House” scheme. 6.5 About 9,561 ha of non-agricultural lands distributed to 37,706 house holds. 6.6 Some 17,532 households allotted lands under FRA and Regulation-2. 6.7 Dependency on money lenders reduced from

37% to 15% 6.8 NWFP de-licensing regime is effectively implemented in the programme area covering 9,591 ha and 37,706 households

Output 7: The legal and policy environment for tribal development reviewed and improvements recommended, as appropriate

7.1 Improved legal and policy environment for pro-poor tribal development in Orissa State by PY5 with further improvements by EOP.

7.1 Improvements in Pro-Tribal Pro-poor policies facilitated by project learning in the areas of enhancing livelihoods and food security. 7.2 Anomalies and Lacuna in existing laws are identified and amendments sought for enhancing livelihoods and food security of the tribal households

Mission Reports

Output 8: Effective Programme management systems in place.

8.1 Programme implemented on schedule, within budget and with full participation of communities. 8.2 Quality Progress Reports produced on schedule and shared with key stakeholders, 8.3 Detailed design of Programme revised as necessary in light of participatory monitoring results.

8.1 Programme implemented on schedule, within budget and with full participation of communities. 8.2 Regular Progress Reports produced on schedule and shared with key stakeholders on a regular basis. 8.3 Detailed design of Programme revised at MTR and finer adjustments made during JRMs.

Mission Reports


25

Appendix 3: Summary of key actions to be taken within agreed timeframes

Action area Agreed action Responsibility Agreed Date

Overall assessment of project implementation

1. Collect data on household-wise (for ST, SC and most vulnerable) livelihood investment in each village; and develop strategies to enhance investments for underserved households and villages, especially the most vulnerable households

PSU, ITDAs & FNGOs.

31 Dec 2013

2. Provide revolving fund to VDCs to mitigate delays in MGNREGS payments with appropriate mechanism for its use

GoO & PSU 31 Oct 2013

Capacity building for empowerment

3. Provide additional capability building inputs to SHGs, CSPs & FNGOs on community empowerment & self-driven development

PSU 28 Feb 2014

4. Assess level of SHGs by disaggregated data (SCs, STs, Others) and build capacities of the weakest SHGs, including exposure visits to successful SHGs (preferably belonging to the same tribe).

PSU, ITDA, FNGOs 28 Feb 2014

5. Ensure attendance of SHG representatives in VDCs and facilitate their effective participation and contribution to plans.

ITDAs, FNGOs 31 Dec 2013 and ongoing

Livelihoods enhancement

6. Expedite completion of INRM based VDLPs comprising of land and water resource development and productivity enhancement strategies. Ensure AWPBs for 2014-15 are based on such plans

PSU, ITDAs, FNGOs 31 Dec 2013

7. Minimise diversion of developed agricultural and homestead lands into horticulture and give priority to using podu and other undulating and sloping land for horticultural plantation

PSU, ITDAs, FNGOs 31 Dec 2013

8. Provide more intensive training to CSPs dedicated to agriculture, horticulture & livestock development

PSU, ITDAs, FNGOs 31 Dec 2013 & On going

9. Conduct refresher training for Microfinance Officers of ITDAs, FNGOs, CSPs and SHG members in fund management and banking procedures

PSU, ITDAs, FNGOs 31 Jan 2014

Community Infrastructure Fund (CIF)

10. Improve the quality of technical supervision of all engineering structures to ensure standards.

PSU & ITDA 31 Jan 2014 & on-going

11. Provide training to village-based technicians and also supply them with sets of tools and equipment for their use.

PSU & ITDA 30 Nov & on-going

12. Create awareness among the users and the community about the quality of materials and methods of selecting them,

PSU & ITDA 30 Nov 2013 & on-going

Development Initiative Fund (DIF)

13. Construct paved concrete pathways inside settlements in all project villages using convergence with appropriate government schemes

GoO, PSU & ITDA 30 Nov 2013 & on-going

IFAD Grant activities

14. Continue up-scaling legumes crops cultivation and micro-irrigation, using good practices from ICRISAT and SCAMPIS partnership; in particular, project will address shortage of quality planting materials or seeds of high value legume crops and vegetables

PSU 28 Feb 2014 & on-going

Support for Policy Initiatives

15. Continue following up allocation of FRA individual and community titles; identify and map out all village land in VDLPs while preparing INRM-based plans, including current use and occupation

PSU, ITDA & FNGOs 28 Feb 2014 & on-going

Project 16. Introduce dynamic HR policies to retain competent staff in PSU and ITDAs; provide better GoO & PSU 30 Nov 2013


26

Management facilities by way of conveyance allowance, health insurance, PF, longer-term contracts to the contractual staff and provide remuneration package at par with other State-level programmes

17. Build second line of leadership in critical areas like agriculture, horticulture, livestock, IGA, engineering, project management at PSU and ITDA and arrange continuing staff training through exposure visits and short-training courses of topical interest


Gender focus 18. Deepen the initiatives on gender action plan for 2013-14 with result-oriented approaches; undertake additional leadership trainings particularly for ST women with appropriate modules.

PSU 28 Feb 2014 & on going

Knowledge Management

19. Review KM strategy & action plan for the programme (in line with IFAD’s KM Strategy and specific learning from the project on tribal development) and integrate in mainstream M&E

PSU 31 Dec 2013

Convergence 20. Conduct refresher training programmes for PSU, ITDA,FNGO staff and selected community leaders on the founding principles, provisions, rules, guidelines and procedures of relevant programmes and laws, such as MGNREGA, FRA, RKVY, NHM, SCA-to-TSP, SCA-to-SCP, OGLS, OPLE, NRLM, PESA etc.

PSU, ITDA & FNGO 31 Jan 2014 & on going

Tribal Development

21. Align with IFAD Policy on tribal people, valuing the identity and culture of tribal peoples as assets for their economic development and well-being, using Indicators on the well-being of tribal peoples

PSU, ITDAs & FNGOs 28 Feb 2014

Fiduciary Aspects

22. Conduct more on-the-job accounts training for VDCs, with special emphasis on weak VDCs; continue providing hand holding support

ITDAs & FNGOs 31 Dec 2013 & on-going

23. ITDA accounts should be sent to PSU every month along with the MPR to enable regular review of the financial progress till Tally is synchronised

PSU 31 Dec 2013 & on-going

24. Ensure timely appointment, completion and compliance of internal audit observations with regular follow up and discussion in the monthly review meetings as also review by the PSU

ITDAs & PSU 31 Dec 2013 & on-going

25. Ensure proper asset register are maintained at the ITDAs/ VDC as per the PSU guidelines. ITDAs should periodically validate and reconcile community assets with their records

PSU & ITDAs 31 Dec 2013 & on-going


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Appendix 4: Physical progress measured against AWP&B, including RIMS indicators

Component/ Sub-component or Output

Period: 01-04-12 to 31-03-13 Cumulative

Actual Appraisal

Target

Indicator Unit AWP&B Actual % % Component 1 - Purpose: Capacity Building for Empowerment

Output 1.1: Community Empowerment & Management

Activity 1.1.1 Training and Exposure to the CBOs like VDC, VLSC, SHG etc.

No. of VLSCs/ VDCs (all CBOs) formed and strengthened

Number 100 580 580.00 9038 10000 90.38

Activity 1.1.2 Community Mobilization Camps and activities No. of SHGs trained Number 120 148 123.33 5536 12000 46.13

No. of SHG members trained Number

Output 1.2. Beneficiary Skill Up gradation

Activity 1.2.1. Training and Exposure on L&W Mgt to Village Volunteer/ Barefoot Engineers/ UGs

No. of L&W VVs trained Number 50 176 352.00 1467 1600 91.69

No. of persons exposed to better technologies

Number 26219

Activity 1.2.2. Training and exposure of farmers on improved technologies and crop management

No. of farmers trained Number 100 691 691.00 2662 2400 110.92

No. of farmers exposed to the agricultural field demonstrations

Number 73315 NT

No. of demonstrations held on farmers' land

Number 26219

Activity 1.2.3. Training and exposure to the Livestock Village Volunteers/ Beneficiaries on Livestock management

No. of Livestock Volunteers trained on vaccination/ AI

Number 30 373 1243.33 1349 2400 56.21

No. of HH/ farmers exposed Number 5000


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Activity 1.2.4. Training to the SHGs on Income Generating activities

No. of members trained to Income generating activities

Number 75 211 281.33 1604 4000 40.10

No. of members exposed to Income generating activities

Number

Activity 1.2.5. Training on Participatory Forest Management No. of VSS members trained Number 20 0 0.00 2150 1600 134.38

Output 1.3 Training to the FNGO Staff and other support agencies

Activity 1.3.1. Training to the WDT/ Community Mobilizers No. of WDT members trained Number 100 105 105.00 639 350 182.57

No. of Community Mobilizers trained

Number

Output 1.4. Training to the Programme Staff (ITDA & PSU)

No. of staffs from PSU and ITDAs trained by categories

Number 10 66 660.00 195 200 97.50

Output 1.5. FNGO Facilitation Cost

Activity 1.5.1. Honorarium to the FNGOs Subject Expert members

No. of Subject Expert members working

Number 66 66 100.00 66 66 100.00

Activity 1.5.2. Additional incentive to the FNGOs Subject Expert Team Leader

Number 22 22 100.00 22 22 100.00

Activity 1.5.3. Honorarium to the Accounts cum Data Operator

Number 22 22 100.00 22 22 100.00

Activity 1.5.4. Honorarium to the FNGOs Community Mobilizers

No. of Community Mobilisers working

Number 220 220 100.00 220 220 100.00

Activity 1.5..5 Mobility Support to the FNGO No. of days the FNGO Subject Experts visiting to the programme villages in a month

Number 22 22 100.00 22 22 100.00

Activity 1.5.6. Office Running Cost to the FNGO No of FNGOs operating smoothly in their respective field offices

Number 22 22 100.00 22 22 100.00

Output 1.6. RNGO Support for Capacity Building

No. of RNGOs supporting the project

Number 5 NT


29

Component 2 - Purpose: Livelihood Enhancement

Output 2.1. Land & Water Management

Activity 2.1.1 Creation of Water Bodies No. of check dam, diversion weir, Lift irrigation projects, DBI, Farm pond

Number 150 977 651.33 6499 NT

Activity 2.1.2 Irrigation Channels/ Water ways Ha of agriculture land with increased irrigation

Number 4000 3157 78.93 17131 NT

Activity 2.1.3 Land Development activities Ha of land brought under agriculture

Number 2000 4437 221.85 18634 NT

Activity 2.1.4 Biological Measures

No. of gullies stabilised Number 494 11460

Output 2.2. Agriculture & Horticulture Development

Activity 2.2.1 Improved Agriculture Crop and practice Demonstration

No. of demonstrations made Number 1500 26219 1747.93 27707 NT

Output 2.3. Livestock & Aquaculture Production

Activity 2.3.1 Improved breed demonstration on livestock, support service etc.

No. of paravet workers activity supporting farmers

Number 500 1786 357.20 1786 NT

Output 2.4. Rural Financial Services

Activity 2.4.2 Revolving funds to SHGs No. of SHGs prepared IGA plans and received Revolving funds

Number 1500 3219 214.60 4273 4800 89.02

Activity 2.4.8 SHG Kit No. of SHGs Received Start up kit Number 500 500 100.00 4273 4800 89.02

Output 2.5. Participatory Forest Management

Activity 2.5.1 Forestry activities like, plantation, silvicultural cleaning, soil water conservation etc.

