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Final Report on:
PROCESS MONITORING OF
MADHYA PRADESH STATE RURAL LIVELIHOODS MISSION
[ Quarter 3: District SHAHDOL ]
Prepared by
Dr. Kinsuk Mitra
Sunpreet Kaur
Samir Stephan Kujur
Neeraj Shrivastava
Devendra Sahu
N Mohan Reddy
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Contents
Executive Summary .......................................................................................................................................................... i
List of Abbreviations ................................................................................................................................................... viii
Chapter 1: Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM) .. 1
1.1 Background........................................................................................................................................................... 1
1.1.1 Project Goal and Objectives .......................................................................................................... 1
1.1.2 Implementation Architecture ...................................................................................................... 2
1.1.3 Resource Block Strategy ................................................................................................................ 2
1.2 Rationale for Process Monitoring ................................................................................................................ 3
1.2.1 Objectives of the Process Monitoring ....................................................................................... 3
Chapter 2: Methodology ............................................................................................................................... 4
2.1 Approach for Process Monitoring ............................................................................................................... 4
2.1.1 Study Framework ............................................................................................................................. 4
2.1.2 Research Design ................................................................................................................................ 5
2.1.3 Quarterly Process Monitoring Strategy ................................................................................... 5
2.2 Sampling Design ................................................................................................................................................. 6
2.2.1 Sampling Framework ...................................................................................................................... 6
2.3 Themes for Process Monitoring ................................................................................................................... 9
2.4 Data collection and Analysis framework ............................................................................................... 10
2.4.1 Desk review of project reports and documents ................................................................ 10
2.4.2 Study scoping and boundary setting ...................................................................................... 11
2.4.3 Stakeholder mapping ................................................................................................................... 11
2.4.4 Development of survey instruments ..................................................................................... 13
2.4.5 Quarterly Process Monitoring .................................................................................................. 15
2.4.6 Analysis Plan .................................................................................................................................... 15
2.4.7 Documenting Best Practices ...................................................................................................... 17
2.4.8 Short Films on Process Monitoring/Best Practices ......................................................... 18
2.4.9 Presentation of findings and finalisation with MPSRLM team .................................... 18
2.5 Limitations ......................................................................................................................................................... 19
Chapter 3: Training of field team, Field testing, and Data Entry protocols ........................... 20
3.1 Training of field team .................................................................................................................................... 20
3.2 Pre-testing and finalization of study instruments ............................................................................. 21
3.3 Data Entry Protocols ...................................................................................................................................... 22
Chapter 4: Profile of the Study Area ..................................................................................................... 23
4.1 Profile of Madhya Pradesh – the state .................................................................................................... 23
4.1.1 Demographic Profile of Madhya Pradesh ............................................................................ 23
4.2 Profile of Project Area of MPSRLM .......................................................................................................... 23
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Chapter 5: Sample Profile ......................................................................................................................... 26
5.1 Sample Profile................................................................................................................................................... 26
5.1.1 VO Formation and Strengthening ........................................................................................... 28
5.1.2 Community Mobilization and Identification of Social Capital ..................................... 30
5.1.3 SHG Formation and Strengthening ......................................................................................... 32
Chapter 6: Key Findings, Lessons Learned, Constraints & Challenges, and The Way
forward ............................................................................................................................................. 35
6.1 VO Formation and Strengthening ............................................................................................................. 35
6.1.1 VO Concept Seeding ...................................................................................................................... 35
6.1.2 Formation of VOs ........................................................................................................................... 36
6.1.3 Strengthening of VOs .................................................................................................................... 61
6.2 Community Mobilization ............................................................................................................................. 68
6.2.1 Revival and Strengthening of Old POP SHGs (Target SHGs) ........................................ 69
6.3 Identification of Social Capital ................................................................................................................... 72
6.4 SHG Formation and Strengthening .......................................................................................................... 73
6.5 Establishment of Systems (Norms and Practices)............................................................................. 79
6.5.1 Norms for SHG Grading and MCP appraisal under NRLM ............................................ 79
6.5.2 Types of funds and their disbursement procedure ......................................................... 83
6.5.3 Norms for preparation of documents and Bank Account Opening and Linkages
support ............................................................................................................................................... 86
6.5.4 Training for MCP preparation, MCP Preparation, Submission and Appraisal
System ................................................................................................................................................ 89
6.5.5 SHG Database Management training, updating, uploading and hand-holding
support and services delivered to SHGs ............................................................................... 91
6.5.6 Coordination, support and supervision Mechanism ....................................................... 92
6.6 Strengthening, Services and Payment of honorarium to Social Capital ................................... 93
6.6.1 Strengthening of Social Capital and Honorarium ............................................................. 93
6.6.2 Payment of honorarium to the Social Capital ..................................................................... 97
6.6.3 Services rendered by the Social Capital ................................................................................ 98
6.7 Social Inclusion ............................................................................................................................................. 104
6.7.1 Approval of WBR list in Gram Sabha, display of list in public places and updating
............................................................................................................................................................ 105
6.7.2 Strategies to ensure inclusion of socially excluded sections .................................... 106
6.7.3 Different social groups categorized in the project for finding out shift of HHs
within social groups ................................................................................................................... 107
6.7.4 Major criteria used for defining poverty ........................................................................... 108
6.7.5 Major vulnerability and risk factors .................................................................................... 109
6.7.6 Criteria followed for assessment of vulnerability ......................................................... 109
6.7.7 Special efforts made for vulnerable groups ..................................................................... 110
6.7.8 Exemption / privilege made for vulnerable groups ..................................................... 110
6.7.9 Strategy to bring leftover vulnerable families into SHG fold .................................... 111
6.7.10 Special Efforts made for vulnerable groups ..................................................................... 111
6.7.11 Priority in SHG norms for most vulnerable members ................................................. 112
6.7.12 SHG members’ empowerment visible in their villages ............................................... 112
6.7.13 Improved social affinity after SHG formation ................................................................. 113
6.7.14 Expectation of vulnerable groups / families towards changes required ............. 114
6.7.15 Social Security .............................................................................................................................. 115
6.8 Comparative Analysis of findings from Quarter 1, Quarter 2 and Quarter 3 ...................... 116
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Chapter 7: Best Practices ........................................................................................................................ 123
7.1 Case study 1: Pashupalan Sakhi Ekta… ................................................................................................ 123
7.2 Case study 2: Radha Bega and her stitching centre….................................................................... 124
7.3 Case study 3: Livelihood source of Jeevika Mahila Mandal… ..................................................... 125
7.4 Case study 4: Gram Sangathan Sakhi Gauri… ................................................................................... 125
7.5 Case study 5: Lakhnauti ka ‘Big Bazaar’… ......................................................................................... 126
7.6 Case study 6: Rooprani Singh: A confident Community Activist!! ........................................... 127
7.7 Case study 7: ‘Lakhpati’ Nanidni didi… ............................................................................................... 128
7.8 Case study 8: Rambai’s group becomes her support!! ................................................................. 129
ANNEXURES
Annexure I: Sample for the Process Monitoring of MPSRLM (Quarter 3: District Shahdol)
Annexure II: Survey Instruments
II(g): VO Formation and Strengthening
Annexure III: Quality Control and Management
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List of Tables
Table 2.1: Sample distribution .......................................................................................................................................................... 7 Table 2.2: Sampling of Intensive Block in Shahdol ................................................................................................................... 7 Table 2.3: Sampling of Resource Block in Shahdol ................................................................................................................... 8 Table 2.4: Sample distribution in Shahdol ................................................................................................................................... 8 Table 2.5: Sample distribution for Process Monitoring of MPSRLM in Shahdol in Quarter 3 .............................. 8 Table 2.6: Data collection for Process Monitoring of MPSRLM ....................................................................................... 12 Table 3.1: Day-wise schedule of Training and Field testing of survey instruments ............................................... 21 Table 4.1: Area of implementation of NRLP and NRLM in Madhya Pradesh ............................................................. 24 Table 4.2: List of Districts and Blocks of NRLP-Intensive (including resource blocks) in Madhya Pradesh24 Table 4.3: List of Districts and Blocks under Resource Block strategy in MPSRLM ............................................... 25 Table 5.1: Sample Profile for Process Monitoring in Shahdol district .......................................................................... 26 Table 5.2: Sample Profile for Process Monitoring of SHGs in Shahdol district ......................................................... 27 Table 5.3: Sample Profile of respondents at district and PFT level, for Process Monitoring in Shahdol district ....................................................................................................................................................................................................... 27 Table 5.4: Membership profile of sample VOs......................................................................................................................... 28 Table 5.5: Membership profile of sample SHGs ...................................................................................................................... 32 Table 6.1: Number of VOs in the village ..................................................................................................................................... 36 Table 6.2: Number of times EC members have been selected / elected after formation of VO ........................ 42 Table 6.3: Status of recent EC meeting conducted as per the agenda ........................................................................... 45 Table 6.4: Status of all agenda points minutised properly ................................................................................................ 46 Table 6.5: Status of tallying of cash book, ledger and bank pass (Savings and loan account) during EC meeting ..................................................................................................................................................................................................... 46 Table 6.6(a): Tasks undertaken by the SHG Monitoring sub-committee .................................................................... 50 Table 6.6(b): Tasks undertaken by Bank Linkages and Repayment sub-committee............................................. 51 Table 6.6(c): Tasks undertaken by Social Action sub-committee .................................................................................. 51 Table 6.7: Monthly saving deposits per member SHG ......................................................................................................... 54 Table 6.8: Resources used for meeting the monthly operating cost of VO ................................................................. 55 Table 6.9: Status of conflicts in VOs ............................................................................................................................................ 58 Table 6.10: Conflict resolution methods in VOs ..................................................................................................................... 58 Table 6.11: Location of training to VOs by Mission team ................................................................................................... 61 Table 6.12: Number of MCPs rejected / asked for revision by VOs ............................................................................... 63 Table 6.13: Status of SHGs received CIF on rotation ............................................................................................................ 64 Table 6.14: Assessment procedure of SHGs for CIF disbursement ................................................................................ 65 Table 6.15: Assessment procedure of SHGs for VRF disbursement .............................................................................. 65 Table 6.16: Use pattern of fund among member SHGs ........................................................................................................ 66 Table 6.17: Number of NRLM fold SHGs that are now inactive / non-functional / dormant in sample area ...................................................................................................................................................................................................................... 71 Table 6.18: Timing of Savings deposition in SHGs ................................................................................................................ 75 Table 6.19: Prioritization in MCP .................................................................................................................................................. 77 Table 6.20: Norms for SHG Grading and MCP appraisal under NRLM ......................................................................... 79 Table 6.21(a): Grading before disbursement of RF (3-4 months after formation of SHG) - Intensive Block (Sohagpur) .............................................................................................................................................................................................. 80 Table 6.21(b): Grading before disbursement of RF (3-4 months after formation of SHG - Resource Block (Jaisinghnagar) ...................................................................................................................................................................................... 81 Table 6.22(a): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Intensive Block (Sohagpur) ............................................................................................................................................................. 81 Table 6.22 (b): Grading / Appraisal before disbursement of VRF (3-6 months after formation of the SHG) - Resource Block (Jaisinghnagar) ..................................................................................................................................................... 81 Table 6.23(a): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Intensive Block (Sohagpur) ............................................................................................................................................................. 81 Table 6.23(b): Grading / Appraisal before disbursement of CIF (6-9 months after formation of the SHG) - Resource Block (Jaisinghnagar) ..................................................................................................................................................... 81 Table 6.24(a): Grading / appraisal before credit linkage of SHG (1st linkage) (6 months after formation of SHG or before submission of application for credit linkage) - Intensive Block (Sohagpur) ............................... 82
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Table 6.24(b): Grading / appraisal before credit linkage of SHG (1st linkage) (6 months after formation of SHG or before submission of application for credit linkage) - Resource Block (Jaisinghnagar) ...................... 82 Table 6.25(a): Grading / Appraisal before credit linkage of SHG (subsequent linkages) (within 2 months of repayment of previous loan or before submission of application for bank loan) - Intensive Block (Sohagpur) .............................................................................................................................................................................................. 82 Table 6.25(b): Grading / Appraisal before credit linkage of SHG (subsequent linkages) - (within 2 months of repayment of previous loan or before submission of application for bank loan) - Resource Block (Jaisinghnagar ........................................................................................................................................................................................ 82 Table 6.26: Norms for different types of funds and disbursement procedure ......................................................... 83 Table 6.27(a): Revolving Fund - Intensive Block (Sohagpur) .......................................................................................... 83 Table 6.27(b): Revolving Fund - Resource Block (Jaisinghnagar) ................................................................................. 84 Table 6.28(a): Vulnerability Reduction Fund - Intensive Block (Sohagpur) ............................................................. 84 Table 6.28(b): Vulnerability Reduction Fund - Resource Block (Jaisinghnagar) .................................................... 84 Table 6.29(a): Community Investment Fund - Intensive Block (Sohagpur) .............................................................. 84 Table 6.29(b): Community Investment Fund - Resource Block (Jaisinghnagar) ..................................................... 84 Table 6.30(a): Bank loan to SHG - Intensive Block (Sohagpur) ....................................................................................... 85 Table 6.30(b): Bank loan to SHG - Resource Block (Jaisinghnagar) .............................................................................. 85 Table 6.31(a): Norms for preparation of documents and Bank Account Opening ................................................. 86 Table 6.31(b): Norms for preparation of documents and credit linkages .................................................................. 87 Table 6.32(a): Training on Preparation of documents for Bank Linkage - Intensive Block (Sohagpur) ...... 87 Table 6.32(b): Training on Preparation of documents for Bank Linkage - Resource Block (Jaisinghnagar) ...................................................................................................................................................................................................................... 87 Table 6.33(a): Bank linkage and providing hand-holding support - Intensive Block (Sohagpur) ................... 88 Table 6.33(b): Bank linkage and providing hand-holding support - Resource Block (Jaisinghnagar) .......... 88 Table 6.34: Norms for MCP Preparation .................................................................................................................................... 89 Table 6.35(a): MCP Preparation Training - Intensive Block (Sohagpur) .................................................................... 89 Table 6.35(b): MCP Preparation Training - Resource Block (Jaisinghnagar) ........................................................... 90 Table 6.36: MCP Preparation .......................................................................................................................................................... 90 Table 6.37(a): SHG Database Management Training - Intensive Block (Sohagpur)............................................... 91 Table 6.37(b): SHG Database Management Training - Resource Block (jaisinghnagar) ...................................... 91 Table 6.38(a): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Intensive Block (Sohagpur)............................................................................................................................................... 91 Table 6.38(b): SHG Database updating, uploading and hand-holding support and services delivered to SHGs - Resource Block (Jaisinghnagar) ...................................................................................................................................... 92 Table 6.39(a): Coordination, support and supervision Mechanism - Intensive Block .......................................... 92 Table 6.39(b): Coordination, support and supervision Mechanism - Resource Block .......................................... 93 Table 6.40: Types of CB programmes - Book Keepers ......................................................................................................... 93 Table 6.41: Types of CB programmes - Master Book Keepers ......................................................................................... 94 Table 6.42:Types of CB programmes - MCP Trainers .......................................................................................................... 94 Table 6.43: Types of CB programmes - Livelihood Promoters Agriculture/AH ...................................................... 95 Table 6.44: Types of CB programmes - Gender CRPs ........................................................................................................... 96 Table 6.45 Types of CB programmes - Bank Mitra ................................................................................................................ 96 Table 6.46: Types of CB programmes – Community Activist ........................................................................................... 97 Table 6.47(a): Payment of honorarium (planned) ................................................................................................................ 97 Table 6.47(b): Payment of honorarium (actually paid) ...................................................................................................... 98 Table 6.48: Services - Book Keeper .............................................................................................................................................. 98 Table 6.49: Services – Active Women ......................................................................................................................................... 99 Table 6.50: Services – Master Book Keeper ............................................................................................................................. 99 Table 6.51: Services – MCP Trainer............................................................................................................................................ 100 Table 6.52: Services – Livelihood Promoter (Agri/AH) .................................................................................................... 100 Table 6.53: Services – Bank Mitra ............................................................................................................................................... 101 Table 6.54: Services – Community Activist ............................................................................................................................. 101 Table 6.55: Services – PFT .............................................................................................................................................................. 102 Table 6.56: Services – DMMU ........................................................................................................................................................ 103 Table 6.57: Services – Banker ....................................................................................................................................................... 104 Table 6.58: Identification of idle fund ....................................................................................................................................... 104 Table 6.59: Approval of list in Gram Sabha ............................................................................................................................ 105 Table 6.60: Display of list in public space................................................................................................................................ 105
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Table 6.61: Updating list after being approved .................................................................................................................... 105 Table 6.62: Strategies to ensure inclusion of socially excluded sections .................................................................. 106 Table 6.63(a): Different social groups categorized in the project for finding out shift of HHs within social groups ...................................................................................................................................................................................................... 107 Table 6.63(b): Different social groups categorized in the project for finding out shift of HHs within social groups ...................................................................................................................................................................................................... 108 Table 6.64: Major criteria used for defining poverty ......................................................................................................... 108 Table 6.65: Major vulnerability and risk factors .................................................................................................................. 109 Table 6.66: Criteria followed for assessment of vulnerability ....................................................................................... 109 Table 6.67: Special efforts made for vulnerable groups ................................................................................................... 110 Table 6.68: Exemption(s) / privilege(s) made for the vulnerable groups................................................................ 110 Table 6.69: Strateg(ies) adopted to bring leftover vulnerable families into SHG fold ........................................ 111 Table 6.70: Special efforts made for vulnerable families ................................................................................................. 111 Table 6.71: Priority in SHG norms for most vulnerable members ............................................................................... 112 Table 6.72: SHG members' empowerment visible in their village ............................................................................... 112 Table 6.73: Visibility of improved social affinity .................................................................................................................. 113 Table 6.74: Expectation of vulnerable groups / families towards changes required .......................................... 114 Table 6.75: Ranking of Social Security Schemes .................................................................................................................. 115 Table 6.76: Comparative findings in Shahdol, Sheopur and Mandla Districts ........................................................ 117
List of Figures
Figure 2.1: Project Logic Model ........................................................................................................................................................ 4 Figure 2.2: Sampling Strategy ............................................................................................................................................................ 6 Figure 2.3: Research Design of the Process Monitoring of Madhya Pradesh SRLM ............................................... 11 Figure 2.4: Design of approach for Key Informant Interviews ....................................................................................... 12 Figure 2.5: Snapshot of the survey instrument developed for Process Monitoring of MPSRLM in Shahdol in Quarter 3 .................................................................................................................................................................................................. 14 Figure 2.6: Concept of Triangulation ........................................................................................................................................... 16 Figure 3.1: Snapshot of the Data Entry programme developed for entry of data collected as part of Process Monitoring of MPSRLM in Quarter 3 ........................................................................................................................................... 22 Figure 4.1: Map of study area showing districts of MPSRLM ........................................................................................... 25 Figure 5.1: Age Profile of the Respondents ............................................................................................................................... 28 Figure 5.2: Social Group-wise Distribution of the Respondents ..................................................................................... 29 Figure 5.3: Education Profile of the Respondents ................................................................................................................. 29 Figure 5.4: Livelihood Profile of the Respondents ................................................................................................................ 30 Figure 5.5: Age Profile of the Respondents ............................................................................................................................... 30 Figure 5.6: Gender Profile of the Respondents ....................................................................................................................... 31 Figure 5.7: Social Group-wise Distribution of the Respondents ..................................................................................... 31 Figure 5.8: Education Profile of the Respondents ................................................................................................................. 31 Figure 5.9: Age Profile of the Respondents ............................................................................................................................... 32 Figure 5.10: Social Group-wise Distribution of the Respondents .................................................................................. 33 Figure 5.11: Education Profile of the Respondents............................................................................................................... 33 Figure 5.12: Livelihood Profile of the Respondents .............................................................................................................. 34 Figure 6.1: Exposure visits ............................................................................................................................................................... 35 Figure 6.2: Purpose of VO formation ........................................................................................................................................... 36 Figure 6.3: Criteria followed for formation of VO .................................................................................................................. 37 Figure 6.4: Age of member SHGs ................................................................................................................................................... 37 Figure 6.5: Membership of SHGs in VOs ..................................................................................................................................... 38 Figure 6.6: Some of the reasons why all members of all SHGs are not GB members ............................................. 39 Figure 6.7: Awareness on role and responsibilities of General Body of VO ............................................................... 40 Figure 6.8: Frequency of GB meeting .......................................................................................................................................... 40 Figure 6.9: Number of times GB meeting held since inception of the VO ................................................................... 41 Figure 6.10: Attendance status of GB meeting held in the last 12 months ................................................................. 41 Figure 6.11: Executive Committee members of VO .............................................................................................................. 42 Figure 6.12: Awareness on roles and responsibilities of Executive Committee of VO .......................................... 44 Figure 6.13: Number of times EC meetings held in the last 12 months ....................................................................... 44
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Figure 6.14: Attendance in EC meetings held in last 12 months ..................................................................................... 45 Figure 6.15: Office Bearers of VO .................................................................................................................................................. 47 Figure 6.16: Type of Bye laws / norms / rules prepared by the VO .............................................................................. 47 Figure 6.17: Process followed for formation of sub-committees of VO ....................................................................... 48 Figure 6.18: Stages of formation of sub-committees ............................................................................................................ 49 Figure 6.19: Types of sub-committees of VO ........................................................................................................................... 49 Figure 6.20: Training status of VO sub-committees ............................................................................................................. 50 Figure 6.21: Functional status of VO sub-committees ......................................................................................................... 50 Figure 6.22: VO members have knowledge of bye laws / rules / norms of VO ........................................................ 52 Figure 6.23: Meeting Process of VO ............................................................................................................................................. 52 Figure 6.24: Main activities of VO ................................................................................................................................................. 53 Figure 6.25: Decision on membership fee for member SHGs ........................................................................................... 54 Figure 6.26: Action taken against member absent in the meeting ................................................................................. 55 Figure 6.27: VO Record / Book keeping done by ................................................................................................................... 56 Figure 6.28: Literacy level of VO Book Keepers...................................................................................................................... 56 Figure 6.29: Literacy level of VO Presidents ............................................................................................................................ 57 Figure 6.30: Literacy level of VO Secretaries ........................................................................................................................... 57 Figure 6.31: Literacy level of VO Treasurers ........................................................................................................................... 57 Figure 6.32: Social issues addressed by the VOs .................................................................................................................... 59 Figure 6.33: Review processes of VOs to their respective member SHGs .................................................................. 59 Figure 6.34: Types of trainings provided by the Mission team to VOs ......................................................................... 61 Figure 6.35: Record keeping status of VOs ............................................................................................................................... 62 Figure 6.36: Types of assistance to member SHGs from VOs ........................................................................................... 62 Figure 6.37: Awareness of VO members towards various types of funds .................................................................. 63 Figure 6.38: Disbursement route of CIF to SHGs .................................................................................................................... 64 Figure 6.39: Principles of good governance followed by VOs .......................................................................................... 66 Figure 6.40: Convergence status of VOs activities ................................................................................................................. 67 Figure 6.41: Number of old SHGs included into SRLM ........................................................................................................ 69 Figure 6.42: Number of old SHGs audited ................................................................................................................................. 70 Figure 6.43: Number of dormant groups revived .................................................................................................................. 70 Figure 6.44: Process followed for revival- group members .............................................................................................. 71 Figure 6.45: Services of Book Keepers........................................................................................................................................ 72 Figure 6.46: Services of Internal CRPs ........................................................................................................................................ 72 Figure 6.47: Services of Active Women ...................................................................................................................................... 73 Figure 6.48: Process of meeting of SHGs.................................................................................................................................... 74 Figure 6.49: Loaning, repayment and punishment system in SHGs .............................................................................. 75 Figure 6.50: Timing of Savings deposition in Banks ............................................................................................................. 76 Figure 6.51: Loan disbursement prioritization ...................................................................................................................... 76 Figure 6.52: Record keeping ........................................................................................................................................................... 77 Figure 6.53: Disbursement route of CIF to SHG ...................................................................................................................... 78 Figure 6.54: Distribution pattern of fund .................................................................................................................................. 78 Figure 6.55: Use pattern of fund .................................................................................................................................................... 79 Figure A3.1: Overview of Quality Control Mechanism during Evaluation ................................................................ 156
List of Plate
Plate 3.1: Classroom training of field survey team at Bhopal on May 14, 2015 ....................................................... 20
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Executive Summary
A. Introduction to the Madhya Pradesh State Rural Livelihoods Mission (MPSRLM)
A.1 Project Description
The Swarnjayanti Gram Swarozgar Yojana (SGSY), a centrally sponsored programme of the
Ministry of Rural Development (MORD), Government of India (GOI), has been restructured
and implemented as National Rural Livelihoods Mission (NRLM). It is under implementation
in Madhya Pradesh along with 12 other states with support of the World Bank, known as the
National Rural Livelihoods Project (NRLP). But in terms of strategy and components, NRLP
falls under the overall ambit of NRLM.
A.2 Project Goal and Objectives
The central objective of the Mission is to bring about an increase in the household incomes of
the rural poor through sustained livelihood enhancements and improved access to financial
and non-financial services. The Mission aims at creating efficient and effective institutional
platforms of the poor as mediating institutions.
B. Objectives of Process Monitoring
The objective of the assignment is to conduct process monitoring of State Rural Livelihoods
Mission (SRLM) implementation in Madhya Pradesh. The overall process monitoring will
identify critical gaps and best practices in resource and intensive block strategy
implementation and factors responsible for the same, and facilitate Madhya Pradesh SRLM to
take appropriate decisions to institutionalize the enormous learning outcomes.
C. Approach and Methodology of Process Monitoring
A mix of qualitative & quantitative research techniques was adopted for the process
monitoring study in Shahdol district in quarter 3. The specific objectives of the study spelt
out the need for collation of information at different levels to gauge both effectiveness and
efficiency of various processes of implementation of Madhya Pradesh SRLM Resource Block
strategy and Intensive Block strategy. The methodology included both primary and
secondary research methods.
C.1 Sampling
Multi-stage stratified proportionate random sampling was used in the process
monitoring study, to identify a representative sample of blocks, clusters and villages. In each
quarter, one sample district is being covered for process monitoring, including one resource
block and one intensive block from that district. In this quarter, process monitoring was
conducted in Shahdol district, in the Sohagpur block (intensive) and Jaisinghnagar block
(resource). The detailed sampling design is presented in Chapter 2 of the report.
C.2 Methodology
A mix research design was adopted for the process monitoring study, whereby a mix of
both qualitative and quantitative data was used. The detailed steps followed for the conduct
of the Process Monitoring of MPSRLM included:
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Desk Review: The team conducted a ‘Desk Review’ of the various project reports and
documents, to understand the strategy of implementation that was to be assessed in the
process monitoring study. This exercise facilitated the team members to understand the
perspective of a variety of project activities. Further, the team also identified additional
secondary data sources and literature useful in the context of the study and reviewed
the same.
Scoping and Boundary Setting: The team conducted a thorough document review of
relevant project documents (such as: SPIP, COM, Project Log-frame, AAP, etc.) to
familiarise themselves with the project objectives, procedures and implementation
framework.
Stakeholder Mapping: Before undertaking the process monitoring study, the team
mapped all the direct and indirect stakeholders associated with MPSRLM to not only
know the different stakeholders in the project but also to identify sample informants for
the study.
Development of Study Instruments (Quantitative & Qualitative): The study team
prepared the data collection tools for the qualitative and quantitative data collection.
The qualitative tools were semi-structured and open-ended, whereas the quantitative
tools focused on determining the conduct of project processes and were targeted at a
representative sample of the direct beneficiaries and key stakeholders.
Quarterly Process Monitoring: The study team undertook field visits to Shahdol
district under the project, as per the sampling for specific site-based assessments. The
field visits focused on collection of specific data to facilitate the determination of status,
extent and impact of the project processes under review, as well as undertaking
discussions with the relevant stakeholders.
Data collection and Analysis plan: The documentation and analysis plan was finalized
in consultation with the MPSRLM team. The result of the analysis plan was to aid in the
review, assessment and documentation of MPSRLM processes and identifying any areas
for adaptation or modification, enabling the project management to improve the
implementation of various project processes in the state.
Documenting best practices: Acknowledging the performance of MPSRLM in Madhya
Pradesh, best practices were identified and documented. The documentation of the best
practices of MPSRLM was taken up for practical suggestions to improve the contribution
of the project towards the most vulnerable groups, including poor villagers, tribals,
women, minorities, migrants, displaced and persons with disabilities.
Short Films on Process Monitoring/Best Practices: The short films on process
monitoring were prepared to highlight positive experience of a particular project
process, execution that is worth narrating, highlighting the best practices observed and
developing knowledge products.
Presentation of findings and finalisation with MPSRLM team: The findings of the
process monitoring of MPSRLM were presented in a consultation meeting with the State
team, after preliminary analysis of the data received from qualitative and quantitative
research. The relevant comments received from the project team were then
incorporated in the final report and analysis.
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C.3 Training of survey team
A comprehensive general training was provided to the supervisors, interviewers and data
entry operators within the survey team, in order to create a team environment and to allow
for substitution between roles should any team member take a leave of absence due to
illness or other emergency. The classroom training was conducted in Bhopal, followed by
the field testing of the survey instruments in Shahdol district, during May 14-17, 2015.
C.4 Field testing and finalization of study instruments
The study instruments developed and translated by the study team at InsPIRE, were
thoroughly pre-tested in the field before finalization. Pre-testing in similar field situations
enabled the team to touch base with all the areas of inquiry and also give the communities
an opportunity to add on new areas of inquiry to the study if required. The field testing
exercise helped in getting the time plan right for the entire survey, including both
quantitative and qualitative data collection.
C.5 Data collection and Data entry
The data collection and analysis framework was developed on the lines of the ‘Mix Design’
approach, focusing on both the qualitative (based on participatory) and quantitative
methods and analysis. After completion of the field survey, data entry of all the data
collected from the field using various study instruments was undertaken, using a separate
data entry programme for each survey instrument, taking into consideration the depth of
analysis required to be taken up. An interactive data entry programme was developed using
MS Excel.
D. Key findings, Lessons learned, Constraints & challenges and the Way Forward
The key findings and the lessons learned from the process monitoring study in both the
intensive and resource blocks of Shahdol district are summarized here. Further, the
constraints and challenges faced by the Mission team, as identified during the process
monitoring study in both the intensive and resource blocks of Shahdol district, are also
enumerated, along with the way forward for MPSRLM:
In the Intensive and Resource Blocks:
During concept seeding of VOs, the Mission team used mostly orientation / consultation
workshops. The process monitoring team observed that the knowledge and
understanding on overall purpose of VO formation was limited among the members in
the sampled area. The exposure visits to nearby successful VOs and repeated discussion
in SHGs’ meetings about the concept and importance of VOs would be given equal
importance during the process of concept seeding. This will help the members for vision
development of their respective VOs.
In both the sampled blocks, Mission team provided trainings to SHGs for VO formation.
It was reported that 22 percent cases (29% in Intensive Block & 15% in Resource Block)
VOs have been formed with less than 4 SHGs. In addition, 2.5 percent cases (4% in
Intensive Block and 1% Resource Block) the age of member SHGs are less than 3
months. These seem the immature stages to form VOs. It should be ensured that the
iv iv
minimum criteria (as stated in the NRLM Guideline) had been followed during formation
of VOs.
It was reported that all members of the member SHGs are the GB members of their
respective VOs. However, it was also reported that all SHGs are not the members of VO
of their respective villages. The process monitoring survey results depicted the reasons
as (i) Only few SHGs are member of VO in the village (ii) Some SHGs are member of
other VO in the village, and (iii) Some SHGs are member of other VO in other village. It
was done as per the COM, i.e. the number of SHGs in a VO must not be less than 5 and
should not exceed 30. In case there are more than 30 SHGs in the village or hamlet or
Panchayat, the Mission needs to form another VO. However, appropriate steps need to
be taken up so that all eligible SHGs should become the members of VOs.
The knowledge and awareness on role and responsibilities of GBs of VOs are limited
with few members only.. As per VOs rules, the frequency of GB meetings should be on
quarterly basis. However, in the Intensive Block 49 percent cases it was conducted less
than or equal to 2 times, and about 79 percent cases in Resource Block it was conducted
only once since inception of the VOs.
The process monitoring survey data reveals that more than the half of the sampled VOs
the Mission team assisted the VOs in preparing and deciding the GB meeting agenda.
There are a minimum of 10 members in EC of each VO. Initially EC members were
nominated by the SHGs, but now it has been made compulsory for presidents and
secretaries of SHGs to be the EC members of their respective VOs. As per VO rules, EC
members are selected/ elected for a period of 2 years, however most of the cases, the EC
members’ selection have been done only once after formation of VOs.
In both the sampled blocks, the present status of awareness level on role and
responsibilities among EC members are very poor. It was also reported that in about
half of the sampled VOs, Mission team assisted the VOs in preparing the EC meeting
agenda.
In both the sampled blocks, majority of the cases Office Bearers are selected by General
Bodies of the VOs. However, in about 18-22 percent cases, the Office Bearers are
selected by the Executive Committees of the VOs.
There are mainly five types of VO sub committees have been formed in the sampled
area. Sub-committees are formed from the EC of VO. In each sub-committee there are 2-
3 members. It was reported that these sub-committees are formed in half of the sampled
VOs. It was also reported that majority of the VOs in the sampled area do not have Social
Mobilization sub-committees and Employment sub-committees. The responsibilities of
these committees are performed by other existing committees.
The formal training and capacity building activities of VO sub-committees have not been
done in the sampled area properly. In both the Blocks, about 50% sub-committees in the
sampled areas have been left out from formal training programmes. These sub-
committees lack appropriate capacities to perform their role and responsibilities. They
also lack work schedule and learning sharing platform.
The Mission team has mainly provided three types of trainings to VOs viz. (i) VO Concept
and Management, (ii) MCP preparation and appraisal, and (iii) VO Accounts and Book
keeping. The formal training to VOs on following subjects need to be provided- (i) VO
MIS, (ii) Gender and Social Inclusion, (iii) PIP, (iv) Community Procurement, (v) Roles
and Responsibilities of Sub-committees, (vi) SHG Grading and Audit, (vii) Annual
v v
Planning and Budgeting, (viii) Governance and Accountability, (ix) Objective setting of
Exposure visits, and (x) Financial Management.
In the sampled area, the Record and Book keeping status of VOs is picking up slowly.
The Mission team requires more time and effort to introduce them properly. All types of
Books and records need to be introduced properly followed by organizing formal
trainings.
In the sampled area, about 65 percent VOs activities (58% in Intensive Block & 72% in
Resource Block) yet to link them with the existing government programme or schemes.
At VO level they lack the capacity of convergence efforts to be made.
In case VO is formed and the SHG is a member of VO, grading should be undertaken by
VO level sub-committee. In case of VO is not formed, or SHG is not a member of VO,
grading should be done by block / cluster level appraisal committee involving members
from other SHGs facilitated by CRP / Community cadres. However, VOs and SHGs are not
in a position to undertake the various types of grading activities. It is normally
performed by the nodal PFT. The Mission team needs to capacitate and strengthen the
SHGs, VOs and its sub-committees to undertake their assigned activities effectively.