Number 600 0 0.00 252 NT


30

Output 2.6. Community Infrastructure Fund

Activity 2.6.1 Infrastructure for Village Storage, Processing, Marketing and Value Addition and other livelihoods support

Number 75 247 329.33 756 NT

Output 2.7. Administrative Support to the VDCs

Activity 2.7.1: Honorarium to the Village Volunteers and office bearers

No. of Village Volunteers delivering services effectively

Number 223 223 100.00 358 400 89.50

Output 2.8. Studies and Consultancies under Livelihood Enhancement

Activity 2.8.1 Studies & Technical Assistance on Livelihood Enhancement

No. of RNGOs supporting the project in Livelihood enhancement

Number NT 5 5 NT

No. of man/month worth of technical assistance provided

Number

No. of studies prepared Number

Output 2.9. Mobility Support to the other facilitating govt./ non govt. agencies

Activity 2.9.1Mobility Support to the other facilitating govt./ non govt. agencies

No. of tours made by other govt./ resource agencies to the programme villages

Number NT 34 34 NT

Component 3 - Purpose: Support for Policy Initiatives

Output 3.1: Landless beneficiaries given land rights

Activity 3.1.1.: Purchase of GPS for land survey and settlement

No of GPS units procured Number 0 NT

No. of ha of land surveyed Number 0

Activity 3.1.2. Facilitation support for settlement units No. of Units Number 30 0.00


31

Output 3.2.: Land alienation/ restoration cases settled through legal defence fund

No. of MWSs provided with equipments

Number

No. of cases settled Number 1500 17427 1161.80 26038

Component 4 - Purpose: Development Initiative Fund

Output 4.1: Investment on DIF

Activity 4.1.1 Supplementary funding to other components Number TBM

Activity 4.1.2 Experimenting and / or up-scaling innovative activities for livelihood

Number TBM

Activity 4.1.3 Promotion of low cost time and labour saving technologies for reduction of drudgery

Number TBM

Activity 4.1.4 Support to Vulnerable and Destitute Households

Number TBM

Component 5 - Purpose: Programme Management

Output 5.1. Salary of OTELP Staff TBM TBM

Output 5.2. Office Running Cost TBM TBM

Output 5.3. Furniture, Computers and Equipments TBM TBM

Output 5.4. Meetings, Reviews, Workshops, M&E and KM TBM TBM

Component 6 - Purpose: Food Handling

Output 6.1: Food distribution & storage No. of households receiving food

Activity 6.1.1.: Food distribution and storage No. of VDCs effectively managing the food distribution

NT NT


33

Appendix 5: Financial performance by financier; by component and disbursements by category

Table 5A: Financial performance by financier (USD’000)

Financier Approval Disbursements Per cent

disbursed

IFAD loan 19,996 24,042 120.24 Government 9,567 24,797 259.19 WFP 12,317 5,668 46.02 DFID 40,015 13,442 33.59 Beneficiaries 8,884 3,372 37.96 Financial Institutions 376 - - Total 91,155 71,322 78.24

Notes: 1) At the time of appraisal 1USD=47 INR 2) The disbursement figures are higher than the appraisal on account of Fluctuation in foreign exchange rates over the project period Table 5B: Financial performance by component (USD’000)

Component IFAD Loan Government WFP DFID

Approval Actual % Approval Actual % Approval Actual % Approval Actual % 1 Capacity Building for Empowerment 3,027 3,551 117.32% 484 20 4.14% - - - 6,145 3,226 52.50% 2 Livelihood Enhancement 13,598 17,289 127.14% 2,298 8,568 372.84% 12,317 5,668 46.02% 27,055 6,436 23.79% 3 Support for Policy Initiatives 608 - - 91 171 187.91% - - - 1,226 - - 4 Development Initiative Fund 1,545 991 64.11% - 510 - - - - 3,138 1,129 35.98% 5 Programme Management 1,218 2,318 190.29% 5,840 1,807 30.93% - - - 2,451 1,371 55.94% 6 Food Handling - - - 854 391 45.78% - - - - - -

Total 19,996 24,148 120.77% 9,567 11,466 119.85% 12,317 5,668 46.02% 40,015 12,162 30.39%


34

Beneficiaries Financial Institutions Total

Approval Actual % Approval Actual % Approval Actual %

- - - - - - 9,656 6,797 70.39%

8,884 3,372 37.96% 376 - - 64,528 41,333 64.05%

- - - - - - 1,925 171 0.09

- - - - - - 4,683 2,629 56.15%

9,509 5,495 57.79%

854 391

8,884 3,372 37.96% 376 - 0.00% 91,155 56,818 62.33%

Table 5C: IFAD loan disbursements (SDR, as at 31 August 2013)

Categories Original

Allocation Revised

Allocation Disbursements WA pending Balance

% disbursed

I Vehicles, Equipment & Materials 150,000 670,000.00 217,398.72 - 452,601.28 32.45

II Technical Assistance, Contractual Services, Studies & Training

3,080,000 2,920,000.00 2,314,115.00 - 605,885.00 79.25

III Investment Fund 4,540,000 8,510,000.00 10,624,752.69 - (2,114,752.69) 124.85 IV Grant Fund 240,000 330,000.00 431,024.36 - (101,024.36) 130.61 V Credit 210,000 520,000.00 129,624.56 - 390,375.44 24.93 VI Development Initiatives Fund 1,010,000 900,000.00 793,377.85 - 106,622.15 88.15 VII Salaries & Allowances 690,000 1,090,000.00 797,008.08 - 292,991.92 73.12 VIII Other Incremental Costs 160,000 1,110,000.00 371,218.11 - 738,781.89 33.44 Unallocated 770,000 - - - - - Initial Deposit 5,200,000 - - - Total 16,050,000 16,050,000.00 15,678,519.37 - 371,480.63 97.69


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Table 5C: DFID Grant disbursements (GBP, as at 31 August 2013)

Categories Original Allocation

Revised Allocation Disbursements

WA pending Balance

% disbursed

I Vehicles, Equipment & Materials 200,000 200,000 72,806.83 7,767 119,426.18 36.40

II Technical Assistance, Contractual Services, Studies & Training

2,000,000 2,000,000 1,395,144.52 128,553 476,302.08 69.76

III Investment Fund 3,000,000 3,000,000 4,743,180.05 253,932 (1,997,112.09) 158.11

IV Grant Fund 200,000 200,000 126,351.45 203,806 (130,157.28) 63.18

V Credit 170,000 170,000 253,192.71 - (83,192.71) 148.94

VI Development Initiatives Fund 700,000 700,000 237,260.29 (133,437) 596,176.60 33.89

VII Salaries & Allowances 500,000 500,000 261,684.25 34,573 203,742.93 52.34

VIII Other Incremental Costs 150,000 150,000 105,679.35 (2,641) 46,961.43 70.45

Unallocated 620,000 620,000 - - 620,000.00 -

Total 7,540,000 7,540,000.00 7,195,299.45 492,553 (147,852.85) 95.43

Note: WA pending is WA 25. The total amount disbursed will be lower than the claim made as the claim is higher by GBP 147,852.85


37

Appendix 6: Compliance with legal covenants: Status of implementation

Section Covenant Target/Action

Due Date Compliance Status/ Date

Remarks

Section 1.05 Appointment of the Cooperating Institution. The Fund intends to appoint the United Nations Office for Project Services (UNOPS) as the Cooperating Institution, with the responsibilities set forth in Article III (The Cooperating Institution) of the General Conditions, to administer the Loan and supervise the Programme, at the expense of the Fund, in accordance with the Cooperation Agreement. The Borrower hereby agrees to such appointment.

Not Applicable. Cooperating Institution refers to IFAD.

SECTION 2.03 Special Account. (a) The Borrower shall open and thereafter maintain in a bank, proposed by the Borrower and accepted by the Fund, a Special Account denominated in US Dollars for the purpose of financing the Programme with an authorised allocation of two million US dollars (USD 2 000 000) (the “Authorised Allocation”). The Special Account shall be protected against set-off, seizure or attachment on terms and conditions proposed by the Borrower and accepted by the Fund.

On Going Complied with

(d)The Borrower shall operate the Special Account in accordance with Section 4.08 of the General Conditions.


SECTION 2.04 The Borrower and each Programme Party shall use the proceeds of the Loan exclusively to finance Eligible Expenditures in accordance with this Agreement and the General Conditions.

On Going Complied with.

ARTICLE III SECTION 3.02

The PSU shall prepare a draft annual work plan and budget (“AWPB”) for each Programme Year. Each draft AWPB shall include, among other things, a detailed description of planned Programme activities during the coming Programme Year, and the sources and uses of funds therefore, based on the respective VRMPs or work plans and budgets prepared by each of the Programme Parties, in accordance with paragraph 9 of Schedule 3.


The PSU shall submit each draft AWPB to the PSC for its approval, then to the Fund and the Cooperating Institution, for their respective comments and approval, no later than sixty (60) days before the beginning of the relevant Programme Year. If neither the Fund nor the Cooperating Institution comments on the draft AWPB within 30 days after receipt, the AWPB shall be deemed approved.

On Going Complied with from 2006/07

The PSC shall adopt each AWPB approved by the Fund and the Cooperating Institution, and the PSU shall provide copies thereof to the Fund and the Cooperating Institution, prior to the commencement of the relevant Programme Year.


If required, the PSU, through the Lead Programme Agency, may propose adjustments to the AWPB during the relevant Programme Year, which shall become effective upon approval by the Borrower, the Cooperating Institution and the Fund.



38

SECTION 3.03 The PSU shall open and thereafter maintain, in a bank proposed by the Lead Programme Agency and accepted by the Fund, a current account denominated in INR for Programme operations.


Each ITDA shall open and thereafter maintain, in a bank proposed by the ITDA and accepted by the Fund, a current account denominated in INR for Programme operations (each an “ITDA Programme Account”). The Programme Administrator of each ITDA shall be fully authorised to operate the relevant ITDA Programme Account.


Each VDC shall open and thereafter maintain, in the local branch of a commercial bank, a current account denominated in INR for Programme operations (each an “VDC Programme Account”). The Chairperson of each VDC shall be fully authorised to operate the relevant VDC Programme Account.


SECTION 3.04 The Borrower shall make the proceeds of the Loan available to the State in accordance with the AWPBs and its customary national procedures for the transfer of external funding to carry out the Programme.


The Borrower shall ensure that the State makes the proceeds of the Loan available to the Lead Programme Agency and each other Programme Party in accordance with the AWPBs and the Programme Agreement to carry out the Programme.


SECTION 3.05 In addition to the proceeds of the Loan, the Borrower shall make available to the Lead Programme Agency and each other Programme Party, promptly as needed, such funds, facilities, services and other resources as may be required from time to time to carry out the Programme in accordance with this Agreement.


The Borrower shall ensure that the State makes available to the Lead Programme Agency counterpart funds from its own resources, in an aggregate amount of approximately USD 9 567 000.


The Borrower shall make the DFID Grant and the WFP Food Assistance available to the Lead Programme Agency and each other Programme Party in accordance with the AWPBs upon their availability thereof.

Partially complied DFID Grant discontinued from March 2010. WFP food assistance discontinued from Apr 2011.

ARTICLE IV Section 4.01

The PSU shall establish, as soon as practicable but in no event later than 180 days after the Effective Date, and thereafter maintain an appropriate information management system to enable it to continuously monitor the Programme in accordance with paragraph 16 of Schedule 3 hereto and Section 8.02 (Monitoring of Programme Implementation) of the General Conditions, based on indicators agreed by the State and the Fund, in consultation with the Participants.

Complied with


39

Section 4.02 The PSU shall submit to the Fund and the Cooperating Institution semi-annual and annual progress reports on Programme implementation, in accordance with paragraph 3.3 (d) of Schedule 3 and as required by Section 8.03 (Progress Reports) of the General Conditions, no later than 30 June and 31 December each Programme Year.

On Going Complied with from 2005/06 annual report

Section 4.03 The Borrower, the Lead Programme Agency, the Fund, the Cooperating Institution and the Participants shall jointly carry out a review of Programme implementation at the beginning of the second half of each of the third and seventh Programme Years.