MCP preparation training is initiated after 6 months of formation of SHGs. A
standardized MCP format is available with the Mission team.
Most of the cases, the priorities of the individuals have changed. MCPs need to be
revisited and updated as and when required. The changes made in MCPs should be
recorded in meeting / minutes register for future reference.
As per norms RF, VRF & CIF applications are submitted and disbursement is made to
SHGs. The RF and VRF amounts were Rs. 15000/- each for individual eligible SHG.
However, CIF amount varied from Rs. 50000/- to Rs. 80000/- per SHG. In the case of
Resource Block, due to lack of knowledge and awareness about the VRF among
community members, , VRF is neither applied by the SHGs/VOs nor disbursed by the
Mission.
In most cases, initially the group members equally distributed the funds among
themselves. There is lack of plan for use and utilization pattern of these funds among the
group members. Proper plan and tracking mechanism for fund utilization should be
established at SHG level. Various types of funds received need by SHG to be recorded in
meeting / minutes register (as on date they reflect only in Passbook).
About 50 percent CIF amount is disbursed to VOs against their application. The basic
purpose of this deduction is for rotation of amount among all SHGs of the respective
VOs. However, the timeframe of rotation of fund at SHGs and VO levels need to be
worked out properly for efficient and effective utilization of the fund.
The SHGs have received the 1st dose of bank loan. The 1st dose bank loan amount varied
from Rs. 50000/- to Rs. 100000/-. However, the loan processing time takes 30-45 days
from their application dates. The Mission team should encourage the group members for
repaying the loan amount as per schedule. It’ll increase the credit worthiness of the
group for availing the higher level loans i.e. 2nd dose, 3rd dose, and so on.
There is further clarification and guideline required on Livelihoods / Layering Fund
(LF).
In Intensive Block as well as Resource Block, the database management training was
done at PFT level for PFT members by DM-M&E. There are standard reporting formats,
schedule of reporting interval, availability of proper infrastructure, persons responsible
vi vi
for data updating and uploading at DMMU and PFT level. However, VOs and SHGs lack
the capacity and infrastructure for data updating and uploading.
In Intensive Block as well as Resource Block, no formal training were provided for
preparation of documents for bank linkages. The Mission team assisted the SHGs for
bank linkages and handholding support in terms of coordination and networking with
banks, sensitization of bankers, documents preparation, introduction at banks for
account opening and credit linkages and assists them in timely repayment of loans.
However, most of these activities were restricted to DMMU and PFT levels only.
Mission team is providing coordination, support and supervision assistance at DMMU
and PFT level. These services are in the form of preparation of Annual Action Plan
(AAP), review of AAP, preparation of implementation plan (after approval of AAP),
monitoring of implementation plan throughout the year, identification of deviations
(physical & financial targets), and their rectification procedure. Community level
representatives need to be included at formal structure of coordination, support and
supervision of Mission initiatives.
In the Intensive Block(s):
PFT facilitated for the selection of Office Bearers of VOs. In sampled Intensive Block,
there are five OBs (i.e. President, Vice-president, Secretary, Vice-secretary and
Treasure). The positions of OBs are for two years on rotation basis. However, till date
selection of OBs are done only once / no re-election in the sampled area.
There are two VOs in sampled Intensive Block, where bye laws / rules / norms yet to be
formulated.
In 24 percent cases, the CIF distribution route is direct to SHGs. All VOs need to be
capacitated and strengthened to perform their role and responsibilities, and manage the
community funds efficiently.
MCP preparation training is initiated after 6 months of formation of SHGs. In Intensive
Block, 2-5 days training is organized for PFT level Mission team as well as for CRPs and
VO/SHG representatives. The training was organized 3 days for PFT members, 5 days
for CRPs and 2 days for VO/SHG representatives.
In Intensive Block, MCPs were jointly prepared by SHG, CRP and nodal PFTs. It was
appraised by District core team and approved by the DPM. In first submission of MCPs,
the acceptance rate of all 5 sampled PFTs are between 75-100 percent.
In the Resource Block:
PRP facilitated for the selection of Office Bearers of VOs. In sampled Resource Block
there are three OBs (i.e. President, Secretary and Treasure). The positions of OBs are for
two years on rotation basis. However, till date selection of OBs is done only once / no re-
election in the sampled area.
In almost 96 percent cases, the CIF distribution route in Resource Block is direct to
SHGs. All VOs need to be capacitated and strengthened to perform their role and
responsibilities, and manage the community funds efficiently.
MCP preparation training is initiated after 6 months of formation of SHGs. In Resource
Block, 7 days training was organized for SHG members, CRPs and PFTs at VO/SHG level,
which were facilitated by the Resource Organisation.
vii vii
In the Resource Block, MCPs were prepared by the CRPs and PRPs. It was appraised by
PFT and approved by the DPM. In first submission of MCPs, the acceptance rate of two
sampled PFTs (i.e. Gopalpur and Kanadikhurd) of Resource Block is 100 percent.
However, in remaining 3 sampled PFTs it was between 75-100 percent.
E. Structure of the Process Monitoring Report
The process monitoring report is structured in a manner such that it is easy to comprehend,
as well as provide detailed analysis of data collected from various levels. The chapterization
plan of the report is as follows:
Chapter 1: Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM)
Chapter 2: Methodology
Chapter 3: Training of Field Team, Field Testing and Data Entry Protocols
Chapter 4: Profile of the Study Area
Chapter 5: Sample Profile
Chapter 6: Key Findings, Lessons Learned, Constraints & Challenges, and The Way
forward
Chapter 7: Best Practices
viii viii
List of Abbreviations
AAP Annual Action Plan
AH Animal Husbandry
APL Above Poverty Line
AW Active Women
BK Book Keeper
BLBC Block level Bankers Committee
BMMU Block Mission Management Unit
BPL Below poverty Line
CBO Community Based Organisation
CLF Cluster Level Federation
COM Community Operational Manual
CRP Community Resource Person
DLCC District Level (Credit Review) Coordination Committee
DMMU District Mission Management Unit
FGD Focussed Group Discussion
GOI Government of India
GoMP Government of Madhya Pradesh
GP Gram Panchayat
HRF Human Rights to Food
IEC Information, Education and Communication
KII Key Informant Interview
LDM Lead District Manager (from the Lead Bank)
MAP Medicinal and Aromatic Plants
M&E Monitoring and Evaluation
MBK Master Book Keeper
MCP Micro Credit Plan
MIP Micro Investment Plan
MIS Management Information System
MoU Memorandum of Understanding
MORD Ministry of Rural Development
MP Madhya Pradesh
MPDPIP Madhya Pradesh District Poverty Initiative Programme
MPRAF Madhya Pradesh Rajya Ajeevika Forum
MPRLP Madhya Pradesh Rural Livelihoods Project
ix ix
MPSRLM Madhya Pradesh State Rural Livelihoods Mission
NGO Non-Government Organisation
NRLM National Rural Livelihoods Mission
NRLP National Rural Livelihood Programme
NRM Natural Resources Management
OB Office Bearer
OBC Other Backward Caste
PFT Project Facilitation Team
PHED Public Health and Engineering Department
PIP Participatory Identification of Poor
PoP Poorest of Poor
PRA Participatory Rural Appraisal
PRI Panchayati Raj Institution
PRP Professional Resource Person
RSBY Rashtriya Swasthya Bima Yojana
SC Scheduled Caste
SERP Society for Elimination of Rural Poverty
SGSY Swarnajayanti Gram Swarozgar Yojana
SHG Self Help Group
SLBC State Level Bankers Committee
SMMU State Mission Management Unit
SPIP State Perspective Implementation Plan
SPTG Special Primitive Tribal Group
ST Scheduled Tribe
ToR Terms of Reference
VO Village Organisation
WBR Well Being Ranking
WR Wealth Ranking
1 1
CHAPTER 1:
Introduction to Madhya Pradesh State Rural Livelihoods Mission (MPSRLM)
This chapter presents an introduction to the National Rural Livelihoods Mission (NRLM),
followed by an introduction to the Madhya Pradesh State Rural Livelihoods Mission
(MPSRLM) and describes its various components, with particular reference to the
Process Monitoring study.
The Swarnjayanti Gram Swarozgar Yojana (SGSY), a centrally sponsored programme of the
Ministry of Rural Development (MORD), Government of India (GOI), has been restructured and
implemented as National Rural Livelihoods Mission (NRLM). The NRLM is implemented on a
cost sharing basis between the Center and the States in the ratio of 75:25.
1.1 Background
National Rural Livelihoods Mission (NRLM) is being implemented since FY 2010-11 to
eliminate rural poverty through innovative implementation strategies involving
mobilization and organization of the rural poor and their financial and economic inclusion.
The NRLM is under implementation in Madhya Pradesh along with 12 other states with
support of the World Bank, known as the National Rural Livelihoods Project (NRLP). But
in terms of strategy and components, NRLP falls under the overall ambit of NRLM.
1.1.1 Project Goal and Objectives
The central objective of the Mission is to bring about an increase in the household
incomes of the rural poor through sustained livelihood enhancements and improved
access to financial and non-financial services. The Mission aims at creating efficient and
effective institutional platforms of the poor as mediating institutions.
The three key inter-related components of the Mission are: (i) social inclusion; (ii)
financial inclusion; and (iii) economic inclusion. The three components are posited on the
Community Based Organizations (CBOs) of the poor, which if promoted, capacitated,
nurtured and funded initially, are expected to promote and sustain livelihoods of the
rural poor. Thus, the NRLM aims at mobilizing all the rural poor households into SHGs
and their federations viz., Village Organizations, Cluster/Block Level Federations and
use these institutional platforms to promote the livelihoods of the poor.
The Mission seeks to promote access of the CBOs of the poor to financial and technical
services as well as economic support services and enable them to diversify and improve
their livelihoods. Towards this end, the Mission intends to promote organic financial and
non-financial relations between the SHGs and their federations. In addition, the poor
would be facilitated to achieve increased access to their rights, entitlements and public
services, diversified risk and better social indicators of empowerment. The NRLM also
aims at harnessing the innate capabilities of the poor and seeks to complement them
2 2
with their capacities (information, knowledge, skills, tools, finance and collectivization)
to deal with the rapidly changing external world.
In addition to this, the Mission will promote job opportunities for the rural youth through
supporting training and bridge training in self-employment and salary/wage employment
skills. The Mission will also organize job fairs to facilitate easy interface between the
potential employers and the trained youth. The Mission will work with select professional
institutions to promote training and placement support for the youth.
1.1.2 Implementation Architecture
At the national level, a National Mission Management Unit (NMMU) was created to
implement the Mission, comprising of several thematic groups and professional experts,
under the Rural Livelihoods (RL) Division of the MORD.
In Madhya Pradesh, a state level autonomous society was established and designated as
Madhya Pradesh Rajya Ajeevika Forum (MPRAF). As part of rolling-out SRLM, the state
government has:
(i) set-up governance and accountability systems;
(ii) established dedicated Mission implementation units at the State (SMMU), District
(DMMU), and Sub-Block Units (Cluster Level);
(iii) recruited, inducted, trained and positioned multidisciplinary professionals at all
levels; and
(iv) established adequate management, finance, procurement, MIS and M&E systems.
In Madhya Pradesh, NRLM is implemented through Madhya Pradesh Rajya Ajeevika
Forum (MPRAF). The Mission will gradually scale up this program to cover 313 blocks
and 51 districts in the state.
The National Rural Livelihoods Mission (NRLM) in Madhya Pradesh has developed its
mission statement that ‘Poor women and their families in rural Madhya Pradesh through
their own institutions attain socio-economic empowerment to become an agent of change
for promoting equitable and sustainable development of the society’.
1.1.3 Resource Block Strategy
The framework of NRLM is designed on the Resource block strategy which involves: (i)
development of effective models of social mobilization, institution building, financial
inclusion and livelihoods promotion in select blocks as proof of the concept; and
(ii) facilitating adoption of the models in the rest of the state, in a phased manner.
The strategy entails intensive use of human resources and technical support drawn from
Resource Organizations (RO)/states in select resource blocks of NRLM states. The
MPSRLM has an agreement with the Society for Elimination of Rural Poverty (SERP) in
Andhra Pradesh. The partnership was done with the purpose of replicating successful
models in select blocks, which apart from acting as ‘proof of concept’ would provide a
learning and training ground for the community and the Mission staff from other blocks.
Thus, in a phased manner, the resource block strategy is expected to create sufficient
local resources (social and human) in the state to support scaling-up of the intensive
3 3
NRLM strategies to all districts and blocks. The whole strategy hinges on building
quality community institutions, which would effectively mobilize financial and economic
resources from public and private institutions.
A process intensive strategy was designed for rolling out the resource block strategy by:
i. Mobilize the vulnerable and poor household members into new SHGs;
ii. Scan and revive the dormant and defunct SHGs into functional SHGs;
iii. Strengthen pre-existing SHGs through a process of participatory training and learning;
iv. Institute Pancha Sutras in all SHGs;
v. Identify and train potential bookkeepers for SHGs;
vi. Facilitate preparation of micro-plan which would enable the SHGs to access bank
loans and other external sources of finance;
vii. Developing and supporting the SRLM in creation of a community cadre of “Bank
Mitra”.
viii. Institute community MIS system and facilitate self-monitoring by the SHGs;
ix. Promote village level federations of SHGs and institute democratic and financial
norms in them;
x. Identify and train potential Community Resource Persons (CRPs) who could
nurture and guide the SHGs and Village Organisations (VOs);
xi. Promote formation of livelihoods collectives; and
xii. Facilitate introduction of e-bookkeeping and knowledge management systems in
the SHGs and their federations.
1.2 Rationale for Process Monitoring
The implementation strategy of MPSRLM is very process intensive and is crucial for the
overall success of the Mission. Therefore, the “Process Monitoring study of the Madhya
Pradesh State Rural Livelihoods Mission” was taken up.
As part of the process monitoring study, a quarterly process monitoring of the resource
and intensive blocks was conducted, apart from the other tasks of developing process
monitoring manual, training community monitors and preparing short films on the
process monitoring themes.
1.2.1 Objectives of the Process Monitoring
The objective of the assignment is to conduct process monitoring of State Rural Livelihood
Mission (SRLM) implementation in Madhya Pradesh. The overall process monitoring will
identify critical gaps and best practices in resource and intensive block strategy
implementation and factors responsible for the same, and facilitate Madhya Pradesh SRLM
to take appropriate decisions to institutionalize the enormous learning outcomes.
The specific objectives of the study include:
Conduct Process Monitoring in selected sample resource and intensive blocks from
four districts in Madhya Pradesh during the first year
Identify issues critical to the Resource Block Strategy and Intensive Block strategy
Identify best practices emerging from the strategy
Suggest strategic changes required to improve effectiveness of the strategy
4 4
CHAPTER 2:
Methodology
The conceptual approach followed for various tasks under the study is elaborated in this
chapter, including a detailed note on the study framework, research design, sampling
design, sample distribution, data collection and analysis framework, etc.
A quarterly monitoring approach is being followed for the process monitoring study, whereby a
new district is taken up for monitoring in each of the respective quarters, in consultation with
the MPSRLM State team.
2.1 Approach for Process Monitoring
The research design for the study was aligned to the study objective and specific tasks as
outlined in the ToR. As described in the subsequent sections, the study adopted a mix of
qualitative & quantitative research techniques. The specific objectives of the study
spelt out the need for collation of information at different levels to gauge both
effectiveness and efficiency of various processes of implementation of Madhya Pradesh
SRLM Resource Block strategy and Intensive Block strategy, focusing on an in-depth
analysis of planning and monitoring processes at different levels, i.e. from the State to
the Village level.
The methodology included both primary and secondary research methods. The
comprehensive process monitoring focused on the status, outcomes and impacts of the
project implementation in the project areas. The boundary of evaluation was defined in
line with the scope of evaluation. However, before developing the methodology for this
process monitoring study, an attempt was made to understand and list down the broad
and specific components that are to be assessed in the Study Framework.
2.1.1 Study Framework
The overarching framework that guided the “Process Monitoring of State Rural
Livelihoods Mission” study is illustrated in figure 2.1. This is in cognizance of the fact that
the project was designed using the Logical Framework Approach, central to which is the
logic model. However, the comprehensive process monitoring exercise has gone beyond
the Project Planning Matrix (log frame) in analyzing impacts incident to the project.
Figure 2.1: Project Logic Model
Intermediate States
Impacts
Contribution to
project goal, other
programs and key
learnings
Assumption(s)
Impact
Drivers
Input
Relevance
Processes
Efficiency and
effective delivery
Outputs
Attainment of envisaged
project outputs
Outcomes
Contribution of the outputs
to and attainment of project
purpose along with other
indirect outcomes Baseline
Evaluation Monitoring and Mid-Term Assessments
5 5
The comprehensive process monitoring is focusing on the status, outcomes and impacts
of the project implementation in the project areas. The boundary of evaluation was
defined in line with the scope of evaluation as discussed above. The methodology
adopted for the study is elaborated in the ensuing paragraphs.
2.1.2 Research Design1
A mix research design was adopted for the process monitoring study. The specific
objectives of the study clearly spelt out the need for collation of information at different
levels to gauge both effectiveness and efficiency of various processes of implementation
of MPSRLM in Madhya Pradesh, focusing on an in-depth analysis of planning and
implementation at different levels, i.e. from the State to the village level.
To establish the best practices in MPSRLM implementation, the process monitoring
largely relied on secondary data, institutional information from State government and
various levels of PRIs, as well as primary data through key informant interviews,
household and village surveys, semi-structured interviews, focus group discussions with
SHGs, VOs, CRPs, Community Mobilizers (Active Women), Book keepers, SRLM project
officials, PFTs, PRI members, rural community members, etc. Participant observations,
case studies and other similar research methods and methodologies were also adopted.
For integrating the analysis horizontally (across the blocks, clusters and villages) as well
as vertically (intra-blocks and clusters), the information collected on various aspects of
the project was not only kept on the ordinal and nominal scales but also on ratio or
interval scales. Using a best-fit mix of qualitative & quantitative methodologies, it helped
ensure the integration of horizontal and vertical aspects of analysis.
The methodology adopted for the study was aligned to the study objective and specific
tasks outlined in the ToR. As described in the subsequent sections, the village surveys
and semi-structured interviews had both open- and close-ended questions. A blend of
close-ended questions enabled the analysis team to capture all the relevant information
with regards to both how good practices are happening in the project districts, blocks
and clusters; and how these efforts led to the success of project implementation at all
levels (State/District/Block/Cluster).
2.1.3 Quarterly Process Monitoring Strategy
The Process Monitoring of MPSRLM is being conducted on a quarterly basis, whereby
the team has undertaken quarterly field visits to cover four districts (one Resource
Block and one Intensive Block of one district per quarter) during the first year, as
specified in the ToR. The field visits focused on collection of specific data to facilitate the
determination of status, extent and impact of the various project processes under
review, as well as undertaking discussions with the relevant stakeholders.
1 Fowler, F. J., Jr. Survey Research Methods, 2nd ed. Newbury Park, CA: Sage, 1993
6 6
2.2 Sampling Design
The sample design and distribution adopted for the process monitoring study is
presented in this section. The final sampling plan was finalized in consultation with the
MPSRLM team. The methodology adopted for sample selection is illustrated in the
section below along with the criteria for selection.
2.2.1 Sampling Framework
There is no standard precision to use when planning a survey, as it depends on the
standard deviation and heterogeneity among the samples, however, an attempt was
made to maintain statistical rigor using advanced techniques. The design effect (DEFF)
has been considered during the sample design and a “correction factor” to account for
the heterogeneity between clusters has been incorporated. The figure below pictorially
describes the sampling strategy.
Figure 2.2: Sampling Strategy
As stated in the figure above, multi-stage stratified proportionate random sampling
was used in the process monitoring study, to identify a representative sample of blocks,
clusters and villages. In each quarter, one sample district will be covered for process
monitoring, including one resource block and one intensive block from that district.
At the inception of the process monitoring study, the four districts to be covered in the
first year were identified in consultation with the MPSRLM team, viz. Mandla, Sheopur,
Shahdol and Dhar. Following the finalization of districts for process monitoring, detailed
MIS data was collected for the four districts, and the sample intensive blocks were
selected from each of the four districts. The resource blocks were already identified by
the SMMU.
Focal Themes
•Participatory Identification of Poor, Community Mobilization, Capacity Building, Financial Inclusion and Other demand driven services
Sample Technique
•Multi Stage Stratified Proportionate Random Sampling
• Avoid Design Effect
Sample Size
•Four Districts (First Year)
•One Resorce Block
•One Intensive Block
•Selection of Clusters in discussion with SRLM team
•10% Physical cover of SHGs
Sample Plan will be finalized in
consultation with MPSRLM team
Multi-sStage stratified
proportionate random sampling
Continuous monitoring of the
selected Villages
Statistical rigour of the study
7 7
Table 2.1: Sample distribution
District
No. of Sample Villages to be covered in Year 1 (selecting districts in a phased manner) Total sample villages
to be covered in Year 1 No. of Sample Resource Block(s)
No. of Sample Intensive Block(s)
Mandla 1 1
To be sampled proportionately
Sheopur 1 1
Shahdol 1 1
Dhar 1 1
Total 4 4
No. of Sample villages 240 240 480
► Selection of Sample Blocks
Multiple criteria were used for identification of intensive blocks in the four sampled
districts for process monitoring in year 1.
Model block
Coverage of villages in first year of NRLM implementation, i.e. 2012-13
At least 20% of the sampled villages to be covered per sampled PFT
Using the above-mentioned criteria, one intensive block was selected from each of the
sampled districts.
In Shahdol district, Burhar block was not selected as the sample intensive block as
with six PFTs, it did not meet the criteria of at least 20% of the sample villages being
there from each sampled PFT. For Gohparu block, again the number of villages
covered during the year 2012-13 is lesser than the required number of sample
villages, hence, making it infeasible to select this block as the sample intensive block.
Amongst the two remaining blocks, Sohagpur and Beohri, Sohagpur was selected as
the sample intensive block since it had more number of villages covered under the
Mission as compared to Beohri.
In line with this, the table below presents details of the intensive block of Shahdol
district such as no. of PFTs, total no. of villages etc. As elaborated in the above
paragraphs, the intensive blocks were selected using the multi-stage stratified
proportionate sampling.
Table 2.2: Sampling of Intensive Block in Shahdol
SN District Intensive Block(s)
Model block
No. of PFTs
Total No. of
villages
No. of villages covered in Year
2012-13
No. of villages covered in Year
2013-14
No. of villages covered in Year
2014-15
Total no. of
villages covered
No. of villages not yet
covered
3 Shahdol
Beohri No 4 136 46 78 12 136 0
Burhar No 6 195 96 84 15 195 0
Gohparu No 4 124 84 32 8 124 0
Sohagpur No 5 163 56 93 14 163 0
8 8
The table below summarizes the key details of the resource block of Shahdol district.
Table 2.3: Sampling of Resource Block in Shahdol
SN District Resource Block(s)
No. of PFTs
Total No. of
villages
villages covered in Year
2012-13
villages covered in Year
2013-14
villages covered in Year
2014-15
Total no. of
villages covered
No. of villages not yet
covered
3 Shahdol Jainsinghnagar 6 197 69 111 17 197 0
► Selection of Sample PFTs
As per the sampling strategy discussed above, 100 percent representation of PFTs up to
a maximum of five in each selected block was to be provided. In line with the multi-stage
stratified proportionate random sampling design, the following table presents the
sample distribution for the two sampled blocks of Shahdol district, i.e. Sohagpur
(intensive block) and Jaisinghnagar (resource block). The maximum number of sample
PFTs was limited to five as any further increase will lower the number of villages per
PFT for process monitoring to below 20% of the total sample.
Table 2.4: Sample distribution in Shahdol
SN District Block Block Type
No. of PFTs
covered
No. of sampled
PFTs
Total no. of villages covered
Total no. of sample villages
1 Shahdol
Jainsinghnagar Resource 3 3 197 60
2 Sohagpur Intensive 5 5 163 77
Total
1255 137
Resource 638 240
Intensive 617 240
The final sample for the process monitoring study of MPSRLM in Shahdol district for
quarter 3 is presented in the table below, while the detailed sample with the list of
villages from each of the sampled PFT is presented in Annexure I.
Table 2.5: Sample distribution for Process Monitoring of MPSRLM in Shahdol in Quarter 3
SN District Block PFT No. of
villages No. of sample
villages
No. of sample SHGs
New SHGs Old SHGs
3 Shahdol
Sohagpur
Chhatwai 33 16 8 0
Hardi No. 32 31 14 6 0
Karkati 33 15 7 0
Lalpur 32 15 3 0
Pachgaon 34 17 7 0
TOTAL 163 77 31 0
Jaisinghnagar
Aamdih 30 10 8 0
Amjhor 34 13 7 0
Gopalpur 35 11 7 1
Kanadikhurd 31 11 7 0
Sidhi 33 15 7 1
TOTAL 163 60 36 2
326 137 67 2
9 9
► Selection of Sample Villages
Selection of villages was based on secondary data, primary consultations with district
and block SRLM staff and MIS data analysis. The sample villages were selected randomly
from each of the sampled blocks and PFTs, such that each stratification criteria was
significantly representative.
2.3 Themes for Process Monitoring
A different set of thematic areas are identified for each of the respective quarter for the
process monitoring study. However, the themes for a particular quarter will also be
monitored in the subsequent quarter as well, apart from the additional theme for that
particular quarter. For example: The themes of process monitoring for Quarter 1 and 2
were carried forward to the district where monitoring was conducted in Quarter 3,
apart from the additional themes decided for that particular quarter.
Thematic areas identified for process monitoring of MPSRLM for Quarter 3 included
(apart from repeating the five themes of Quarter 1 and 2):
► Themes for Quarter 3
1. VO Formation and Strengthening
A. Formation of VOs
VO Concept Seeding
Criteria followed for formation of VOs
Induction, orientation and capacity building
Assessment of process of working/meetings of VOs
Rules/norms of VOs – How were these made?, Awareness, etc.
Functions of VOs – Meetings, Savings, Loan disbursements,
repayments
Roles and responsibilities of office bearers
Roles and responsibilities of VO members
Decision-making (rules, loan processes)
Management of funds – CIF
Working of EC, GB
Sub-committees of VOs – formation, working, activities, etc.
Mobilization / hand holding support from the DMMU/ PFT teams
Understanding of community dynamics
B. Strengthening of VOs
Training of VOs
Participatory training and learning process of VOs
Identification and training of book keepers for VOs (by CRPs)
Record keeping by BKs
Review/Study of books of accounts maintained by SHGs
Hand-holding support by CRPs
Hand-holding from the DMMU/PFT teams
Grading of SHGs
Appraisal of MCPs
10 10
Bank linkage
Convergence
The themes of process monitoring repeated from Quarter 2 included:
Social Inclusion
Establishment of Systems (Norms and Practices)
The themes of process monitoring repeated from Quarter 1 included:
Community Mobilization
SHG Formation and Strengthening
Identification of Social Capital
In line with the identified themes, draft checklists were prepared, identifying the various
inherent processes proposed to be reviewed under each of the themes. These were
finalized in consultation with the SRLM team.
Following the finalization of the checklists, draft survey instruments were prepared.
These were then presented to the SMMU, and feedback received. After incorporation of
the feedback received from the State Unit, the revised survey instruments were then
shared with the NMMU, for their feedback. After incorporation of this feedback, the
survey instruments were then finalized, and translated into Hindi. These were then
shared with the SMMU for approval.
2.4 Data collection and Analysis framework
The data collection process was based on the scope of the assignment. The data
collection and analysis framework was developed on the lines of the ‘Mix Design’
approach as discussed above, and the study team focused on both the qualitative (based
on participatory) and quantitative methods and analysis.
Multi-stakeholder consultations were an integral part of methodology and also fed into
the qualitative analysis of document review. The team also validated the qualitative
findings with quantitative data. Interactions were held with a cross-section of
beneficiaries, interacting mainly with their representatives. The steps followed for the
process monitoring study are elaborated in the ensuing paragraphs.
2.4.1 Desk review of project reports and documents
To start with, the team carried out a detailed desk review of all the project documents
and data sheets. All the relevant secondary data was collected from MPSRLM to know
the progress made by the project against set results. The project document, Annual
Action Plan (AAP), project reports, training reports, manuals, guidelines, etc. were
reviewed as part of the process. The purpose was to not only get all the relevant
secondary data but also to prepare the appropriate methodology for the study according
to the project requirements. This process facilitated the team members to understand
the perspective of a variety of project processes and activities. Further, the team also
11 11
identified additional secondary data sources and literature useful in the context of the
study and reviewed the same. At the same time, the team conducted an exhaustive
review of the MIS data as well. In addition to desk review, the secondary information
was also collected from other stakeholders including the training institutions.
Figure 2.3: Research Design of the Process Monitoring of Madhya Pradesh SRLM
2.4.2 Study scoping and boundary setting
After the document review process, the process monitoring study prepared a
‘Framework of Process Monitoring’, identifying the project processes that were to be
reviewed as a part of the study. The team developed a list of indicators and guiding
questions focusing on the objective of process monitoring, which led to the development
of study scoping and boundary setting, thereby enabling the project management to
learn how to better shape and implement the project activities and processes.
The processes identified were in relation with the indicators mentioned in the Results
Framework (Logical Framework Analysis) of the project, and – more critically – with the
project principles and processes detailed in the Community Operational Manual (COM).
MIS data also provided the clues and directives towards identification of project
processes for review.
2.4.3 Stakeholder mapping
Before undertaking the process monitoring study, it was important to know the
different stakeholders who directly and indirectly play a role under the project.
Therefore, the team mapped all the direct and indirect stakeholders associated under
the project. This exercise was undertaken in consultation with the State team of
MPSRLM. The purpose of mapping the stakeholders was to not only know the different
stakeholders in the project but also to identify sample informants for the study.
Desk review of project reports and documents
Study Scoping & Boundary Setting
Stakeholder Mapping
Development of Survey Instruments
Quarterly Process Monitoring
Analysis Plan
Documenting Best Practices
Short Films on Process Monitoring/Best Practices
Presentation of findings and finalisation with MPSRLM team
•Selection of Sample Stakeholders
•Designing of Survey instruments
•Team brief on Survey instruments for Data Collection
•Data Collection
•Data Entry and Analysis
•Short Films on Process Monitoring
Quaterly Monitoring
Process
Resource & Intensive Block
Strategy Process
Quarterly Process Monitoring
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Table 2.6: Data collection for Process Monitoring of MPSRLM
Mix Design Approach
Qualitative Quantitative
A. Key Informant Interviews, in-depth discussions,
Semi-structured interviews with project beneficiaries,
SHG members, VO members, PFT members, District level
officials and State level officials. Other research
methods and techniques such as participant
observations, case studies etc. were also utilized.
B. Focus Group Discussions (FGDs) and Shared
Learning Dialogues (SLDs) at village level
a. To list and assess the efficacies of project
processes
b. To substantiate quantitative information
C. In-depth Discussions with PFT members, State &
district level project functionaries, etc.
D. Identification and development of best practices and
documenting case studies
E. Identification and Analysis of areas for adaptation and
modification, identification of impediments to
MPSRLM implementation (such as caste and gender
considerations, discrimination in beneficiary
identification, etc.)
A. Primary Survey at Village level:
a. Sampling the SHGs for the survey
B. Secondary Data Collection though:
a. Historical and institutional information
from State, district and project staff
b. Review of records and other project
documents
C. Village and institutional profiling for SHGs,
VOs, etc.
D. Review of MIS
a. To assess beneficiary identification, fund
disbursement, activity selection pattern,
fund management utilization pattern, etc.
► Identification of key
stakeholders
Sampling for the process
monitoring study included
selection of key informants
from State SRLM Project Team,
Resource Organization (SERP),
District/Block/Cluster level
teams of MPSRLM, new and old
SHGs, Community Resource
Persons (CRPs), Professional
Resource Persons (PRPs), PRI
functionaries in the project
areas, etc.
At the state level, the key
informants were selected in
consultation with the SMMU.
The number of key informants
was finalized after discussion
with the State team.
Figure 2.4: Design of approach for Key Informant Interviews
However, efforts were made to cover all important stakeholders for understanding the
impact of the project. In the Resource and Intensive Blocks, MPSRLM MIS was used to
Key Informant Interview Plan
- Identification of stakeholders who will be involved
- Identification of what information is needed and from whom
- Preparation of a list of stakeholders to be interviewed (Key
stakeholder groups from national, facility and beneficiary levels and
then identify individuals within those groups)
Development of Instrument
- Evaluation Team will follow a pre-defined protocol to ensure
consistency between interviews and to maintain the reliability of the
findings
- Evaluation Team will follow the interview guides developed in
consultation with the MPRRDA State Office
Collection of Data
- Evaluation Team will explain the purpose of the interview and the
expected duration to the concerned stakeholder
- Qualitative data based on the open-ended and semi-structured
schedules will be collected
Analyze Data
- Summarization of key data to facilitate the qualitative analysis
- Data collected in the interview process will be verified through
triangulation
- Identification of patterns/themes among participants
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locate the project activities, implementation agencies and relevant stakeholders to be
covered under the process monitoring study.
The team identified at least 20-30 relevant stakeholders from each village during the survey,
apart from the sampled SHGs to be surveyed from each of the sampled villages. Key
Informant Interviews (KIIs) with a wide variety of stakeholders were useful to provide
context to the secondary data, offering a more complete picture of how the various project
processes were outlined to be carried out and how these were actually conducted. The key
informant interviews were based on both open- and close-ended questions categorized, in a
semi-structured schedule, to identify the information on involvement in the various project
processes under review, efficiency of implementation, relevance and results.
To achieve the objective of the interview process, focused and specific questions were
incorporated in semi-structured interview schedules. The identification of key
stakeholders was in a participatory and consultative manner.
2.4.4 Development of survey instruments
The study team prepared the data collection tools for the qualitative and quantitative
data collection. The qualitative tools were semi-structured and open-ended, whereas the
quantitative tools focussed on determining the conduct of project processes and were
targeted at a representative sample of the direct beneficiaries and key stakeholders.
Since there are different categories of stakeholders, each operating at different levels,
the team used a mix of different study methods, tools and techniques for collecting the
required data and information for the process monitoring study.
A participatory approach was adopted for qualitative data collection. The qualitative
data was collected through Focus group discussions2 (FGDs), Shared learning dialogues3
(SLDs), Key Informant Interviews and In-depth discussions with various stakeholders.
The qualitative aspect of the study focused on data collection from the primary and
secondary stakeholders through the conduction of focus group discussions and key
informant interviews. FGDs focused on intensive interactions with various institutions
such as PFTs, SHGs, VOs, etc.
To substantiate the qualitative data collection and its findings, quantitative data was
also collected. This data was collected with the help of structured survey instruments
(village and institutional level) and interview schedules. These study instruments were
designed after preliminary discussions with various stakeholders.