ARTICLE V Section 5.01

The Lead Programme Agency shall prepare the financial statements of the operations, resources and expenditures related to the Programme required by Section 9.02 (Financial Statements) of the General Conditions in respect of each six-month period during each Fiscal Year and deliver such financial statements to the Fund and the Cooperating Institution within four months after the end of each such period.


Section 5.02 Within 90 days after the Effective Date, the Borrower shall designate or appoint, with the prior approval of the Fund, the Controller and Auditor-General of the Borrower or any independent auditors selected in accordance with the procedures and criteria agreed upon by the Fund to audit the accounts relating to the Programme for each Fiscal Year until the Closing Date.


SCHEDULE 1 1. The Programme shall be carried out in 30 blocks with high tribal concentrations in the northern tribal belt and in the following South-western districts of the State

On Going Complied

2. The Programme shall benefit both tribal and non-tribal households in Programme Area villages comprised of at least 60% scheduled tribes or scheduled castes, as selected through participatory rural appraisal (“PRA”) or other participatory methodologies. Priority shall be given to marginalised or in the process of marginalisation groups, namely women, Primitive Tribal Groups (PTGs), hill cultivators, landless and marginal farmers and scheduled castes.


3. The State shall ensure that the villages selected under the Programme shall have no less than 60% tribal and scheduled caste population, and shall otherwise conform to selection criteria to be agreed upon by the Fund and the Borrower.


SCHEDULE 2 Para 4. (a)

No disbursement shall be made to any VDC under the Land and Water Management Fund, Participatory Forest Management Fund, or Community Infrastructure Fund until such VDC has been duly formed and its Social and Financial Audit Sub-Committee has been established in accordance with paragraph 8.1 of Schedule 3; the VDC has entered into the ITDA Memorandum of Understanding, in accordance with paragraph 5.3 of Schedule 3 and approved by the Fund, and has opened its VDC Programme Account


SCHEDULE 2 Para 4. (b)

No disbursement shall be made to any NGO until such NGO has been duly selected in accordance with selection criteria approved by the Fund, and the NGO has entered into a memorandum of understanding with the relevant ITDA, in form and substance accepted by the Fund.



40

SCHED. 3 A.2 The State shall establish and maintain throughout the Programme Implementation Period a Programme steering committee (“PSC”).


3.1 The State shall establish and maintain a Programme Support Unit (the “PSU”) within the Lead Programme Agency. The PSU shall enjoy operational autonomy and, to this end, the State shall issue a delegation of authority to the Programme Director and any other key officer of the PSU to take any action necessary for Programme implementation. Within 150 days of the Effective Date, the key officers in the PSU shall have been recruited.


4.1 Within three months of the Effective Date, the State shall appoint a qualified and experienced Programme Director (“PD”), accepted by the Fund. The PD shall serve at least until the end of Phase I, subject to satisfactory performance as determined by the State in agreement with the Fund, and any successor thereto shall have similar qualifications, serve under similar terms and conditions and be accepted by the Fund.

Complied with initially. However, IFAD was not consulted when new PD was posted as noted during by MTR Mission.

5.1 Each ITDA shall endeavour to strengthen its autonomy as a registered society to permit it to operate bank accounts, hire staff from the government or the open market, including the Programme Administrator and the Financial and Administration Officer, and establish independent financial and personnel policies. The Project Level Committee shall establish a Management Committee, chaired by the District Collector, to provide regular management support, including the review and monitoring of Programme implementation. All staff shall be hired on renewable contracts. Within 150 days of the Effective Date, the key officers of each ITDA shall have been recruited including the Programme Administrator and the Financial and Administration Officer for each Phase I ITDA. The State shall not permit the transfer of government officers on secondment to the ITDA, unless requested by the Project Level Committee of the ITDA in writing to, and approved by, the State.


5.1.1 Within 120 days of the Effective Date, the financial and personnel regulations of the First Phase ITDAs shall have been approved.


5.3.1 Each ITDA shall enter into an agreement with each VDC in its District for Programme implementation and transfer of Loan proceeds (each an “ITDA MOU”).


6.1 The PSU shall recruit Facilitating and Resource NGOs to support Programme implementation as set forth below. All NGOs shall be selected through an open, competitive process, based on selection criteria approved by the Fund. Within 180 days of the Effective Date, each Phase I ITDA shall have prepared the short list of Facilitating and Resource NGOs.



41

7.1 Facilitating NGOs shall recruit multi-disciplinary Watershed Development Teams (each a “WDT”) to provide technical support services for Programme implementation. Each WDT shall be comprised of the following experts, as appropriate: SHG and micro-finance capacity building; soil conservation; irrigation; training; accounting; agriculture, horticulture, forestry, marketing and legal affairs.


8.1 VDCs shall be formed with the assistance of Facilitating NGOs contracted by the relevant ITDA. Two-thirds of the members of the VDC shall be drawn from SHGs and/or user group office bearers, with the remainder selected by the Village Assembly to include two members of the PRI, including its ward member. Each VDC shall elect a Chairperson, Vice-Chairperson, Secretary and Treasurer, who shall form the Management Committee. Each VDC shall also establish a Social and Financial Audit Sub-Committee and Technical Sub-Committees, as necessary.

On Going Not complied with. Composition of the VDC is not in accordance with the clause (2/3

rd

members are not from SHGs)

15.1 The PSU shall prepare a draft Programme Implementation Manual as soon as practicable but in no event later than six months after the Effective Date. The Programme Implementation Manual shall include, among other things:


15.3 The PSC shall adopt the Programme Implementation Manual, substantially in the form approved by the Fund, and the Lead Programme Agency shall promptly provide copies thereof to the Fund and the Cooperating Institution. If neither the Fund nor the Cooperating Institution comments on the draft Programme Implementation Manual within 30 days after receipt, it shall be deemed approved.


The Programme Implementation Manual shall be modified only with prior consent of the Fund.


16.1 The PSU shall contract an agency specialised in monitoring and evaluation to design the Programme’s monitoring and evaluation system. The team shall collectively have expertise in participatory methods, computer and information technology, statistical methods and rural development practices.


SCHEDULE 3A The State shall endeavour to take any Actions required to: (a) provide each ITDA with the financial, administrative and personnel autonomy necessary to permit it to carry out its responsibilities set forth in Schedule 3 and the Programme Implementation Manual;


SCHEDULE 4 Procurement On Going Generally complied


43

Appendix 7: Knowledge management: Learning and Innovation

Learning: What has worked particularly well in this project during this period? What have been the reasons for this?

Rural Poultry farming: Traditionally tribal communities rear poultry bird and livestock which was considered as

liquid cash, though the income from it is insignificant. OTELP attempted to capitalize it and attempted to

promote tribal from casual rearers to mini entrepreneur in poultry sector by introducing low input technology

called Rural Poultry farming by sourcing funds from SCA to TSP. SHGs are managing mother chick units

whereas individual households (preferable vulnerable households) are managing backyard poultry. So far more

than 5000 poor and landless households have been covered under this programme. The average profit per

cycle of 28 days earned by SHGs is Rs. 10000/- and individual household earns a profit of Rs. 2000/- to 4000/-

within 2 months which contributes significantly towards the income of tribal family. Engagement of resource

NGO for technical support, promotion of poultry cooperative, market linkage particularly to residential tribal

schools and even to nearby towns, timely vaccination by the SHG members themselves, timely supply of inputs

are few contributors towards the success.

Learning: What has not worked so well? What have been the reasons? Functioning of SHGs: Rural Financial Services are being devised as tools for enabling community to be empowered and ensure grassroots democracy. Through RFS, the programme took the initiative to provide revolving fund and seed money to the SHG through the VDC. This was focused to increase their corpus to gain the financial capability .The idea behind this was that groups will have better internal lending among themselves to be capable enough to manage their saving and meet the consumption or productive purposes of its own members as their first step. This can be further supplemented by external resources, i.e. bank credit or support from financial institutions. All these objectives are met through using RFS fund. We could promoted, nurtured and strengthened covering 90 percent of families under this SHG movements which was quite challenging particularly in this kind of hilly terrain. All institutions are in place at village, MSW and block level as well. Even though, the programme could achieve the taste of success in organising communities, mobilising savings, but we are yet to ascertain few aspirations from the community with regards to taking a lead role in initiating and implementing civic initiatives, enhancing their knowledge, taking up more viable micro-enterprise activities to make institutions sustainable. SHGs movement is yet to be seen as a remarkable success in terms of promoting self-sustained women institutions successful in improving their lives and livelihoods. SHG strength has proved to be magnificent. This strength can enhance self image and improved status of women at family and social level. Much remains to be done in capacity building and raising confidence to help them to discover their voice. Low literacy among them remains a serious challenge.


44

Innovation: Describe any interesting innovation noted during supervision

1. Effective utilization of floor space of an overhead water storage tank and the wall as educational information: OTELP’s attempt to supply piped water to each household significantly reduced health hazards, drudgery of women and contributed towards improvement in hygiene, sanitation leading to improved wellbeing along with livelihood security. In few villages of Rayagada district it was noticed by the mission members that, the floor space available under the overhead water storage tank was provided to a vulnerable family for opening of a small grocery/ stationary shop as a livelihoods activity. By this way, direct investment towards the construction of cabin/ shop was reduced to zero and simultaneously the floor space was effectively utilised. Besides, the vulnerable household occupying the space had been trained to operate the pump and entrusted with the responsibility of timely operation of pump and its day to day maintenance. According to project staffs of Rayagada district, floor space of 5 such projects had been provided to vulnerable households and there is potential to cover 40 more vulnerable households in different villages. Also, the wall of the shop used for wall painting to inform about project activities in local dialect (a tool for knowledge management).

2. Participatory INRM planning tool- LCC Wheel: The land capability classification (LCC) is a schematic representation of various types of land as per the characters that determine the ability of the land to produce on a long term of permanent basis without causing any permanent damages. Land capabilities deal with the suitability of land for a specific purposes or a group of uses. In general, there are 8 types of land capability class, based on which proposed land use plan is determined during a micro planning process in watersheds. The land capability classification is based on certain parameters such as (1) soil depth, (2) soil texture, (3) land slope, (4) Soil erosion status and few other parameters. Land capability class for each plot/ sub plot of the village needs to be determined; it is a cumbersome and technical process. To make it user friendly, the programme developed a simple tool, named as LCC wheel which can be directly used by villagers themselves on little orientation and predict their land capability class, proposed land use. This tool will also provide a basket of treatment options among which a few or all of it can be chosen, depending on proposed land use. Since this planning tool is in wheel shape with different colours for different land capability class, it will also create interest among the community and attract more participation.

Floor space of a water tank used as a shop and walls for wall-painting on project activities to inform and educate the community (As part of KM practice).

LCC wheel (above) for INRM planning with explanation (below)


45

Innovation: How might this be replicated by others, or up scaled here?

1. Effective utilization of floor space of an overhead water storage tank: Such type of innovations can be replicated in other programme villages where the overhead tanks are located at road side or within the village. Site selection for location of construction of future tanks could also be done keeping in mind this potential or opportunity. The selection of the activities should not be limited only to grocery/ ration shop, but to provide more option for other economic activities depending on skill and interest of the vulnerable one, local demand, feasibility etc. which may vary from village to village.

2. Participatory INRM Planning tool- LCC Wheel: The mission recommends for field trial of this tool in few villages as a guiding and planning tool to acquaint community on various possible treatment option for their land, but should be done in conjunction with participatory problem analysis of present land condition to arrive at concrete interventions required to achieve the proposed land use plan. It can be customised for other areas basing on local nomenclature of land types, soil types etc.