2 A focus group is a form of qualitative research in which a group of people are asked about their perceptions, opinions, beliefs, and attitudes towards the programme or intervention being monitored. 3 The SLD process is not simply a series of meetings but rather a semi-structured, dynamic, and strategically facilitated succession of interactions. The structure and composition of and SLD process can be highly adaptable to meet the needs of the organizers as well as the social context, and the facilitator may choose to use any number of tools and techniques to generate discussion and interaction.
14 14
One set of additional survey instrument was developed for the process monitoring of
MPSRLM for quarter 3, in line with the thematic area finalised for this quarter. This
included:
Survey Instrument – VO Formation and Strengthening
This survey instrument is appended at Annexure II of this report.
Figure 2.5: Snapshot of the survey instrument developed for Process Monitoring of
MPSRLM in Shahdol in Quarter 3
Apart from these, the six sets of survey instruments developed earlier in quarter 1 and 2
were also used:
Survey Instrument – Community Mobilisation
Survey Instrument – SHG Formation and Strengthening
Survey Instrument – Identification of Social Capital
Survey Instrument – PFT-level schedule
Survey Instrument – Social Inclusion
Survey Instrument – Establishment of Systems (Norms and Practices)
Field testing of various survey instruments for data collection was also carried out
before the initiation of the process monitoring survey. These were pilot tested in one
PFT and further improved upon. The approach helped in identifying the gaps and
learning from mistakes in the research tools developed, and taking immediate action for
modification of the survey tools in consultation with the client.
► Pre-testing and finalization of study instruments
The study instruments were thoroughly pre-tested in the field before finalization. The
pre-testing exercise served the following three purposes:
Finalization of the areas of inquiry: Pre-testing in similar field situations enabled the
team to touch base with all the areas of inquiry and also give the communities an
opportunity to add on new areas of inquiry to the study.
Finalization of activity schedule: The pre-testing exercise helped in getting the time
plan right for the institutional and community level processes. A number of project
15 15
processes were identified, which are to be reviewed during the course of fieldwork in a
village. Hence, pre-testing also enabled scheduling the activities at the village level.
Finalization of Analysis format: As the pre-testing exercise was a prototype of the
actual fieldwork, it was proposed that the information generated was transcribed and
then analyzed in the most appropriate format. This process enabled to have the final
analysis format best-fit to the research objectives.
Pre-testing: Pre-testing was done in one project villages. The pre-test findings led to
the finalization of study instruments. Pre-testing was carried out by researchers along
with the field team members.
2.4.5 Quarterly Process Monitoring
The study team undertook field visits to Shahdol district under the project, as per the
sampling for specific site-based assessments. The field visits focused on collection of
specific data to facilitate the determination of status, extent and impact of the project
processes under review, as well as undertaking discussions with the relevant
stakeholders.
Field Visit Guide – A field visit guide was developed to maintain consistency in all the
field visits and to collect data in a structured manner. Based on the desk review and
stakeholder consultation, a check list (project-specific) was prepared to facilitate the
experts to focus on the key information and collect data in an effective and efficient
manner.
► Monitoring Data Collection Activities
The process monitoring study team ensured the high quality of the survey and that it is
conducted in accordance with the field plan approved by the project. The team also
ensured that the location of field work was correctly identified, conducted timely and
random quality checks to ensure proper administration of field work and
implementation of field protocols. The detailed quality control and management
framework adopted for the study is appended at Annexure III.
2.4.6 Analysis Plan
The documentation and analysis / tabulation plan was finalized in consultation with the
MPSRLM team. The result of the analysis plan was to aid in the review, assessment and
documentation of MPSRLM processes and identifying any areas for adaptation or
modification, enabling the project management to improve the implementation of
various project processes in the state.
The documentation of the best practices of MPSRLM was taken up for practical
suggestions to improve the contribution of the project towards the most vulnerable
groups, including poor villagers, tribals, women, minorities, migrants, displaced and
persons with disabilities.
16 16
Triangulation
When doing any study, the researcher must be aware of bias. If a study is biased, it means that the results do not reflect the reality because one situation or perspective was favored. Triangulation is one of the principles that tries to ensure that the results of a study are as accurate and unbiased as possible. Triangulation implies looking at any problem from as many perspectives as possible, but at least three.
When undertaking a study, triangulation works at three levels (District, Cluster and Village level in this case):
1. Triangulation of the perspectives of the team by having at least three people with different points of analysis, validation and verification.
2. Triangulation of the perspectives of informants by ensuring that a wide range of people are interviewed and all information is verified by at least three different sources, at least three levels district, cluster and village level.
3. Triangulation of information gathering methods by addressing the same issue using several different tools (Secondary review, MIS data, primary data collection tools (qualitative and quantitative), site visits, etc.)
► Documentation
A process-oriented approach was used for the documentation of various project
activities as they occur and feed the information back to the respective stakeholders and
decision makers to help them in
understanding the working of the project
better. The Process Monitoring of
MPSRLM aimed to identify areas for
adaptation or modification, thereby
enabling the project management to learn
how to better shape and implement the
project processes for further
implementation of MPSRLM.
► Triangulation
The study team undertook triangulation
of collected information and evidence
from various sources, tools and methods.
The ‘monitoring matrix’ and
‘triangulation analysis matrix’ was
prepared. The study team finalized the
format and systematic presentation of
monitoring matrix and triangulation in
consultation with MPSRLM team.
Triangulation was used with a view to
double (or triple) checking of results.
Triangulation facilitated the data
verification (both quantitative and qualitative) through more than two sources. Finally,
the empirical evidence was cross-checked through three major research areas –
Perception, Validation and Documentation, as per the concept of ‘triangulation’, as
illustrated in the figure below.
Figure 2.6: Concept of Triangulation
Interviews with stakeholders (project and government staff,
beneficiaries, NGOs, etc.)
Perception
Documentation Validation
Basic documentation (programming documents) Monitoring reports, progress reports Documentation on perceived success in reports Programme maps/analysis
Existing documentation from external sources
Statistical analysis of data and indicators Field visits, direct observation In-depth thematic studies Stakeholder meetings, focus group interviews
Quantitative assessment of trends using secondary data sources Results &
Positioning
Per
cept
ion
Val
idat
ion
Doc
umen
tatio
n
17 17
► Success stories Framework
Success stories were documented to showcase and highlight a very positive experience
of a particular project process execution that is worth narrating. By nature, these case
studies are very short. The documentation is for the context (Where, who, when), the
experience (what was done) and the positive outcomes (what happened). As is the
objective, the language is eulogistic / positive backed by photographs and a catchy title
capturing the gist of the success stories.
Based on the above aspects, the methodology for the study, thus, comprised of the
following broad aspects:
Synthesis of Secondary data and MIS information
Historical and Institutional information from MPSRLM at state level
Primary data collection and analysis: Quantitative (Village survey) and Qualitative
(FGDs, PRA, Key Informant Interviews, Semi-structured interviews)
For the assessment of different processes of MPSRLM implementation at various levels,
both quantitative and qualitative data was required. Synthesis of information from
secondary sources and MIS was one of the primary methods adopted for identification
of the processes of good practices, institutional processes, livelihood promotion
processes, etc. at various procedural levels of the project. Further, the assessment was
qualified with Key Informant Interviews, In-depth Discussions and Stakeholder
Consultations with key stakeholders of the project at different levels.
Thus, the tools employed for the assessing the functioning and performance of various
project processes of MPSRLM included:
Synthesis of MIS information
Primary Interviews
Field surveys and Observations
2.4.7 Documenting Best Practices
Acknowledging the performance of MPSRLM in Madhya Pradesh, best practices were
identified and documented.
► Identification and documentation of Best practices
The identification of best practices was done through the desk review of secondary data
sources and State / District level consultations. The next step was of documentation of
the best practices at various levels such as the project beneficiaries, SHG members, VO
members, Community Resource Persons (CRPs), Panchayat functionaries, PFT members,
PFT, DMMU and SMMU officials.
As the name suggests, the documentation was focused towards identification of the best
practices in terms of the various project activities such as beneficiary identification;
institutional development; gender & tribal inclusion; Institutional management processes
(conduction of meetings, participation of members in meetings, saving, internal lending,
loan prioritization, inter-loaning, fund disbursement, etc.); SHG Micro Investment Plan
(MIP) preparation; inclusiveness in planning, execution & benefits sharing; Project
infrastructure utilization;; convergence; MIP proposal appraisal processes; fund
18 18
disbursement; social accountability / information disclosure plan; CRP selection;
identification of rural youth for skill training & job placement; post placement efforts; etc.
2.4.8 Short Films on Process Monitoring/Best Practices
The short films on process monitoring were prepared to highlight positive experience of
a particular project process execution that is worth narrating, highlighting the best
practices observed and developing knowledge products. During each quarter, five short
films of 2 to 3 min each, for a variety of five processes or best practices/case studies
were prepared.
As regards the content of the documentation, firstly the context was detailed followed by the
process. For the processes that involve addressing a problem or the issue emerging during
implementation, the problem / issue was discussed first. This was followed by detailing the
thought process behind development of the practice and then the actual process. Finally,
what the best practice has facilitated and achieved was elaborated. Furthermore, any best
practice locally replicated, may be with some adaptation / modification, was also included.
This was essential for establishing the best practice as a ‘best practice’. Thus, the contents
were supplemented by quoting a few examples of such adoption. It was concluded with a
way forward i.e. how it can be planned to adopt the practice in further implementation of
the MPSRLM, including suggestions to improve the contribution of the project towards the
most vulnerable community, i.e. the rural poor.
This exercise was conducted for institutional development; gender & tribal inclusion;
Institutional management processes (Participatory Identification of Poor, Community
Mobilization, Capacity Building, Financial Inclusion and Other demand driven services etc.
In the implementation context, SHG members, Community Resource Persons (CRPs),
Panchayat functionaries, district & state level officials, process innovations and
institutional innovations, demand and supply processes, transparency and accountability
processes, process for resolution of cultural blocks and impediments to MPSRLM
implementation, monitoring and verification systems, etc. were also documented.
Based on the above plan, the study team produced five short films (successful cases)
showcasing the identified project processes from Shahdol district, each of duration of 2-
3 minutes highlighting best practices observed during the study. These short films
showcase the following cases from the respective villages:
Village Mithi: Rooprani: Mithi ki ‘Hoshiyar Mahila’
Village Lapri: Lapri ki ‘Lakhpati’ Nandini
Village Kalyanpur: Murgiyon ki Kahani, Ekta ki Zubani…
Village Lakhnauti: Lakhnauti ka ‘Big Bazaar’…
Village Jamudi: One for All, All for One…
2.4.9 Presentation of findings and finalisation with MPSRLM team
State-level Stakeholder Consultation Meeting – The findings of the process
monitoring of MPSRLM were presented in a consultation meeting with the State team,
after preliminary analysis of the data received from qualitative and quantitative
19 19
research. The relevant comments received from the project team were then
incorporated in the final report and analysis.
2.5 Limitations
During the process monitoring study, a few limitations were encountered, as are
enumerated here:
The process monitoring study is focused on identification of critical processes within
the identified themes for each quarter. The scope of the study is not inclusive of an
assessment of the results or impacts of the Mission activities. Instead, the focus of
the process monitoring study is on monitoring the means used to implement the
Mission activities.
A number of the sample VOs surveyed under the process monitoring study were
loose VOs, in both the intensive and resource blocks. This is elaborated in detail in
Chapter 5 of this report.
In terms of the introduction of books of records, a number of registers were
observed to have been distributed a few days prior to the survey. Only the name of
the VO had been mentioned on these registers (or books of records), while no
entries were observed in such registers. For the purpose of recording responses,
such registers were considered to have been “Introduced, but not updated (partially
or fully)”.
20 20
CHAPTER 3:
Training of field team, Field testing, and Data Entry protocols
The present chapter provides details on the training of field team and testing of the survey
instruments in Shahdol district of Madhya Pradesh. The data entry programme developed
for the process monitoring study is also documented here.
3.1 Training of field team
The core study team consisting of experienced professionals in InsPIRE Network for
Environment developed the training curriculum and study materials for survey
instruments of Process Monitoring of MPSRLM, in consultation with the State team. All
the training materials and field manuals were translated to Hindi. A comprehensive
general training was provided to the supervisors, interviewers and data entry operators
in order to create a team environment and to allow for substitution between roles
should any team member take a leave of absence due to illness or other emergency. The
class room training was conducted in Bhopal, followed by the field testing of the survey
instruments in Shahdol district, during May 14-17, 2015.
Plate 3.1: Classroom training of field survey team at Bhopal on May 14, 2015
The training served as a screening process for skilled interviewers and data entry
agents. The training was scheduled for a period of 4 days, and was considered complete
only when the field team members demonstrated mastery of the designated tasks and
had successfully completed the assigned work as a part of a pilot testing.
The training program included:
Theoretical training: Overall review of each of the survey instruments and each
question in order to fully understand the objective of each question. Standard
quantitative interviewing techniques and field protocols were also discussed in detail.
Classroom practice: Individual and group exercises were conducted along with the
practice of asking and filling questionnaires. This included class demonstrations, where
21 21
the survey instruments were projected and each interviewer completed the
questionnaire in front of the classroom. The training also used vignettes, where the
agency designed case scenarios based on typical households and had the interviewers
complete the questionnaire based on the vignette. Finally, the trainees conducted pilot
interviews on the same subject, and had the interviewers fill in a questionnaire for the
interview to test consistency across the interviewers.
Field testing: After the theoretical and classroom practices, the interviewers were
taken to the field to administer the full survey instruments to a village (outside the
study sample), as a pilot. It served as a test of the computer assisted field entry for data
entry agents. Field exercises and pilot was conducted for 1 day.
The table 3.1 below presents the training schedule, day-wise, from May 14-17, 2015.
Table 3.1: Day-wise schedule of Training and Field testing of survey instruments
Day 1 Classroom training
Day 2 Field testing of the survey instruments
Day 3 De-briefing
Day 4 Classroom training (Mock interviews)
3.2 Pre-testing and finalization of study instruments
The study instruments developed and translated by the core team at InsPIRE, were
thoroughly pre-tested in the field before finalization. The pre-testing exercise served the
following three purposes:
Finalization of the areas of inquiry: Pre-testing in similar field situations enabled
the team to touch base with all the areas of inquiry and also give the communities an
opportunity to add on new areas of inquiry to the study if required. It gave the
interviewers an opportunity to develop the skill of asking relevant questions and
make corrections in the questionnaire if needed
Finalization of activity schedule: The pre-testing exercise helped in getting the
time plan right for the entire survey including both quantitative and qualitative. This
exercise helped in identifying many tools, which are to be applied during the course
of fieldwork in a village. Hence pre-testing enable scheduling of the activities at the
village level.
Finalization of Analysis format: As the pre-testing exercise was a prototype of the
actual fieldwork, the information generated has been transcribed and then analyzed
in the most appropriate format. This process helped to have the final analysis format
best-fit to the research objectives.
The pre-test findings led to finalization of the study instruments. The core study team of
InsPIRE was involved in pre-testing, along with the field team members.
Once the training was completed, interviewers, supervisors and data entry operators were
evaluated based on their understanding of the questionnaire and their ability to correctly
record data using the same test scenarios as used in the classroom practice.
22 22
3.3 Data Entry Protocols
After completion of the field survey, data entry of all the data collected from the field
using various study instruments was undertaken. For ease of analysis, a separate data
entry programme for each survey instrument was developed, taking into consideration
the depth of analysis required to be taken up. The interactive data entry programme was
developed using MS Excel.
Figure 3.1: Snapshot of the Data Entry programme developed for entry of data collected as
part of Process Monitoring of MPSRLM in Quarter 3
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CHAPTER 4:
Profile of the Study Area
This chapter presents a profile of the study area for the Process Monitoring of MPSRLM,
along with a brief of the project area in which the project was implemented.
4.1 Profile of Madhya Pradesh – the state
Madhya Pradesh (MP) is a state in central India, with its capital at Bhopal. Nicknamed
the "heart of India" due to its geographical location in India, Madhya Pradesh is the
second largest state in the country by area. With over 75 million inhabitants, it is the
sixth largest state in India by population. It borders the states of Uttar Pradesh to the
north-east, Chhattisgarh to the south-east, Maharashtra to the south, Gujarat to the west,
and Rajasthan to the northwest.
Literally meaning the "Central Province", Madhya Pradesh is located in the geographic
heart of India, between latitude 21.2°N-26.87°N and longitude 74°02'-82°49' E. The
state straddles the Narmada river, which runs east and west between the Vindhya and
Satpura ranges. These ranges and the Narmada are the traditional boundary between
the north and south of India.
4.1.1 Demographic Profile of Madhya Pradesh
The population of Madhya Pradesh consists of a number of ethnic groups and tribes,
castes and communities, including the indigenous tribals and relatively more recent
migrants from other states. The scheduled castes and the scheduled tribes constitute a
significant portion of the population of the State. The main tribal groups in Madhya
Pradesh are Gond, Bhil, Baiga, Korku, Bhadia (or Bhariya), Halba, Kaul, Mariya, Malto and
Sahariya. Dhar, Jhabua and Mandla districts have more than 50 percent tribal
population.
In Khargone, Chhindwara, Seoni, Sidhi and Shahdol districts 30–50 percent population is
of tribes. According to the 2001 census, the population of the tribals in Madhya Pradesh
was 12,233,000, constituting 20.27% of the total population. There were 46 recognised
Scheduled Tribes and three of them have been identified as ‘Special Primitive Tribal
Groups’ in the State.
4.2 Profile of Project Area of MPSRLM
National Rural Livelihoods Mission (NRLM) became effective in Madhya Pradesh from
July 2012. The state is implementing the Mission with intensive approach in about
10,500 villages of 99 blocks (46 NRLP and 53 DPIP) in 25 districts. In the remaining
area, the Mission is being implemented with non-intensive Approach. There are 313
blocks in 51 districts in the state.
24 24
The NRLM in Madhya Pradesh has a four-tier structure with a State Mission
Management Unit (SMMU) from first year itself. There shall be 51 District Management
Mission Units (DMMU), 313 Block Mission Management Units (BMMU) and 378 Project
facilitation Teams (PFT). It may be noted that the offices shall be established in phased
manner. The PFTs will be the moving offices once the area is saturated they will be
shifted to other areas as per the phasing strategy. This will help to utilise the services of
the well-trained staff in optimum and cost efficient manner.
In order to have an optimum utilization of resources in time bound manner the
following phasing strategy will be adopted:
Table 4.1: Area of implementation of NRLP and NRLM in Madhya Pradesh
SN Level Unit
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Grand
Total
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
NR
LM
NR
LP
1 State No. 1 1 1 1 1 1 1 1
2 District No. 25 0 0 25 25 25 25 25 25 25 25 25 25 50
3 Block No. 99 0 99 0 99 30 99 30 99 154 99 154 99 154 313
4 PFTs No. 324 54 324 54 324 54 324 54 0 0 0 0 0 0 378
5 Villages No. 11095 1799 0 0 0 6000 0 6000 0 27223 0 0 0 0 52117
Source: MPSRLM SPIP
Up to July 2013, the Mission had mobilized 1,43,075 households into 7,140 new SHGs,
besides reviving and strengthening 5,742 pre-existing SHGs scattered over 46 blocks of
10 NRLP districts. Eventually, the Mission will be implemented in 52,117 villages,
23,010 of Gram Panchayats, scattered over 313 blocks of 51 districts in the state.
Table 4.2: List of Districts and Blocks of NRLP-Intensive (including resource blocks) in
Madhya Pradesh
SN Districts No. of Blocks No. of Clusters No. of Villages
1 Mandla 5 22 759
2 Shahdol 5 25 815
3 Sheopur 3 14 535
4 Dhar 5 19 664
5 Jhabua 6 21 778
6 Alirajpur 6 13 544
7 Anuppur 4 14 580
8 Barwani 5 14 513
9 Dindori 5 17 603
10 Balaghat 2 5 184
Total 46 164 5975
Source: MPSRLM SMMU
25 25
The map below highlights the area under implementation of the project.
Figure 4.1: Map of study area showing districts of MPSRLM
The following 10 blocks in 10 districts were selected to be developed as resource blocks:
Table 4.3: List of Districts and Blocks under Resource Block strategy in MPSRLM
SN Districts Blocks No. of Clusters No. of Villages
1 Mandla Niwas 3 96
2 Shahdol Jaisinghnagar 6 204
3 Sheopur Sheopur 5 232
4 Dhar Manawar 3 94
5 Jhabua Petlawad 8 210
6 Alirajpur Sondwa 3 134
7 Anuppur Pushparajgarh 7 271
8 Rewa Sirmaur 7 264
9 Narsimhpur Narsimhpur 7 203
10 Rajgarh Biaora 7 198
Total 10 56 1906
Source: MPSRLM SMMU
26 26
CHAPTER 5:
Sample Profile
This chapter presents the sample profile and profile of the respondents covered during
the survey of the Process Monitoring of MPSRLM in district Shahdol. The sample profile
covers all categories of respondents of the survey conducted at various levels, i.e. at the
district, PFT, village, VO and SHG level.
5.1 Sample Profile
The table 5.1 below summarizes the details of the study area, consisting of two blocks;
i.e. Sohagpur (intensive block) and Jaisinghnagar (resource block) in Shahdol district.
Five PFTs each were selected as sample area for Sohagpur and Jaisinghnagar blocks.
The theme of process monitoring for quarter 3 in Shahdol district viz. ‘VO Formation and
Strengthening’ was monitored at the village level, in addition to the themes of quarter 1.
A total of 55 Gram Panchayats and 77 villages were surveyed in Sohagpur block, while
the corresponding figures for Jaisinghnagar block are 48 and 60.
Of the sample VOs surveyed for process monitoring, 57 VOs in Sohagpur block and 40
VOs in Jaisinghnagar block were functional, while the remaining were loose VOs.
Table 5.1: Sample Profile for Process Monitoring in Shahdol district
SN District Block PFT No. of
villages
No. of sample
villages
No. of sample VOs
VOs Loose VOs*
3 Shahdol
Sohagpur
(Intensive)
Chhatwai 33 16 12 4
Hardi No. 32 31 14 6 8
Karkati 33 15 15 0
Lalpur 32 15 11 4
Pachgaon 34 17 13 4
TOTAL 163 77 57 20
Jaisinghnagar
(Resource)
Aamdih 30 10 7 3
Amjhor 34 13 10 3
Gopalpur 35 11 9 2
Kanadikhurd 31 11 5 6
Sidhi 33 15 9 6
TOTAL 163 60 40 20
326 137 87 40
* Loose VOs: The VOs where SHGs have been federeated to form the VO recently, but the VO is not yet active
and operational. The bank account may or may not have been opened yet.
The process monitoring of the themes of quarter 1 was conducted at the village level (i.e.
with the community in general), as well as at the SHG level. A total of 69 sample SHGs
were surveyed, including 38 from the intensive block and 31 from the resource block.
27 27
Table 5.2: Sample Profile for Process Monitoring of SHGs in Shahdol district
SN District Block PFT No. of
villages
No. of sample
villages
No. of sample SHGs
New SHGs Old SHGs
3 Shahdol
Sohagpur
(Intensive)
Chhatwai 33 16 8 0
Hardi No. 32 31 14 6 0
Karkati 33 15 7 0
Lalpur 32 15 3 0
Pachgaon 34 17 7 0
TOTAL 163 77 31 0
Jaisinghnagar
(Resource)
Aamdih 30 11 8 0
Amjhor 34 13 7 0
Gopalpur 35 11 7 1
Kanadikhurd 31 11 7 0
Sidhi 33 15 7 1
TOTAL 163 60 36 2
326 137 67 2
Meanwhile, the themes for quarter 2 were monitored at the district and PFT levels. At
the district level, seven team members were interviewed. In the two sample blocks, all
the PFTs were interviewed as part of the process monitoring, whereby a total of 22 team
members from five PFTs were interviewed in Sohagpur block, and 20 team members
were interviewed from five PFTs in Jaisinghnagar block.
Table 5.3: Sample Profile of respondents at district and PFT level, for Process Monitoring in
Shahdol district
SN Block PFT No. of respondents
1
Sohagpur
Chhatwai 5
2 Hardi No. 32 3
3 Karkati 5
4 Lalpur 5
5 Pachgaon 4
Sub-total 22
1
Jaisinghnagar
Aamdih 2
2 Amjhor 4
3 Gopalpur 3
4 Kanadikhurd 6
5 Sidhi 5
Sub-total 20
TOTAL 42
The profile of the respondents for the FGDs conducted for the different themes of
process monitoring, is presented in the following sections.
28 28
5.1.1 VO Formation and Strengthening
► Membership Profile of the Sample VOs
The table below presents a profile of the members of sample VOs in Shahdol district that
were surveyed for the Process Monitoring study in this quarter.
Table 5.4: Membership profile of sample VOs
SN Block PFT No. of
sample VOs
No. of member
SHGs
Distribution of member
SHGs across categories
A B C D
1
Sohagpur
(Intensive)
Chhatwai 10 74 64 10 0 0
2 Hardi No. 32 13 133 118 15 0 0
3 Karkati 11 87 80 7 0 0
4 Lalpur 11 86 85 1 0 0
5 Pachgaon 15 133 124 9 0 0
Sub-total 60 513 471 42 0 0
1
Jaisinghnagar
(Resource)
Aamdih 16 116 99 12 5 0
2 Amjhor 14 115 46 33 32 4
3 Gopalpur 15 104 68 36 0 0
4 Kanadikhurd 15 131 83 18 25 5
5 Sidhi 17 115 70 45 0 0
Sub-total 77 581 366 144 62 9
TOTAL 137 1094 837 186 62 9
► Age Profile of the Respondents
Out of the total respondents of 2925, close to 85 percent are in the age group 18-45
years, which constitutes largely the working population. Around 15 percent of the
respondents fall under the age group of 45-60 years and less than a percent are senior
citizens.
84.75%
15.18%
0.07%
18-45 yrs.
45-60 yrs.
> 60 yrs.
N = 2925
Figure 5.1: Age Profile of the Respondents
► Distribution of the Respondents across Social Groups
63 percent of the sample respondents of 2925 belong to the category of scheduled
Tribes (ST), followed by 26 percent respondents belonging to Other Backward Classes
(OBC). Another nine percent of the respondents belong to Schedules Castes (SC). Slightly
less than three percent belong to the General category.
29 29
9.07%
63.00%
25.47%
2.47%
SC
ST
OBC
General
N = 2925
Figure 5.2: Social Group-wise Distribution of the Respondents
► Gender Profile of the Respondents
All 2925 of the respondents for the survey on the theme of VO formation and
strengthening were females, which are the target audience of the project.
► Education Profile of the Respondents
Referring to the figure 5.3, almost 11 percent of the sample respondents were illiterate,
while almost 42 percent can read and write though without any formal schooling.
Almost 15 percent of the respondents have had primary schooling and alsmot 18
percent have had schooling till middle school. Another 10 percent of the respondents
have had schooling till secondary school.
10.70%
41.61%
14.87%
17.98%
10.02%
3.97% 0.79% 0.07%
Illiterate
Knows how to read and write
Primary School
Middle School
High School
Higher Secondary
Graduate
Post Graduate
N = 2925
Figure 5.3: Education Profile of the Respondents
► Livelihood Profile of the Respondents
Referring to the figure 5.4 below, almost 53 percent of the respondents are involved in
agriculture, while another 27 percent are involved in local labour. The distribution of
respondents across other types of livelihood activities is presented in the figure below.
30 30
9.44%
52.85%
0.27%
26.80%
0.07%
1.03%1.06%
0.44%
0.27%
5.57%
0.31%1.37% 0.17%
0.34% No economic activity
Agriculture / Horticulture / Floriculture
Other land based activities
Local labour
Migrant labour
Traditional work / artisans
Livestock rearing / Dairy
Government service
Private service
Pensioner
Small business / Petty shop
Microenterprise
Skilled wage labour
Forest produce (NTFP/MAP)
Others
N = 2925
Figure 5.4: Livelihood Profile of the Respondents
5.1.2 Community Mobilization and Identification of Social Capital
► Age Profile of the Respondents
Figure 5.5 below presents the age wise distribution of the respondents for the survey on
the themes of community mobilisation and identification of social capital. It was
observed that around 79 percent of the respondents belong to the relatively young and
working age group of 18-45 years, followed by 17 percent in the mid age group of 45-60
years. Almost four percent of the respondents consisted of senior citizens over 60 years
old.
78.85%
16.82%
4.33%
18-45 yrs.
45-60 yrs.
> 60 yrs.
N = 785
Figure 5.5: Age Profile of the Respondents
► Gender Profile of the Respondents
Figure 5.6 below presents the gender profile of the respondents. Out of the total
respondents of 785, almost all consisted of females, which are also the target audience
of the project.
31 31
0.25%
99.75%
Male
Female
N = 785
Figure 5.6: Gender Profile of the Respondents
► Distribution of Respondents across Social Groups
Out of the total respondents of 785, around 69 percent belong to Scheduled Tribes (ST),
followed by 19 percent from the Other Backward Classes (OBC) and nine percent from
the Scheduled Castes (SC). Less than five percent consisted of General category.
8.15%
68.66%
18.60%
4.59%
SC
ST
OBC
General
N = 785
Figure 5.7: Social Group-wise Distribution of the Respondents
► Education Profile of the Respondents
Referring to the figure 5.8 below, almost 18 percent of the total 785 respondents are
illiterate, while almost 46 percent can read or write but do not have a formal education.
Only 10 percent of the respondents have attended primary schooling, while almost 17
percent have had schooling till middle level. Around seven percent are educated till high
school and almost three percent till higher secondary.
17.07%
45.35%
10.70%
16.69%
7.13%
2.68% 0.13%0.25%
Illiterate
Knows how to read and write
Primary School
Middle School
High School
Higher Secondary
Graduate
Post Graduate
N = 785
Figure 5.8: Education Profile of the Respondents
32 32
5.1.3 SHG Formation and Strengthening
► Membership Profile of the Sample SHGs
The table below presents a profile of the members of sample SHGs in Shahdol district
that were surveyed for the Process Monitoring study.
Table 5.5: Membership profile of sample SHGs
SN Block PFT
No. of
sample
villages
No. of
sample
SHGs
No. of
members in
sample SHGs
Distribution of members
in sample SHGs
SC ST OBC GEN
1
Sohagpur
(Intensive)
Chhatwai 8 8 87 4 51 23 9
2 Hardi No. 32 6 6 70 0 49 19 2
3 Karkati 7 7 74 13 35 15 11
4 Lalpur 3 3 34 0 31 3 0
5 Pachgaon 7 7 110 31 60 13 6
Sub-total 31 31 375 48 226 73 28
1
Jaisinghnagar
(Resource)
Aamdih 8 8 91 6 63 22 0
2 Amjhor 7 7 85 0 47 25 13
3 Gopalpur 8 8 95 0 47 42 6
4 Kanadikhurd 7 7 77 0 34 41 2
5 Sidhi 8 8 85 5 73 7 0
Sub-total 38 36 433 11 264 137 21
TOTAL 69 67 808 59 490 210 49
► Age Profile of the Respondents
Out of the total respondents of 573, close to 85 percent are in the age group 18-45 years,
which constitutes largely the working population. Around 15 percent of the respondents
fall under the age group of 45-60 years and less than a percent are senior citizens.
84.64%
15.01%
0.35%
18-45 yrs.
45-60 yrs.
> 60 yrs.
N = 573
Figure 5.9: Age Profile of the Respondents
► Distribution of the Respondents across Social Groups
Around 60 percent of the sample respondents of 573 belong to the category of
scheduled Tribes (ST), followed by 28 percent respondents belonging to Other
Backward Classes (OBC). Another six percent of the respondents belong to Scheduled
Castes (SC). Slightly over six percent belong to the General category.
33 33
5.24%
60.21%
28.10%
6.46%
SC
ST
OBC
General
N = 573
Figure 5.10: Social Group-wise Distribution of the Respondents
► Gender Profile of the Respondents
All 573 of the respondents for the survey on the theme of SHG formation and
strengthening were females, which are the target audience of the project.
► Education Profile of the Respondents
Referring to the figure 5.11, 14 percent of the sample respondents were illiterate, while
almost 50 percent can read and write though without any formal schooling. Almost 12
percent have had primary schooling and 10 percent have had schooling till middle
school.
15.53%
49.21%
12.91%
10.82%
6.63%3.84% 1.05%
Illiterate
Knows how to read and write
Primary School
Middle School
High School
Higher Secondary
Graduate
Post Graduate
N = 573
Figure 5.11: Education Profile of the Respondents
► Livelihood Profile of the Respondents
Referring to the figure 5.12 below, almost 57 percent of the respondents are involved in
agriculture, while another 30 percent are involved in local labour. The distribution of
respondents across other types of livelihood activities is presented in the figure below.
34 34
7.85%
56.72%
0.70%
29.67%
0.00%
0.52%
0.35%
2.62%
0.70%3.14%
No economic activity
Agriculture / Horticulture / Floriculture
Other land based activities
Local labour
Migrant labour
Traditional work / artisans
Livestock rearing / Dairy
Government service
Private service
Pensioner
Small business / Petty shop
Microenterprise
Skilled wage labour
Forest produce (NTFP/MAP)
Others
N = 573
Figure 5.12: Livelihood Profile of the Respondents
35 35
CHAPTER 6:
Key Findings, Lessons Learned, Constraints & Challenges, and The Way forward
This chapter presents the key findings of the Process Monitoring of MPSRLM in Shahdol.
Structuring theme-wise, the key findings emanating from the study are discussed in
detail, followed up with a discussion on the major constraints and challenges faced, as
well as the lessons learned with regard to the various processes, in the resource and
intensive blocks during the course of the project implementation. Deriving from the
findings, the lessons learned, and the constraints & challenges, the way forward for the
Mission is suggested.
6.1 VO Formation and Strengthening
The findings pertaining to the processes related to concept seeding of VO, formation of
VOs and their strengthening are discussed in the ensuing sections.
6.1.1 VO Concept Seeding
In almost all sampled villages of the felt need of VO formation among SHGs were made
by the efforts of MPSRLM mission team. In the sampled areas, three methods viz. (i)
discussion in SHGs, (ii) orientation / consultation workshops, and (iii) training
programmes were used for concept seeding of VO formation.
Figure 6.1: Exposure visits
In both the sampled Blocks, the team used mostly orientation / consultation workshops
(in almost 97-98% sampled villages) followed by discussion in SHGs (in 30-47%
sampled villages) and training programmes (in 16-30% sampled villages) for the same.
0%
67%
33%
67%
50% 50%
0% 0% 0%
20%
40%
60%
80%
100%
Within the samedistrict
Outside the district Outside the State Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 3, N(Sohagpur) = 2
36 36
Figure 6.2: Purpose of VO formation
The purpose of VO formation was spelt as:
To increase the scope of learning and sphere of influence
To increase the bargaining power
To increase the pool of human resources and capacities
To make viable to hire services or leverage
To intensify the mutuality and peer pressure
To create a platform to access the rights-based entitlements
Lessons learned, Constraints & Challenges and the Way Forward
During concept seeding of VOs, the Mission team used mostly orientation /
consultation workshops. It was reported that the clarity on purpose of VO formation
was lacking among the members in the sampled area. The exposure visits to nearby
successful VOs and repeated discussion in SHGs’ meetings about the concept and
importance of VOs would be given equal importance during the process of concept
seeding. This will help the members for vision development of their respective VOs.
6.1.2 Formation of VOs
In both the sampled blocks, almost each village has one VO. However, in Lapur PFT one
village has more than one VO.
Table 6.1: Number of VOs in the village
SN Block PFT One More than one TOTAL
1
Jaisinghnagar
Aamdih 10 0 10
2 Amjhor 13 0 13
3 Gopalpur 11 0 11
4 Kanadikhurd 11 0 11
5 Sidhi 15 0 15
Sub-total 60 0 60
1
Sohagpur
Chhatwai 16 0 16
2 Hardi No. 32 14 0 14
3 Karkati 15 0 15
4 Lalpur 14 1 15
52%
23%
35%
18% 27%
12%
63% 61%
14%
27% 25% 29% 13%
84%
0%
20%
40%
60%
80%
100%
To in
crea
seth
e sc
op
e o
fle
arn
ing
and
spe
her
e o
f…
To in
crea
seth
eb
arga
inin
gp
ow
er
To in
crea
seth
e p
oo
l of
hu
man
reso
urc
es…
To m
ake
viab
le t
oh
ire
serv
ice
so
r le
vera
ge
To in
ten
sify
the
mu
tual
ity
and
pe
er…
To c
reat
e a
pla
tfo
rm t
oac
cess
th
eri
ghts
-…
Oth
ers
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
37 37
SN Block PFT One More than one TOTAL
5 Pachgaon 17 0 17
Sub-total 76 1 77
Grand Total 136 1 137
About 97-98 percent sampled villages VO of their village belonged to same village.
Figure 6.3: Criteria followed for formation of VO
In both the sampled blocks, the Mission team provided trainings to SHGs for VO
formation. In the Intensive Block, 4 to 6 months’ old SHGs have been included into the
VO (as per the COM). However, in the Resource Block, a minimum of 6 months old SHGs
were included into the VO. In the Intensive Block, about 29 percent SHGs have age of
less than 6 months, which are included in VOs. However, in the Resource Block, almost
all SHGs have age of more than 6 months, which are included in VOs.
Figure 6.4: Age of member SHGs
15% 18%
62%
97%
33%
62% 58%
29% 22%
42%
92%
49%
70%
6%
0%
20%
40%
60%
80%
100%
At least 3SHGs in a
village
At least 4SHGs in a
village
At least 5SHGs in a
village
SHGsfollowing
Panchasutra
SHGs with aminimum ageof 3-4 months
All SHGmembers are
willing to formthe VO
Others
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
1% 0% 7%
18%
74%
4%
25% 26%
16%
29%
0%
20%
40%
60%
80%
100%
Less than 3months
Between 3 to 6months
Between 6 to 9months
Between 9 to 12months
More than 12months
% o
f m
em
be
r SH
Gs
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 513, N(Sohagpur) = 581
38 38
Almost all members have the awareness about the name of their respective VOs. All
members of the member SHGs are the GB member of their respective VOs. The role and
responsibilities of the GB are:
Selection / Election of Executive Committee Members,
Approval of Annual Action Plan / Budget prepared by the Executive Committee
Approval and amendments of Byelaws and norms of VO
Approval of Vision Document and Strategic Plan of VO
Discussion and approval of selection of empanelled auditor and audited statements
of the VO, and
Review of annual expenditure and approval
Figure 6.5: Membership of SHGs inVOs
Some of the reasons why all members of all SHGs are not the GB members in their
respective villages are presented in figure 6.6. Here, the option “Some SHGs are member
of other VO in the village” implies that in bigger villages where the number of SHGs are
higher in number, more than one VO may exist. Further, the other option “Some SHGs
are member of other VO in other village” implies that in small villages or where there
are less than 3 SHGs, they are included into the VOs of nearby villages.
20%
80%
0%
47% 51%
3%
0%
20%
40%
60%
80%
100%
All members of all SHGsin the village
All members of a fewSHGs in the village
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
39 39
Figure 6.6: Some of the reasons why all members of all SHGs are not GB members
The status of awareness level among GB members about their role and responsibilities
is given in the Figure 6.7.
The awareness level of GB members was assessed based on the knowledge and
understanding of their roles and responsibilities, as given below:
(i) Selection / Election of Executive Committee Members, (ii) Approval of Annual Action
Plan / Budget prepared by the Executive Committee (iii) Approval and amendments of
Byelaws and norms of VO (iv) Approval of Vision Document and Strategic Plan of VO (v)
Discussion and approval of selection of empanelled auditor and audited statements of
the VO (vi) Review of annual expenditure and approval.
The assessment of level of awareness was assessed based on the number of roles and
responsibilities that the GB members were aware of, as per the code pre-defined. [Code:
Awareness of more than 5 roles & responsibilities=1 (i.e. very good); Between 4-5
roles & responsibilities=2 (i.e. good); Between 3-4 roles & responsibilities=3 (i.e.
average); Between 2-3 roles & responsibilities=4 (i.e. poor); less than 2 roles &
responsibilities=5 (i.e. very poor)]
98%
2% 0% 0%
97%
3% 0% 0% 0%
20%
40%
60%
80%
100%
Only few SHGs aremember of VO in the
village
Some SHGs aremember of other VO
in the village
Some SHGs aremember of other VO
in other village
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 48, N(Sohagpur) = 39
40 40
Figure 6.7: Awareness on role and responsibilities of General Body of VO
Most of the cases (about 78-88%) the frequency of GB meeting was on a quarterly basis.
Figure 6.8: Frequency of GB meeting
The status of GB meeting held since inception of the VO is given in figure 6.9 In Intensive
Block about 51 percent cases it was conducted more than 2 times, however in Resource
Block about 79 percent cases it was conducted only once since inception of the VOs.
0% 3% 3%
12%
82%
0% 3%
14% 17%
66%
0%
20%
40%
60%
80%
100%
Very Good Good Average Poor Very Poor
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
2% 0%
78%
5% 3% 12%
6% 1%
88%
0% 0% 4%
0%
20%
40%
60%
80%
100%
None Monthly Quarterly Half yearly Yearly Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
41 41
Figure 6.9: Number of times GB meeting held since inception of the VO
In most cases, Office Bearers called the GB meetings; however some cases Mission team
facilitated the VOs for organizing the EC meetings. It was also reported that about 64.50
percent (58% in Intensive Block & 71% in Resource Block) cases, Mission team assisted
the VOs in preparing and deciding the GB meeting agenda. The survey revealed that 90
percent (86% in Intensive Block and 94% in Resource Block) cases recent GB meetings
were held as per the agenda.
Figure 6.10: Attendance status of GB meeting held in the last 12 months
In most of the cases, the venues of the GB meeting were selected either at community
halls / buildings (e.g. schools, anganwadis, health centres, panchayat Bhawans, etc.) or
in one of the houses of Office Bearers.
A minimum of 10 EC members will be selected from the member SHGs. All member
SHGs presidents and secretaries shall be the EC members of their respective VOs. The
role and responsibilities of EC will be:
79%
5% 5% 10%
28%
8%
51%
13%
0%
20%
40%
60%
80%
100%
Once Twice More than 2 times Others
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 58,
N(Sohagpur) = 76
4%
75%
17%
4% 0%
11%
59%
20%
9% 2%
0%
20%
40%
60%
80%
100%
100% Between 80%to 100%
Between 60%to 80%
Between 40%to 60%
Less than 40%
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 52, N(Sohagpur) = 66
42 42
To enroll new member(s) and /or terminate the membership of SHG members,
To define objectives of VO and setting up strategic plan to achieve it,
Grading of SHGs on half yearly and/or yearly basis and promote self-grading in
SHGs,
To review and evaluate the financial transactions, budget and programs of VO on a
regular basis and performance of office bearers,
To run VO as per administrative rules and ethical norms,
To undertake fund mobilization & management,
To decide membership fees/donation/contribution to be given by SHGs,
To form and reorganize the sub-committees as per requirement and dissolution of
the sub-committees or removal or any member,
To authorize office bearers for signing in legal documents and account related
matters,
To nominate representatives as per the requirement
To prepare Annual Action Plan and recommend to GB for approval, and
Annual Audit of VO by empanelled CA and get approval by GB.
Figure 6.11: Executive Committee members of VO
Most of the cases, the EC members’ selection have been done only once after formation
of VOs (refer the status presented in the table 6.2).
Table 6.2: Number of times EC members have been selected / elected after formation of VO
SN Block PFT Once Twice Thrice Four times More than four
times TOTAL
1
Jaisinghnagar
Aamdih 10 0 0 0 0 10
2 Amjhor 13 0 0 0 0 13
3 Gopalpur 11 0 0 0 0 11
4 Kanadikhurd 11 0 0 0 0 11
5 Sidhi 15 0 0 0 0 15
Sub-total 60 0 0 0 0 60
1 Sohagpur
Chhatwai 14 1 0 0 0 15
2 Hardi No. 32 13 0 0 0 0 13
98% 98%
0% 2%
86% 83%
9% 10%
0%
20%
40%
60%
80%
100%
Presidents of all SHGsin the village
Secretaries of all SHGsin the village
Any two nominatedrepresentatives fromall SHGs in the village
Others
% o
f sa
mp
le V
Os Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
43 43
SN Block PFT Once Twice Thrice Four times More than four
times TOTAL
3 Karkati 15 0 0 0 0 15
4 Lalpur 14 0 0 0 1 15
5 Pachgaon 15 1 0 0 0 16
Sub-total 71 2 0 0 1 74
Grand Total 131 2 0 0 1 134
In both the sampled blocks, the present status of awareness level on role and
responsibilities among EC members are very poor (refer figure 6.12).
The awareness level of EC members was assessed based on the knowledge and
understanding of their role and responsibilities as given below:
(i) To enrol new member(s) and /or terminate the membership of SHG members, (ii) To
define objectives of VO and setting up strategic plan to achieve it, (iii) Grading of SHGs
on half yearly and/or yearly basis and promote self-grading in SHGs, (iv) To review and
evaluate the financial transactions, budget and programs of VO on a regular basis and
performance of office bearers, (v) To run VO as per administrative rules and ethical
norms, (vi) To undertake fund mobilization & management, (vii) To decide membership
fees/donation/contribution to be given by SHGs, (viii) To form and reorganize the sub-
committees as per requirement and dissolution of the sub-committees or removal or
any member, (ix) To authorize office bearers for signing in legal documents and account
related matters, (x) To nominate representatives as per the requirement (xi) To prepare
Annual Action Plan and recommend to GB for approval, (xii) Annual Audit of VO by
empanelled CA and get approval by GB.
The assessment of level of awareness was assessed based on the number of roles and
responsibilities that the EC members were aware of, as per the code pre-defined. [Code:
Awareness of more than 10 roles & responsibilities=1 (i.e. very good); Between 7-
10 roles & responsibilities=2 (i.e. good); Between 5-7 roles & responsibilities=3
(i.e. average); Between 3-5 roles & responsibilities=4 I.e. poor); Less than 3 roles
& responsibilities=5 (i.e. very poor)]
44 44
Figure 6.12: Awareness on roles and responsibilities of Executive Committee of VO
In almost all cases, the frequency of EC meetings was fixed on fortnightly basis. In the
Intensive Block, in about 64 percent cases the EC meetings were held more than four
times in the last 12 months (refer figure 6.13).
Figure 6.13: Number of times EC meetings held in the last 12 months
In most of the cases, the venues of the EC meeting were either at community halls /
buildings (e.g. schools, anganwadis, health centres, panchayat Bhawans, etc.) or in one of
the houses of Office Bearers.
0% 0% 7%
22%
72%
0% 4%
16%
26%
54%
0%
20%
40%
60%
80%
100%
Very Good Good Average Poor Very Poor
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 60,
N(Sohagpur) = 76
33%
23% 18%
8% 10% 7%
12%
4% 8% 5%
64%
7%
0%
20%
40%
60%
80%
100%
Once Twice Thrice Four times More thanfour times
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 76
45 45
Figure 6.14: Attendance in EC meetings held in last 12 months
In most cases, Office Bearers called the EC meetings. However, in some cases, the
Mission team facilitated the VOs for organizing the EC meetings. It was also reported
that in about 58-63 percent cases, Mission team assisted the VOs in preparing the EC
meeting agenda.
Table 6.3: Status of recent EC meeting conducted as per the agenda
SN Block PFT Yes No TOTAL
1
Jaisinghnagar
Aamdih 10 0 10
2 Amjhor 10 0 10
3 Gopalpur 9 1 10
4 Kanadikhurd 11 0 11
5 Sidhi 14 0 14
Sub-total 54 1 55
1
Sohagpur
Chhatwai 12 3 15
2 Hardi No. 32 13 0 13
3 Karkati 11 4 15
4 Lalpur 14 1 15
5 Pachgaon 11 4 15
Sub-total 61 12 73
Grand Total 115 13 128
The status of recent EC meeting agenda points minutised is presented in the table 6.4.
23%
73%
4% 0% 0%
17%
69%
13%
1% 0% 0%
20%
40%
60%
80%
100%
100% Between 80%to 100%
Between 60%to 80%
Between 40%to 60%
Less than 40%
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 56, N(Sohagpur) = 71
46 46
Table 6.4: Status of all agenda points minutised properly
SN Block PFT Yes No TOTAL
1
Jaisinghnagar
Aamdih 10 0 10
2 Amjhor 9 1 10
3 Gopalpur 9 1 10
4 Kanadikhurd 11 0 11
5 Sidhi 14 0 14
Sub-total 53 2 55
1
Sohagpur
Chhatwai 12 3 15
2 Hardi No. 32 12 1 13
3 Karkati 12 3 15
4 Lalpur 13 2 15
5 Pachgaon 9 6 15
Sub-total 58 15 73
Grand Total 111 17 128
The status of recent EC meeting tallying of cash book, ledger and pass book is presented
in the table 6.5.
Table 6.5: Status of tallying of cash book, ledger and bank pass (Savings and loan account)
during EC meeting
SN Block PFT Yes No TOTAL
1
Jaisinghnagar
Aamdih 9 1 10
2 Amjhor 9 1 10
3 Gopalpur 7 3 10
4 Kanadikhurd 10 1 11
5 Sidhi 10 4 14
Sub-total 45 10 55
1
Sohagpur
Chhatwai 10 5 15
2 Hardi No. 32 9 4 13
3 Karkati 13 2 15
4 Lalpur 13 2 15
5 Pachgaon 10 5 15
Sub-total 55 18 73
Grand Total 100 28 128
In almost 90-100 percent cases, the presidents, secretaries and treasures of the SHGs
are included as office bearers of the VOs. However, in very few cases (2% in Resource
Block and 32-36% in Intensive Block), vice-presidents and joint secretaries of SHGs are
also included as office bearers.
47 47
Figure 6.15: Office Bearers of VO
In both the sampled blocks, about 81-82 percent office bearers are selected by General
Bodies of the VOs. However, about 18-22 percent cases Office Bearers are selected by
the Executive Committees of the VOs. The satisfaction with the selection process of
Office Bearers is 84 percent (Intensive Block) and 100 percent (in Resource Block) in
the sampled blocks.
There are two VOs in sampled Intensive Block, where bye laws / rules / norms yet to be
formulated. However, in sampled Resource Block, 100 percent VOs have formulated the
bye laws / rules / norms for their respective VOs.
Figure 6.16: Type of Bye laws / norms / rules prepared by the VO
100%
2%
98%
2%
98% 99%
36%
99%
32%
90%
0%
20%
40%
60%
80%
100%
President Vice-President Secretary Joint Secretary Treasurer
% o
f sa
mp
el V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
47%
87%
23%
78% 85%
27% 22%
55%
68%
25%
75%
86%
40%
23%
0%
20%
40%
60%
80%
100%
Form
atio
n /
Inco
rpo
rati
on
,fu
nct
ion
s, e
tc. o
fth
e V
O
Me
mb
ers
hip
det
ail,
elig
ibili
ty c
rite
ria,
fee,
etc
.
Stru
ctu
re o
f th
e V
O
Off
ice
Bea
rers
,te
nu
re, s
ele
ctio
n /
elec
tio
n p
roce
ss,
role
an
dre
spo
nsi
bili
ties
, etc
.
Me
etin
gs, r
eco
rdke
ep
ing
of
min
ute
so
f th
e m
eeti
ngs
,et
c.
Mai
nte
nan
ce o
fB
oo
ks o
f A
cco
un
tsan
d F
inan
cial
Man
age
me
nt
Syst
em
Oth
ers
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
48 48
There are mainly five types of VO sub committees have been formed in the sampled
area:
SHG monitoring Sub Committee: The role and responsibilities of this sub-committee
is (i) To ensure that all our SHGs are following the Panchsutras and also monitor
their activities, (ii) To ensure that SHGs are utilizing the loan amount for the
activities mentioned in the MCP, (iii) Conduct training need assessment for the SHGs.
Bank Linkages & Repayment Sub Committee: The role and responsibilities of this sub-
committee is (i) To act as an interface between the SHGs and the banks, (ii) Resolves
issues related to bank linkages, account opening/management, bank loan and CIF
repayment.
Social Mobilization Sub Committee: The role and responsibilities of this sub-
committee is (i) To Identify and mobilize the left out poor families, (ii) progressing
towards saturation of the village and (iii) organizes necessary training programmes
for the members.
Social Action Sub Committee: The role and responsibilities of this sub-committee is
(i) To take initiatives to address social discrimination in villages, (ii) Diagnose social
problems and take suitable measures to resolve the issues, (iii) Assesses issues
related to women and publishes an annual Gender Status Report of village.
Employment Sub-Committee: The role and responsibilities of this sub-committee is
to looking at the employment opportunities in the area.
These sub-committee members are formed from the EC of VO.
The present status of formation of sub-committees in the sampled area is about 57.70
percent (sub-comittees formed in 65% VOs in Intensive Block and 50% in Resource
Block).
Figure 6.17: Process followed for formation of sub-committees of VO
In 72 percent cases (84% in Intensive Block and 60% in Resource Block), the sub-
committees were formed at the time of VO strengthening (refer figure 6.18.)
93% 97% 87%
53%
94% 96%
50%
36%
0%
20%
40%
60%
80%
100%
Discussion with VOregarding need
Selection of members ofsub-committees
Defining activities ofsub-committees
Defining reportingsystem of sub-
committees of VO
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 30,
N(Sohagpur) = 50
49 49
Figure 6.18: Stages of formation of sub-committees
In almost all cases the triggers for formation of sub-committees of VOs in the sampled
area were facilitated and professed by the Mission team.
Figure 6.19: Types of sub-committees of VO
Three types of sub-committees viz. SHG Monitoring sub-committee, Bank Linkages sub-
committee and Social Action sub-committee of VO have been formed in almost all
sampled VOs in the Intensive Block. It was reported that majority of the VOs in the
sampled area do not have Social Mobilization sub-committee and Employment sub-
committee.
40%
60%
16%
84%
0%
20%
40%
60%
80%
100%
At the time of VOformation
At the time of VOstrengthening
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 30, N(Sohagpur) = 50
100% 100%
0%
100% 100% 96% 100%
0%
98% 98%
0%
20%
40%
60%
80%
100%
SHG Monitoringsub-committee
Bank Linkages andRepayment sub-
committee
Social Mobilizationsub-committee
Social Action sub-committee
Employment sub-committee
% o
f sa
mp
le V
Os
wit
h s
ub
-co
mm
itte
es
Presence of types of sub-committees
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 30, N(Sohagpur) = 50
50 50
Figure 6.20: Training status of VO sub-committees
The training and capacity building activities of VO sub-committees have not been done
properly. In both the Blocks, about 29-40% sub-committees in the sampled areas have
been left out from formal training programmes.
Figure 6.21: Functional status of VO sub-committees
The role and responsibilities of SHG Monitoring Sub Committee are:
To ensure that all our SHGs are following the Panchsutras and also monitor their
activities.
To ensure that SHGs are utilizing the loan amount for the activities mentioned in the
MCP.
Conduct training need assessment for the SHGs.
Table 6.6(a): Tasks undertaken by the SHG Monitoring sub-committee
SN Block (i) only (ii) only (iii) only (i) & (ii) (ii) & (iii) (i) & (iii) All
1 Jaisinghnagar 5 0 0 7 1
2 Sohagpur 6 1 0 18 4
Grand Total 11 1 0 25 0 0 5
60% 60%
0%
63% 60% 71% 71%
0%
69% 67%
0%
20%
40%
60%
80%
100%
SHG Monitoringsub-committee
Bank Linkages andRepayment sub-
committee
Social Mobilizationsub-committee
Social Action sub-committee
Employment sub-committee
% o
f sa
mp
le V
Os
wit
h s
ub
-co
mm
itte
es
Training of sub-committees
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 30, N(Sohagpur) = 50
43% 40%
0%
50% 43%
60% 56%
0%
56% 58%
0%
20%
40%
60%
80%
100%
SHG Monitoringsub-committee
Bank Linkages andRepayment sub-
committee
Social Mobilizationsub-committee
Social Action sub-committee
Employment sub-committee
% o
f sa
mp
le V
Os
wit
h s
ub
-co
mm
itte
es
Functional status of sub-committees
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 30, N(Sohagpur) = 50
51 51
The role and responsibilities of Bank Linkages & Repayment Sub Committee are:
To act as an interface between the SHGs and the banks.
Resolves issues related to bank linkages, account opening/management, bank loan
and CIF repayment.
Table 6.6(b): Tasks undertaken by Bank Linkages and Repayment sub-committee
SN Block (i) only (ii) only (i) & (ii)
1 Jaisinghnagar 7 0 5
2 Sohagpur 4 1 22
Grand Total 11 1 27
The role and responsibilities of Social Mobilization Sub Committee are:
To Identify and mobilize the left out poor families.
Progressing towards saturation of the village.
Organizing necessary training programmes for the members.
The role and responsibilities of Social Action Sub Committee are:
To take initiatives to address social discrimination in villages.
Diagnose social problems and take suitable measures to resolve the issues.
Assesse issues related to women and publish an annual Gender Status Report of
village.
Table 6.6(c): Tasks undertaken by Social Action sub-committee
SN Block (i) only (ii) only (iii) only (i) & (ii) (ii) & (iii) (i) & (iii) All
1 Jaisinghnagar 8 3 0 4 0 0 0
2 Sohagpur 3 6 0 17 1 0 0
Grand Total 11 9 0 21 1 0 0
The Employment sub-committees have performed the following activities in the
sampled area:
Preparation of the list of unemployed youth.
Sending unemployed youth to Rozgar Mela.
The knowledge of bye laws / rules / norms of VOs by their respective members are
given in figure 6.22.
52 52
Figure 6.22: VO members have knowledge of bye laws / rules / norms of VO
In both the sampled blocks, 79-83 percent responded that bye laws / norms / rules of
the VOs were jointly formulated by the Mission team and VO members (including office
bearers), however in 12-13 percent cases it was formulated by the Mission team only.
Figure 6.23: Meeting Process of VO
Meeting process of VOs in terms of (i) Fixed type of sitting arrangement, (ii) Group
prayer, (iii) Introduction by each member, (iv) Attendance, (v) Review of previous
meeting, (vi) Confirmation of next meeting, and (vii) Closing of the meeting were better
in both the sampled blocks. However, there is requirement of improvement in:
6%
31%
100%
50%
3%
29%
100%
66%
0%
20%
40%
60%
80%
100%
None Only Office Bearers Only Office Bearers anda few members
All VO members (OfficeBearers and other
members)
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
0% 20% 40% 60% 80% 100%
Fixed type of siting arrangement
Group Prayer
Introduction by each member
Attendance
Review of previous meeting
Monthly savings by SHGs
CIF repayment
Review of SHG based on their monthly report
Review of SHG bank repayment
Review of work of BK
Review of sub-committee
Loan recommendation to SHGs based on MCP
Review of Income/Expenditure and Receipt/Payment
Discussion on other Social issues, govt. schemes, convergence
Convergence
Confirmation of next meeting date, venue and time
Closing of the meeting
Others
% of sample VOs
Sohagpur Jaisinghnagar
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
53 53
Monthly savings of SHGs
CIF repayment
Review of SHG based on their monthly reports
Review of SHG bank repayments
Review of work of book keeper
Review of sub-committees
Loan recommendation to SHGs based on MCP
Review of income / expenditure and receipt / payments
Discussion on other social issues, govt. schemes, convergence, etc.
Convergence
Figure 6.24: Main activities of VO
The main activities performed by VOs in both the sampled block are not satisfactory.
The status of main activities performed by VOs is presented in the figure 6.25.
68%
47%
17%
35%
20%
13%
38%
22%
10%
10%
56%
48%
14%
26%
42%
19%
29%
23%
10%
16%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Formation of new SHGs and inclusion of left outpoor
Facilitate for SHG Bank linkages through liaisonand establishing coordination with bank…
To provide linkage with Social security, Foodsecurity, Health schemes, Livelihood to SHG…
Creating awareness of the SHG members onvarious social issues, their legal rights &…
To resolve the conflicts at SHGs and ensuresmooth functioning
To improve quality of SHGs, monitoring keyactivities (meeting, savings, book-keeping etc.),…
To increase participation of SHG members inGram Sabha and establish linkages with PRI
Identification and orientation to CommunityFacilitators and Book Keepers
To mentor and strengthen (through orientation,training, exposure, information dissemination,…
No activity
% of sample VOs
Sohagpur
Jaisinghnagar
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
54 54
Figure 6.25: Decision on membership fee for member SHGs
There were three major ways by which the decision on membership fee for member
SHGs decided:
By the consent of all VO members (including Office Bearers) As per the capacity of PoP SHG By the facilitation of MPSRLM team
Table 6.7: Monthly saving deposits per member SHG
SN Block PFT INR 10-25 INR 26 - 50 INR 51 - 100 More than
INR 100 TOTAL
1
Jaisinghnagar
Aamdih 0 0 0 0 0
2 Amjhor 0 0 0 0 0
3 Gopalpur 0 0 1 0 1
4 Kanadikhurd 0 0 0 0 0
5 Sidhi 0 0 0 0 0
Sub-total 0 0 1 0 1
1
Sohagpur
Chhatwai 0 1 0 0 1
2 Hardi No. 32 0 2 6 1 9
3 Karkati 0 0 2 0 2
4 Lalpur 1 2 1 1 5
5 Pachgaon 0 1 1 1 3
Sub-total 1 6 10 3 20
Grand Total 1 6 11 3 21
In both the sampled blocks, decision on monthly savings for member SHGs are decided
by (i) the consent of all VO members (including OBs), and (ii) as per the capacity of the
PoP SHG.
3%
60% 53%
37%
2%
12%
40% 44% 43%
10%
0%
10%
20%
30%
40%
50%
60%
70%
By VO OfficeBearers
By the consentof all VO
members (incl.Office Bearers)
As per thecapacity ofPOP SHG
By thefacilitation of
MPSRLM Team
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 60, N(Sohagpur) = 77
55 55
Figure 6.26: Action taken against member absent in the meeting
The average of 82.5 percent (75% in Intensive Block and 90% in Resource Block) VOs
are in practice of no action / punishment, if prior information provided. However, 46.50
percent (35% in Intensive Block and 58% in Resource Block) charge fine from members
for being absent in the meeting. Three types of actions can be taken by VOs if repayment
is not done as per schedule:
Explanation sought from member SHG Warning but no action, and Fine from SHG
However, till date none of SHGs against which action has been taken for non-repayment
as per the schedule.
Table 6.8: Resources used for meeting the monthly operating cost of VO
SN Block PFT From the VO
resources Support from
MPSRLM TOTAL
1
Jaisinghnagar
Aamdih 9 0 9
2 Amjhor 5 0 5
3 Gopalpur 8 0 8
4 Kanadikhurd 8 0 8
5 Sidhi 5 0 5
Sub-total 35 0 35
1
Sohagpur
Chhatwai 7 0 7
2 Hardi No. 32 7 0 7
3 Karkati 11 0 11
4 Lalpur 10 0 10
5 Pachgaon 10 0 10
Sub-total 45 0 45
Grand Total 80 0 80
90%
30%
3% 10%
58%
23%
75%
9% 13% 14%
35%
14%
0%
20%
40%
60%
80%
100%
No action /punishment, if
priorinformation
Explanationsought frommember SHG
Warning butno action
Fine frommember SHG
Fine frommember
Others
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
56 56
Almost all VOs in the sampled area using their own resources for meeting the monthly
operating cost of VOs by themselves.
Figure 6.27: VO Record / Book keeping done by
The status of VO record / book keeping done by is presented in figure 6.28. It is mostly
done by the females. Few cases males are involved, who belong to the family members
or relatives of VOs.
Figure 6.28: Literacy level of VO Book Keepers
In most of the cases, VO Book Keepers assisted the process of opening of VO bank
account. It was done in facilitation of the PFT level Mission team. About 81-83 percent
VOs responded that they have the knowledge of bank account opening, deposit and
withdrawal process.
The literacy level of VO Presidents in the sample area is presented in the figure 6.29.
38% 30%
7%
20%
3% 2% 3%
77%
6% 1% 4%
9%
0%
20%
40%
60%
80%
100%
VO BookKeeper
EC members Outsider(Non-VOmember)
CommunityActivist
Not identifiedyet
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
0% 7%
47% 40%
5% 2% 1%
23%
37%
25%
14%
0% 0%
20%
40%
60%
80%
100%
Up to PrimarySchool
Up to MiddleSchool
Up toSecondary
School
Up to SeniorSecondary
School
Graduate Post Graduate
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 58, N(Sohagpur) = 73
57 57
Figure 6.29: Literacy level of VO Presidents
The literacy level of VO Secretaries in the sample area is presented in the figure 6.30.
Figure 6.30: Literacy level of VO Secretaries
The literacy level of VO Treasurers in the sample area is presented in the figure 6.31.
Figure 6.31: Literacy level of VO Treasurers
18%
52%
22%
5% 3% 0%
17%
26% 34%
11% 11%
1% 0%
20%
40%
60%
80%
100%
Illiterate Up to PrimarySchool
Up to MiddleSchool
Up toSecondary
School
Up to SeniorSecondary
School
Above SeniorSecondary
School
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 76
17%
37%
20% 18% 7%
0% 4% 14%
30% 28%
13% 11%
0%
20%
40%
60%
80%
100%
Illiterate Up to PrimarySchool
Up to MiddleSchool
Up toSecondary
School
Up to SeniorSecondary
School
Above SeniorSecondary
School
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 59, N(Sohagpur) = 76
5%
18%
43%
27%
7% 0%
5% 11%
30% 26%
16%
3%
0%
20%
40%
60%
80%
100%
Illiterate Up to PrimarySchool
Up to MiddleSchool
Up toSecondary
School
Up to SeniorSecondary
School
Above SeniorSecondary
School
% o
f sa
mp
le V
os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 60,
N(Sohagpur) = 69
58 58
The status of conflict within VOs is presented in the table 6.9.
Table 6.9: Status of conflicts in VOs
SN Block PFT Yes No TOTAL
1
Jaisinghnagar
Aamdih 2 9 11
2 Amjhor 0 12 12
3 Gopalpur 0 11 11
4 Kanadikhurd 0 11 11
5 Sidhi 0 15 15
Sub-total 2 58 60
1
Sohagpur
Chhatwai 1 15 16
2 Hardi No. 32 0 14 14
3 Karkati 0 15 15
4 Lalpur 0 15 15
5 Pachgaon 2 15 17
Sub-total 3 74 77
Grand Total 5 132 137
The conflict resolution methods followed by the VOs are given in table 6.10.
Table 6.10: Conflict resolution methods in VOs
SN Block PFT By the GB members
themselves
By the EC members
themselves
By the Office
Bearers
1
Jaisinghnagar
Aamdih 1
2 Amjhor
3 Gopalpur
4 Kanadikhurd
5 Sidhi
Sub-total 1 0 0
1
Sohagpur
Chhatwai
2 Hardi No. 32
3 Karkati
4 Lalpur
1
5 Pachgaon 1 1 1
Sub-total 1 2 1
Grand Total 2 2 1
The social issues addressed by the VOs in the sampled area are presented in the figure
6.32.
59 59
Figure 6.32: Social issues addressed by the VOs
The review processes of VOs to their respective member SHGs are presented in the
figure 6.33.
Figure 6.33: Review processes of VOs to their respective member SHGs
Lessons learned, Constraints & Challenges and the Way Forward
In both the sampled blocks, the Mission team provided trainings to SHGs for VO
formation. It was reported that 22 percent cases (29% in Intensive Block & 15%
in Resource Block) VOs have been formed with less than 4 SHGs. In addition, 2.5
percent cases (4% in Intensive Block and 1% Resource Block) the age of member
SHGs are less than 3 months. These seem the immature stages to form VOs. It
should be ensured that the minimum criteria (as stated in the NRLM Guideline)
had been followed in formation of VOs.
It was reported that all members of the member SHGs are the GB members of
their respective VOs. However, it was also reported that all SHGs’ members are
not the members of VO of their respective villages. The process monitoring
survey results depicted the reasons as (i) Only few SHGs are member of VO in
the village (ii) Some SHGs are member of other VO in the village, and (iii) Some
SHGs are member of other VO in other village. Appropriate steps need to be
30% 25%
13%
3% 3% 8%
53%
21%
44%
17% 14% 6% 8%
45%
0%
20%
40%
60%
80%
100%
Health Water andSanitation
Education Alcoholism Dowry Superstition Others
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 60,
N(Sohagpur) = 77
89%
54%
25%
43% 32%
14% 25%
14% 7%
94%
55%
40% 32%
23% 23% 30%
36% 42%
0%
20%
40%
60%
80%
100%
FollowingPanchasutra
Use of loanas per
disbursementprocedure
Loanrepayment
rate
Prioritizationpreferencesfor POP, etc.
SHGaddressing
social issues
Followingdecisions
taken by SHG
Conflictresolution
Financialtransparencyand discipline
Transparencyin decision
makingprocess
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 28, N(Sohagpur) = 53
60 60
taken so that the members of eligible SHGs should become the GB members of
VOs.
The awareness on role and responsibilities of GBs of VOs are very poor. As per
VOs rules, the frequency of GB meetings should be on quarterly basis. However,
In Intensive Block 49 percent cases it was conducted less than or equal to 2
times, and about 79 percent cases in Resource Block it was conducted only once
since inception of the VOs.
It was also reported more than the half of the sampled VOs the Mission team
assisted the VOs in preparing and deciding the GB meeting agenda.
There are a minimum of 10 members in EC of each VO. Initially, EC members
were nominated by the SHGs, but now it has been made compulsory for
presidents and secretaries of SHGs to be the EC members of their respective VOs.
As per VO rules, EC members are selected/ elected for a period of 2 years,
however most of the cases, the EC members’ selection have been done only once
after formation of VOs.