47

Appendix 8: Progress Against previous Mission Recommendations

Action Area Action Agreed

Agreed Date for action to be taken

Whom Progress in completion of action

Overall Assessment of Project Implementation Progress

Initiate convergence with MGNREGS in Phase II villages as per OTELP Plus procedures and extend support to them beyond project closure as in Phase I villages

31-Oct-12 GoO/PSU

As per OTELP Plus Villages procedure, convergence with MGNREGA has started in Phase II villages through Annual Pallisabha Planning and is under different stages of execution by the ITDAs. With regards to extending support to OTELP Phase -II Villages beyond project closure as in case of Phase I villages; the matter was discussed in the 19th Meeting of SLPMC. It was decided that, since the project in in Phase II areas is left with 2 to 3 years for closure , SLPMC will accord extension depending on the success of Phase I continuation project. SLPMC will then take into consideration the recommendation of JRM for further support by the Government in Phase II areas.

Capacity

Building for

Empowerment

As an exit strategy, facilitate VLSC involvement in the upcoming annual Palli Sabha planning event for MGNREGS and document outcomes

31-Oct-12 PSU, ITDAs & FNGOs

1578 number of VLSCs were involved in the Planning at the Annual Pallisabha event for MGNREGS.The Annual Pallisabha has approved a total planned outlay of Rs.989.65cr to take up programme in Phase I, Phase II and OTELP Plus villages. The outlay for the 1st year i.e., 2013-14 is to the tune of Rs. 199.98 crore. To facilitate in implementation of MGNREGS and for timely disbursement of wages,'log in password' has been given to all the ITDAs as PIA.

Register cluster-level federations under suitable laws to be NRLM compliant

31-Dec-12

PSU 325 VDC level SHG Federation have been promoted as cluster level federation. 31 Apex Level Federation at the block level for 34 clusters have also been initiated, and 9 Apex organisations have been registered in 9 different blocks. Rs 1.09 crore of funding brought through been convergence with NRLM during 2013-14.

Livelihood

Enhancement

Conduct field based INRM training for concerned FNGO and ITDA staff and based on the training, prepare INRM based VLDPs that combine land and water resource development with farming systems development for Phase II villages for implementation through convergence

30 Nov 2012 & on-going

PSU, ITDA & FNGOs

INRM training has been conducted at Bhubaneswar for all SMSs followed by 43 numbers of field based training for the experts of FNGOs, CSP's etc. ITDAs were capacitated to revisit the existing VDLP not only in Phase II villages but also in all OTELP and OTELP Plus villages. ITDAs were facilitated to prepare INRM based VDLP that will integrate production system enhancement plan with Land & Water Resource Development interventions for enhanced income and livelihoods of the tribal farmers.

Review the experience with power tillers, set

31 Oct 2012 & on-going

ITDA & FNGOs

As per the plan 22 power tillers were supposed to be procured out of which 4 power tillers have been purchased, and the rest will be procured


48

up systems for reliable repair service and upscale the farm mechanization activity

within this financial year. Training was conducted at Jeypore in the month of April for Self Help Groups and youths of the village ,owning the power tillers by dealer M/s. Komal Enterprises. The trained youths will be engaged to run the power tiller as well as take up servicing and minor repair with keeping of records. Upscaling of farm mechanization is making steady progress . During the current financial year Rs.129 lakhs have been provided by the ST &SC Department under SCA to TSP to purchase with matching contribution by the SHGs.

Livestock and Aquaculture Development

Review and analyse the profitability of the poultry activity and commission a market survey for poultry in the project area

31-Dec-12

PSU, ITDA, FNGO

The profitability of poultry activities for all three types of interventions was reviewed and analysed in detail: a. SHGs managing a Mother Chick Unit of 1000 Chicks are making a profit of Rs.10,000/- per cycle on an average in 28 days, and they are able to take 3-4 cycles at the best per year. b. Households practicing backyard poultry farming of 30 birds are making a profit of Rs.2500/- per cycle of 60 to 65 days and they are able to take around 3 cycles a year. c. Benefit from rearing 400 numbers of broiler chicks up to 35 days is Rs.6 to 8 per bird resulting in Rs.2400/- - Rs.3200/- in one cycle of 35 to 38 days. During review, it also revealed that an aggressive retail marketing strategy through the co-operative is to be formulated for a better return to the producers. In an attempt to sustainably market the birds, OTELP has tied up with residential schools and hostels of ST & SC Development Department and also by opening retail centre at a different point including Bhubaneswar. A study was commissioned for market survey of poultry in the project area, which pointed out the need to go for more aggressive retail marketing for better remuneration to the producer. Management students have also taken up internship in the programme areas to look at the market prospects of broiler and layer farming . This will further enlarge the knowledge base of OTELP in implementing the project.

Rural Financial Services

Expedite disbursal of seed money to SHGs, conduct refresher training for SHGs, volunteers and FNGOs on SHG fund management & explore alternative fund management arrangements with bank

31-Oct-2012 & on-going

PSU, ITDA & FNGO

Out of the total number of 4136 Self Help Groups existing in the project areas across 358 VDC, till 31st July, 2013; 2012 Self Help Groups have availed enhanced seed capital of Rs.15,000/-. 476 groups have availed seed capital of Rs.10,000/- and steps are being taken to enhance the seed capital of the balance Self Help Groups. The universal coverage could not be achieved due to unavailability of sufficient fund in the corresponding VDCs. 274 number of refresher training for Self Help Groups, Experts of FNGOs on SHG Fund Management have been taken up during the Financial Year 2013-14. A detailed training module for Self Help Groups is developed during the Financial Year 2013-14 and shared among all the ITDAs .The training module will facilitate formulation of Capacity Building Plan for Self Help Groups


49

IFAD Grant Activities

Develop strategies to ensure timely availability of quality planting materials (seedlings, seeds, horticulture saplings, etc.) as per people’s demands

31-Mar-13

PSU, ITDA & FNGO

Informal seed production of cereals, pulses, oilseeds, & minor millets have been taken up by the farmers facilitated by the SHGs. The seeds produced is procured by the SHGs for keeping in the village seed bank and for sale to the local farmers. 43 numbers of village level seed banks have been established by the Self Help Groups and details are at Annexure '8'. To supply quality seedlings and horticulture saplings, 37 poly green houses have been erected in the Programme areas. There is also programme for promotion of four model nursery in three districts namely, Koraput, Gajapati & Kandhamal to bridge the gap of demand and supply. Self Help Groups will manage big nurseries as IGA which will ensure timely availability of quality seedlings / horticulture sapling at the village level.

Support for Policy Initiatives

Complete identification and enumeration of landless households in the remaining villages, ensure allotment to 80% landless households by end of FY and survey the situation regarding grant of titles under FRA, including claims made vs. settled and area claimed vs. settled

31-Mar-13

GoO, PSU & ITDA

Identification and enumeration of landless households in all the OTELP Villages have been completed by engaging Community Resource Person. 550 CRPs were engaged .Through a participatory method, all the landless households have been identified . Till date 13728 number of land titles have been allocated which is than absolute landless identified earlier i.e. 12,178. Regarding grant of title of FRA including claims made verses settled, and area claimed verses settled will be taken up by the CRPs. Necessary training is being imparted to the CRPs and necessary proforma developed to arrive at the exact situation and facilitate in grant of titles under FRA.

Community Infrastructure Fund (CIF) & Development Initiatives Fund (DIF)

Construct paved concrete pathways inside settlements in all project villages using convergence with appropriate government schemes

31 Mar 2013 & on-going

PSU & ITDA

The pallisabhas have planned in all the OTELP Villages for construction of paved path ways which did not exist earlier. The Annual Pallisabha Planning Meeting has approved the same. Wherever it is not possible under convergence, SLPMC has decided that fund allocation for the same will be made out from BRGF Grant on receipt of requirement from the field.

Project management performance

Review the composition of WDT with FNGOs to examine the possibility of a team of professionals with a full time Team Leader with competitive remuneration

30-Nov-12

GoO, PSU, FNGOs

The Composition of WDTs have been reviewed and as per recommendation of 16th Meeting of SLPMC only three professionals with one Team Leader are in place for each FNGOs of OTELP Phase I, Phase II and OTELP Plus FNGO have adopted this staffing pattern with extra incentive to the team leader for giving support to the communities in implementation of OTELP.

Review the process and content of interaction

31-Dec-12

PSU, ITDAs, FNGOs

Monthly coordination meeting at ITDAs has been introduced since Jan'13 wherein ITDA staff & FNGO staff are sharing their issues & concerns for taking operational & implementation


50

between FNGOs and ITDAs to create a spirit of partnership and technical support to FNGOs

decisions that will augment in the quality of work , leading to a better output & sustainable outcomes to achieve the developmental goal of the programme. The guidance note of improving the working relationship between ITDA and FNGO staff in the supervision report of August, 2012 is being repeatedly emphasized upon for a better working relationship in the field. Depending upon the requirement and request from field, different RNGOs /Individuals are being engaged for technical support & guidance under the sub component technical assistance of CB component.

Enhance the honorarium to the VDC Secretaries and Community Mobilisers

31-Dec-12

GoO & PSU

In order to enhance the remuneration to the Community Level Experts instead of Village Volunteers, the system of two Community Resource Person per VDC are in place with a incentive based remuneration of Rs.5,000/- per month.

Introduce dynamic HR policies to retain competent staff with PSU and ITDA and provide better facilities in the form of conveyance allowance, health insurance, PF, longer-term contracts, etc.

30-Nov-12

GoO & PSU

The HR Policy of OTELP is under preparation and will be put forth before the next SLPSC for implementation with long term contract and better remuneration. However, conveyance allowance @ Rs.2,500/- is being provided to the staff of PSU and formal discussion with LIC for Health Insurance for all the staff of OTELP is at an advance stage.

Monitoring and evaluation

Introduce systems in MIS to monitor inclusion/ exclusion in project benefits and membership of VDC and VLSC among project households & monitor compliance

31-Oct-12 PSU Systems to monitor exclusion of project benefits in MIS has been introduced from the Financial Year 2013-14. The data regarding the 1st Quarter indicates that 26050 number of households have been left out from the project benefit in the 1st Quarter of 2013-14.

Gender focus Integrate the gender action plan into the M&E and build staff capacity on gender issues, address gender issues in HR policy revision

31-Dec-12

PSU Gender action plan has been prepared and circulated to all ITDAs. State level workshop on mainstreaming gender in OTELP was organised. Road map for effective implementation of gender mainstreaming was prepared with timeline. For regular tracking of the progress, MPR has been revised. With respect to HR policy, more numbers of women candidates are engaged as CSP & one of the signatory at VDC is to be a female candidate. For drudgery reduction, activities like smokeless chullah, drinking water supply have been promoted in the programme and upscaled. It has been aimed to cover all HHs to have toilet & bathroom during the programme period.

Effectiveness of targeting approach

Develop and implement livelihood

30-Nov-12

PSU, ITDAs & FNGO

Many focussed livelihood activities like poultry, improved goatery farming, etc are in implementation by converging funds from SCA


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strategies for the landless and marginal farmers, including the PTGs in project villages

to TASP and from SCA to SCP. The ITDAs are selecting landless and vulnerable households and PVTGs in the operational areas to give support on priority to these landless and marginal farmers.

Knowledge management

Consolidate results and document the numerous good practices and learning of the project in various components or sub-components, also review and strengthen the KM culture and practices at the ITDA and community level

31-Mar-13

PSU, ITDAs & FNGO

Best practices from the field have been collected and documented through different publications. The ITDAs have been intimated to organise KM & KS workshop at their level inviting FNGO staff and few progressive community members. A newsletter in local language (Odia) on quarterly basis is being published from the month of July, 2013 on regular basis in order to share among the community members across the programme area for cross learning and to replicate some exemplary innovative initiatives in the villages.

Fiduciary Aspects

Reconcile the Convergence funds charged to OTELP during April-December 2011 in the next WA and in all future WAs

While submitting the next WA

PSU Reconciled. WAs were never submitted taking into account Convergence funding in OTELP.