In both the sampled blocks, the present status of awareness level on role and
responsibilities among EC members are very poor. It was also reported that in about
half of the sampled VOs, Mission team assisted the VOs in preparing the EC meeting
agenda.
PFT (in Intensive Block) and PRP (in Resource Block) facilitate the selection of
Office Bearers of VOs. In sampled Intensive Block, there are five OBs (i.e.
President, Vice-president, Secretary, Vice-secretary and Treasurer), whereas in
sampled Resource Block there are three OBs (i.e. President, Secretary and
Treasure). The positions of OBs are for two years on rotation basis. However, till
date selection of OBs is done only once / no reelection in the sampled area.
In both the sampled blocks, in a majority of the cases, Office Bearers are selected
by General Bodies of the VOs. However, in about 18-22 percent cases, Office
Bearers are selected by the Executive Committees of the VOs. There are two VOs
in sampled Intensive Block, where bye laws / rules / norms yet to be formulated.
There are mainly five types of VO sub committees have been formed in the
sampled area. Sub-committees are formed from the EC of VO. In each sub-
committee there are 2-3 members. It was reported that these sub-committees
are formed in half of the sampled VOs. It was also reported that majority of the
VOs in the sampled area do not have Social Mobilization sub-committees and
Employment sub-committees.
The training and capacity building activities of VO sub-committees have not been
done properly. In both the Blocks, about 50percent sub-committees in the
sampled areas have been left out from formal training programmes. These sub-
committees lack appropriate capacities to perform their roles and
responsibilities. They also lack work schedule and learning sharing platform.
61 61
6.1.3 Strengthening of VOs
The location of training provided to VO by the Mission team is presented in the table
6.11.
Table 6.11: Location of training to VOs by Mission team
SN Block PFT No training
provided Within the
same district Outside the
district Outside
the State
1
Jaisinghnagar
Aamdih 1 9
2 Amjhor
11 2
3 Gopalpur
11
4 Kanadikhurd 2 8 1
5 Sidhi
15
Sub-total 3 54 3 0
1
Sohagpur
Chhatwai 1 15
2 Hardi No. 32 2 12
3 Karkati
15
4 Lalpur 1 13 1
5 Pachgaon 3 13 1
Sub-total 7 68 2 0
Grand Total 10 122 5 0
In both the sampled blocks, the training on GB/EC meeting process and norms,
maintenance of books of accounts and MCP were provided by the Mission team. The
various types of training provided by the Mission team to VOs are presented in the
figure 6.34.
Figure 6.34: Types of trainings provided by the Mission team to VOs
82%
44% 47%
2% 0%
16%
2%
26% 28%
2% 4% 0% 4%
21%
83%
59% 60%
17%
3%
17%
0%
41% 34%
7% 14%
0%
17% 17%
0%
20%
40%
60%
80%
100%
% o
f sa
mp
le V
Os
that
hav
e r
ece
ive
d
trai
nin
g
Jaisinghnagar Sohagpur
N(Jaisinghnagar) = 57, N(Sohagpur) = 70
62 62
The record keeping status of VOs in the sampled area is presented in the figure 6.35.
Figure 6.35: Record keeping status of VOs
It was reported that mostly the frequency of updating of records / books of accounts by
Book Keepers are done on a monthly basis.
Figure 6.36: Types of assistance to member SHGs from VOs
0%
20%
40%
60%
80%
100%
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
Minutesbook
Cash book GeneralLedger
LoanLedger
MemberPass Book
Saving cumattendance
register
MonthlyReport
AnnualAction Planand Annual
Budget
MonthlyMIS andProgressReport
Staffingdetails with
Bio-data
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 60, N(Sohagpur) = 77
58%
19% 28%
14%
30% 35%
12%
69%
25% 24%
44%
27%
41%
15%
0%
20%
40%
60%
80%
100%
Facilitate for banklinkages through liaison
and establishingcoordination with bank
branches, and timelyrepayment
To provide linkage withSocial Security, FoodSecurity and Health
schemes, Livelihood toSHG members
Creating awareness ofSHG members on varioussocial issues, their legalrights and entitlements
Resolve conflicts of SHGsand ensure smooth
functioning
Improve quality of SHGs,monitoring key activities(meeting, savings, book-keeping, etc.), promotingself-grading and audit of
SHGs
Increase participation ofSHGs in Gram Sabha andestablish linkages with
PRI
Mentor and strengthen(through orientation,
training, exposure,information
dissemination, on-sitesupport, etc.) the
capacity in differentaspects (book-keeping,accounting, advocacy,
bank-linkage, accessinggovernment schemes,
etc.)
% o
f sa
mp
le V
Os
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 43, N(Sohagpur) = 59
63 63
The awareness level of VO members towards different types of funds is presented in the
figure 6.37.
Figure 6.37: Awareness of VO members towards various types of funds
The status of MCPs rejected / asked for revision by VOs is presented in the table 6.12.
Table 6.12: Number of MCPs rejected / asked for revision by VOs
SN Block PFT Number of MCPs
1
Jaisinghnagar
Aamdih 0
2 Amjhor 0
3 Gopalpur 0
4 Kanadikhurd 0
5 Sidhi 0
Sub-total 0
1
Sohagpur
Chhatwai 0
2 Hardi No. 32 0
3 Karkati 5
4 Lalpur 0
5 Pachgaon 1
Sub-total 6
Grand Total 6
100%
88% 82%
15%
57%
100%
84%
48%
12%
55%
0%
20%
40%
60%
80%
100%
Savings RF CIF VRF Bank Loan
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
64 64
The disbursement route of CIF to SHGs is presented in the figure 6.38.
Figure 6.38: Disbursement route of CIF to SHGs
The status of SHGs that have received CIF through rotation basis is presented in the
table 6.13.
Table 6.13: Status of SHGs received CIF on rotation
SN Block PFT Number of SHGs
1
Jaisinghnagar
Aamdih 0
2 Amjhor 0
3 Gopalpur 0
4 Kanadikhurd 0
5 Sidhi 0
Sub-total 0
1
Sohagpur
Chhatwai 3
2 Hardi No. 32 26
3 Karkati 22
4 Lalpur 43
5 Pachgaon 17
Sub-total 111
Grand Total 111
96%
4% 0%
24%
76%
0% 0%
20%
40%
60%
80%
100%
Direct to SHGs Through VO Through CLF
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 49, N(Sohagpur) = 50
65 65
Assessment procedure of SHGs for CIF disbursement is presented in the table 6.14.
Table 6.14: Assessment procedure of SHGs for CIF disbursement
SN Block PFT Following
Panchasutra Grading of SHGs
Prioritization of activities in MCP
NA TOTAL
1
Jaisinghnagar
Aamdih 0 0 0 6 0
2 Amjhor 0 0 0 6 0
3 Gopalpur 1 0 1 4 2
4 Kanadikhurd 0 1 0 6 1
5 Sidhi 0 0 0 7 0
Sub-total 1 1 1 29 3
1
Sohagpur
Chhatwai 0 1 3 5 4
2 Hardi No. 32 1 0 6 6 7
3 Karkati 1 3 5 5 9
4 Lalpur 1 0 8 5 9
5 Pachgaon 0 1 10 4 11
Sub-total 3 5 32 25 40
Grand Total 4 6 33 54 43
Assessment procedure of SHGs for VRF disbursement is presented in the table 6.15.
Table 6.15: Assessment procedure of SHGs for VRF disbursement
SN Block PFT Type of SHG
category (A/B/C/D)
Category of SHG members
(A/B/C/D)
Presence of vulnerable members (widow, disabled, etc.) in families of SHG
members
TOTAL
1
Jaisinghnagar
Aamdih 0 0 0 0
2 Amjhor 0 0 0 0
3 Gopalpur 0 0 0 0
4 Kanadikhurd 0 0 0 0
5 Sidhi 0 0 0 0
Sub-total 0 0 0 0
1
Sohagpur
Chhatwai 0 1 1 2
2 Hardi No. 32 1 0 3 4
3 Karkati 0 0 6 6
4 Lalpur 0 2 2 4
5 Pachgaon 1 0 1 2
Sub-total 2 3 13 18
Grand Total 2 3 13 18
66 66
The use pattern of fund among member SHGs is given is presented in the table 6.16.
Table 6.16: Use pattern of fund among member SHGs
SN Block PFT Used by all
member SHGs
Distributed as per the urgency and
prioritization of needs of the member SHGs
As per the MCP
Others TOTAL
1
Jaisinghnagar
Aamdih 0 0 0 0 0
2 Amjhor 0 0 0 0 0
3 Gopalpur 0 0 0 0 0
4 Kanadikhurd 0 0 0 0 0
5 Sidhi 0 0 0 0 0
Sub-total 0 0 0 0 0
1
Sohagpur
Chhatwai 1 0 0 1 2
2 Hardi No. 32 1 5 1 0 7
3 Karkati 0 2 4 0 6
4 Lalpur 0 5 4 0 9
5 Pachgaon 1 5 4 0 10
Sub-total 3 17 13 1 34
Grand Total 3 17 13 1 34
The principles of good governance of VOs are presented in the figure 6.39.
Figure 6.39: Principles of good governance followed by VOs
57% 53%
30%
43% 43%
20%
77%
61%
21%
51% 44%
12%
0%
20%
40%
60%
80%
100%
Participatorydecision-making
by all ECmembers
Participatorydecision-making
by all GBmembers
Functioning inaccordance with
principles,objectives and
values
Transparency infund
management
Responsiblefunctioning ofoffice bearers,
community cadre,community
professionals andmembers
Others
% o
f sa
mp
le V
Os
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 60, N(Sohagpur) = 77
67 67
Social Audit of VOs was not observed to have been undertaken in any of the sample VOs
monitored.
The convergence status of VOs activities in the sampled area is presented in the figure
6.40.
Figure 6.40: Convergence status of VOs activities
Lessons learned, Constraints & Challenges and the Way Forward
The Mission team has mainly provided three types of trainings to VOs viz. (i) VO
Concept and Management, (ii) MCP preparation and appraisal, and (iii) VO
Accounts and Book keeping. A formal training to VOs on following subjects needs
to be provided: (i) VO MIS, (ii) Gender and Social Inclusion, (iii) PIP, (iv)
Community Procurement, (v) Roles and Responsibilities of Sub-committees, (vi)
SHG Grading and Audit, (vii) Annual Planning and Budgeting, (viii) Governance
and Accountability, (ix) Objective setting of Exposure visits, and (x) Financial
Management.
In the sampled area, the Record and Book keeping status of VOs is very poor.
Most of them are not introduced yet. All types of Books and records need to be
introduced properly followed by organizing formal trainings.
Almost 96 percent cases the CIF distribution route in Resource Block is direct to
SHGs (in case of Intensive Block it is 24%). All VOs need to be capacitated and
strengthened to perform their role and responsibilities, and manage the
community funds efficiently.
In sampled area, about 65 percent VOs activities (58% in Intensive Block & 72%
in Resource Block) could not linked them with any of the government
programme or schemes. At the VO level, they lack the capacity of convergence
efforts to be made.
72%
0% 8%
3%
58%
6%
17% 18%
0%
20%
40%
60%
80%
100%
None Health sector Education sector Livelihood sector (e.g.Agriculture, Animal
Husbandry, etc.)
% o
f sa
mp
le V
Os
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 60, N(Sohagpur) = 77
68 68
6.2 Community Mobilization
As mentioned before, the findings pertaining to the various processes related to the
theme “Community Mobilization” were presented and discussed in detail in the first
quarter. However, key findings relating to some aspects of community mobilization, for
Shahdol district, are discussed in the ensuing paragraphs.
The community mobilization process was more or less similar to the Mandla and
Sheopur districts. Initial mobilization drives in the mission areas (i.e. the areas with high
poverty ratio with larger population of vulnerable communities) were conducted by the
Mission team (including external CRPs in the Resource block). Before conducting the
extensive Participatory Identification of the Poor (PIP) exercise, the Mission team
performed the environment building as well as awareness raising activities. The village
entry and environment building exercises were conducted by the Mission PFT teams,
including up to the PIP process, in both intensive as well as resource blocks. The Mission
team of Resource Organisation (RO) was involved after completion of the PIP process.
Prior to the Mission initiation, the Mission team visited each of these villages for
community mobilization activities. During this period, the Mission team organized
meetings, consultations and discussions with Panchayati Raj Institution (PRI)
representatives, Community leaders and Service providers of the villages. In terms of
communication tools, they used pamphlets / display materials, wall painting / writing,
story / case studies, audio-visual shows, Nukkad Nataks (street plays), songs, etc. for
environment building.
The Mission team conducted PIP for every tola/hamlet within the village. In some
villages (where the population was less), PIP was conducted for the entire village at
once. At the given day, time and venue, the PIP exercise was conducted. It was ensured
that representatives of Gram Panchayat as well as communities were present for the
exercise. The Mission team facilitated the process, observed and documented it. The
team prepared socio-economic profiles of all households in the village. The profile
captured basic information such as family size, occupation, family income/expenditure,
education status, etc.
In most of the villages, the team conducted Participatory Rural Appraisal (PRA) exercise.
They facilitated the community for drawing social and resource maps of their village.
The mapping of natural resources, common resources, private resources, government
facilities, etc. was also done. The Mission team facilitated the entire village to participate
in the PRA exercise. The preference was given to have this exercise at common places.
They used easily available materials like seeds, fruits, leaves, Rangoli powder, rice
powder, pen, drawing charts, etc. for the PRA exercise. Following the PRA, an
information card was made for each household. The card consisted of details such as
number of members in the household, income & expenditure, assets, number of aged
persons, Persons with Disabilities (PwDs) or widows / single women, etc.
The Mission team conducted Well-being Ranking / Wealth Ranking (WBR / WR) exercise
for all the households in the village. The team discussed with the households in groups
of 12-15. After all the households were covered, the households were ranked into
categories viz. Poorest of Poor, Poor, Medium and Well-off. The categorization was done
69 69
based on indicators such as community’s perceptions on the standard of living, sources
of income, liabilities, and vulnerability aspects (woman-headed households, widows,
differently-abled people, beggars, chronically ill and internally displaced persons due to
civil strife). The WBR helped the Mission team in identifying the location of poor
households and preparing the list of all poor and vulnerable households in the village.
The list was read out and any changes suggested by the villagers were made. The list of
households was discussed in the Gram Sabha for its approval. Participatory WBR/WR
was an effective tool to identify the poor and improve the quality of the list of target
households, rather than making use of the existing BPL list. Similarly, a public review of
the WBR/WR-based list of target households and approval by the Gram Sabha
minimized controversies.
Following completion of all the above processes, the Mission team of RO was deployed
in the Resource block for taking further the tasks of community mobilization, SHG
concept seeding, formation and strengthening of SHGs. The RO team was handed over
the final approved list of target households, along with all the other relevant documents,
for each of the project villages.
6.2.1 Revival and Strengthening of Old POP SHGs (Target SHGs)
As part of mobilization, the Mission team had undertaken a comprehensive scanning of
the pre-existing SHGs promoted by line departments and NGOs. The eligible SHGs were
identified for inclusion into the NRLM fold. The Mission team took measures to include
these SHGs in the NRLM institutional architecture. However, some pre-existing SHGs
required additional capacity building or funds to make them properly functional.
Figure 6.41: Number of old SHGs included into SRLM
56%
38%
6% 0% 0%
68%
5%
21%
0% 5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
None One group Two groups Three groups More than threegroups
% o
f sa
mp
le v
illag
es
Jaisinghnagar SohagpurN(Jaisinghnagar) = 16, N(Sohagpur) = 19
70 70
Revival of pre-existing PoP SHG (target SHGs) was done on the basis of:
Pre-existing SHGs that had at least 70 percent poor and vulnerable women members
were included in NRLM institutions.
Pre-existing SHGs that were following the Panchsutra (minimum requirement) were
included in NRLM institutional architecture.
Pre-existing SHGs were audited before including them into NRLM fold. They were
audited by review of (i) Books of accounts, (ii) Savings & internal lending process,
(iii) meeting process & records, and (iv) membership status.
Figure 6.42: Number of old SHGs audited
It was also reported that dormant groups were revived in the sampled villages. The
process followed for revival of dormant groups was done at two levels. Initially, the
Mission team had group level interaction and one-to-one interactions.
Figure 6.43: Number of dormant groups revived
0%
86%
14%
0% 0% 0%
17%
67%
0%
17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
None One group Two groups Three groups More than threegroups
% o
f sa
mp
le v
illag
es
Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 7, N(Sohagpur) = 6
69%
25%
6% 0% 0%
79%
0%
21%
0% 0% 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
None One group Two groups Three groups More thanthree groups
% o
f sa
mp
le v
illag
es Jaisinghnagar
Sohagpur
N(Jaisinghnagar) = 16, N(Sohagpur) = 19
71 71
The Mission team revived the SHGs either with same group members, or with
replacement of some group members.
Included pre-existing SHGs also received the same benefits and support as the new one.
They were also included in the higher level federated institutions (provided they fulfil
the criteria) with equal rights as a member and to participate in the NRLM activities.
Figure 6.44: Process followed for revival- group members
About 21 NRLM fold SHGs (9 SHGs in Intensive Block and 12 SHGs in Resource Block)
have become non-active or dormant in the sample area. They need to be revived using
the strategy as mentioned for revival and strengthening of pre-existing PoP SHGs for
revival process.
Table 6.17: Number of NRLM fold SHGs that are now inactive / non-functional / dormant in
sample area
SN Block PFT No. of groups
1
Jaisinghnagar
Aamdih 4
2 Amjhor 3
3 Gopalpur 2
4 Kanadikhurd 1
5 Sidhi 2
Sub-total 12
1
Sohagpur
Chhatwai 3
2 Hardi No. 32
3 Karkati 3
4 Lalpur 1
5 Pachgaon 2
Sub-total 9
Grand Total 21
0% 20% 40% 60% 80% 100%
Revival with same groupmembers
Revival with replacement ofsome group members
% of sample villages
Sohagpur Jaisinghnagar
N(Jaisinghnagar) = 5, N(Sohagpur) = 4
72 72
6.3 Identification of Social Capital
As mentioned before, the findings pertaining to the various processes related to the
theme of “Identification of Social Capital” were presented and discussed in detail in the
first quarter. However, key findings relating to some aspects of community mobilization,
for Shahdol district, are discussed in the ensuing paragraphs.
The service status of Book Keepers in the sampled area is presented in the figure 6.45.
Figure 6.45: Services of Book Keepers
The service status of Internal CRPs in the sampled area is presented in the figure 6.46.
Figure 6.46: Services of Internal CRPs
The service status of Active Women in the sampled area is presented in the figure 6.47.
94% 100%
69%
50% 56%
25%
79% 95%
79%
21%
42%
16%
0%
20%
40%
60%
80%
100%
SHGAccounting
Regularmaintenanceof books of
accounts
Facilitate SHGloan
repayment
Facilitatepaperwork for
CCL
Ensureaccounting
relatedtransparency
Prepare VOreport
% o
f vi
llage
s
JaisinghnagarSohagpur
N(Jaisinghnagar) = 16, N(Sohagpur) = 19
94% 81%
44% 38%
84%
63%
21% 16%
0%
20%
40%
60%
80%
100%
Facilitate mobilizationof poor women into
SHGs
Teach the illiteratewomen to read and
write
Mintain paperwork Assess the needs ofSHG members
% o
f vi
llage
s
Jaisinghnagar
SohagpurN(Jaisinghnagar) = 16,
N(Sohagpur) =19
73 73
Figure 6.47: Services of Active Women
6.4 SHG Formation and Strengthening
As mentioned before, the findings pertaining to the various processes related to the
theme “SHG Formation and Strengthening” were presented and discussed in detail in the
first quarter. However, key findings relating to some aspects of formation and
strengthening of SHGs, for Shahdol district, are discussed in the ensuing paragraphs.
As mentioned before, the findings pertaining to the various processes related to the theme
“SHG Formation and Strengthening” were presented and discussed in detail in the
previous quarter. However, key findings relating to some aspects of formation and
strengthening of SHGs, for Shahdol district, are discussed in the ensuing paragraphs.
Initially, the CRPs were trained to target only the poor and motivate them to join the SHGs.
With the help of CRPs, the Mission team mobilized the poor women in sample villages into
SHGs. In the Resource Block, the visiting external CRPs started with a rapport building
with the community, following it up with the formation and strengthening of SHGs in two
rounds of CRP drive, each spanning 15 days per village. During the first CRP drive, the
initial 4-5 days are spent towards familiarization with the village and the community
(mostly focusing on the target households as per the final approved list) and building a
rapport with them, through door-to-door visits along with the Mission PFT team. From the
6th day onwards, SHG formation is initiated, following it up with their strengthening that
included facilitation of at least the first three meetings of each of the groups formed. In
addition, basic training was also provided to the group members.
The Mission team and CRPs have conducted various types of trainings for SHG leaders
and members, to capacitate and strengthen the SHGs. Trainings provided on SHG
meeting process, norms, maintenance of books of accounts and MCP preparation, were
provided by the Mission team or community cadres to SHGs members. SHGs were
provided trainings related to: (i) SHG Bank Linkage, (ii) SHG Record / Book keeping (iii)
SHG MIS (iv) Leadership (v) CRP role and responsibility (vi) Environment and Sanitation
(vii) Gender and Social Protection (viii) MCP preparation (ix) Microfinance (RF, CIF,
VRF) (x) Food Security and HRF (xi) Financial Literacy (xii) Social Security Scheme,
RSBY and other entitlement(s) (xiii) Entrepreneurship and Income Generation Activities
100% 94%
56% 50%
79%
63%
42% 32%
0%
20%
40%
60%
80%
100%
Explain SHG relatedprocesses to
members
Ensure meetingprocess is properly
followed
Conflict resolution Building a positiveenvironment
% o
f sa
mp
le v
illag
es
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 16, N(Sohagpur) = 19
74 74
(xiv) VO Concept and Management. In all SHGs, seven types of books of records are
introduced viz. (i) Minutes book (ii) Cash book (iii) General ledger (iv) Loan ledger (v)
Member passbook (vi) Saving cum attendance register and (vii) Monthly report. During
the second round of CRP drive, refresher training on various subjects is organized for
the existing group members, while new groups formed in between the two rounds are
also strengthened.
The Mission team has promoted the process of SHG meeting as: (i) Fixed type of siting
arrangement, (ii) Group Prayer, (iii) Introduction by each member, (iv) Attendance by
Book Keeper, (v) Reading of agenda of the day’s meeting, (vi) Nomination of working
Chairperson for the meeting, (vii) Reading of action taken report of the previous
meeting, (viii) Savings amount deposited by members, (ix) Inter-loaning and loan
repayments, (x) Process of recording and checking of entries by the BK, (xi) Book
Keeper provides information regarding the available fund (in the box and in the
account), and (xii) Reading of proceedings of the day’s meeting.
The figure below presents the process of meeting of SHGs in the sampled area.
Figure 6.48: Process of meeting of SHGs
The process of meeting of SHGs in both the sampled Blocks had better results in terms of
fixed type of siting arrangement, group prayer, introduction by each member,
attendance by book keeper and savings amount deposited by members. However, there
are requirement for improvements on following:
Reading of agenda of the day’s meeting
Nomination of working chairperson for the meeting
Reading of action taken report of the previous meeting
Process of recording and checking of entries by the chairperson
Book Keeper provides information regarding the available fund, and
Reading of proceedings of the day’s meeting
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Fixed type of sitting arrangement
Group prayer
Introduction by each member
Attendance by Book Keeper
Reading of agenda of the day's meeting
Nomination of working chairperson for the…
Reading of action taken report of the previous…
Savings amount deposited by members
Process of recording and checking of entries by…
BK provides information regarding the available…
Reading of proceedings of the day's meeting
% of sample SHGs
Sohagpur Jaisinghnagar
N(Jaisinghnagar) = 31, N(Sohagpur) = 38
75 75
The status of loaning, repayment and punishment system in SHGs in the sampled area is
presented in the figure below.
Figure 6.49: Loaning, repayment and punishment system in SHGs
The results of (i) chairperson asking the group members about their loan requirement,
and (ii) prioritization of loan requirement through consensus are better in both the
sampled Blocks. However, the Mission team needs to revisit to SHGs and strengthen the
following processes:
Members availing loan appraising group regarding their repayment plan
Book Keeper notes down loan repayment plan as suggested by the member
Loan repayment and punishment process, and
Briefing members about repayment of loan due on the next meeting
The status of timing of savings deposition in SHGs in the sampled area is presented in
table below.
Table 6.18: Timing of Savings deposition in SHGs
Block During the
meeting itself Collected in
subsequent meetings Collected from
individual houses Others
Jaisinghnagar 90.91% 3.03% 3.03% 3.03%
Sohagpur 100.00% 0.00% 0.00% 0.00%
The SHGs of both the sampled Blocks (Resource as well as Intensive Blocks) are
depositing their savings at SHGs level on weekly basis. However, in most of the cases,
timing of savings deposition in Banks goes beyond a month (figure 6.50). The status of
timing of savings deposition in Banks in the sampled area is presented in the figure
below.
87% 100%
55% 61%
35%
58%
0%
79% 92%
58% 55%
8%
24%
0% 0%
20%
40%
60%
80%
100%
Chairperson askingthe group members
about their loanrequirement
Prioritization ofloan requirement
through consensus
Members availaingloan apprising
group regardingtheir repayment
plan
BK notes down loanrepayment plan assuggested by the
member
Loan repaymentand punishment
process
Briefing membersabout repayment of
loan due on thenext meeting
Others
% o
f sa
mp
le S
HG
s
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 31, N(Sohagpur) = 38
76 76
Figure 6.50: Timing of Savings deposition in Banks
The status of loan disbursement prioritization in the sampled area is presented in the
figure below.
Figure 6.51: Loan disbursement prioritization
It was shared that emergency comes first in the loan disbursement prioritization. It applies to both the sampled Blocks.
The status of record keeping in the sampled area is presented in the figure below.
16%
0% 0%
10%
74%
11%
0% 0%
8%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Not deposited Within a week Within afortnight
Within a month After more thana month
% o
f sa
mp
le S
HG
s Jaisinghnagar Sohagpur
N(Jaisinghnagar) = 31, N(Sohagpur) = 38
97%
35%
97%
34%
0%
20%
40%
60%
80%
100%
Emergency Loan taken and repaymenthistory of the member
% o
f sa
mp
le S
HG
s
Jaisinghnagar Sohagpur
N(Jaisinghnagar) = 31, N(Sohagpur) = 38
77 77
Figure 6.52: Record keeping
The Mission team needs to revisit to record keeping of SHGs, especially for cash book, general ledger and monthly report in both the sampled blocks. However, other SHG level records are poorer in the case of Intensive Block than Resource Block.
The status of prioritization in MCPs in the sampled area is presented in the table below.
Table 6.19: Prioritization in MCP
Block % of SHGs
Jaisinghnagar 86.67%
Sohagpur 64.86%
It was reported that the prioritization in MCPs is being done in both the sample blocks. However, there is need to revisit the MCPs for updating the prioritization as per current requirements.
The status of disbursement route of CIF to SHG in the sampled area is presented in the
figure below.
0%
13%
87%
16%
29%
55%
19% 29%
52%
6%
32%
61%
3%
19%
77%
3% 10%
87% 81%
13% 6% 8% 11%
82% 71%
18% 11%
58%
34%
8%
34% 32%
34%
18% 13%
68%
24% 18%
58%
79%
16%
5% 0%
10%20%30%40%50%60%70%80%90%
100%
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
No
t in
tro
du
ced
Intr
od
uce
d b
ut
par
tly
up
dat
ed
Intr
od
uce
d a
nd
up
to
dat
e
Minutes book Cash book General Ledger Loan Ledger Member PassBook
Saving cumattendance
register
MonthlyReport
% o
f sa
mp
le S
HG
s JaisinghnagarN(Jaisinghnagar) = 31,
N(Sohagpur) = 38
78 78
Figure 6.53: Disbursement route of CIF to SHG
Majority of the cases, the VOs in sampled Blocks, the disbursement route of CIF is direct
to SHGs. Although the distribution of funds is done as per the MCP, however there is a
need for updating the priorities in MCP. The immediate preferences of members have
changed over time. It was also reported that the VOs in sampled Resource Block are in
loose form which is one of the reasons of the disbursement route of CIF is direct to SHGs.
The status of distribution pattern of fund in the sampled area is presented in the figure
below.
Figure 6.54: Distribution pattern of fund
The status of use pattern of fund in the sampled area is presented in the figure below.
7%
93%
75%
0%
20%
40%
60%
80%
100%
Through VO Direct to SHG
% o
f sa
mp
le S
HG
s re
ceiv
ing
CIF
Jaisinghnagar SohagpurN(Jaisinghnagar) = 28,
N(Sohagpur) = 36
96%
4%
100%
0% 0%
20%
40%
60%
80%
100%
120%
Distributed and used as per MCP/MIP Equally distributed amongst allmembers
% o
f sa
mp
le S
HG
s re
ceiv
ing
CIF
JaisnighnagarSohagpur
N(Jaisinghnagar) = 25, N(Sohagpur) = 10
79 79
Figure 6.55: Use pattern of fund
6.5 Establishment of Systems (Norms and Practices)
As mentioned before, the findings pertaining to the various processes related to the
theme “Establishment of Systems (Norms add Pracices)” were presented and discussed
in detail in the second quarter. However, key findings relating to some aspects of this
theme, for Shahdol district, are discussed in the ensuing paragraphs.
6.5.1 Norms for SHG Grading and MCP appraisal under NRLM
In the ensuing paragraphs, the norms for SHG grading and MCP appraisal under the
ambit of NRLM are discussed, along with the deviations observed. Further, the best
practices emanating from these processes in the two blocks surveyed are also discussed.
Table 6.20: Norms for SHG Grading and MCP appraisal under NRLM
SHG Life-Cycle Stage
Purpose of Grading
Grading Parameters Who will Grade / Appraise?
Before disbursement of RF (3-4 months after formation of SHG)
For judging readiness / eligibility of SHG to receive RF
Panchasutra Regular meeting Regular savings Internal loaning Timely repayment Proper book keeping
In case VO is formed and the SHG is a member of VO, grading will be done by VO (i.e. VO level Bank Linkage sub-committee)
In case of VO is not formed, or SHG is not a member of VO, grading will be done by an informal village level committee involving members from other SHGs facilitated by CRP / Community cadres
Before disbursement of VRF (3-6 months after formation of the SHG)
For judging readiness / eligibility of SHG to receive VRF
MCP Prepared (including work plan for vulnerability reduction)
Panchasutra Regular meeting Regular savings Internal loaning Timely repayment Proper book keeping
In case VO is formed and the SHG is a member of VO, grading should be done by VO
In case of VO is not formed, or SHG is not a member of VO, grading will be done by an informal village level committee involving members from other SHGs facilitated by CRP / Community cadres
4% 0%
96%
0% 0%
100%
0%
20%
40%
60%
80%
100%
120%
Used by all members Used by only a fewmembers
Distributed as per urgencyand prioritization of needs
of members
% o
f sa
mp
le S
HG
s re
ceiv
ing
CIF
Jaisinghnagar Sohagpur N(Jaisinghnagar) = 25, N(Sohagpur) = 10
80 80
SHG Life-Cycle Stage
Purpose of Grading
Grading Parameters Who will Grade / Appraise?
Inclusion of vulnerable in SHG
Before disbursement of CIF (6-9 months after formation of the SHG)
For judging readiness / eligibility of SHG to receive CIF
MCP Prepared Panchasutra Regular meeting Regular savings Internal loaning Timely repayment Proper book keeping
In case VO is formed and the SHG is a member of VO, grading should be undertaken by VO level sub-committee
In case of VO is not formed, or SHG is not a member of VO, grading should be done by block / cluster level appraisal committee involving members from other SHGs facilitated by CRP / Community cadres
Before credit linkage of SHG (1st linkage) (6 months after formation of SHG or before submission of application for credit linkage)
For judging readiness / eligibility of SHG to receive Bank Credit
MCP Prepared (not mandatory till 2nd linkage)
Panchasutra Regular meeting Regular savings Internal loaning Timely repayment Proper book keeping
In case VO is formed and the SHG is a member of VO, grading should be done by VO
In case of VO is not formed, or SHG is not a member of VO, grading should be done by an informal village level committee involving members from other SHGs facilitated by CRP / Community cadres
Branch Official / Authorised representatives of banks may also be involved for grading
Before credit linkage of SHG (subsequent linkages) (within 2 months of repayment of previous loan or before submission of application for bank loan)
For judging readiness / eligibility of SHG to receive Bank Credit
MCP Prepared (Mandatory from 2nd linkage onwards)
Panchasutra Regular meeting Regular savings Internal loaning Timely repayment Proper book keeping
Other parameters Repayment to bank
In case VO is formed and the SHG is a member of VO, grading should be done by VO
In case of VO is not formed, or SHG is not a member of VO, grading should be done by an informal village level committee involving members from other SHGs facilitated by CRP / Community cadres
Branch Official / Authorised representatives of banks may also be involved for grading
Table 6.21(a): Grading before disbursement of RF (3-4 months after formation of SHG) -
Intensive Block (Sohagpur)
Grading Parameters Who Grades?
3 months after formation of SHG
Panchasutra
Bank Account
The above parameters are followed in all 5 sampled
PFTs (i.e. Chhatwai, Hardi No.32, Karkati, Lalpur
and Pachgaon)
Nodal Project Facilitation Team (PFT)
It is applicable in all 5 sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and Pachgaon)
81 81
Table 6.21(b): Grading before disbursement of RF (3-4 months after formation of SHG -
Resource Block (Jaisinghnagar)
Grading Parameters Who Grades?
3 months after formation of SHG
Panchasutra
Bank Account
The above parameters are followed in all 5 sampled
PFTs (i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Nodal Project Facilitation Team (PFT)
It is applicable in all 5 sampled PFTs (i.e. Aamdih,
Amjhor, Gopalpur, Kanadikhurd and Sidhi)
Table 6.22(a): Grading / Appraisal before disbursement of VRF (3-6 months after formation
of the SHG) - Intensive Block (Sohagpur)
Grading / Appraisal Parameters Who Grades / Appraises?
Inclusion of vulnerable groups in Chhatwai
and Pachgaon PFTs
6 months after formation of SHG and inclusion
of vulnerable groups in Hardi No.32, Karkati
and Lalpur PFTs
VO and Nodal Project Facilitation Team (PFT)
It is applicable in all 5 sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and Pachgaon)
Table 6.22 (b): Grading / Appraisal before disbursement of VRF (3-6 months after formation
of the SHG) - Resource Block (Jaisinghnagar)
Grading / Appraisal Parameters Who Grades / Appraises?
Not distributed
The above parameters are followed in all 5 sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd and
Sidhi)
Not distributed
It is applicable in all 5 sampled PFTs (i.e.
Aamdih, Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Table 6.23(a): Grading / Appraisal before disbursement of CIF (6-9 months after formation of
the SHG) - Intensive Block (Sohagpur)
Grading / Appraisal Parameters Who Grades / Appraises?
6 months after formation of SHG
Use of RF
SHG inclusion with VO & Need
The above parameters are followed in all 5 sampled PFTs (i.e.
Chhatwai, Hardi No.32, Karkati, Lalpur and Pachgaon)
VO and Nodal Project Facilitation Team
(PFT) in Chhatwai, Hardi No.32,
Karkati, Lalpur PFT
VO in Pachgaon PFT
Table 6.23(b): Grading / Appraisal before disbursement of CIF (6-9 months after formation of
the SHG) - Resource Block (Jaisinghnagar)
Grading / Appraisal Parameters Who Grades / Appraises?
6 months after formation of SHG
Need & Use of RF
The above parameters are followed in all 5 sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd and Sidhi)
VO and Nodal Project Facilitation Team
(PFT) in Aamdih, Amjhor, Kanadikhurd
and Sidhi PFT
VO, Nodal PFT and CRP in Gopalpur PFT
82 82
Table 6.24(a): Grading / appraisal before credit linkage of SHG (1st linkage) (6 months after
formation of SHG or before submission of application for credit linkage) - Intensive Block
(Sohagpur)
Grading Parameters Who Grades?
6 months after formation of SHG in Chhatwai,
Hardi No.32, Karkati and Lalpur PFTs
6 months after formation of SHG, inter-loaning,
repayment rate in Pachgaon PFT
Bankers and Nodal PFT in Chhatwai, Hardi
No.32, Karkati and Lalpur PFTs
Bankers in Pachgaon PFTs
Table 6.24(b): Grading / appraisal before credit linkage of SHG (1st linkage) (6 months after
formation of SHG or before submission of application for credit linkage) - Resource Block
(Jaisinghnagar)
Grading Parameters Who Grades?
6 months after formation of SHG and
repayment status of RF & CF in Aamdih,
Gopalpur, Kanadikhurd and Sidhi PFTs
9 months after formation of SHG, repayment
status of RF & CIF in Amjhor PFT
Nodal Project Facilitation Team (PFT)
It is applicable in all 5 sampled PFTs (i.e. Aamdih,
Amjhor, Gopalpur, Kanadikhurd and Sidhi)
Table 6.25(a): Grading / Appraisal before credit linkage of SHG (subsequent linkages)
(within 2 months of repayment of previous loan or before submission of application for
bank loan) - Intensive Block (Sohagpur)
Grading Parameters Who Grades?
Repayment of 1st Dose loan and subsequent loans
The above parameters are followed in all 5 sampled
PFTs (i.e. Chhatwai, Hardi No.32, Karkati, Lalpur and
Pachgaon)
Bankers in Chhatwai and Pachgaon PFTs
Nodal Project Facilitation Team (PFT) in
Hardi No.32, Karkati and Lalpur PFTs
Table 6.25(b): Grading / Appraisal before credit linkage of SHG (subsequent linkages) -
(within 2 months of repayment of previous loan or before submission of application for
bank loan) - Resource Block (Jaisinghnagar
Grading Parameters Who Grades?
12 months after formation of SHGs
The above parameters are followed in all 5 sampled
PFTs (i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Nodal Project Facilitation Team (PFT)
It is applicable in all 5 sampled PFTs (i.e. Aamdih,
Amjhor, Gopalpur, Kanadikhurd and Sidhi)
Lessons learned, Constraints & Challenges and the Way Forward
In case VO is formed and the SHG is a member of VO, grading should be
undertaken by VO level sub-committee. In case of VO is not formed, or SHG is not
a member of VO, grading should be done by block / cluster level appraisal
committee involving members from other SHGs facilitated by CRP / Community
cadres. However, VOs and SHGs are not in a position to undertake the various
types of grading activities. It is normally performed by the nodal PFT.
The mission team needs to capacitate and strengthen the SHGs, VOs and its sub-
committees to undertake their assigned activities effectively.
83 83
6.5.2 Types of funds and their disbursement procedure
In the ensuing paragraphs, the norms for availability and disbursement of different
types of funds under the ambit of NRLM are discussed, along with the deviations
observed. Further, the best practices emanating from these processes in the two blocks
surveyed are also discussed.
Table 6.26: Norms for different types of funds and disbursement procedure
Type of Funds Period Purpose of Fund
Revolving Fund (RF)
3-4 months after formation of SHG
It is a corpus amount for SHGs to meet the members’ credit needs directly and as catalytic capital for leveraging repeat bank finance. The purpose of RF is to strengthen their institutional and financial management capacity and build a good credit history within the group. Only eligible SHGs (such SHGs that have not received any RF earlier) are provided with RF, as corpus of Rs. 10,000 to Rs. 15,000 per SHG.
Vulnerability Reduction Fund
(VRF)
6 months after formation of the
SHG
Provided to the village level primary federation of SHGs (VO) to address vulnerabilities like food insecurity, malnutrition, health risk, high cost debts, emergencies, etc., and to meet the special needs of the vulnerable people in the village.
Community Investment Fund (CIF)
6-9 months after formation of the
SHG
Provided Seed Capital to SHG Federations at Village / Cluster level to meet the credit needs of the members through the Village Organizations / SHGs and to meet the working capital needs of the collective activities at various levels. The CIF is used, by the Federations, to advance loans to the VOs / SHGs.
Bank loan to SHG (1st Dose)
6 months after formation of SHG
or before submission of application for credit linkage
Mission provides only catalytic capital support to the community institutions, it is expected that the banks provide the major chunk of funds required for meeting the entire gamut of credit needs for the rural poor households. The Mission therefore expects that the SHGs leverage significant amount of bank credit. 4-8 times to the proposed corpus during the year or Rs. 50, 000 whichever is higher.
Bank loan to SHG
(subsequent linkages-loans)
within 2 months of repayment of previous loan or
before submission of application for
bank loan
Second Dose: 5-10 times of existing corpus and proposed saving during the next twelve months or Rs. 1 lakhs, whichever is higher. Third Dose: Minimum of Rs. 2 lakhs, based on the Micro credit plan prepared by the SHGs and appraised by the Federations/Support agency and the previous credit history Fourth & Subsequent Doses: Loan amount can be between Rs. 5-10 lakhs for fourth dose and/or higher in subsequent doses. The loan amount will be based on the Micro Credit Plans of the SHGs and their members.
Livelihoods / Layering Fund
(LF) n.d.
To the SHGs / SHG Federations and other collectives to support the deficit, if any, in the funding clear feasible and viable business plan. This include, scaling up certain key Livelihood Interventions related to farm and non-farm sector
Table 6.27(a): Revolving Fund - Intensive Block (Sohagpur)
Proposal (Time & Amount) Disbursement (Time & Amount)
3-4 months after formation of SHGs
Rs. 15000/- per SHG
The above parameters are followed in all 5
sampled PFTs (i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and Pachgaon)
3-4 months after formation of SHGs
Rs. 15000/- per SHG
It is applicable in all 5 sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and Pachgaon)
84 84
Table 6.27(b): Revolving Fund - Resource Block (Jaisinghnagar)
Proposal (Time & Amount) Disbursement (Time & Amount)
3-4 months after formation of SHGs
Rs. 15000/- per SHG
The above parameters are followed in all 5
sampled PFTs (i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
3-4 months after formation of SHGs
Rs. 15000/- per SHG
It is applicable in all 5 sampled PFTs (i.e. Aamdih,
Amjhor, Gopalpur, Kanadikhurd and Sidhi)
Table 6.28(a): Vulnerability Reduction Fund - Intensive Block (Sohagpur)
Proposal (Time & Amount) Disbursement (Time & Amount)
6 months after formation of SHGs
Rs. 15000/- per eligible SHG
The above parameters are followed in all 5
sampled PFTs (i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and Pachgaon)
6-7 months after formation of SHGs
Rs. 15000/- per SHG
It is applicable in all 5 sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and Pachgaon)
Table 6.28(b): Vulnerability Reduction Fund - Resource Block (Jaisinghnagar)
Proposal (Time & Amount) Disbursement (Time & Amount)
Time not known
Rs. 15000/- per SHG
The above parameters are followed in all 5
sampled PFTs (i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
Not disbursed
The above parameters are followed in all 5 sampled
PFTs (i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Table 6.29(a): Community Investment Fund - Intensive Block (Sohagpur)
Proposal (Time & Amount) Disbursement (Time & Amount)
6 months after formation of SHGs in Lalpur and
Pachgaon PFTs
6-7 months after formation of SHGs in Chhatwai, and
Hardi No.32 PFTs
6-8 months after formation of SHGs in Chhatwai PFT
Rs. 60000- 80000 per SHG in Lalpur PFT
Rs. 50000-80000 in Chhatwai, Hardi No.32 and
Karkati PFTs
Rs. 80000 per SHG in Pachgaon
6 -7months after formation of SHGs
Rs. 50000-80000 per SHG in Chhatwai,
Hardi No.32, Karkati PFTs)
Rs. 60000-80000 per SHG in Lalpur
PFT
Rs. 80000/- per SHG in Pachgaon PFT
Table 6.29(b): Community Investment Fund - Resource Block (Jaisinghnagar)
Proposal (Time & Amount) Disbursement (Time & Amount)
6 months after formation of SHGs in all 5
sampled PFTs (i.e. Aamdih, Amjhor,
Gopalpur, Kanadikhurd and Sidhi)
Rs. 50000- 80000/- per SHG in 2 sampled PFTs
(i.e. Aamdih and Kanadikhurd)
Rs. 80000/- per SHG in 3 sampled PFTs (i.e.
Amjhor, Gopalpur and Sidhi)
6 -7 months after formation of SHGs in all 5
sampled PFTs (i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
Rs. 50000- 80000/- per SHG in 3 sampled PFTs
(i.e. Aamdih, Kanadikhurd and Sidhi)
Rs. 80000/- per SHG in 2 sampled PFTs (i.e.
Amjhor and Gopalpur)
85 85
Table 6.30(a): Bank loan to SHG - Intensive Block (Sohagpur)
Dose Proposal (Time & Amount) Disbursement (Time & Amount)
1st Dose 6 months after formation of SHGs in all 4
sampled PFTs (i.e. Chhatwai, Hardi
No.32, Karkati and Lalpur)
7-8 months after formation of SHGs in
Pachgaonsampled PFTs
Rs. 50000/- or 4 times of savings per SHG
in Chhatwai, Hardi No.32 PFTs
Rs. 100000/- or 4 times of saving of SHGs
in Karkati, Lalpur and Pachgaon PFTs
6 -12months after formation of SHGs in
Chhatwai and Hardi No.32 PFTs
8-12 months after formation of SHGs in
Karkati, Lalpur PFTs
12 months after formation of SHGs in
Pachgaon PFT
30-45 days processing time in all 5 sampled
PFTs (i.e. Chhatwai, Hardi No.32, Karkati,
Lalpur and Pachgaon )
Rs. 50000/- per SHG in Chhatwai, Hardi
No.32, Karkati, Lalpur PFTs
Rs. 100000/- per SHG in Lalpur PFT)
2nd Dose After 12 months of 1st dose in Chhatwai
and Hardi No.32 PFTs
12-24 months of 1st dose in Karkati,
Lalpur and Pachgaon PFT
No application in Chhatwai, Hardi
No.32, Karkati, Lalpur and Pachgaon
PFTs
No disbursement of 2nd dose loan in all 5
sampled PFTs (i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and Pachgaon)
3rd Dose NA NA
4th Dose NA NA
Table 6.30(b): Bank loan to SHG - Resource Block (Jaisinghnagar)
Dose Proposal (Time & Amount) Disbursement (Time & Amount)
1st Dose 6-8 months after formation of SHGs in
Aamdih, Kanadikhurd and Sidhi PFTs
9 months after formation of SHGs in
Amjhor PFT
6-12 months after formation of SHGs in
Gopalpur PFT
Rs. 50000-100000/- Aamdih, Amjhor,
Gopalpur, Kanadikhurd and Sidhi PFTs
6-12 months after formation of SHGs in
Aamdih, Amjhor, Gopalpur, Kanadikhurd
and Sidhi PFTs
Rs. 50000/- per SHG in Aamdih PFT
Rs. 30000-100000/- per SHG in Amjhor
PFT
Rs. 50000-100000/- per SHG in Gopalpur,
Kanadikhurd and Sidhi PFTs
2nd Dose After 12 months of 1st dose in all 5
sampled PFTs (i.e. Aamdih, Amjhor,
Gopalpur, Kanadikhurd and Sidhi)
8 times of savings in Amjhor, Gopalpur,
Kanadikhurd PFTs
In remaining sampled PFTs i.e.
Chandpura, Aamdih and Sidhi, no
application for 2nd dose bank loan.
No disbursement of 2nd dose loan in all 5
sampled PFTs (i.e. Aamdih, Amjhor,
Gopalpur, Kanadikhurd and Sidhi)
3rd Dose NA NA
4th Dose NA NA
Lessons learned, Constraints & Challenges and the Way Forward
As per norms RF, VRF & CIF applications submitted and disbursement made to
SHGs. The RF & VRF amounts were Rs. 15000/- each for individual eligible SHG.
However, CIF amount varied from Rs. 50000/- to Rs. 80000/- per SHG. However,
in the case of Resource Block VRF is neither applied by the SHGs/VOs nor
disbursed by the Mission.
86 86
In most cases, initially the group members equally distributed the funds among
themselves. There is lack of plan for use and utilization pattern of these funds
among the group members. Proper plan and tracking mechanism for fund
utilization should be established at SHG level. Various types of funds received
need by SHG to be recorded in meeting / minutes register (as on date they
reflect only in Passbook).
About 50 per cent CIF amount is disbursed to VOs against their application. The
basic purpose of this deduction is for rotation of amount among all SHGs of the
respective VOs. However, the timeframe of rotation of fund at SHGs and VO
levels need to be worked out properly for efficient and effective utilization of the
fund.
The SHGs have received the 1st dose of bank loan. The 1st dose bank loan amount
varied from Rs. 50000/- to Rs. 100000/-. However, the loan processing time
takes 30-45 days from their application dates. The Mission team should
encourage the group members for repaying the loan amount as per schedule. It’ll
increase the credit worthiness of the group for availing the higher level loans i.e.
2nd dose, 3rd dose, and so on.
There is further clarification and guideline required on Livelihoods / Layering
Fund (LF).
6.5.3 Norms for preparation of documents and Bank Account Opening and Linkages support
SHG need to open a SB A/c with the nearest Bank branch, ideally within two months of
formation of the Group. The norms vs. practices with respect to the process of
preparation of documents for opening of bank account, the process of opening of bank
account, as well as the bank linkage support, are discussed.
Table 6.31(a): Norms for preparation of documents and Bank Account Opening
Steps Particular
Step-1: SHG Resolution Passing of a resolution by SHG to open a bank account in the service area bank branch / nearest bank branch. All members should subscribe their signatures to the resolution.
Step-2: Office Bearers / Bank Signatories
As part of the resolution, the SHG should authorize three Office Bearers / Bank Signatories to operate the saving bank account with a condition that any two of them can transact with the bank.
Step-3: Application for Opening of Bank Account
Application to the branch manager with a request to open a savings bank a/c at the branch. The application should be signed by office bearers / bank signatories of the SHG.
Step-4: SHG Seal and Photographs of OBs / BSs
Each SHG gets a stamp (seal) made. Arrange photographs of 3 Office Bearers / Bank Signatories (passport size-3 copies each). Photocopies of the supporting identity and address proof documents of Office Bearers / Bank Signatories as part of the KYC norms.
Step-5: Visit to the Bank SHG members visit the bank branch along with copy of resolution, application, photocopies of documents related to identity proof, address proof (including original documents for verification), colour photographs and seal of SHG.
Step-6: Opening Form Fill in the requisite SB account opening form and attach all supporting documents correctly.
Step-7: No-Frill Account Open ‘no-frill a/c’ with ‘zero balance’ or may deposit some amount if they choose.
Step-8: Regular Banking Regularly transact with the bank to maintain good rapport with the bank officials.
87 87
Preparation for credit linkage of SHG should ideally start in the fifth month of formation
of SHG. All necessary steps needs for preparing the documents required for SHG credit
linkages should be followed.
Table 6.31(b): Norms for preparation of documents and credit linkages
Steps Particular
Step-1: Verify annual SHG-bank linkage target and identify SHGs which need to be graded.
Step-2: Grading of SHGs as per the suggested process
Step-3: SHG graded ‘A’ – ascertain credit requirements for recently prepared MCP. In case MCP for the
SHG has not been prepared, credit requirement of members should be determined in the meeting.
Step-4: Passage of resolution, authorizing sending of application for bank loan. Resolution to be signed by
all members.
Step-5: Prepare loan application, signed by Office Bearers / Bank Signatories
Step-6: Preparation of ‘inter-se agreement’ and ‘loan agreement form’
Step-7: Ensure that all signatories / OBs have their photographs (colour and passport size-3 copies each)
and a seal for the SHG is available.
Step-8:
Visit the bank branch for completion of documentation formalities (only signatories / OBs are
required to visit the bank branch with necessary books of accounts, passbook and application
form)
Table 6.32(a): Training on Preparation of documents for Bank Linkage - Intensive Block
(Sohagpur)
Level of staff / members
Time (days) Training Content
Who attended?
Who provided training?
DMMU Level NA NA NA NA
PFT Level No formal training in all sampled PFTs (i.e. Chhatwai, Hardi No.32, Karkati, Lalpur and Pachgaon)
NA NA NA
CRP Level No formal training in all sampled PFTs (i.e. Chhatwai, Hardi No.32, Karkati, Lalpur and Pachgaon)
NA NA NA
VO / SHG level No formal training in all sampled PFTs (i.e. Chhatwai, Hardi No.32, Karkati, Lalpur and Pachgaon)
NA NA NA
The Mission team assists in bank linkage and providing handholding support, which
includes coordination and networking with Banks (e.g. DLBC, BLBC, etc.); sensitization
of bankers; documents preparation; introduction at Banks for account opening and
credit linkages; and assist in timely repayment of loan. However, most of these activities
are restricted to DMMU and PFT levels only.
Table 6.32(b): Training on Preparation of documents for Bank Linkage - Resource Block
(Jaisinghnagar)
Level of staff /
members Time (days)
Training
Content
Who
attended?
Who provided
training?
DMMU Level NA NA NA NA
PFT Level
No formal training in all sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
NA NA NA
88 88
Level of staff /
members Time (days)
Training
Content
Who
attended?
Who provided
training?
CRP Level
No formal training in all sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
NA NA NA
VO / SHG level
No formal training in all sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
NA NA NA
The Mission team assists in bank linkage and providing handholding support, which
includes coordination and networking with Banks (e.g. DLBC, BLBC, etc.); sensitization
of bankers; documents preparation; introduction at Banks for account opening and
credit linkages; and assist in timely repayment of loan. However, most of these activities
are restricted to DMMU and PFT levels only.
Table 6.33(a): Bank linkage and providing hand-holding support - Intensive Block
(Sohagpur)
Type of supports DMMU Level PFT Level VO / SHG level
Coordination and Networking
with Banks
Yes, in all 5 sampled
PFTs
Yes, in all 5 sampled
PFTs
Yes, in all 5 sampled
PFTs
Sensitization of bankers Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
Yes, in all 5 sampled
PFTs
Documents preparation Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
No, in none of the 5
sampled PFTs
Introduction at Banks for account
opening and credit linkages
Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
No, in none of the 5 sampled PFTs
Assist in timely repayment of loan Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
No, in none of the 5 sampled PFTs
Table 6.33(b): Bank linkage and providing hand-holding support - Resource Block
(Jaisinghnagar)
Type of supports DMMU Level PFT Level VO / SHG level
Coordination and Networking
with Banks
Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
Yes, in all 5 sampled
PFTs
Sensitization of bankers
Yes, in all 5 sampled PFTs
Yes, in all 5 sampled PFTs
Yes, in 4 sampled
PFTs, except Amjhor
PFT
Documents preparation No, in none of the 5 sampled PFTs
No, in none of the 5 sampled PFTs
No, in none of the 5 sampled PFTs
Introduction at Banks for account
opening and credit linkages
No, in none of the 5 sampled PFTs
Yes, in all 5 sampled PFTs
No, in none of the 5 sampled PFTs
Assist in timely repayment of loan No, in none of the 5 sampled PFTs
Yes, in all 5 sampled PFTs
No, in none of the 5 sampled PFTs
Lessons learned, Constraints & Challenges and the Way Forward
In Intensive Block as well as Resource Block, no formal training were provided
for preparation of documents for bank linkages.
The Mission team assisted the SHGs for bank linkages and handholding support
in terms of coordination and networking with banks, sensitization of bankers,
89 89
documents preparation, introduction at banks for account opening and credit
linkages and assists them in timely repayment of loans. However, most of these
activities were restricted to DMMU and PFT levels only.
6.5.4 Training for MCP preparation, MCP Preparation, Submission and Appraisal System
In the ensuing paragraphs, the norms for training for MCP preparation, the process of
preparation of MCPs and the MCP submission and appraisal system are discussed, along
with the deviations observed. Further, the best practices emanating from these
processes in the two blocks surveyed are also discussed.
Table 6.34: Norms for MCP Preparation
Steps Particular
Step-1: Comprehensive profile of SHG - Includes details about SHG (name, village, no. of members, bank
account no.,), particulars of savings and loans and status of practicing of Panchasutra
Step-2: Socio-economic profiles of all the members - Includes age, caste, occupation, members of family,
details of assets (like type of house, land, livestock and other assets) and poverty status
Step-3: Member wise statement of household incomes and expenditures
Step-4:
Member wise portfolios of opportunities identified by them along with costs and repayment
schedules - Activities identified, investment cost, sources of funds (margin, loan, subsidy, etc.),
calculation of ability of repayment based on household income and expenditure and loan
installment
Step-5: Prioritization plan for the members from the poorest of the poor category - Loan needs
prioritized, finalized and appraised. Prioritization based on seasonality of the activity besides the
poverty ranking. Priority ranking should take into account emergencies.
Step-6: Rotation for the remaining members and terms of the partnerships of the group - The terms
include Panchasutra, terms for utilization of loan, asset verification by non-loanee members, etc.
Step-7: Terms of Partnerships between members and SHG, between SHG and their federations -
Panchasutra, terms for utilization of loan, asset verification by non-loanee members, criteria and
grading of SHGs for sanction & release of loans, etc.
Table 6.35(a): MCP Preparation Training - Intensive Block (Sohagpur)
Level of staff /
members
Time
(days)
Training
Content Who attended? Who provided training?
DMMU Level NA NA NA NA
PFT Level 3 days 7 steps of MCP PFT members DM in Chhatwai, Hardi
No.32 and Karkati PFTs
DPM & DM in Lalpur and
Pachgaon PFTs
CRP Level 5 days Concept of MCP
as per guideline
CRPs in all 5 sampled PFTs
(i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and
Pachgaon)
Core Team
VO / SHG level 2 days Concept of MCP
as per guideline
SHG members and BK in all 5
sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati,
Lalpur and Pachgaon)
CRPs and Nodal PFT
90 90
Table 6.35(b): MCP Preparation Training - Resource Block (Jaisinghnagar)
Level of staff /
members
Time (days) Training Content Who attended? Who provided
training?
DMMU Level NA NA NA NA
PFT Level NA NA NA NA
CRP Level NA NA NA NA
VO / SHG level 7 days in Aamdih,
Gopalpur and
Kanadikhurd PFTs
7 steps of MCP in
Aamdih, Gopalpur
and Kanadikhurd
PFTs
SHG members, CRPs
and PFTs of Aamdih,
Gopalpur and
Kanadikhurd PFTs
CRPs of Resource
Agency
Table 6.36: MCP Preparation
Particulars Intensive Block Resource Block
Availability of
Standard Format
- Yes available in all 5 sampled PFTs
(i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and Pachgaon)
Yes available in all 5 sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
Who prepares? SHG, CRP and Nodal PFT in all 5
sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and
Pachgaon)
CRPs and PRP in Aamdih PFT
CRPs in all 4 sampled PFTs (i.e.
Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Time (in months) After 6 months of SHG formation in
all 5 sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati, Lalpur and
Pachgaon)
After 6 months of SHG formation in
all 5 sampled PFTs (i.e. Aamdih,
Amjhor, Gopalpur, Kanadikhurd
and Sidhi)
Who appraises MCPs? District Core team in all 5 sampled
PFTs (i.e. Chhatwai, Hardi No.32,
Karkati, Lalpur and Pachgaon)
Nodal PFTs in all 5 sampled PFTs
(i.e. Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
Who approves MCPs? DPM in all 5 sampled PFTs (i.e.
Chhatwai, Hardi No.32, Karkati,
Lalpur and Pachgaon)
DPM in all 5 sampled PFTs (i.e.
Aamdih, Amjhor, Gopalpur,
Kanadikhurd and Sidhi)
Acceptance rate in 1st
time submission
75-100% in all 5 sampled PFTs (i.e.
Chhatwai, Hardi No.32, Karkati,
Lalpur and Pachgaon)
75-100% in 3 sampled PFTs -.(i.e.
Aamdih, Amjhor and Sidhi)
100% in Gopalpur, and
Kanadikhurd PFTs
Lessons learned, Constraints & Challenges and the Way Forward
MCP preparation training is initiated after 6 months of formation of SHGs. In
Intensive Block, 2-5 days training is organized for PFT level Mission team as well
as for CRPs and VO/SHG representatives. The training was organized 3 days for
PFT members, 5 days for CRPs and 2 days for VO/SHG representatives. In
Resource Block, 7 days training was organized for SHG members, CRPs and PFTs
at VO/SHG level, which were facilitated by the Resource Organisation.
A standardized MCP format is available with the Mission team. In Intensive
Block, MCPs are jointly prepared by SHG, CRP and nodal PFTs. It is appraised by
District core team and approved by the DPM. In first submission of MCPs, the
acceptance rate of all 5 sampled PFTs are between 75-100 per cent. In Resource
Block, MCPs are prepared by the CRPs and PRPs. It is appraised by PFT and
approved by the DPM. In first submission of MCPs, the acceptance rate of 2
91 91
sampled PFTs (i.e. Gopalpur and Kanadikhurd) of Resource Block is 100 per
cent. However, in remaining 3 sampled PFTs it is between 75-100 per cent.
Most of the cases, the priorities of the individuals have changed. MCPs need to be
revisited and updated as and when required. The changes made in MCPs should
be recorded in meeting / minutes register for future references.
6.5.5 SHG Database Management training, updating, uploading and hand-holding support and services delivered to SHGs
In the ensuing paragraphs, the norms for providing training on the SHG Database
Management, its updation, uploading on the MIS as well as the hand-holding support
and services delivered to the SHGs are discussed, along with the deviations observed.
Further, the best practices emanating from these processes in the two blocks surveyed
are also discussed.
Table 6.37(a): SHG Database Management Training - Intensive Block (Sohagpur)
Level of staff /
members
Time
(days) Training Content Who attended?
Who provided
training?
DMMU Level NA NA NA NA
PFT Level 2 day Need based in Chhatwai and
Hardi No. 32 PFTs and MIS
Based in Karkati, Lalpur and
Pachgaon PFTs
PFT members of all 5
sampled PFTs (i.e. Chhatwai,
Hardi No.32, Karkati,
Lalpur and Pachgaon)
DM-M&E
CRP Level NA NA NA NA
VO / SHG level NA NA NA NA
Table 6.37(b): SHG Database Management Training - Resource Block (jaisinghnagar)
Level of staff / members
Time (days)
Training Content Who attended? Who provided
training?
DMMU Level NA NA NA NA
PFT Level 2 day workshop
MIS based PFT members of all 5 sampled PFTs (i.e. Aamdih, Amjhor, Gopalpur, Kanadikhurd and Sidhi)
DM-M&E
CRP Level NA NA NA NA
VO / SHG level NA NA NA NA
Table 6.38(a): SHG Database updating, uploading and hand-holding support and services
delivered to SHGs - Intensive Block (Sohagpur)
Level of staff / members
Availability of proper
Infrastructure
Availability of standard reporting formats
Regular Schedule of reporting
Person responsible for data updation
Person responsible for data uploading
Frequency of data
review and validation
DMMU Level Yes Yes Yes M&E DM MIS Monthly
PFT Level Yes Yes Yes PFT Coordinator Nodal PFT Monthly
VO / SHG level No Yes Yes Computer CRP / Nodal PFT
Book Keeper / Computer CRP / Nodal PFT
Monthly
92 92
Table 6.38(b): SHG Database updating, uploading and hand-holding support and services
delivered to SHGs - Resource Block (Jaisinghnagar)
Level of staff / members
Availability of proper
Infrastructure
Availability of standard reporting formats
Regular Schedule of reporting
Person responsible for data updation
Person responsible for data uploading
Frequency of data
review and validation
DMMU Level Yes Yes Yes M&E DM MIS Monthly
PFT Level Yes Yes Yes Nodal PFT / Coordinator
PFT member Monthly
VO / SHG level No Yes Yes Nodal PFT Book Keeper / Computer CRP / Nodal PFT
Monthly
Lessons learned, Constraints & Challenges and the Way Forward
In Intensive Block as well as Resource Block, the database management training
was done at PFT level for PFT members by DM-M&E.
There are standard reporting formats, schedule of reporting interval, availability
of proper infrastructure, persons responsible for data updating and uploading at
DMMU and PFT level.
VOs and SHGs lack the capacity and infrastructure for data updating and
uploading.
6.5.6 Coordination, support and supervision Mechanism
The processes of coordination, support and supervision mechanism at the DMMU and
PFT level are discussed in the ensuing paragraphs, whereby the norms vs. practices for
the same are presented.
Table 6.39(a): Coordination, support and supervision Mechanism - Intensive Block
Type of coordination, support and
supervision mechanism DMMU Level PFT Level
Preparation of Annual Action Plan (AAP) DMMU Team for all 5 sampled PFTs Nodal PFT
Review of AAP DPM for all 5 sampled PFTs PFT Coordinator
Prep. of implementation plan (after
approval of AAP)
DM (subject wise) for all 5 sampled
PFTs
Nodal PFT
Monitoring of implementation plan
through the year
M&E DM for all 5 sampled PFTs Nodal DM & PFT
Coordinator
Monitoring frequency Monthly Monthly
Identification of deviations (physical
targets)
M&E DM for all 5 sampled PFTs Nodal DM / PFT
Coordinator
Identification of deviations (financial
targets)
Finance DM for all 5 sampled PFTs Nodal DM / PFT
Coordinator
How are the deviations addressed? Review Reports Based on Field
observation & Account verification
MIS, Review Reports
& Appraisal meeting
93 93
Table 6.39(b): Coordination, support and supervision Mechanism - Resource Block
Type of coordination, support and
supervision mechanism DMMU Level PFT Level
Preparation of Annual Action Plan (AAP) Nodal DM in consultation with
PFT
PFT
Review of AAP DPM for all 5 sampled PFTs DPM
Prep. of implementation plan (after approval
of AAP)
DM for all 5 sampled PFTs PFT
Monitoring of implementation plan through
the year
M&E DM for all 5 sampled PFTs DM
Monitoring frequency Monthly Monthly
Identification of deviations (physical targets) MIS & DM Review Reports for
all 5 sampled PFTs
PFT Coordinator&
Nodal DM
Identification of deviations (financial targets) Finance DM for all 5 sampled
PFTs
PFT Coordinator&
DM
How are the deviations addressed? MIS and Financial Status Monthly Reports
Lessons learned, Constraints & Challenges and the Way Forward
Mission team is providing coordination, support and supervision assistance at
DMMU and PFT level. These services are in the form of preparation of Annual
Action Plan (AAP), review of AAP, preparation of implementation plan (after
approval of AAP), monitoring of implementation plan throughout the year,
identification of deviations (physical & financial targets), and their rectification
procedure.
Community level representatives need to be included at formal structure of
coordination, support and supervision of Mission initiatives.
6.6 Strengthening, Services and Payment of honorarium to Social Capital
As with the previous section, key findings relating to some aspects of this theme, for
Shahdol district, are discussed in the ensuing paragraphs.