Calculate Gram Vikas’ payments in Lanjigarh Block till July 2012, update figures for other blocks, reconcile and report to IFAD these ineligible expenditures and inform the FNGO Chief Functionary to discontinue the practice. Ensure validation of compliance by the concerned ITDA internal auditor with quarterly reports to ITDA

30 Sept 2012 and ongoing

PSU & Concerned ITDAs

It is already informed to IFAD. Vide our letter no. 357 dt. 11th February, 2013 and letter no. 455 dt. 22nd February, 2013.

Conduct more on-the-job accounts training for VDCs, with special emphasis on weak VDCs

31 Dec & ongoing

ITDAs & FNGOs

It is being regularly done at ITDA level - by the FO's.


52

Ensure compliance of internal audit observations with regular follow up and discussion in the monthly review meetings

30-Nov-12

ITDAs Internal Audit observations are discussed in the monthly review meeting for necessary compliance

Ensure submission of OTELP Project Financial Statements in the IFAD formats, comparing budgeted and actual expenditure and variance analysis

30-Sep-12

PSU PFS submitted in the IFAD formats in addition to the formats is use at OTELP

Complete Assets Register at PSU as recommended by the FRM; ensure VDC Asset Registers are maintained as per the revised PSU guidelines. ITDAs should periodically validate and reconcile community assets with their records

30 August 2012 & on-going

PSU & ITDAs

a) Assets register at PSU is maintained and physical verification of assets done. b)ITDAs have been advised to do the needful


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Appendix 9: Supervision Mission Schedule and Persons Met

Date & schedule

District ITDA Block FNGO VDC/VLSC Village visited / meeting held

Villagers attended JRM meeting

23.8.13 Mission arrived at Bhubaneswar; mission has meeting with OTELP; presentation by OTELP on project progress; discussion on action taken report on the last supervision mission recommendations; planning for field visits.

24.8.13 Mission departed for field visits in two groups.

24.8.13 Koraput Koraput Semiliguda TSRD Veerkhamba Patraput Chalanput, Roseiput, Rajput

24.8.13 Gajapati Paralakhemundi Mohana Gram Vikas

Janapeja Gilakuta, Sikirama (Purunasahi)

25.8.13 Koraput Koraput Dasmantapur CYSD Shanti Kauguda A.Malkanagiri

25.8.13 Gajapati Paralakhemundi R.udayaguri SWWS Ratngiri Balisahi

26.8.13 Kandhamal Baliguda K.Nuagaon PRADAN Ujjanputa Gunjigaon Termakia, Kudpakia

27.8.13 Nawarangpur Nawarangpur Papdahandi IRDMS Samumajhi Bhattadansuli

27.8.13 Nawarangpur Nawarangpur Papdahandi IRDMS Khaliguda Jabaguda

27.8.13 Kandhamal Baliguda Baliguda PRADAN Gayatri Kilupada Sarupada, Nelipada, Jidinpanga

28.8.13 Kalahandi Thuamul Rampur Thuamul Rampur

Gram Vikas

Dungridei Udiguna Mantriguda

29.8.13 Kalahandi Thuamul Rampur Lanjigarh Gram Vikas

Maa Bhairabi Jamchuan

29.8.13 Rayagada Gunpur Gudari BISWA Dhanpati Balipanga

30.8.13 Rayagada Gunpur Bisamcuttack AKSSUS Devagiri Jambaguda

30.8.13 Rayagada Gunpur Muniguda FARR Naringbadi Chhelianal

31.8.13 Mission returned to Bhubaneswar; team meeting and exchange of notes.

1-4.8.13 Writing of mission report; drafting of aide memoire, etc.

4.8.13 Stakeholders meeting at Bhubaneswar; de-briefing with OTELP on mission recommendations / agreed actions with responsibility and time line for compliance.

5.8.13 Wrap-up meeting with Govt of Odisha.

6.8.13 Finalisation of aide memoire; PSR scoring by the team; discussion on final draft aide memoire and agreed actions with OTELP.

7.8.13 Mission departed


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Persons met and interacted with

Sl No. Name Designation Organisation

Wrap Up Meeting with Government of Odisha on 05.09.2013

1 Sri. Jugal Kishore Mohaptra, IAS Chief Secretary, Odisha Govt of Odisha

2 Sri. I. Srinivas, IAS Development Commissioner Govt of Odisha

3 Sri. Upendra Nath Behera, IAS

Addl. Chief Secretary (Finance) Govt of Odisha

4 Sri. Rajesh Verma, IAS Principal Secretary, Agriculture Govt of Odisha

5 Sri. R.K. Sharma, IAS Principal Secretary, Forest Govt of Odisha

6 Sri. Santosh Sarangi, IAS

Commissioner-cum-Secretary, ST & SC Dev. Department Govt of Odisha

7 Sri. D.K. Singh, IAS Secretary, P&R Department Govt of Odisha

8 Sri. S. Nanda, IFS PD, OTELP Govt of Odisha

9 Sri. S.K. Kale, CGM NABARD

10 Durgesh Nandini Sahoo Under Secretary W & CD deptt.

11 Sri. Niranjan Sahu Manager Watershed Mission

12 Dr. Nirakar Painigrahi Faculty NCDS

Programme Support Unit, OTELP Bhubaneshwar

1 Pratap Chandra Jena Revenue & Administrative

Officer PSU, OTELP

2 Suresh Chandra Pattnaik Programme Officer(L & NRM) PSU, OTELP

3 Mrs. Mary Bina Surin Programme Officer(PM&E) PSU, OTELP

4 Dipti Ranjan Gantayat Programme Officer (PO CB) PSU, OTELP

5 CA Suhas Dey Chief Finance Officer PSU, OTELP

6 Sukanta Kumar Mohapatra Manager (MIS) PSU, OTELP

7 Er. Akshaya Sahoo Asst. Agriculture Engineer PSU, OTELP

8 Om Prakash Rath Programme Officer (KM&VT) PSU, OTELP

9 Goutam Kumar Mohanty Addl Prog. Officer(PM &E) PSU, OTELP

10 Sachindranath Swain Livestock Expert PSU, OTELP

11 Surendra Nath Senapati Senior Engineer PSU, OTELP

12 Dhruba Charan Pal Livelihood Expert I PSU, OTELP

13 Pradipta kumar Mohanty Livelihood Expert II PSU, OTELP

14 Santosh Maharana Manager-Retail PSU, OTELP

Koraput

1 Sri Tuku Barik, OWS (I) P.A., ITDA Koraput

2 Sri Debasis Pati PO(PM&E) I/C, OTELP, Koraput

3 Sri Kalidas Biswas D.D.A (K/R), Jeypore

4 Sri Mahesh Ku. Padhy Asst. Agriculture Officer, Semiliguda

D.A.O., Koraput

5 Sri Umesh Chandra Khatai Asst. Collector Sub-Collectorate, Koraput

6 Sri B.G.Rao L.D.M. Koraput

7 Sri P.K.Nayak P.D. Watershed, Koraput

8 Sri Purna Ch. Panighrahi Representative of C.E. DSMS, Koraput

9 Sri L.K.Udgata ACF Koraput Forest Division

10 Sri Kuldip Gyaneswar PMRDF Koraput

11 Sri Soumyashree Omprakash PMRDF Koraput


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12 Sri Ajaya Kumar Pattnaik DDH Koraput

13 Dr.S.K.Takri CDVO Koraput

14 Dr.Niranjan Das CDMO Koraput

15 Sri Malaya Kumar Jena MIS Executive OTELP, Koraput

16 Sri Subhakanta Mishra PO(CB) OTELP, Koraput

17 Sri Sanjib Kumar Sahoo PO(CB) OTELP Plus, Koraput

18 Sri Manoranjan Panda MFO OTELP, Koraput

19 Sri Gagan Bihari Panda Finance Officer OTELP, Koraput

20 Sri Sanjib Rout Agriculture Officer OTELP, Koraput

21 Sri B.N.Panda Agriculture Officer OTELP Plus, Koraput

22 Sri Prasanta Kumar Pradhan Degree Engineer OTELP Plus, Koraput

23 Sri Biswajit Biswal WDO OTELP Plus, Koraput

24 Sri Devadatta Biswal Programme Coordinator, Land Allocation OTELP, Koraput

25 Sri Binod Behera Addl. Engineer OTELP, Koraput

26 Sri P.C.Padhy FES OTELP, Koraput

27 Sri Braja Kishore Das DPO (LANDESA), Koraput

28 Sri Santosh Ku. Behera AFA OTELP, ITDA, Koraput

29 Sri Binod Kumar Patnaik Steno-cum-DEO OTELP, Koraput

30 Sri Adyut Kumar Bagh Accoutant OTELP, Koraput

31 Smt. Monisha Mukharjee Team Leader PRADAN Led Consortium

32 Sri Mahendra Mahananda Team Leader OTELP, LAVS, Pottangi

33 Sri Tapan Maharana Expert (Engg.), OTELP, LAVS, Pottangi

34 Sri Bipin Bhatra Expert Social, Harsha Trust, Bandhugaon

35 Sri Satya Narayan Singh Team Leader-Expert Social TSRD, OTELP Plus, Nandapur

36 Sri Balabhadra Naik Team -Leader Harsha Turst, Boipariguda

37 Sri Prasant Kumar Patnaik Team Leader Chetna Organic, Boipariguda

38 Sri Susil Kumar Das Team Leader VIKASH, Narayanpatna

39 Smt. Luna Panda PRAGATI Koraput

40 Sri Susanta Kumar Shadangi Programme Associate DHAN Foundation, Koraput

41 Sri Bibhu Prasad Mohanty CEO SWLCL, Semiliguda

42 Sri Pradip Ku. Mishra Foundation of Ecological Security Narayanpatna

43 Sri Mihir Kumar Jena Foundation of Ecological Security Narayanpatna

44 Sri Kamalakanta Barik Team Leader CYSD, Laxmipur

45 Sri Prasanna Maharana Team Leaer CYSD, Dasmantpur

46 Sri Ramesh Ch. Swain Team Leader CYSD, Boipariguda

47 Dr. Kallul Bora Harsha Trust Jeypore

48 Sri Suresh Kumar Panda Team Leader TSRD, Semiliguda

Baliguda, Kandhamal

1 Sri Prem Chand Choudhry, IAS P.A ITDA, Balliguda

2 Sri Parikshita Dash, OWS-II PO(PM&E) OTELP, ITDA, Balliguda

3 Sri Rabinarayan Sahu Tahasildar Balliguda, Kandhamal

4 Sri Dhirendra Nath Kar Tahasildar Daringbadi, Kandhamal

5 Sri Hare Krishna Panigrahi Revenue Supervisor Kotagarh, Kandhamal

6 Mrs Kalyani Mishra MIS Executive OTELP, ITDA, Balliguda


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7 Sri Sambit Kumar Nayak PO (CB) OTELP, ITDA, Balliguda

8 Sri Manas Kumar Rath Finance Officer OTELP, ITDA, Balliguda

9 Sri Keshab Chandr Sahoo, Horticulture Expert OTELP, ITDA, Balliguda

10 Sri Saroj Chandra Praharaj, Agril. Officer OTELP, ITDA, Balliguda

11 Sri Umacharana Mishra, Forest Officer OTELP, ITDA, Balliguda

12 Sri Amaresh Chandra Behera, WDO OTELP, ITDA, Balliguda

13 Sri Siva Shankar Nayak, MFO OTELP, ITDA, Balliguda

14 Sri Prabin Kumar Sethy, Livestock Inspector OTELP, ITDA, Balliguda

16 Sri S. L. Das, AGM NABARD, Kandhamal

17 Sri Nikunja Kishore Das, LDM Phulbani, Kandhamal

18 Sri Kailash Das, Expert Livelihood SWATI, Tumudibandha

19 Sri Er. Hari Sankar Rout, Secretary SWATI, Tumudibandha

20 Sri Ajit Panda, Expert Social SWATI, Tumudibandha

21 Sri Nilambar Suna, Addl. Tahasildar Tumudibandha, Kandhamal

22 Sri Bishnu Charan Majhi Revenue Supervisor Tumudibandha, Kandhamal

23 Sri Thomash Baliarsingh WDT Forestry OTELP Bamunigaon, Daringbadi

24 Sri Jadav Nayak WDT (Agril.) OTELP, Bamunigaon, Daringbadi

25 Sri Narendra Majhi WDT(Social) OTELP Bamunigaon, Daringbadi

26 Sri Prafulla Kumar Jena WDT Finance OTELP Bamunigaon, Daringbadi

27 Sri Dr. Sarat Chandra Nayak, Chief Scientist DLAP, Phulbani, Kandhamal

28 Sri Dr. Subash Chandra Mallick CDVO Kandhamal

29 Sri Ratikanta Pattanayak

PIA, Representative FNGO JAGRUTI, Kotagarh

30 Sri Debanda Das WDT, Social FNGO JAGRUTI, Kotagarh

31 Sri Sachin Kumar Meher

WDT Agriculture FNGO JAGRUTI, Kotagarh

32 Sri B.Sitakanta Patro,

WDT (Ag) FNGO PRADAN, K.Nuagaon

33 Sri Banamali Bagarty WEO Kotagarh, Kandhamal

34 Sri Kailash Chandra Dandapat,

Executive Secretary FNGO JAGRUTI, Kotagarh

35 Sri Ashutosh Satapathy

Team Leader FNGO PRADAN, K.Nuagoan

36 Sri Pabitra Mohan Sahoo, Gram Vikash Project

Coordinator Harsha Trust

37 Sri Shankar Chandra Samal, Marketing Officer PACL, Balliguda

38 Sri Ulla Swain

Expert Livelihood FNGO PRADAN, Balliguda

39 Sri Debagiri Naik Staff Member PACL, Balliguda

40 Sri Debashis Das Staff Member PACL, Balliguda

41 Sri Braja Kishore Parida WDT.Eng. OTELP, ITDA, Daringibadi

Thuamul Rampur, Kalahandi

1 Taku Majhi President Dunguridei VDC,Udiguna

2 Banja Majhi Secretary Dunguridei VDC,Udiguna

3 Dalima Sahani CSP Dunguridei VDC,Udiguna

4 Rangadhar Behera FNGO Rep. GV-II,Th.Rampur


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5 Rama chandra Mohnanty WDT Social member GV-II,Th.Rampur

6 Suresh Ch.Behera. WDT Micro Finance GV-II,Th.Rampur

7 Ajit Kumar Rout WDT Accountant GV-II,Th.Rampur

8 Budu Majhi President Maa Bhairavi VDC,Jamchuan

9 Banamali Majhi Secretary Maa Bhairavi VDC,Jamchuan

10 Benudhar Naik CSP Maa Bhairavi VDC,Jamchuan

11 Gangadhar Panda FNGO Rep. GV-II,Lanjigarh

12 Umakanta Dasbabu WDT Agrl. GV-II,Lanjigarh

13 Rakesh Padhan WDT Accountant GV-II,Lanjigarh

14 Dr. Bijaya Ketan Upadhyaya District Collector Kalahandi

15 Ramesh Ch.Behera Project Administrator ITDA,Kalahandi

16 Ajit Ku.Panda P.O.PME OTELP, Th.Rampur

17 Dr. C.R.Mohanty CDVO Kalahandi

18 S.S.Raiguru Chief Executive DSMS,Kalahandi

19 J.N.Nayak Add.Project Director Kalahandi

20 Lingaraj Acharya Dep.Director,Hort. Kalahandi

21 C.R.Satpathy Agonomist DDA,Kalahandi

22 Rajendra Panda MIS Executive OTELP,Th. Rampur

23 Susanta Behera Finance Officer OTELP,Th. Rampur

24 Bantu Haldar Agriculture Officer OTELP,Th. Rampur

25 Gayatri Nayak Addl.Engineer OTELP,Th. Rampur

26 Narottam Digal Livestock Inspector OTELP,Th. Rampur

27 Sagar Meher WDO OTELP,Th. Rampur

28 Madhusmita Sahu MFO OTELP,Th. Rampur

29 Abhishek Ku.Sadhu Forestry Officer OTELP,Th. Rampur

30 Pradip ku.Barik Hort.Expert OTELP,Th. Rampur

31 Ananda Padhan P.O.(C.B.) OTELP,Th. Rampur

32 Durgesh Ch.Mishra DPO,RDI OTELP,Th. Rampur

33 Dushmanta Padhan FA OTELP,Th. Rampur

34 Umakanta Nayak FNGO Rep. OTELP,Th. Rampur

35 Khyamanidhi Nayak FA OTELP,Th. Rampur

36 Premsagar Naik FA OTELP,Th. Rampur

37 Rajkishore Danasena Expert,S & ME Antodaya,Th.Rampur

38 L.K.Pathy Unit Manager LWS,Kalahandi

39 Sabyasachi Kar Team Leader PRADAN, Kalahandi

40 Gunasagar Naik P.C.Land allocation OTELP, Kalahandi

41 Amulya Ku.Padhi Expert,S & ME LWS,Lanjigarh

Paralakhemundi, Gajapati

1 Kalyan Kumar Rath Project Administrator ITDA, Paralakhemundi

Ms.Gayatri Soren P.O.(PM&E) OTELP, Paralakhemundi

8 SK. Khurshid Ali WDO OTELP, Paralakhemundi

9 Ramulu Achary MFO OTELP, Paralakhemundi

10 Dillip Ku. Sahu PO(CB) OTELP, Paralakhemundi

11 Girija B.Mishra Finance Officer OTELP, Paralakhemundi

12 Santunu Ku. Sahoo Agriculture Officer OTELP, Paralakhemundi

13 Durgyadhan Mallik WDT(LI) Gram Vikas,OTELP Ph-II

14 Kailash Ch. Bhuyan VAW,Chandragiri Agriculture(Mohana)

15 Sibo Prasad Sahu TL,cum Expart SS&ME WOTR


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16 Arun Ku. Khadanga Team Leader SURAKSHA

17 Pramila Pathy Team Leader JKP

18 Rabindra ku Panda Team Leader ISARA

19 Dayanidhi Mishra Gram vikas(social TL) Gram Vikas(Rayagada)

20 Manaj ku. Behera Project co-ordinator Gram vikas (Mohana)

21 Jalandhar Parida Team Leader SACAL(Mohana)

22 Sradhananda Patnaik Forestry Officer OTELP, Paralakhemundi

23 Pratap Mishal Team Leader,Livelihood Expert SWWS, Ph-II

24 Sukadev Nayak Expert- Social &ME SWWS, Ph-II

25 D. Jagannnath Raju Team Leader, President SWWS, Ph-II

26 S. Motilal Reddy Secretary SURAKSHA

27 Durga Madhab Panda Secretary JKP

28 Urmila Senapati Programme Manager Gram Vikas

29 Dr. Asish Das Manager Gram Vikas

30 Anil Ku. Sethi Assit. Hurticulture Officer Harticulture Dept.

31 Golekh Parichha Expert Social SWWS, Ph-II

32 Manabendra Gantayat Livelihood Expert JKP,Nuagada

33 Dr.Abani ku. Lenka AVAS, Mohana Veterinary Deptt.Mohana

34 Kamala Kanta Swain MIS Executive OTELP, Paralakhemundi

35 Sibasankar Das Programme Co-ordinator OTELP, Paralakhemundi

36 Sujit Ku. Patro Account Assit. OTELP, Paralakhemundi

38 Halayudha Seth Livestock Inspector OTELP, Paralakhemundi

39 Sukumar Satapathy Engineer OTELP, Paralakhemundi

40 Sarat chandra Bag A.F.A. OTELP, Paralakhemundi

41 Manoj Ku. Behera Project Co-ordinator Gram Vikas

42 Dauda Raita VDC, Secretary Gram Vikas

43 Manas Gomango VDC, Secretary Gram Vikas

44 Johan Talika VLSC, Secretary Gram Vikas

45 Stiphen Raika VDC, Secretary Gram Vikas

46 Sambaru Gomango VDC President SWWS-II

Gunupur, Rayagada

1 Dr S.B. Padhy Collector-cum-Chairman, DPMC

Collectorate, Rayagada

2 Sri K.K. Raika Project Administrator ITDA, Gunupur

3 Mr Sunil Kumar Tandi PO(PM&E) OTELP, ITDA, Gunupur

4 Mr. D.Rout ADH, Gunupur Horticulture, Gunupur

5 Mr. Pravat Ku. Satapathy Executive Secretary USO, Chandrapur

6 Mr Manas Sahu SMS ITDA, Rayagada

7 Mr Raghunath Achari CEO BPCL, Bissamkatak

8 Mr. Kallul Bora CEO SWPCFL, Jeypore

9 Mr. K.Jose Secretary AKSSUS, Bissamkatak

10 Smt Pramila Swain Co-ordinator FARR, Muniguda

11 Mr. Lokonath Pradhan Team Leader FARR, Muniguda

12 Mr Akhil Ranjan Panda Secretary SHAKTI, Rayagada

13 Dr. Surya Narayan Tripathy CDVO, Rayagada Govt. Of Odisha

14 Mr Narasingha Behera Asst. Agril. Officer DDA, Rayagada

15 Mr. Kailash chandra Das FRO OTELP, ITDA, Gunupur

16 Mr. Narayan Khatua PC OTELP, ITDA, Gunupur

17 Mr. Sridhar kumar sahu PO(CB) OTELP, ITDA, Gunupur

18 Mr. Trilochan Parida MFO OTELP, ITDA, Gunupur


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19 Mr. Pratyush ku. Choudhury MIS OTELP, ITDA, Gunupur

20 Mr. Rupesh Ku. Mohanty AO OTELP, ITDA, Gunupur

21 Mr. Baidyanath Singh SE OTELP, ITDA, Gunupur

22 Mr. Chinmay Bhuyan Expert-Livelihood AKSSUS, Bissamkatak

23 Mr. Tapan Ku. Biswal Project Officer PANTFPCL, Bissamkatak

24 Dr. S.Mohanty ADMO Rayagada

25 Mr. R.J.Achary LDM, Rayagada LBO-SBI

26 Mr. K.Yogendra Reddy FNGO Representative BISWA, Gudari

27 Mr. Sudarsan Biswal WDT-Social BISWA, Gudari

28 Mr. K. Suresh YP(OLM) DRDA, Rayagada

29 Mr Tarun Kumar Das AFA OTELP, ITDA, Gunupur

30 Mr.K.Jose Chief Functionary, AKSSUS

31 Debak Ranjan sahoo Expert,Soc & ME

32 Chinamay Bhuyan Expert,Livilihood

33 Sujit Kumar Mohanty Expert,Civil

34 Premlal Miniaka CSP,Livilihood

35 Anita Wadaka CSP,Soc & ME

36 Nilima Tuika President,VDC

37 Sankarao Tuika Secretary,VDC

38 Rasingh Tuika Secretary,VLSC

39 Jogi Tuika President,VLSC

40 Rupa Kadraka President,Federation

41 Jamuna Tuika Secretary,Federation

42 Dhoba Nundruka Tala Chhelianala VLSC

Secretary

43 Biswanath Nundruka Naringbadi VDC Secretary

44 Alamati Kulesika Presidant

45 Chandramani Nundruka Village Presidant

46 Jagabandhu Disari VLSC Secretary

(Dorabariguda)

47 Minati Nudruka Naring Badi CSP (Social)

48 Deba Palkia VLSC Secretary

Malkanagiri

1 Sri Rarendra Majhi PO(PM&E), OTELP,Malkanagiri

2 Sri Jyotiranjan Satpathy WDO,OTELP, OTELP,Malkanagiri

3 Sri Sibasis Das Finance Officer OTELP,Malkanagiri

4 Sri Prabin Ku Patra MIS,Executive OTELP,Malkanagiri

5 Sri Shashikanta Swain MFO,OTELP OTELP,Malkanagiri

6 Sri Manasranjan Behera PO(CB) OTELP,Malkanagiri

7 Sri Somnata Das MFO OTELP,Malkanagiri

8 Sri Nakul ch Bisoi PC OTELP,Malkanagiri

9 Sri Tapan Ku khosla DM RDI,Malkanagiri

10 Sri Sridhar Behera AO OTELP, Malkanagiri

11 Jani Pangi Nakamamudi VDC,Csp,Parivartan

Nakamamudi VDC,Csp,Parivartan

12 Kamala Majhi Hatiamma VDC,SEC,Parivartan

Hatiamma VDC,SEC,Parivartan

13 Ramachandra Mudulu Hatiamma VDC,SEC,Parivartan

Hatiamma VDC,SEC,Parivartan

14 Gopinath Majhi Nakamamudi VDC,President,Parivartan

Nakamamudi VDC,President,Parivartan


60

15 Nityananda Padhiary, FNGO, Parivartan Parivartan, Kudumulu Gumma

16 Gopinath Pujari Baba Iswar VDC Secy. Baba Iswar VDC Secy.

17 Ghasiram Ningi Maa Durga VDC Secy. Maa Durga VDC Secy.

18 Somanath Pujari Maa Mauli VDCSecy. Maa Mauli VDCSecy.

19 Lakinath Pujari Baba Akhandlamani VDC Secy.

Baba Akhandlamani VDC Secy.