6.6.1 Strengthening of Social Capital and Honorarium
The table below presents the types of capacity building programmes planned and
executed for Book Keepers:
Table 6.40: Types of CB programmes - Book Keepers
SN Block PFT Exposure Visits
Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisinghnagar
Aamdih 220 180
2 Amjhor 260 260
3 Gopalpur 245 190
4 Kanadikhurd 303 285
5 Sidhi 230 230
Sub-total 0 0 0 0 1258 1145 0 0
94 94
SN Block PFT Exposure Visits
Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
1
Sohagpur
Chhatwai 135 100
2 Hardi No. 32 210 140
3 Karkati 130 120
4 Lalpur 90 40
5 Pachgaon 112 112
Sub-total 0 0 0 0 677 512 0 0
Grand Total 0 0 0 0 1935 1657 0 0
The table below presents the types of capacity building programmes planned and
executed for Master Book Keepers:
Table 6.41: Types of CB programmes - Master Book Keepers
SN Block PFT Exposure Visits
Induction /
Orientation
Training
Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisinghnagar
Aamdih 20 20
2 Amjhor 20 20
3 Gopalpur 20 20
4 Kanadikhurd 20 20
5 Sidhi 27 27
Sub-total 0 0 0 0 107 107 0 0
1
Sohagpur
Chhatwai 11 11 11 11
2 Hardi No. 32 4 4
3 Karkati 3 5
4 Lalpur 3 3 10 10
5 Pachgaon 100 100 100 100 100 100
Sub-total 103 103 111 111 128 130 0 0
Grand Total 103 103 111 111 235 237 0 0
The table below presents the types of capacity building programmes planned and
executed for MCP Trainer:
Table 6.42: Types of CB programmes - MCP Trainers
SN Block PFT Exposure Visits
Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisinghnagar
Aamdih 2 2
2 Amjhor 15 5
3 Gopalpur 2 2
4 Kanadikhurd 3 3
95 95
SN Block PFT Exposure Visits
Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
5 Sidhi 15 2
Sub-total 0 0 0 0 37 14 0 0
1
Sohagpur
Chhatwai 3 3 3 3
2 Hardi No. 32 26 0
3 Karkati 20
4 Lalpur 5 5
5 Pachgaon 10 10 10 10 10
Sub-total 10 0 13 13 64 18 0 0
Grand Total 10 0 13 13 101 32 0 0
The table below presents the types of capacity building programmes planned and
executed for Livelihood Promoters (Agriculture / AH):
Table 6.43: Types of CB programmes - Livelihood Promoters Agriculture/AH
SN Block PFT
Exposure Visits Induction / Orientation
Training Thematic Training Workshop
Planned Executed Planned Executed Planned Execute
d
Planne
d
Execut
ed
District SHAHDOL
1
Jaisinghnagar
Aamdih 12 / 7 12 / 7
2 Amjhor 12 / 5 12 / 5
3 Gopalpur 34 / 5 34 / 5
4 Kanadikhurd 13 / 4 13 / 4
5 Sidhi 17 / 20 17 / 20
Sub-total 0 0 0 0 88 / 41 88 / 41 0 0
1
Sohagpur
Chhatwai 5 / 6 11 / 15 11 / 15 11 / 15 11 / 15
2 Hardi No. 32 18 / 11 18 / 11
3 Karkati 7 / 7 7 / 7
4 Lalpur 6 / 6 6 / 6
5 Pachgaon 250 / 150 203 / 150 250 / 150 203 / 150 250 /
150
203 /
150
Sub-total 250 / 150 208 / 156 261 / 165 214 / 165 292 /
189
245 /
189 0 0
Grand Total 250 / 150 208 / 156 261 / 165 214 / 165 380 /
330
333 /
330 0 0
The table below presents the types of capacity building programmes planned and
executed for Gender CRPs:
96 96
Table 6.44: Types of CB programmes - Gender CRPs
S
N Block PFT
Exposure Visits Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisinghnagar
Aamdih
2 Amjhor
3 Gopalpur
4 Kanadikhurd
5 Sidhi
Sub-total 0 0 0 0 0 0 0 0
1
Sohagpur
Chhatwai 31 28 31 28
2 Hardi No. 32
3 Karkati
4 Lalpur
5 Pachgaon 450 425 450 425 450 425
Sub-total 450 425 481 453 481 453 0 0
Grand Total 450 425 481 453 481 453 0 0
The table below presents the types of CB programmes planned and actually executed for
Bank Mitra:
Table 6.45 Types of CB programmes - Bank Mitra
S
N Block PFT
Exposure Visits Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisingh-
nagar
Aamdih
2 Amjhor
3 Gopalpur
4 Kanadikhurd 1
5 Sidhi 1
Sub-total 0 0 0 0 2 0 0 0
1
Sohagpur
Chhatwai
2 Hardi No. 32 1 1
3 Karkati 3
4 Lalpur 1 1
5 Pachgaon 11 11 11 11 11 11
Sub-total 11 11 11 11 16 13 0 0
Grand Total 11 11 11 11 18 13 0 0
97 97
The table below presents the types of CB programmes planned and actually executed for
Community Activists:
Table 6.46: Types of CB programmes – Community Activist
SN Block PFT Exposure Visits
Induction /
Orientation Training Thematic Training Workshop
Planned Executed Planned Executed Planned Executed Planned Executed
District SHAHDOL
1
Jaisingh-
nagar
Aamdih 10 6
2 Amjhor 13 6
3 Gopalpur 11 9
4 Kanadikhurd 11
5 Sidhi 15
Sub-total 0 0 0 0 60 21 0 0
1
Sohagpur
Chhatwai 11 11 11 11
2 Hardi No. 32 25
3 Karkati 7
4 Lalpur 12 8
5 Pachgaon 250 203 250 203 250 203
Sub-total 250 203 261 214 305 222 0 0
Grand Total 250 203 261 214 365 243 0 0
6.6.2 Payment of honorarium to the Social Capital
The table below presents the status of payment of honorarium planned and actually
paid to social capital:
Table 6.47(a): Payment of honorarium (planned)
SN Block PFT Book Keepers Active Women
Master Book
Keppers MCP Trainers
Planned Actual Planned Actual Planned Actual Planned Actual
District SHAHDOL SHGs SHGs VOs VOs Mission VOs Mission
1
Jaisinghnagar
Aamdih SHGs SHGs VOs Mission VOs Mission VOs Mission
2 Amjhor SHGs SHGs VOs VOs Mission VOs Mission
3 Gopalpur SHGs VOs Mission VOs Mission VOs Mission
Kanadikhurd SHGs SHGs VOs Mission VOs Mission VOs Mission
4 Sidhi VOs Mission VOs Mission VOs Mission
1
Sohagpur
Chhatwai VOs Mission VOs Mission VOs Mission VOs Mission
2 Hardi No. 32 VOs Mission VOs Mission VOs Mission VOs Mission
3 Karkati VOs Mission VOs Mission VOs Mission
4 Lalpur VOs Mission VOs Mission VOs Mission VOs Mission
5 Pachgaon SHGs SHGs VOs Mission VOs Mission VOs Mission
98 98
Table 6.47(b): Payment of honorarium (actually paid)
SN Block PFT
Livelihood Promoters
(Agri/AH) Gender CRPs Bank Mitra
Community
Activist
Planned Actual Planned Actual Planned Actual Planned Actual
District SHAHDOL VOs Mission VOs VOs
1
Jaisinghnagar
Aamdih VOs Mission VOs VOs
2 Amjhor VOs Mission VOs VOs
3 Gopalpur VOs Mission VOs
Kanadikhurd VOs Mission VOs VOs
4 Sidhi VOs Mission VOs Mission VOs
1
Sohagpur
Chhatwai VOs Mission VOs VOs Mission
2 Hardi No. 32 VOs Mission VOs VOs Mission
3 Karkati VOs Mission VOs Mission VOs
4 Lalpur VOs Mission VOs VOs Mission
5 Pachgaon VOs Mission VOs Mission VOs Mission
6.6.3 Services rendered by the Social Capital
The table below presents the services rendered by the Book Keeper to community
institutions - SHGs and VOs:
Table 6.48: Services - Book Keeper
SN Block PFT SHG
Accounting
Regular
maintenance of
books of
accounts
Facilitate
SHG loan
repayment
Facilitate
the
paperwork
for CCL
Ensure
accounting
related
transparency
Preparation
of VO
report
District SHAHDOL Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes Yes
3 Karkati
4 Lalpur Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes
99 99
The table below presents the services rendered by Active Women to community
institutions - SHGs and VOs:
Table 6.49: Services – Active Women
SN Block PFT
Fa
cili
tate
mo
bil
iza
tio
n o
f
po
or
wo
me
n i
nto
SH
Gs
Ex
pla
in S
HG
re
late
d
pro
cess
es
to m
em
be
rs
En
sure
me
eti
ng
pro
cess
is p
rop
erl
y f
oll
ow
ed
Te
ach
th
e i
llit
era
te
wo
me
n t
o r
ea
d a
nd
wri
te
Ma
inta
in p
ap
erw
ork
Ass
ess
ne
ed
s o
f S
HG
me
mb
ers
(tr
ain
ing
rela
ted
, fin
an
ce r
ela
ted
,
etc
.)
Bu
ild
ing
a p
osi
tiv
e
en
vir
on
me
nt
Co
nfl
ict
reso
luti
on
District SHAHDOL Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes
2 Amjhor Yes Yes Yes
3 Gopalpur Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes
3 Karkati Yes Yes Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes
The table below presents the services rendered by the Master Book Keeper to
community institutions - SHGs and VOs:
Table 6.50: Services – Master Book Keeper
SN Block PFT Training of Book
Keepers
Hand-holding support
to BKs
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih
2 Amjhor Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes
100 100
The table below presents the services rendered by the MCP Trainer to community
institutions - SHGs and VOs:
Table 6.51: Services – MCP Trainer
SN Block PFT Training for MCP
preparation
Hand-holding support
for MCP preparation
Support to MCP
appraisal and
approval process
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih Yes
2 Amjhor Yes Yes
3 Gopalpur Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes
The table below presents the services rendered by the Livelihood Promotors (Agri/AH)
to community institutions - SHGs and VOs:
Table 6.52: Services – Livelihood Promoter (Agri/AH)
SN Block PFT Identification of relevant
livelihood options
Hand-holding support to
SHG members for IGA
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes
5 Sidhi Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes
101 101
The table below presents the services rendered by the Bank Mitra to community
institutions - SHGs and VOs:
Table 6.53: Services – Bank Mitra
SN Block PFT Liaise with
banks
Hand-holding
support to SHGs for
bank linkage
Support to SHGs for
documentation /
paperwork
District SHAHDOL
1
Jaisinghnagar
Aamdih Yes
2 Amjhor
3 Gopalpur
4 Kanadikhurd
5 Sidhi Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes
5 Pachgaon Yes
The table below presents the services rendered by the Community Activist to
community institutions - SHGs and VOs:
Table 6.54: Services – Community Activist
SN Block PFT Book keeping
support to VOs
Capacity
building of VOs
Hand-holding
support to VOs
Monitoring of
VO activities
District SHAHDOL Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes
3 Gopalpur Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes
3 Karkati Yes Yes
4 Lalpur Yes Yes Yes
5 Pachgaon Yes
102
The table below presents the services rendered by the PFT:
Table 6.55: Services – PFT
SN Block PFT
Mo
bil
iza
tio
n a
nd
co
nce
pt
see
din
g o
f S
HG
SH
G F
orm
ati
on
an
d
Str
en
gth
en
ing
Fo
rmu
lati
on
of
rule
s /
no
rms
/ b
ase
do
cum
en
ts o
f
SH
Gs
Bo
ok
ke
ep
ing
an
d
do
cum
en
tati
on
su
pp
ort
to
SH
Gs
Ide
nti
fica
tio
n, a
ud
it a
nd
rev
iva
l o
f n
on
-
act
ive
/d
efu
nct
SH
Gs
SH
Gs
Ba
nk
an
d C
red
it
Lin
ka
ge
s
Up
da
tin
g S
HG
Da
tab
ase
Pe
rfo
rma
nce
Ap
pra
isa
l /
ev
alu
ati
on
of
Bo
ok
Ke
ep
er
an
d p
ay
me
nt
syst
em
Ca
pa
city
bu
ild
ing
of
SH
G
incl
ud
ing
ha
nd
ho
ldin
g
tra
inin
g, e
xp
osu
re v
isit
s, e
tc.
Se
lect
ion
of
go
od
SH
Gs
for
form
ati
on
of
fed
era
tio
ns
(vil
lag
e o
rga
nis
ati
on
s)
Ad
dre
ssin
g o
f so
cia
l is
sue
s
by
SH
Gs
Co
nfl
ict
/ p
rob
lem
reso
luti
on
District SHAHDOL Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes Yes Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes Yes Yes
103
The table below presents the services rendered by the DMMU:
Table 6.56: Services – DMMU
SN
Blo
ck
PF
T
Gra
din
g o
f S
HG
Fin
an
cia
l li
tera
cy
Mic
ro P
lan
nin
g (
MC
P/
MIP
Pre
pa
rati
on
)
En
tre
pre
ne
urs
hip
an
d
Inco
me
Ge
ne
rati
on
Act
ivit
ies
of
SH
Gs
Bu
sin
ess
De
ve
lop
me
nt
&
Ma
rke
t L
ink
ag
es
Dis
bu
rse
me
nt
an
d
ma
na
ge
me
nt
of
RF
, CIF
an
d V
RF
De
ve
lop
me
nt
of
self
-
mo
nit
ori
ng
sy
ste
m
Re
vie
w o
f re
cord
s /
bo
ok
s
of
acc
ou
nts
Ph
ysi
cal
an
d F
ina
nci
al
Mo
nit
ori
ng
an
d
Ev
alu
ati
on
Le
ad
ers
hip
an
d G
en
de
r
Ma
inst
rea
min
g
Ma
inte
na
nce
of
SH
G M
IS
Co
nfl
ict
/ p
rob
lem
reso
luti
on
District SHAHDOL Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes Yes Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes Yes Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes Yes Yes Yes Yes
104
The table below presents the services rendered by the Bankers:
Table 6.57: Services – Banker
SN Block PFT Opening of Bank Account
Financial Literacy
Preparation of financial documents
Fixing the CCL
Grading of SHGs
Loan disbursement
Loan Recovery
District SHAHDOL Yes Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes
The table below presents the status of Identification of idle fund:
Table 6.58: Identification of idle fund
SN Block PFT By regular
monitoring of Saving account
By regular monitoring of
cash box
By regular monitoring of inter-
loaning system
By regular monitoring of
loan repayment
District SHAHDOL Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes
2 Amjhor Yes Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes Yes
5 Sidhi Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes
6.7 Social Inclusion
As mentioned before, the findings pertaining to the various processes related to the
theme “Social inclusion” were presented and discussed in detail in the second quarter.
However, key findings relating to some aspects of this theme, for Shahdol district, are
discussed in the ensuing paragraphs.
105
6.7.1 Approval of WBR list in Gram Sabha, display of list in public places and updating
The status of approval of WBR list in Gram Sabha of Mission area is as follows:
Table 6.59: Approval of list in Gram Sabha
SN Block PFT Approval of WBR list
in Gram Sabha District SHAHDOL Yes
1
Jaisinghnagar
Aamdih Yes 2 Amjhor Yes 3 Gopalpur Yes 4 Kanadikhurd Yes 5 Sidhi Yes 1
Sohagpur
Chhatwai Yes 2 Hardi No. 32 Yes 3 Karkati Yes 4 Lalpur Yes 5 Pachgaon Yes
The status of display of list of beneficiaries in public places is as follows:
Table 6.60: Display of list in public space
SN Block PFT Display of WBR list in
public place
District SHAHDOL No
1
Jaisinghnagar
Aamdih No
2 Amjhor No
3 Gopalpur No
4 Kanadikhurd No
5 Sidhi No
1
Sohagpur
Chhatwai No
2 Hardi No. 32 No
3 Karkati No
4 Lalpur No
5 Pachgaon No
The status of updating WBR list after being approved as follows:
Table 6.61: Updating list after being approved
SN Block PFT Updation of WBR list after
being approved
District SHAHDOL No
1
Jaisinghnagar
Aamdih No
2 Amjhor No
3 Gopalpur No
4 Kanadikhurd No
5 Sidhi No
1
Sohagpur
Chhatwai No
2 Hardi No. 32 No
3 Karkati No
4 Lalpur No
5 Pachgaon No
106
6.7.2 Strategies to ensure inclusion of socially excluded sections
The table below presents a comparative overview of the strategies adopted to ensure inclusion of socially excluded sections in the sampled
blocks of Shahdol district:
Table 6.62: Strategies to ensure inclusion of socially excluded sections
SN Block PFT Spatial and
Geographical targeting
Social group
targeting
Economic or
occupation based
targeting
Focus on marginalized women and other vulnerable groups (widows, women headed HHs, old
persons, people with disabilities, etc.)
Focus on people involved in hazardous
occupations (mining, stone crushing, wood
carving, etc.)
Covering areas with
poor infrastructur
e and poor connectivity
Covering disaster
prone remote areas
Special initiatives in conflict
prone interior pockets
Special thrust on socially
invisible groups (e.g.
PVTGs)
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes Yes Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes Yes
107
6.7.3 Different social groups categorized in the project for finding out shift of HHs within social groups
The different social groups categorized in the project for finding out shift of households within social groups were as follows:
Table 6.63(a): Different social groups categorized in the project for finding out shift of HHs within social groups
SN Block PFT
Segment of societies/ communities especially SC, ST, PTGs, Nomadic
Tribes, De-notified Tribes, Isolated/neglected communities
Disadvantaged groups (orphans, widows, old-
aged, people with disabilities, etc.)
Low income
Low standard of living
Manual Scavengers
Bonded labourers
People working in hazardous
occupations
District SHAHDOL Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes
4 Kanadikhurd Yes Yes Yes
5 Sidhi Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes
108
Table 6.63(b): Different social groups categorized in the project for finding out shift of HHs
within social groups
SN Block PFT
Communities affected by/displaced by natural
calamities/developmental projects
Daily wage /
labourers
Marginalised groups (due to poor
infrastructure and facilities/services)
District SHAHDOL
1
Jaisinghnagar
Aamdih Yes
2 Amjhor Yes
3 Gopalpur Yes 4 Kanadikhurd Yes 5 Sidhi Yes Yes 1
Sohagpur
Chhatwai
2 Hardi No. 32 Yes
3 Karkati 4 Lalpur Yes
5 Pachgaon Yes Yes
6.7.4 Major criteria used for defining poverty
The major criteria used for defining poverty were as follows:
Table 6.64: Major criteria used for defining poverty
SN Block PFT Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5 Criteria 6 Criteria 7
District SHAHDOL Physical
Condition Landless
Resource Availability
Women Headed Family
Irrigation Facility
Number of Earning
Members
Type of Livelihood
1
Jaisinghnagar
Aamdih Land Resource Type of
livelihood Status of
Home
Number of
earnining member
Critical disease
Food security
2 Amjhor Land Resource Food
insecurity
Number Of Earning member
Status of living
Number of Family
member
3 Gopalpur Land Income Source
Type of Livelihood
Status of house
irrigation facility
other Resource availbility
4 Kanadikhurd Type of
Land Land
Availbility Status of
House Type of
Livelihood
Number of earning members
Other Resourses
Food Security
5 Sidhi Land
Availability Resource
Availability Physical fitness
Livelihood Source
Women Headed family
Irrigation facility
Number of Family
member
1
Sohagpur
Chhatwai Land
Availability Resource
Availability Health Status
Number of Family
Members
Number of earning members
Irrigation Facility
Type of Livelihood
2 Hardi No. 32 Landless Resource
less Type of
livelihood Physical
Condition
Number of earning members.
Health status
(Critical disease)
Irrigation facility
3 Karkati Landless Resource
availability Livestock
Number of family
member
Type of Livelihood
4 Lalpur Age Factor Health Factor
Landless Employment
Status Type of
Livelihood
Number of earning
members
Resource availability
5 Pachgaon Land Irrigation
facility
Number of Earning
members
Type of livelihood
Type of house
Type of Resource
Transportation mode
109
6.7.5 Major vulnerability and risk factors
The major vulnerability and risk factors considered during identification of vulnerable
households were as follows:
Table 6.65: Major vulnerability and risk factors
SN Block PFT Lack of
sustainable LH sources
Shocks
Seasonal varieties in weather /
climate
Man-made
disasters
Cultural practices / Traditional
customs
Lack of social security system at community
level
District SHAHDOL Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes Yes Yes Yes
6.7.6 Criteria followed for assessment of vulnerability
The criteria followed for assessment of vulnerability in the Mission area were as follows:
Table 6.66: Criteria followed for assessment of vulnerability
SN Block PFT
Areas/regions/ villages suffering
from physical segregation
Do not have access to
basic rights and
entitlements
High presence of vulnerable groups (orphans, widoes, old-aged, people with disabilities,
etc.)
Exclusion occurs due
to migration
Others
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes
4 Lalpur Yes Yes Yes (Irrigation
problem)
5 Pachgaon Yes Yes
110
6.7.7 Special efforts made for vulnerable groups
The special efforts made for vulnerable groups were as follows:
Table 6.67: Special efforts made for vulnerable groups
SN Block PFT Effort 1 Effort 2 Effort 3 Effort 4
District SHAHDOL VRF Social Protection
Schemes Loan Prioritization
Coverage
Prioritization
1
Jaisinghnagar
Aamdih No major effort
2 Amjhor Convergence VRF Social Protection Scheme
3 Gopalpur No major effort
4 Kanadikhurd Convergence
5 Sidhi Convergence VRF Priority in coverage
1
Sohagpur
Chhatwai VRF Support through
Convergence
Facilitation for social
protection Schemes
Priority in
Coverage
2 Hardi No. 32 VRF Social Protection
Scheme
Prioritization in coverage
and inter-loaning
Support through
Convergence
3 Karkati VRF Convergence Priority in inter-loaning
4 Lalpur VRF Priority for CIF Insurance Support of social
security schemes
5 Pachgaon
Support for Social
Security through
Convergence
Priority in coverage Priority in inter-loaning Awareness
Generation
6.7.8 Exemption / privilege made for vulnerable groups
In all the sampled PFTs of both the blocks – Resource and Intensive – exemptions or
privileges are being provided to the vulnerable groups, as presented below.
Table 6.68: Exemption(s) / privilege(s) made for the vulnerable groups
SN Block PFT Priority in
coverage (SHG membership)
Priority in inter-loaning
Priority in improving access to govt.
schemes
District SHAHDOL Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes Yes
3 Karkati Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes Yes
111
6.7.9 Strategy to bring leftover vulnerable families into SHG fold
The strategies to bring leftover vulnerable families into the SHG fold were as follows:
Table 6.69: Strateg(ies) adopted to bring leftover vulnerable families into SHG fold
SN Block PFT Regular follow-
up by PFT members
Regular interactions by internal CRPs
Exposure visits
Sharing of case studies
/ caselets
District SHAHDOL Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes
2 Amjhor Yes Yes Yes
3 Gopalpur Yes Yes Yes
4 Kanadikhurd Yes
5 Sidhi Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes
2 Hardi No. 32
3 Karkati Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes Yes
6.7.10 Special Efforts made for vulnerable groups
The table below presents special efforts made for vulnerable groups in the sampled
Mission areas:
Table 6.70: Special efforts made for vulnerable families
SN Block PFT
A B C D E F G H
So
cia
l p
rote
ctio
n
sch
em
es
Fin
an
cia
l in
clu
sio
n
sch
em
es
Av
ail
ab
ilit
y o
f
alt
ern
ate
LH
op
tio
ns
Ass
et
bu
ild
ing
fo
r
foo
d s
ecu
rity
Av
ail
ab
ilit
y o
f
Em
erg
en
cy F
un
d
Be
ne
fits
of
he
alt
h-
sup
po
rtiv
e s
che
me
s
Be
ne
fits
of
nu
trit
ion
-
sup
po
rtiv
e s
che
me
s
Vu
lne
rab
ilit
y R
eli
ef
Fu
nd
District SHAHDOL Yes Yes No No Yes Yes No Yes
1
Jaisinghnagar
Aamdih Yes Yes No No No No No No
2 Amjhor Yes Yes Yes Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes No No No No No No
4 Kanadikhurd Yes Yes No No No No No No
5 Sidhi Yes Yes Yes Yes Yes No No Yes
1
Sohagpur
Chhatwai Yes Yes Yes No No No No Yes
2 Hardi No. 32 Yes Yes No No No No No Yes
3 Karkati Yes Yes No No No No No Yes
4 Lalpur Yes Yes No No No No Yes Yes
5 Pachgaon Yes Yes No No No No No No
112
6.7.11 Priority in SHG norms for most vulnerable members
The priority provided in SHG norms for most vulnerable members were as follows:
Table 6.71: Priority in SHG norms for most vulnerable members
SN Block PFT
Priority in government
scheme benefits
Priority in
coverage
Priority in MCP
preparation
Priority in inter-loaning
Priority in distribution of RF/CIF/bank
loan/etc.
District SHAHDOL Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes
2 Amjhor Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes
4 Kanadikhurd Yes Yes Yes
5 Sidhi Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes Yes Yes
6.7.12 SHG members’ empowerment visible in their villages
As on date, the SHG members’ empowerment is visible in their respective villages as
follows:
Table 6.72: SHG members' empowerment visible in their village
SN Block PFT
Th
rou
gh
in
cre
ase
d a
wa
ren
ess
le
ve
l
Th
rou
gh
in
cre
ase
d l
ite
racy
le
ve
l
Th
rou
gh
in
cre
ase
d s
elf
-co
nfi
de
nce
le
ve
l
Th
rou
gh
in
cre
ase
d p
art
icip
ati
on
in
d
eci
sio
n-m
ak
ing
at
HH
le
ve
l
Th
rou
gh
in
cre
ase
d p
art
icip
ati
on
an
d
de
cisi
on
-ma
kin
g a
t co
mm
un
ity
le
ve
l (G
ram
Sa
bh
a, o
the
r fo
rum
s, e
tc.)
Th
rou
gh
im
pro
ve
d l
ink
ag
e w
ith
oth
er
sta
ke
ho
lde
rs
Th
rou
gh
be
tte
r a
cce
ssib
ilit
y o
f o
the
r g
ov
ern
me
nt
sch
em
es
Th
rou
gh
co
mm
un
ity
in
itia
tiv
es
for
soci
al
cha
ng
e a
nd
rig
hts
/e
nti
tle
me
nts
Th
rou
gh
co
mm
un
ity
mo
nit
ori
ng
of
go
ve
rnm
en
t sc
he
me
s b
y S
HG
/V
O
Th
rou
gh
in
cre
ase
d a
tte
nd
an
ce o
f ch
ild
ren
in
sch
oo
ls
Th
rou
gh
im
pro
ve
d i
nco
me
/ f
ina
nci
al
sta
tus
District SHAHDOL Yes Yes Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes Yes Yes 2 Amjhor Yes Yes Yes Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes Yes Yes 1
Sohagpur
Chhatwai Yes Yes Yes Yes Yes Yes Yes 2 Hardi No. 32 Yes Yes Yes Yes Yes Yes Yes 3 Karkati Yes Yes Yes Yes Yes Yes 4 Lalpur Yes Yes Yes Yes 5 Pachgaon Yes Yes Yes Yes Yes
113
6.7.13 Improved social affinity after SHG formation
All the sampled PFTs reported improved social affinity after SHG formation. As on date,
the visibility of improved social affinity is as follows:
Table 6.73: Visibility of improved social affinity
SN Block PFT
United action against social evils
(alcoholism, dowry, child
marriage, etc.)
Joint efforts against village
issues / problems
Dispute resolution (property,
etc.)
Helping vulnerables
(orphans, disabled, old-
aged, etc.)
District SHAHDOL Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes
2 Amjhor Yes Yes
3 Gopalpur Yes Yes
4 Kanadikhurd Yes Yes
5 Sidhi Yes Yes
1
Sohagpur
Chhatwai Yes Yes
2 Hardi No. 32 Yes Yes
3 Karkati Yes Yes Yes
4 Lalpur Yes Yes
5 Pachgaon Yes Yes
114
6.7.14 Expectation of vulnerable groups / families towards changes required
As on date, the expectation of vulnerable groups / families towards changes required are as follows:
Table 6.74: Expectation of vulnerable groups / families towards changes required
SN Block PFT Increased
savings
Increased skills /
knowledge
Increased source of income
Increased number of LH
sources / diversification
Food security
Asset building
Decreased expenditure
on health
Increased say in SHG meetings /
Gram Sabha
Access to government
schemes
Access to rights and entitlements
District SHAHDOL Yes Yes Yes Yes Yes
1
Jaisinghnagar
Aamdih Yes Yes Yes Yes
2 Amjhor Yes Yes Yes Yes Yes
3 Gopalpur Yes Yes Yes Yes
4 Kanadikhurd Yes Yes Yes Yes
5 Sidhi Yes Yes Yes Yes Yes Yes
1
Sohagpur
Chhatwai Yes Yes Yes Yes
2 Hardi No. 32 Yes Yes Yes Yes Yes Yes
3 Karkati Yes Yes Yes Yes
4 Lalpur Yes Yes Yes Yes Yes
5 Pachgaon Yes Yes Yes
115
6.7.15 Social Security
As on date, the women of sampled area have ranked their social security preferences as follows:
Table 6.75: Ranking of Social Security Schemes
SN Block PFT Rank 1 Rank 2 Rank 3 Rank 4 Rank 5 Rank 6 Rank 7
District SHAHDOL Old-age pension Widow pension Disability pension Ladli Laxmi
Yojana Janani Suraksha
Yojana CM Kanyadaan
Yojana Indira Awas
Yojana
1
Jaisinghnagar
Aamdih Janani Suraksha
Yojana Ladli Laxmi Yojana Disability pension
Widow pension
Old-age pension CM Kanyadaan
Yojana Indira Awas
Yojana
2 Amjhor Janani Suraksha
Yojana Ladli Laxmi Yojana Old-age pension
Widow pension
Disability pension CM Kanyadaan
Yojana Indira Awas
Yojana
3 Gopalpur Janani Suraksha
Yojana Ladli Laxmi Yojana Old-age pension
Widow pension
Disability pension CM Kanyadaan
Yojana Indira Awas
Yojana
4 Kanadikhurd Janani Suraksha
Yojana Ladli Laxmi Yojana Old-age pension
Widow pension
Disability pension CM Kanyadaan
Yojana Indira Awas
Yojana
5 Sidhi Ladli Laxmi
Yojana Janani Suraksha
Yojana Old-age pension
Widow pension
Disability pension CM Kanyadaan
Yojana Indira Awas
Yojana
1
Sohagpur
Chhatwai Old-age pension Widow pension Disability pension Ladli Laxmi
Yojana Janani Suraksha
Yojana CM Kanyadaan
Yojana Indira Awas
Yojana
2 Hardi No. 32 Janani Suraksha
Yojana Old-age pension Widow pension
Disability pension
Ladli Laxmi Yojana
CM Kanyadaan Yojana
Indira Awas Yojana
3 Karkati Ladli Laxmi
Yojana Janani Suraksha
Yojana Disability pension
Old-age pension
Widow pension CM Kanyadaan
Yojana Indira Awas
Yojana
4 Lalpur Ladli Laxmi
Yojana CM Kanyadaan
Yojana Janani Suraksha
Yojana Widow pension
Old-age pension Disability pension Indira Awas
Yojana
5 Pachgaon Ladli Laxmi
Yojana Janani Suraksha
Yojana Disability pension
Old-age pension
Widow pension CM Kanyadaan
Yojana Indira Awas
Yojana
116
6.8 Comparative Analysis of findings from Quarter 1, Quarter 2 and Quarter 3
As mentioned before, the themes of Process Monitoring during Quarter 1 nd 2were
repeated during this quarter as well. In this section, a comparative analysis of the
findings on the themes of Community Mobilization; SHG Formation and Strengthening;
and Establishment of Systems (Norms and Practices), is presented for the three districts
covered during the first three quarters, i.e. Shahdol, Sheopur and Mandla districts. The
comparative analysis is presented in the following table.
117
Table 6.76: Comparative findings in Shahdol, Sheopur and Mandla Districts
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
Community Mobilization and Identification of Social Capital
The village entry and environment building exercises were conducted by the Mission PFT teams, including up to the PIP process, in both intensive as well as resource blocks. The Mission team of Resource Organisation (RO) was involved after completion of the PIP process.
Same as in Mandla District Same as in Mandla and Sheopur Districts
Intensive Block: In 64 of the 80 sample villages, pre-existing SHGs (active and non-active) were included in the NRLM fold. Resource Block: in 25 of the 31 sample villages, old SHGs (active and non-active) were included in the NRLM fold.
Intensive Block: In 28 of the 45 sample villages, pre-existing SHGs (active and non-active) were included in the NRLM fold. Resource Block: In 41 of the 64 sample villages, old SHGs (active and non-active) were included in the NRLM fold.
Intensive Block: in 6 of the 19 sample villages (for SHG study), pre-existing SHGs (active and non-active) were included in the NRLM fold. Resource Block: in 7 of the 16 sample villages (for SHG study), old SHGs (active and non-active) were included in the NRLM fold.
Intensive Block: In 98 per cent of the villages, old SHGs (active and non-active) were audited before including them in the NRLM fold. Resource Block: In almost all the villages, pre-existing SHGs (active and non-active) were audited before including them in the NRLM fold.
In Intensive Block as well as Resource Block, almost all the villages, pre-existing SHGs (active and non-active) were audited before including them in the NRLM fold.
In Intensive Block as well as Resource Block almost all the villages, pre-existing SHGs (active and non-active) were audited before including them in the NRLM fold.
Although audio-visual shows, nukkad nataks, and songs were determined to be effective tools of communication, they were used in a few villages only. In the absence of standard guidelines and proper orientation or training, the team was not able to make use of appropriate communication tools and techniques.
Same as in Mandla District Same as in Mandla and Sheopur Districts
At times, the literate women available in the villages are not interested in taking up the position of Book Keeper, as they are apprehensive of going to the other members’ houses, due to the existing social barriers.
In Sheopur district, it was observed that preference is given to male BKs, even if literate females are available, due to security issues for women in the area.
118
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
Revival and Strengthening of Old POP SHGs (Target SHGs)
Intensive Block: In 56 of the 80 sample villages, dormant and defunct groups were revived. Resource Block: In 18 of the 31 sample villages, dormant and defunct groups were revived.
Intensive Block: In 23 of the 45 sample villages, dormant and defunct groups were revived. Resource Block: In 26 of the 64 sample villages, dormant and defunct groups were revived.
Intensive Block: in 4 of the 19 sample villages (for SHG study), dormant and defunct groups were revived. Resource Block: in 5 of the 16 sample villages (for SHG study), dormant and defunct groups were revived.
SHG Formation and Strengthening
The Mission team has included 67.5 per cent (61.12% of 9277 target households in Mandla block and 85.64% of 3267 target households in Niwas block) of the target households into NRLM fold.
The Mission team has included 80.34 per cent (78.92% of 18818 target households in Intensive block and 81.75% of 21038 target households in Resource block) of the target households into NRLM fold.
In the intensive block, in less than 20 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members. However, in the resource block, in less than 15 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members.
In the intensive block, 96 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members. However, in the resource block, 100 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members.
In the intensive block, 100 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members. However, in the resource block, 96 per cent sample SHGs, the funds were either distributed and used as per the MCP, or equally distributed amongst all members.
In the intensive block, the SHGs are receiving CIF through the VOs in 96 per cent of sample SHGs, whereas in the resource block, the CIF is disbursed directly to the SHGs as most of the VOs are loose VOs.
In the intensive block, the SHGs are receiving CIF through the VOs in 92 per cent of sample SHGs, whereas in the resource block, the CIF is disbursed directly to the SHGs to 93 per cent, as most of the VOs are loose VOs.
In the intensive block, the SHGs are receiving CIF through the VOs in 25 per cent of sample SHGs, whereas in the resource block, the CIF is disbursed through VOs is 7 per cent of sample SHGs. In resource block most of the VOs are loose VOs.
In Intensive Block 48 groups in NRLM fold that are now inactive, non-functional or dormant. However, in Resource Block 8 groups in NRLM fold those are now inactive, non-functional or dormant.
In Intensive Block 20 groups in NRLM fold that are now inactive, non-functional or dormant. However, in Resource Block 13 groups in NRLM fold those are now inactive, non-functional or dormant.
About 21 NRLM fold SHGs (9 SHGs in Intensive Block and 12 SHGs in Resource Block) have become non-active or dormant in the sample area.
119
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
Establishment of Systems (Norms and Practices)
In the sampled area, VOs and SHGs were not observed to be in a position to undertake the various types of grading activities. It is being performed by the nodal PFTs.
Same as in Sheopur District
It was observed that initially the group members equally distributed the funds among themselves. At present, there is a lack of effective planning for use and utilization of these funds among the group members.
Same as in Sheopur District
Actual amount and date of receipt of various types of funds received need by SHG to be recorded in meeting / minutes register (as on date they reflect only in Passbook).
Same as in Sheopur District
About 50 per cent of the CIF amount is disbursed to VOs against their application. The basic purpose of this deduction is to inculcate rotation of amount among all SHGs of the respective VOs. As per norms, the CIF amount is to be disbursed to 50 per cent of the prioritized SHGs, from amongst the applicants of each VO.
Same as in Sheopur District
The SHGs have received the 1st dose of bank loan. The 1st dose bank loan amount varied from Rs. 50000/- to Rs. 60000/-.
The SHGs have received the 1st dose of bank loan. The 1st dose bank loan amount varied from Rs. 50000/- to Rs. 100000/-. However, the loan processing time takes 30-45 days from their application dates.
On an average, disbursement of RF takes 10 months from the date of formation of groups in the intensive block and 9 months from the date of formation of groups in the resource block. Similarly, the disbursement of CIF takes 23 months from the date of formation of groups in the intensive block and 12 months from the date of formation of groups in the resource block.
As per norms RF, VRF & CIF applications submitted and disbursement made to SHGs. The RF & VRF amounts were Rs. 15000/- each for individual eligible SHG. However, CIF amount varied from Rs. 50000/- to Rs. 80000/- per SHG. However, in the case of Resource Block VRF is neither applied by the SHGs/VOs nor disbursed by the Mission.