20 Ari Kirsani Maa Durga VDC Secy, Harmony

Maa Durga VDC Secy, Harmony

21 Sunil Barik Expert, Social cum ME OTELP, Khairput.

Expert, Social cum MF OTELP, Khairput.

22 Bibekananda Sahu Expert, Civil, Harmony , Khairput

23 Manoranjan Mahakuda Land Allocation, Harmony , Khairput

24 Gokul Uchadaga Land Allocation, Harmony , Khairput

25 Satyanarayan Mallick Team Leader, Harmony , Khairput

26 SsriRabindra Nath Gumansingh FRO OTELP, Malkanagiri

27 SriNabin Ku. Senapati PO(CB) OTELP, Malkanagiri

28 SriKartik Tandia A.O OTELP, Malkanagiri

29 Sri Kantimaya Khamari L.I, OTELP OTELP, Malkanagiri

30 Sri Aswini Tripathy FNGO Representative ODC, Mathili

Nawarangapur

1 Smt. Yamini Sadangi, IAS Collector cum Chair Person DPMC, OTELP, Nabarangpur

2 Sri Bhimman Seth, OAS ADM Nabarangpur

3 Sri Narayan Murmu Project Administrator ITDA, Nabarangpur

4 Prasant Ku Mishra DDH Nabarangpur

5 Gopinath Saruku Addl PD DRDA, Nabarangpur

6 Arun Das PD Watershed, Nabarangpur

7 Manga Nayak DDA Nabarangpur

8 Dr Narayan Behera CDVO Nabarangpur

9 Devi Prasad Das BDO Jharigaon, Nabarangpur

10 Ratnakar Sahoo BDO Papadahandi, Nabarangpur

14 Devi Archana Asha PMRDF Nabarangpur

15 Anuranjan Minz PMRDF Nabarangpur

16 Pabitra Mohan Pradhan PO(PME) OTELP, Nabarangpur

17 Debajyoti Jena Agriculture Officer OTELP, Nabarangpur

18 Subhendu Dhal Programme Officer(CB) OTELP, Nabarangpur

19 Jyotirmaya Patra Micro Finance Officer OTELP, Nabarangpur

20 Tapati Das MIS Executive OTELP, Nabarangpur

23 Bhima Harijan President Sonumajhi VDC, Bhhata Dansuli, Papadahandi,

Nabarangpur 24 Rama Jani Secretary

25 Pramila Bhatra President VLSC, Khaliguda/Jabaguda, Papadahandi 26 Dasumu Bhatra Secretary

27 Dhanurjya Bhatra President VLSC, Bhhata Dansuli, Papadahandi 28 Kumari Harijan Secretary

India Orissa Tribal Empowerment & Livelihoods Programme Supervision report - Mission dates: 23-Aug-2013 to 7-Sep-2013

61

Appendix 10: Audit Log

1. Summary Audit Table

Financial Year

Audit Observation as per Audit Report Audit Observations Settled Audit Observations Outstanding

Numbers Value

(INR in Lakhs) Number

Value (INR in Lakhs)

Number Value

(INR in Lakhs)

2011-12 6 279.70 4 279.49 2 0.21

2011-12 7 7664.65 6 7650.47 1 14.17

Detailed Log of Audit Observations

Sl.No

Financial year

Class: Serious/general

Reference Audit Observation Total Amount

per Observation

Action taken by the project /PMU(Reply of para wise)

Present Status (Auditors Validation Result) a)Implemented/ Settled b)partially settled c)Not settled outstanding

Total amount not settled/ Outstanding (INR)

Remarks

1 2 3 4 5 6 7 8 9 10

1 2011-12 General 1 1. CASE RECORDS: The Case Records have not been maintained regularly and properly on a systematic basis which is the base document for preparation of Monthly Progress Report (MPR). It is suggested that the Case Records should be filled up with all the required details in the given format before release of any payment.

Nil 1. CASE RECORDS: The Case records are maintained by office bearers of VDC’s on day to day basis. However in some cases it is not filled up with all the required details in the given format. Follow up action is being taken to rectify the above deficiencies by involving all WDT Members, WDT- Accountant and Additional Financial Assistants. Steps have also been initiated for updating the Case Records before release of payment by the VDC / VLSC and also a barefoot Engineer is engaged at village level for the above purpose.

Partially settled


62

2 2011-12 General 2 2. ASSET REGISTER: The Asset generated at VDC / VLSC level has been shown in the Asset Register at an estimated value wherever the Case records have not been maintained on a regular basis. It is suggested that the Asset Register should be maintained from the detail expenditure as per the Case Record.

Nil 2. ASSET REGISTER: ITDA, Paralakhemundi,Th. Rampur,Nawarangpur&Balliguda:In case of OTELP, Paralakhemundi the Asset register are maintained on the basis of the details of expenditure as per case records and not on estimated value. ITDA, Koraput&Gunupur: The process of rectification is going on and currently the Asset is taken in the Asset Register as per the expenditure recorded in the Case Record. ITDA, Malkangiri: Generally, Asset Register has shown the full value of the Asset but in some cases the Asset shown in the Asset Register at an estimated value. The process of rectification is going on and currently the Asset is taken in the Asset Register as per the expenditure from the Case Record.

Partially settled

3 2011-12 General 3 3. RURAL FINANCIAL SERVICE

(RFS): Amount released for RFS by PSU and ITDAs has been reconciled. As per the reconciliation, excess expenditure of Rs.21,495/- has been booked at ITDA, Th. Rampur. Similarly, expenses short book amounting to Rs.8,52,100/- at ITDA, Malkangiri and Rs.5,48,177/- at ITDA, Nawarangpur.

14,21,772.00

3. RURAL FINANCIAL SERVICE (RFS): ITDA, Th. Rampur: Rs.21,495/- has been wrongly deposited in RFS Bank Account. The programme has already exited from the concerned Phase I VDC. However, necessary steps has been taken for refund of the amount from RFS Bank Account to VDF Bank Account directly as all the funds lying at VDC Account has already been transferred to VDF Account at the point of exit from Phase I districts. ITDA, Malkangiri: Due to local problems necessary RFS Bank Account could not be opened and although the money was released for RFS, the same was not booked as expenditure. However, necessary accounting entries has been passed as on 30th September, 2012. ITDA, Nawarangpur: Necessary accounting entries has been passed by 30th September, 2012.

Not Settled

Settled


63

4 2011-12 General 4 4. CONSOLIDATION OF FUNDS: During the year, the Project has exited from 9 blocks out of 11 blocks under Phase I districts. The Project has transferred grant funds together with interest thereon amounting to Rs.2.64 Crores from General Bank Account maintained at VLSC / VDC level to VDF Bank Account maintained at VLSC level. This requires approval from the Competent Authority.

2.64 Crores 4. CONSOLIDATION OF FUNDS: The matter will be placed before State Level Programme Management Committee (SLPMC)/Chairman OTELP for necessary ratification.

Settled

5 2011-12 General 5 5. MONTHLY PROGRESS

REPORT (MPR): Although, the MPRs reflecting receipts and payment / expenditures at FNGO / VDC / VLSC are received on a monthly basis, but necessary accounting at ITDA level was not done on a monthly basis. This may result in poor control over recording of expenditures.

Nil 5. MONTHLY PROGRESS REPORT (MPR): ITDA, Paralakhemundi: In case of OTELP, Paralakhemundi accounts are maintained on Tally ERP-9 accounting software on monthly basis not on yearly basis at ITDA level. ITDA, Malkangiri, Nawarangpur, Gunupur, Koraput, Balliguda& Th. Rampur: During the Financial Year 2011-12, though MPRs have been received on a monthly basis but accounting has been done at the year end. The data provided in MPR were not reconciled with Bank Records and other relevant records and the Independent Audit was under progress. Hence, the entry for the whole year has been taken at the year end only after completion of reconciliation since inception to 31.03.2012. However, during current Financial year, the accounting of MPR is done on a monthly basis.

Settled


64

6 2011-12 General 6 6. ADVANCE TO WDT MEMBERS: The un-recovered / un-set of advance to WDT Members amounting to Rs.1,48,265/- which are reflected in the reconciliation of FNGO balance need to be taken up for early realization and accounting.

1,48,265.00

6. ADVANCE TO WDT MEMBERS: ITDA, Paralakhemundi: In OTELP, Paralakhemundi there is no advance on the WDT members of FNGO as on 31st March 2012. ITDA, Malkangiri&Koraput: All advances has been recovered / adjusted during the current financial year (2012-13). ITDA, Nawarangpur: Out of Rs.1,48,265/- advance to WDT as on 31st March, 2012. Rs.33,294/- has already been realized and steps has been taken for realization / adjustment of the balance outstanding advance. ITDA, Gunupur: Rs.98,608/- which are reflected as advance as at 31st March, 2012 is settled during the Financial Year 2012-13. ITDA, Balliguda& Th. Rampur: Steps have been initiated for recovery / adjustment of the outstanding advances.

Settled

7 (i)

2011-12 Specific 1 (i) 1. FUNDS MANAGEMENT: i. During our verification of Accounts of PSU, we found that there has been transfer of funds from OTELP Bank Account to OTELP plus Bank Account (funded by Govt. of Odisha). The closing balance of advance as at the yearend stands at Rs. 1,18,04,463/-

1,18,04,463.00

1. FUNDS MANAGEMENT: i. OTELP / PSU is entrusted with additional activities which are funded by convergence funds for example funds under SCA to TSP, RKVY, Article 275 Fund etc. Funds at OTELP Bank Account represents funds received from Govt. of Odisha towards counterpart funding. As per discussion with Govt., funds were transferred from OTELP Bank Account to OTELP Plus Bank Account to meet immediate requirement of funds for the activities undertaken under OTELP Plus, however, the amount transferred has already been replenished from the funds received under OTELP Plus

Settled


65

activities.

7 (ii)

2011-12 Specific 1 (ii) ii. During verification of funds released from ITDA to FNGO/VDC, we found that there is a time gap between receipt of funds from PSU and disbursement of funds to FNGO/VDC. As a result, there is blockage of funds for the same period. Consequently, there is huge balance at the year end at ITDA level, at FNGO level and also at VDC/VLSC level. (Annex-1)

Nil ii) For execution of different projects funds are received by PSU from Govt. of Odisha as Grant-in-Aid against the approved AWPB. PSU in turn release funds to different ITDAs against the approved AWPB. During the process of execution at VDC / VLSC level difficulties are being faced which are sorted out, however, the same consumes lot of time and the activities moves with slower speed then anticipated in the AWPB and as a result funds remain ideal at VDC / VLSC level. However, steps has been taken to ensure that further funds are release taking into account the balance available at VDC / VLSC level and actual requirements of funds on a quarterly basis.

Partially settled


66

8 2011-12 Specific 2 2. INELLIGIBLE EXPENDITURE : A payment of Rs. 2,27,000/- to M/s Rath Caterer, Bhubaneswar for lunch packets provided in OLA on 25.03.2011, during the budget discussion of ST & SC Development Department including that of OTELP. However, the same expenditures related to ST & SC Development Department but booked entirely under the accounts of OTELP.

2,27,000.00

2. INELIGIBLE EXPENDITURE : The amount will not be included in the Statement of Expenditure for reimbursement.

Settled

9 2011-12 Specific 3 2. RECOVERY OF ADVANCE :

On verification of advances we observed that there are some advances made to employees lying outstanding for a long time which is not recovered/ set off against their salary till the date of our audit.

Nil 2. RECOVERY OF ADVANCE : Steps are being taken for early adjustment / refund. Most of the advances have already been adjusted during the year 2012-13.

Settled

10 2011-12 Specific 4 3. PROGRAMME

IMPLEMENTATION : Funds released to FNGO to organize programme under Community Empowerment & Management and Benefit Skill Up gradation were not properly implemented. Ex:-

Nil

10 (i)

2011-12 Specific 4 (i)

i. At FNGO Parivartan funds are released to organize programme under Beneficiary Skill Up gradation for 55 no’s of programme against which only 3 no’s of programmes are organized.

Nil i. Funds under the above component has been released to the FNGO as per the approved CB Plan, but the achievement of the FNGO, Parivartan was very negligible during the period. However, necessary steps has been initiated for achievement of the target as per the capacity building plan in time. Further fund under the said component has not been released to the FNGO, Parivartan till date.

Not settled


67

10 (ii)

2011-12 Specific 4 (ii) ii. At FNGO IRDMS funds released to organize programme under Benefit Skill Up gradation for Rs. 4,10,000 but programme organized only for Rs.77,810.Although programme under community empowerment was budgeted for Rs. 5,86,000, programme has been organized only for Rs.3,44,044.

14,17,854.00

ii. Most of the Programmes / activities related to Capacity Building was organized through Convergence. The targets as per Capacity Building Plan was achieved but expenditure from OTELP fund was low due to support from Convergence fund. Necessary steps has already been taken and no further funds have been released to the concerned FNGO.

Partially settled

11 (i)

2011-12 Specific 5 (i)

4. RECORD KEEPING : i. It has been observed at FNGO IRDMS, expenditures incurred under various components during the year mismatch in different records.

Nil i. Expenditure incurred at FNGO level are accounted for at ITDA level as per Monthly Progress Report submitted by the concerned FNGO. The MPR is thoroughly scrutinized before taking the expenditure into the Books of Accounts of ITDA. In the given case anomalies were detected in the MPR and accordingly the expenditure reported in the MPR by the FNGO was not taken into Account. Only the expenditure which were incurred strictly as per the MoU and guidelines issued to the FNGO were accounted for, as a result of which mismatch in different records were there.

Settled

11 (ii)

2011-12 Specific 5 (ii) ii. The balance of funds available at FNGO is not matched with ITDA record.

Nil ii. The balance of funds available at FNGO doesn’t match with the records at ITDA for the reasons stated at (i) above.

Reconciled

11 (iii)

2011-12 Specific 5(iii) iii. It has been observed at FNGO BISWA and AKSSUS expenditures incurred under various components during the year mismatch in different records.

Nil iii. The mismatch of expenditures are for the reasons as stated at (i) above.

Reconciled


68

11 (iv)

2011-12 Specific 5 (iv) iv. During verification of vouchers at FNGO AKSSUS, we found that in most of the cases adequate supporting is not attached with each vouchers. Further, the bills attached appear to be fabricated.

Nil iv. It is difficult to get normally accepted supporting documents in the form of Bill, Invoice etc. in the remote areas where OTELP works. Most of the documents are normally hand written which appears to be fabricated. However, necessary steps are being taken and instructions has been issued to the FNGO concerned for proper documentation of the expenditure incurred by them.

Not settled

11 (v)

2011-12 Specific 5 (v) v. During our verification of books of account of ITDA Baliguda, we have found that expenditures of VDC/VLSC were booked under block name instead of in the name of VDC.The details are given at Annexure-2

Nil v. Necessary regrouping / rearrangement in Tally Package has been done to record the expenditure in the name of the concerned VDCs.

Settled

12 2011-12 Specific 6 5. DELAY IN SUBMISSION OF

AUDITED ACCOUNTS : i. As per the MOU with the FNGO, it shall furnish the half yearly audited statement of receipt and payment account to the ITDA within two months of completion of the half year duration for necessary transmission to the Funding agencies through the PSU. However, we observe that FNGOs of Th. Rampur have not submitted their audited report up to/ till the date of audit.

Nil 5. DELAY IN SUBMISSION OF AUDITED ACCOUNTS : The Audited Accounts have now been submitted by all the FNGOs

Partially settled

13 2011-12 Specific 7 6. Statement of Expenditure

(SOE): During the current year, the programme has submitted two Statements of Expenditure as per Annexure ‘K’. The programme has submitted SOE for the current year amounting to Rs. 28,62,48,042.75/- against the total expenditure of Rs. 46,67,67,153.61/-.

75,30,15,196.36

Noted Settled


69

Appendix 11: Summary of Implementation Support Provided by IFAD

ICO reviewed the AWPB and Procurement Plan of 2013-14; provided comments and improvement. Gender and KM focal persons of the project attended the Gender & KM training programme conducted by ICO in Chennai in October 2012. Project Director attended the World Water Week in Sweden during August 2012 through the SCAMPIS grant of IFAD. Project attended the tripartite review meeting in New Delhi; IFAD and DEA provided suggestions for improvement in project interventions.

During the current supervision mission, the team members provided the following implementation supports:

Name of Expert/ Mission member (Aug 23-Sep 7)

Specific Role in the mission

Implementation support provided

Deep Joshi

Mission Leader; institutions, livelihoods & rural micro-finance

Overall responsibility for the mission; reviewed the project institutions building, livelihoods strategies and activities, and progress under rural micro-finance including improving support to SHGs and VDCs; provided solutions and practical recommendations.

A M Alam Project Management and rural infrastructures

Reviewed the project management structures including NGOs contracts and functioning; reviewed the processes of implementation of rural infrastructures under CIF and DIF including quality of structures, community procurement systems, etc; offered suggestions for improving efficiency and quality.

Antonella Cordone Tribal Development Reviewed the tribal development issues and activities undertaken by the project and suggested improvement particularly in mainstreaming IFAD’s principles of engagement with IP/tribal people; also provided inputs in targeting.

Pratul Dube Finance Management & Procurement

Reviewed the annual accounts, audit reports, procurement procedures used, accounting software use, finance management aspects at VDCs, VLSCs, SHGs, ITDAsand offered suggestions.

Vincent Darlong M&E, KM, Gender & Targeting

Reviewed the M&E system, targeting aspects, gender aspects and proposed improvements; Reviewed the project’s KM strategy and offered suggestions.


71

Appendix 12: Validated RIMS Table

Country: India Report Date: 30th March 2013 Reporting

Period: April 2012 - March 2013

Project: Orissa Tribal Empowerment and Livelihoods Programme

Calendar Year Equiv: 2012-2013

Fiscal Year

End Mar-13

Indicator Level

Unit Benchmark Mid term Completion Target

Anchor Households with improvement in household assets ownership index number Impact

37500

Indicator Prevalence of child malnutrition (boys/ girls)

Weight for age Impact 52

Height for age Impact 46

Weight for height Impact 45

Period Ending 2012-13

Cumulative

Unit

Indicator Level

AWPB Target

Actual Appraisal Target

Actual % of

Appraisal Component Indicator

Total Project Persons receiving project services (direct, total project, m/f)

(men) number 1st 127,979 127,979 169,125 127,979 75.67

(women) number 1st 127,682 127682 169125 127,682 75.50

Households that have improved food security 2nd 56,180 47,123 56,180 47,123 83.88

Capacity Building for Empowerment

Persons trained, by gender and sector

(self-help group (SHG) members - men) number 1st 1800 1100 n/a 1100

(SHG members - women) number 1st 16,000 8,058 n/a 14,582

Interest groups formed by type

(SHGs) number 1st 70 115 2160 4273 197.82

(VDCs) number 1st 0 0 360 358 99.44

(User Groups) number 1ar 2,500 2,800 n/a 7,481


72

People belonging to groups, by type of group

(SHGs) number 1st 1,400 1280 n/a 47,924

Groups operational/ functional, by type

(SHGs) number 2nd 4,273 4273 2,160 4,273 197.82

(VDCs) number 2nd 358 358 360 358 99.44

Livelihood Enhancement

Land and Water Management & Production System Enhancement

Persons trained, by gender and sector

(land and water management - men) number 1st n/a 1130 540 14743 2730.19

(land and water management - women) number 1st n/a 145 540 9590 1775.93

(participatory forest management - men) number 1st n/a 0 720 8129 1129.03

(participatory forest management - women) number 1st n/a 0 720 4874 676.94

(crop production - men) number 1st n/a 6,372 5,012 19,680 392.66

(crop production - women) number 1st n/a 3,234 5,012 13,591 271.17

(livestock and aquaculture production - men) number 1st n/a 713 2700 3660 135.56

(livestock and aquaculture production - women) number 1st n/a 2,740 2,700 5,983 221.59

Common property resources (area under improved management practices) ha 2nd

n/a 4,438 15,000 20,779 138.53

(participatory forest management) 0 0 27200 13472 49.53

Farmers adopting technology recommended by project

(land & water management - irrigated crop production/ yield increases)

number 2nd 4,000 2885 28,000 22,387 79.95

(forest production/ yield increases) number 2nd 2,100 1114 24400 19561 80.17

(crop production/ yield increases) number 2nd 4,000 3483 29,500 23,635 80.12

(livestock and aquaculture production/ yield increases) number 2nd 10,000 8,379 36,800 29,481 80.11

Farmers reporting production/ yield increases

(land & water management - irrigated crop production/ yield increases) number 2nd

5000 4,441 14,696 12,786 87.00

(forest production/ yield increases) number 2nd 1,500 1,428 9,600 6,292 65.54

(crop production/ yield increases) number 2nd 5,000 4558 16,800 11,811 70.30

(livestock and aquaculture production/ yield increases) number 2nd 10,000 12,580 34,000 23105 67.96

Rural Micro-finance

Interest groups formed by type

(small financial SHGs - up to 10 members) number 1st 0 12 210 385 183.33


73

(large financial SHGs – up to 20 members) number 1st 70 103 1,950 3,987 204.46

Active savers (disaggregated by gender)

(men) number 1st 1,500 1,522 830 1,522 183.37

(women) number 1st 50,000 50,165 24,535 50165 204.46

Value of savings mobilized/a USD 1st n/a 2,099,174 410,840 2,099,174 510.95

Active borrowers (disaggregated by gender)

(men) number 1st 1000 950 750 950 126.67

(women) number 1st 35,000 35,680 22,080 35,680 161.59

Value of gross loan portfolio (loans outstanding - loans written off)/a USD 1st

n/a 1,634,098 58,6431 1,634,098 278.65

Community Infrastructure

Schools/ clinics built/ rehabilitated number 1st 0 0 n/a 1276

Wells drilled/ dug for drinking water number 1st 197 197 n/a 722

Roads constructed/ rehabilitated km 1st 0 0 n/a 39

Community projects functional, by type number 2nd 1305 1305 n/a 4377

Institutional Support

% disbursement of IFAD loan SDR 1st

/a: conversion rate Rs. 54.00 per USD for 2012-13

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