There is further clarification and guideline required on the Livelihoods / Layering Fund (LF).
Same as in Sheopur District
120
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
In the Intensive Block, training on preparation of documents for bank linkages was provided at two levels viz. 3 days PFT level training by SIRD. However, in the Resource Block, it was provided by PFT members to community (VO/SHG) only.
In Intensive Block as well as Resource Block, no formal training were provided for preparation of documents for bank linkages.
The Mission team assisted the SHGs for bank linkages and handholding support in terms of coordination and networking with banks, sensitization of bankers, documents preparation, introduction at banks for account opening and credit linkages and assists them in timely repayment of loans.
Same as in Sheopur District However, most of these activities were restricted to DMMU and PFT levels only.
MCP preparation training is initiated after 6 months of formation of SHGs. In the Intensive Block, 3-4 days training is organized for district and PFT level Mission team as well as for CRPs and VO/SHG representatives. The training is organized at the district level and facilitated by the DMMU and PFT jointly. In the Resource Block, two-and a-half day training is organized for CRPs. The training is organized at district level and facilitated by PFT.
MCP preparation training is initiated after 6 months of formation of SHGs. In Intensive Block, 2-5 days training is organized for PFT level Mission team as well as for CRPs and VO/SHG representatives. The training was organized 3 days for PFT members, 5 days for CRPs and 2 days for VO/SHG representatives. In Resource Block, 7 days training was organized for SHG members, CRPs and PFTs at VO/SHG level, which were facilitated by the RO.
A standardized MCP format is available with the Mission team. In Intensive Block, MCPs are prepared by nodal PFTs. It is appraised by DM-Micro Finance and approved by the DPM. In first submission of MCP, the acceptance rate of Bargawan and Karahal PFTs are about 50 per cent. In Resource Block, MCPs are prepared by the CRPs. It is appraised by DM and approved by the DPM. In first submission of MCPs, the acceptance rate of all 5 sampled PFTs of Resource Block is 100 per cent.
A standardized MCP format is available with the Mission team. In Intensive Block, MCPs are jointly prepared by SHG, CRP and nodal PFTs. It is appraised by District core team and approved by the DPM. In first submission of MCPs, the acceptance rate of all 5 sampled PFTs are between 75-100 per cent. In Resource Block, MCPs are prepared by the CRPs and PRPs. It is appraised by PFT and approved by the DPM. In first submission of MCPs, the acceptance rate of 2 sampled PFTs (i.e. Gopalpur and Kanadikhurd) of Resource Block is 100 per cent. However, in remaining 3 sampled PFTs it is between 75-100 per cent.
121
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
The priorities of the individuals change during the time lag between preparation of MCP and receipt of CIF, at the SHG level. MCPs need to be revisited and updated as and when required. The changes made in MCPs should be recorded in meeting / minutes register for future reference.
Same as in Sheopur District
In the Intensive Block, the database management training was done at two levels. The first was done at the PFT level for PFT members by DM-M&E. The second was done at community level for Book Keepers by PFT and MBKs. However, in the Resource Block, it was done only at the PFT level for PFT members by DM-M&E.
In Intensive Block as well as Resource Block, the database management training was done at PFT level for PFT members by DM-M&E.
There are standard reporting formats, schedule of reporting interval, availability of proper infrastructure, persons responsible for data updating and uploading at DMMU and PFT level. VOs and SHGs lack the capacity and infrastructure for data updating and uploading.
Same as in Sheopur District
The Mission team is providing coordination, support and supervision assistance at the DMMU and PFT levels. These services are in the form of preparation of Annual Action Plan (AAP), review of AAP, preparation of implementation plan (after approval of AAP), monitoring of implementation plan throughout the year, identification of deviations (physical & financial targets), and their rectification procedure.
Same as in Sheopur District
The formal structure of coordination, support and supervision needs to include community level representatives.
Same as in Sheopur District
A number of Gender CRPs were identified and trained in Sheopur district (esp. in Sesaipura PFT within the UN-WOMEN project). It was observed to be an effective strategy and may be up-scaled and replicated in other project areas as well.
122
Theme / Activities Observations from Mandla district Observations from Sheopur district Observations from Shahdol district
The literacy rate of Sheopur district is generally low, as compared to the other project areas. Audio-visual ICT materials may be more effective in delivering the intended message in such areas.
Sheopur district is fraught with migration round the year. A focused strategy may be developed to address the issue of migration. There is a need to identify the migrating HHs during the WBR process itself, and marking them in the WBR list as well.
It was observed that 50 per cent of the sampled SHGs had been formed with only 10 members. Such groups have a higher tendency of break-down in case of migration. The minimum number of members per SHG may be considered to be increased.
123
CHAPTER 7:
Best Practices
This chapter presents the various success stories identified during the course of the process
monitoring study in Shahdol district, detailing the role played by the Mission in ensuring
each of these cases are a success.
7.1 Case study 1: Pashupalan Sakhi Ekta…
District Block PFT Panchayat Village
Shahdol Sohagpur Lalpur Kalyanpur Kalyanpur
Like the slogan “Hum do Hamare do”, the family of Ekta Upadhyay is a small and happy
family. She is a member of Nirala self-help group in her village. Apart from being a
skilled entrepreneur, she plays an active role as Pashupalan Sakhi within her Sadhna
village organization.
Ekta mentioned that earlier when she
was working as an ASHA worker, she
was able to fulfil the basic needs of the
family. So she wanted to do more. With
the implementation of Ajeevika Mission
in her village, she started working to
fulfil her wishes. She joined the group
and then started working to improve
her livelihood and do more for her
family. She started taking small loans.
After repaying the amount on time she
started taking bigger loans. Initially,
she took a loan of Rs 10,000 to start
her beauty parlour and returned the
loan on time. Then she took the loan of Rs. 30,000 with 10 months’ installments, for
poultry farming which she returned within 7 months. To further expand her poultry
business, she took loan of Rs 50,000
with 10 installments for making the
shed and increasing the number of
poultry. Like this, after joining
group she has taken a cumulative
loan of Rs. 98,000, getting more and
more benefits and set an example
for others.
Ekta, with her past experience as an
ASHA worker and poultry farmer,
went for 35 days training as
124
Pashupalan Sakhi under the Ajeevika Mission to grow her business and help in the
growth of other people. During the training program, she learnt about the rearing of
animals and their vaccination. Now, she gives information to other people regarding the
vaccination of poultry, dairy farms, pig rearing, goat rearing and construction of farms.
She is also receiving honorarium for her services.
Presently, she is earning Rs. 120-180 as net profit from the poultry business. Being a
Pashupalan Sakhi, she earns Rs. 5 and Rs. 2 from other villagers for each vaccination of
cattle and poultry, respectively.
7.2 Case study 2: Radha Bega and her stitching centre…
District Block PFT Panchayat Village
Shahdol Sohagpur Pachgaon Kathotiya Kathotiya
Radha Bega, a resident of the village Kathotiya is a skilled entrepreneur and an active
member of her Village Organization as well.
In their village, the groups in
compliance with Panchsutras formed
the Nari Shakti Village Organization,
from five village groups which helped
in fulfilment of needs. Along with
this, as per directions from village
organization and the Ajeevika
Mission, a sub-committee was also
formed. She mentioned that girls like
her, met new way of living through
the employment sub-committee. This
employment sub-committee of her
VO selected her and five more people
for 30 days training through R.SETI
on new sources of livelihood. After
completing the training, they
received loan from the Central Bank
to buy a sewing machine and other
stuff. Each woman is presently re-
paying the loan in installments of
Rs. 450 per month. They have
already returned Rs. 10,000. They
pay the amount earned through the
profits from the stitching work,
which is approx. Rs. 500-600. She is
thankful to the Ajeevika Mission for
this.
125
7.3 Case study 3: Livelihood source of Jeevika Mahila Mandal…
District Block PFT Panchayat Village
Shahdol Sohagpur Karkati Archula Garuraha
The five groups of Jeevika Mahila Mandal of village Garuraha has constituted the village
organization. The two main
functions are: providing and
returning loans. All the members of
the group have taken small or big
loans for agricultural activities.
There is discussion on loans and
returning of loan by the members in
the meetings. Earlier, most of the
people did subsistence agriculture
and very few went for selling the
product. But now, most of the
members of the group practice
vegetable sale business.
Presently, all members of the groups
for agriculture take 80-90% loan, which varies from Rs. 20,000 to Rs. 30,000.
7.4 Case study 4: Gram Sangathan Sakhi Gauri…
District Block PFT Panchayat Village
Shahdol Sohagpur Chhatwai Kotma Kotma
The Gauri village organization of
village Kotma is formed from
nine groups. The executive
meeting of village organization is
conducted once a year at a
specific date. The meeting is
attended by the presidents and
secretaries of all the groups. The
main aim of the meeting is to
discuss the problems and their
resolution. The secretary of
Gauri village organization is
Chandravati Yadav. She also
maintains the books of the VO.
Before joining her group, she was simple housewife and was on daily wages. But now,
she not only she maintains registers of her group, but also writes the bookd of records
for her village organization. Besides this, she also supervises all groups of the village.
Considering her work, the Ajeevika Mission and women of the village have given her the
126
responsibility of Gram Sangathan Sakhi, whereby she is responsible for providing
training on group meetings, to investigate that group is working in compliance with the
Panchasutras, etc..
She is trained on:
Book keeping
Preparation of CCL application
Preparation of group MCP
Conducting meeting of village organization
Keeping book of village organization
MIS of group
One month of Computer training
Three days training on Leadership quality in Bhopal.
As Gram Sangthan Sakhi, she has to write the books of the village organization, properly
conduct meetings, supervision of all the groups of village, help the book keepers of all
groups, prepare the MCP of groups and help in preparing documents for CCL, etc.
7.5 Case study 5: Lakhnauti ka ‘Big Bazaar’…
District Block PFT Panchayat Village
Shahdol Jaisinghnagar Gopalpur Lakhnauti Lakhnauti
According to the members of Maa
Varanasi SHG, they work in compliance
with the Panchsutras. There are regular
meetings and transaction of loan on
timely basis. Giving and taking loans as
per requirements is a regular affair.
Savita Yadav, a member of this group,
has also taken the loan for her
livelihood. She proposed to open a
grocery shop in weekly group meeting
which was approved.
Savita has small family, with one son
and three daughters. Her husband is a
labourer and with his meagre income,
it was becoming increasingly difficult
to sustain the family. She had to do
more for her family and thus, joined
the group. From the group, she learned
that she can get the loan to start her
new business. She followed the
Panchsutras and after 12 months, took
127
a loan of Rs. 15,000. She repaid the amount in 10 installments. For the growth of her
shop, the group has approved her loans from time-to-time viz.
Loan of Rs. 15,000 with 10 installments and only four are left.
Loan of Rs. 10,000 with 10 installments and only three are left.
Loan of Rs. 5,000 with 5 installments.
Every day, she sells products of worth Rs. 400-500. Now they need not go outside for
work. Besides being a member of the group, Savita is the Community Activist for her VO,
for which she earns honorarium as well.
7.6 Case study 6: Rooprani Singh: A confident Community Activist!!
District Block PFT Panchayat Village
Shahdol Jaisinghnagar Amjhor Mithi Mithi
Of the total 18 Self Help Groups
(SHGs) of village Mithi, 14 joined to
constitute the Pratigya village
organization. The organization has
positions of the President,
secretary and treasurer. Regular
meetings of the group have been
started. The work of account
maintenance is done by Rooprani
Singh. She not only maintains the
accounts, but also successfully
undertakes the other duties of the
village organization. Keeping in
view her dedication towards her
work, she is selected as community activist. There were various reasons for selecting
her viz. her highest educational qualification being senior secondary, she does book
keeping work very efficiently, she has also completed 7 days training on book keeping
and now guides others on keeping and maintaining books, she possesses the knowledge
of preparation of MCP of other group members, she completed 7 days training on
preparation of MCP under the Ajeevika
Mission, she knows the work of
health check-up and knows the
entire working of the VO.
Rooprani disclosed that earlier she
was simply a homemaker. Since she
has completed her senior secondary,
she wanted to do something. At that
time, the team from Ajeevika mission
inspired them and they formed the
Saraswati SHG. With help of the
128
Mission team, she is now able to do work. She also takes part in training programs that
helps her to work efficiently. Presently she has undergone 7 days training on book
keeping organized by the Ajeevika Mission, which included training of preparation and
maintenance of 14 types of registers. For the book keeping work, she is getting an
honorarium of Rs. 300 per meeting. She is getting Rs. 300 for preparation of her group’s
MCP. Apart from this, she also gives information regarding group formation in other
villages and trains them on book keeping, against which she gets honorarium of Rs. 146.
She is grateful to the Ajeevika Mission for selecting her for this work. She gives training
on:
Account maintenance of group - 7 days
Account maintenance of village organization - 7 days
Formation of village organization - 3days
Preparation of MCP - 7 days
According to Rooprani, there is discussion on social works in the meeting of Mithi village
organization. They also help the poor and needy women.
7.7 Case study 7: ‘Lakhpati’ Nanidni didi…
District Block PFT Panchayat Village
Shahdol Jaisinghnagar Amjhor Lapri Lapri
There are 15 SHGs in Lapri village
organization that work in compliance
with Panchsutras. The village
organization disclosed that four
women of Lapri village have joined
the Lakhpati club. Nandani Rautaiya
has also joined the club. She has a
happy and small family of four
members with a son and a daughter.
She disclosed that she had 1.5 acre of
barren land. She needed money to
improve the fertility of land,
construction of bore well and raising the
crop. After seeing the benefits, she joined the group. She took a loan of Rs. 25,000 to
construct a bore well, in order to improve the fertility of land. After returning the loan,
she lent another loan of Rs. 30,000 for an irrigation pump, which was approved by the
members of the group. She repaid the amount and took another loan of Rs. 35,000 for
electricity to operationalize the irrigation pump and to buy crop seeds.
Nandani was benefited with Rs. 25,000 from selling vegetables within 3 months. She
earned profits of Rs. 40,000-45,000 by selling vegetables worth Rs. 1,00,000 within eight
months. In the near future, she plans to fence her agricultural field, so as to enable her to
take crops round the year, which will give her profits of more than a lac per year.
129
7.8 Case study 8: Rambai’s group becomes her support!!
District Block PFT Panchayat Village
Shahdol Jaisinghnagar Sidhi Jamudi Jamudi
Jamudi village is located in the thick jungle and partial Naxalite territory of Shahdol
district. The Vandana self-help group of Jamudi village has given the primary importance
to savings and social work. The group has inducted the destitute and helpless Rambai
Yadav, as one of its members.
She is blessed with six sons and
their responsibility is entirely
on her as her husband, Babulal
Yadav, was murdered on 1
January, 2013 by some
unknown assailants. Her
children are pursuing their
primary education.
According to members of the
Vandana SHG, they have
modified the rules of their
group, in accordance with
Rambai’s needs. The first
change is in weekly deposits i.e. while nine members of the group deposit Rs. 15 per
meeting, while Rambai deposits only Rs. 5. The second modification is related to loans
viz. every member has to return the loan with interest of Rs. 2, whereas Rambai is
eligible to return the loan without any interest.
Apart from this, after death of her husband, she was not allowed by the school teachers
to cook mid-day meal. With the help, discussion and support of the group, she is now
allowed to cook the mid-day meal. Today, from this work, she earns Rs. 1,000 per
month. With a large family to look after, Rambai always remains economically helpless.
To overcome this, members of her group help her from time-to-time, by providing rice
and clothes.
Vandana group of village Jamudi takes interest in regular meetings and transactions. In
this way, the Vandana SHG is a blessing in disguise for women like Rambai.
130
Annexure I
Sample for the Process Monitoring of MPSRLM (Quarter 3: District Shahdol)
SN District Block PFT Gram Panchayat Village
Sample
VO
surveyed
No. of
SHGs
No. of
sample SHGs
surveyed
1 Shahdol Sohagpur Chhatwai Baruka Nipaniya Yes 12
2 Shahdol Sohagpur Chhatwai Baruka Baruka Yes 7 1
3 Shahdol Sohagpur Chhatwai Bijauri Bijauri Yes 9
4 Shahdol Sohagpur Chhatwai Bijauri Bagaiha Yes 6 1
5 Shahdol Sohagpur Chhatwai Chanpa Kudri Yes 11 1
6 Shahdol Sohagpur Chhatwai Chhatwai Chhatwai Yes 26
7 Shahdol Sohagpur Chhatwai Kotma Kotma Yes 19
8 Shahdol Sohagpur Chhatwai Maiki Maiki Yes 14
9 Shahdol Sohagpur Chhatwai Nawalpur Nawalpur Yes 11 1
10 Shahdol Sohagpur Chhatwai Patasi Patasi Yes 12 1
11 Shahdol Sohagpur Chhatwai Pipariya Pipariya Yes 14
12 Shahdol Sohagpur Chhatwai Narwar Kunwarseja Yes 14
13 Shahdol Sohagpur Chhatwai Pongari Pongari Yes 17
14 Shahdol Sohagpur Chhatwai Sinduribharri Sinduri Yes 0 1
15 Shahdol Sohagpur Chhatwai Shyamdih Khurd Jarha Yes 5 1
16 Shahdol Sohagpur Chhatwai Shyamdih Khurd Shayamdih No 1 Yes 5 1
17 Shahdol Sohagpur Hardi No 32 Kathotiya Kathotiya Yes 25
18 Shahdol Sohagpur Hardi No 32 Kathotiya Amhatola Yes 14
19 Shahdol Sohagpur Hardi No 32 Bhamarha Bhamarha Yes 21
20 Shahdol Sohagpur Hardi No 32 Patkhai Patkhai Yes 22
21 Shahdol Sohagpur Hardi No 32 Khairha Khairha Yes 10
22 Shahdol Sohagpur Hardi No 32 Bhanpur Bhanpur Yes 7 1
23 Shahdol Sohagpur Hardi No 32 Bhanpur Dubha Yes 6 1
24 Shahdol Sohagpur Hardi No 32 Karuatal Nipaniya Yes 8 1
25 Shahdol Sohagpur Hardi No 32 Karuatal Sigudi Yes 7 1
26 Shahdol Sohagpur Hardi No 32 Keraha Keraha Yes 10 1
27 Shahdol Sohagpur Hardi No 32 Hardi 32 Hardi Yes 9 1
28 Shahdol Sohagpur Hardi No 32 Samatpur Kodwar Kala Yes 11
29 Shahdol Sohagpur Hardi No 32 Samatpur Kodwar Khurd Yes 4 1
30 Shahdol Sohagpur Hardi No 32 Samatpur Samatpur Yes 21
31 Shahdol Sohagpur Pachgaon Khamhariyakala Khamhariyakala Yes 9 1
32 Shahdol Sohagpur Pachgaon Khamhariyakala Khauhai Yes 3
33 Shahdol Sohagpur Pachgaon Majhgawan Majhgawan Yes 8 1
34 Shahdol Sohagpur Pachgaon Jugwari Jugwari Yes 13
131
SN District Block PFT Gram Panchayat Village
Sample
VO
surveyed
No. of
SHGs
No. of
sample SHGs
surveyed
35 Shahdol Sohagpur Pachgaon Jugwari Birhuliya Yes 4 1
36 Shahdol Sohagpur Pachgaon Bandhwabada Bandhwabada Yes 11
37 Shahdol Sohagpur Pachgaon Bandhwabada Chandaniya Khurd Yes 9 1
38 Shahdol Sohagpur Pachgaon Entajhar Entajhar Yes 7 1
39 Shahdol Sohagpur Pachgaon Entajhar Fatehpur Yes 7
40 Shahdol Sohagpur Pachgaon Padmaniya Khurd Padmaniya Khurd Yes 15
41 Shahdol Sohagpur Pachgaon Jodhpur Jodhpur Yes 10 1
42 Shahdol Sohagpur Pachgaon Chuniya Kathautiya Yes 15
43 Shahdol Sohagpur Pachgaon Kholhad Kholhad Yes 5 1
44 Shahdol Sohagpur Pachgaon Harratola Harratola Yes 7 1
45 Shahdol Sohagpur Pachgaon Harratola Chataha Yes 3
46 Shahdol Sohagpur Pachgaon Sinduri Chuniya Sinduri Yes 0
47 Shahdol Sohagpur Pachgaon Kelmaniya Kelmaniya Yes 21
48 Shahdol Sohagpur Lalpur Bodari Bodari Yes 16
49 Shahdol Sohagpur Lalpur Chhata Pipartara Yes 13
50 Shahdol Sohagpur Lalpur Dhanpura Dhanpura Yes 6 1
51 Shahdol Sohagpur Lalpur Dhanpura Dhanpuri Yes 12 1
52 Shahdol Sohagpur Lalpur Dhanpura Chauradih Yes 8 1
53 Shahdol Sohagpur Lalpur Gortara Gortara Yes 17 1
54 Shahdol Sohagpur Lalpur Gortara Jamua Yes 15
55 Shahdol Sohagpur Lalpur Harri Harri Yes 15
56 Shahdol Sohagpur Lalpur Harri Raipur Yes 5 1
57 Shahdol Sohagpur Lalpur Kalyanpur Kalyanpur Yes 13
58 Shahdol Sohagpur Lalpur Kalyanpur Koilari Yes 4 1
59 Shahdol Sohagpur Lalpur Jamui Jamui Yes 35
60 Shahdol Sohagpur Lalpur Udhiya Udhiya Yes 19
61 Shahdol Sohagpur Lalpur Padmaniya Kala Padmaniya Kala Yes 9 1
62 Shahdol Sohagpur Lalpur Nargi Nargi Yes 15
63 Shahdol Sohagpur Karkati Bartara Bartara Yes 25
64 Shahdol Sohagpur Karkati Dhamnikala Dhamnikala Yes 10
65 Shahdol Sohagpur Karkati Dhamnikala Dhamni Khurd Yes 5 1
66 Shahdol Sohagpur Karkati Dhamnikala Jawari Yes 13
67 Shahdol Sohagpur Karkati Lakhbariya Kudri Yes 11
68 Shahdol Sohagpur Karkati Arjhula Garruha Yes 8 1
69 Shahdol Sohagpur Karkati Dhanaura Turri Yes 5 1
70 Shahdol Sohagpur Karkati Bandikhurd Bandikhurd Yes 6 1
71 Shahdol Sohagpur Karkati Bandikhurd Baigin Yes 6 1
72 Shahdol Sohagpur Karkati Bamhauri Bamhauri Yes 12
73 Shahdol Sohagpur Karkati Bamhauri Garfandiya Yes 6
132
SN District Block PFT Gram Panchayat Village
Sample
VO
surveyed
No. of
SHGs
No. of
sample SHGs
surveyed
74 Shahdol Sohagpur Karkati Devgawan New Deogai Yes 8 1
75 Shahdol Sohagpur Karkati Gopalpur Ahigawan Yes 0
76 Shahdol Sohagpur Karkati Saraikanpa Saraikanpa Yes 13 1
77 Shahdol Sohagpur Karkati Karkati Karkati Yes 24 1
78 Shahdol Jaisinghnagar Aamdih Balaudi West Balaudi West Yes 9 1
79 Shahdol Jaisinghnagar Aamdih Bataudi Malouti Yes 8 1
80 Shahdol Jaisinghnagar Aamdih Bataudi Umar Khouhai Yes 8 1
81 Shahdol Jaisinghnagar Aamdih Chhuda Baherha Yes 9 1
82 Shahdol Jaisinghnagar Aamdih Chhuda Chhuda Yes 17
83 Shahdol Jaisinghnagar Aamdih Giruikhurd Bhattu Yes 6 1
84 Shahdol Jaisinghnagar Aamdih Jhiriya Jhiriya Yes 6 1
85 Shahdol Jaisinghnagar Aamdih Nagnaudi Nagnaudi Yes 15
86 Shahdol Jaisinghnagar Aamdih Pipri Pipri Yes 8 1
87 Shahdol Jaisinghnagar Aamdih Semra Semra Yes 13
88 Shahdol Jaisinghnagar Gopalpur Barna Nigai Yes 14
89 Shahdol Jaisinghnagar Gopalpur Barna Barna Yes 9 1
90 Shahdol Jaisinghnagar Gopalpur Basohara Basohara Yes 10 1
91 Shahdol Jaisinghnagar Gopalpur Gopalpur Gopalpur Yes 13
92 Shahdol Jaisinghnagar Gopalpur Jamuniha Naugai Yes 14
93 Shahdol Jaisinghnagar Gopalpur Jamuniha Jamuniha Yes 7 1
94 Shahdol Jaisinghnagar Gopalpur Jhara Jhara Yes 11 1
95 Shahdol Jaisinghnagar Gopalpur Lakhnauti Lakhnauti Yes 7 1
96 Shahdol Jaisinghnagar Gopalpur Lakhnauti Duari Yes 11 1
97 Shahdol Jaisinghnagar Gopalpur Masiyari Masiyari Yes 10 1
98 Shahdol Jaisinghnagar Gopalpur Mohni Mohni Yes 26
99 Shahdol Jaisinghnagar Amjhor Bhatigawan Khurd Bhatigawan Khurd Yes 11 1
100 Shahdol Jaisinghnagar Amjhor Bhatigawan Khurd Bhatigawa Kala Yes 8 1
101 Shahdol Jaisinghnagar Amjhor Chitrao Chitrao Yes 20
102 Shahdol Jaisinghnagar Amjhor Darain Darain Yes 11 1
103 Shahdol Jaisinghnagar Amjhor Daraudi Daraudi Yes 19
104 Shahdol Jaisinghnagar Amjhor Gajani Gajani Yes 12
105 Shahdol Jaisinghnagar Amjhor Gajwahi Keet Yes 9 1
106 Shahdol Jaisinghnagar Amjhor Gandhiya Gandhiya Yes 16
107 Shahdol Jaisinghnagar Amjhor Jagada Jagada Yes 10 1
108 Shahdol Jaisinghnagar Amjhor Mithi Mithi Yes 18
109 Shahdol Jaisinghnagar Amjhor Uchehra Naudhiya Yes 5 1
110 Shahdol Jaisinghnagar Amjhor Uchehra Uchehra Yes 2
111 Shahdol Jaisinghnagar Amjhor Lapri Lapri Yes 22
112 Shahdol Jaisinghnagar Kanadikhurd Binaika Basnagari Yes 16
133
SN District Block PFT Gram Panchayat Village
Sample
VO
surveyed
No. of
SHGs
No. of
sample SHGs
surveyed
113 Shahdol Jaisinghnagar Kanadikhurd Binaika Binaika Yes 18
114 Shahdol Jaisinghnagar Kanadikhurd Deori Deori Yes 13
115 Shahdol Jaisinghnagar Kanadikhurd Deori Barihai Yes 6 1
116 Shahdol Jaisinghnagar Kanadikhurd Girui Badi Girui Badi Yes 16
117 Shahdol Jaisinghnagar Kanadikhurd Kanadi Kala Kanadi Kala Yes 19
118 Shahdol Jaisinghnagar Kanadikhurd Kanadi Khurd Kanadi Khurd Yes 17 1
119 Shahdol Jaisinghnagar Kanadikhurd Kothigarh Nandana Yes 16
120 Shahdol Jaisinghnagar Kanadikhurd Tetka Bhurka Yes 6 1
121 Shahdol Jaisinghnagar Kanadikhurd Tetka Tetka Yes 16
122 Shahdol Jaisinghnagar Kanadikhurd Thengarha Thengarha Yes 18
123 Shahdol Jaisinghnagar Sidhi Podi Podi Yes 21
124 Shahdol Jaisinghnagar Sidhi Bansukli Bansukli Yes 18
125 Shahdol Jaisinghnagar Sidhi Bharri Bharri Yes 11 1
126 Shahdol Jaisinghnagar Sidhi Chhakta Chhakta Yes 9 1
127 Shahdol Jaisinghnagar Sidhi Chhaparatola Kudratola Yes 8 1
128 Shahdol Jaisinghnagar Sidhi Chhaparatola Chhaparatola Yes 14
129 Shahdol Jaisinghnagar Sidhi Jamudi Jamudi Yes 7 1
130 Shahdol Jaisinghnagar Sidhi Kudri 3 Kudri Yes 19
131 Shahdol Jaisinghnagar Sidhi Mahuatola Mahuatola Yes 12
132 Shahdol Jaisinghnagar Sidhi Mudariyatola Domhar Yes 10 1
133 Shahdol Jaisinghnagar Sidhi Mudariyatola Mudariyatola Yes 13
134 Shahdol Jaisinghnagar Sidhi Pahadiya Pahadiya Yes 11 1
135 Shahdol Jaisinghnagar Sidhi Rimar Rimar Yes 20
136 Shahdol Jaisinghnagar Sidhi Sidhi Sidhi Yes 17
137 Shahdol Jaisinghnagar Sidhi Nawatola Chandaura Yes 10 1
134
Annexure II
Survey Instruments
Annexure II (g) : Survey Instrument – VO Formation and Strengthening
135
Annexure II (G)
MPSRLM: PROCESS MONITORING – VO FORMATION AND STRENGTHENING
A. GENERAL INFORMATION lkekU; tkudkjh
A.1 Particulars fooj.k Name uke
i. District ftyk
ii. Block Cy‚d @ fodkl [k.M
iii. PFT ih ,Q Vh
iv. Gram Panchayat xzke iapk;r
v. Village xzke
vi. Name of VO Ogh- vks- dk uke
vii. Number of SHG membership in VO (in no)
Ogh- vks- esa ,l-,p-th- lnL;rk dh la[;k
Total_____ (a) A category_____ (b) B category_____
(c) C category_____ (d) D category_____
viii. GB Members in VO Ogh- vks- esa th-ch- lnL; Total ___ (a) SC___ (b) ST___ (c) OBC___ (d) Others___
ix. EC Members in VO Ogh- vks- esa bZ-lh- lnL; Total ___ (a) SC___ (b) ST___ (c) OBC___ (d) Others___
x. Date of Formation xBu fnukad dd /mm/yyyy
xi. Registration No. (if any)
A.2 Survey Date loZs fnukad dd /mm/yyyy
Start Time: Finish Time:
A.3 Survey Team loZs Vhe Name
i. Moderator / Facilitator
B. MEMBERS OF GROUP INTERVIEW B.1 Please fill up details of the members present in the FGD:
SN Name Name of SHG Position Age Sex
Social Group
Education Main
Occupation
CODE 1 CODE 2 M=1, F=2 CODE 3 CODE 4 CODE 5
1 2 3 4 5 6 7 8 9
01 02 03 04 05 06 07 08 09 10
CODE 1: VO President=1, VO Vice President=2, VO Secretary=3, VO Joint Secretary=4, VO Treasurer=5, VO Member=6, Other (specify___________________)=7
CODE 2: 18-45 yrs. = 1, 45-60 yrs. = 2, >60 yrs. = 3 CODE 3: SC=1, ST=2, OBC=3, General=4 CODE 4: Illiterate = 1, Knows how to read and write = 2, Primary School (1-5th) = 3, Middle School (6-8th) =
4, High School (9th/10th) = 5, Higher Secondary (11th/12th) = 6, Graduate = 7, Post Graduate = 8 CODE 5: No economic Activity = 1, Agriculture/Horticulture/Floriculture = 2, Other land based activities
(collection of honey, lac production, pisciculture) = 3, Local labour = 4, Migrant labour = 5, Traditional work/artisans = 6, Livestock rearing/Dairy = 7, Government Service = 8, Private Service = 9, Pensioner = 10, Small Business/Petty shop = 11, Microenterprise= 12, Skilled wage labour = 13, Forest produce (NTFP/MFP) = 14, Other (Specify_________________)=15
136
C. VO CONCEPT SEEDING xzke laxBu dh vo/kkj.kk dk chtjksi.k
SN Question Options Code SKIP
C.1 What need did you feel for VO formation?
Ogh- vks- ds xBu ds fy, vkius D;k vko’;drk
eglwl dh Fkh\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
C.2 How was the concept of VO seeded by
MPSRLM Team?
e/; çns’k jkT; xzkeh.k vkthfodk fe’ku ¼,e-ih-
,l-vkj-,y-,e-½ ny }kjk Ogh- vks- dh fopkj/kkjk
dk çR;kjksi.k dSls fd;k x;k Fkk\
[Multiple Response]
Note: Probe only, do not prompt
¼,d ls vf/kd mRrj laHko gSa½
uksV& ÑIk;k lgtrk ls iwNsa] çcq) u djsa
C.3* What was the purpose of VO formation? Ogh- vks- ds xBu dk D;k mn~ns’; Fkk\
[Multiple Response] ¼,d ls vf/kd mRrj laHko gSa½
C.4 Where did you have exposure visits to
understand the concept of VO?
Ogh- vks- dh fopkj/kkjk dks le>us ds fy, vkius
dgk ¡ ,Dlikstj foftV fd;k\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
,Dlikstj foftV ugha djk;k x;k No exposure visits conducted
1
ftys ds vUnj Within the same district 2
ftys ds ckgj Outside the district 3
jkT; ds ckgj Outside the State 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
137
D. FORMATION OF VO xzke laxBu dk xBu
SN Question Options Code SKIP
D.1 What is the number of VOs that exist in
your village?
vkids xk¡o esa fdrus Ogh- vks- gSa\
dksbZ ughaa None 1
,d One 2
,d ls vf/kd More than one 3
D.2 VO of your village belongs to:
vkidk Ogh- vks- fdl xk¡o ls lacfU/kr gS\
mlh xk¡o ls Same village 1
vU; xk¡o ls Other village 2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
D.3 What were the criteria followed
for formation of VO in your
village?
vkids xk¡o esa Ogh- vks- dk xBu fdl
vk/kkj ij gqvk\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
,d xk¡o esa de lss de 3 ,l-,p-th gksa At least with 3 SHGs in a village
1
,d xk¡o esa de lss de 4 ,l-,p-th gksa At least with 4 SHGs in a village
2
,d xk¡o esa de lss de 5 ,l-,p-th gksa
At least with 5 SHGs in a village
3
,l-,p-th- iaplw= dk ikyu dj jgs gksa SHGs are following Panch Sutra
4
,l-,p-th dh vk;q de ls de 3&4 ekg gks SHGs with minimum age of 3-4 months
5
lHkh ,l-,p-th lnL; Ogh- vks- cukus dh bPNk j[krs gksa All SHG members are willing to form VO
6
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
7
D.4 Who provided the training for VO
formation?
Ogh- vks- ds xBu ds fy, fdlus çf’k{k.k çnk;
fd;k\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
lh vkj ih jkmUM deZpkjh CRP round staff 1
lkeqnkf;d dkMj Community cadres 2
fe’ku Vhe Mission team 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.6 Are you aware of the name of your VO?
D;k vki vius Ogh- vks- dk uke tkurs gSa\
gk ¡a Yes 1
Ukgha No 2
D.7 Who are the Office Bearers of VO?
Ogh- vks- ds inkf/kdkjh dkSu gSa\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
v/;{k President 1
mik/;{k Vice President 2
lfpo Secretary 3
Lak;qDr lfpo Joint secretary 4
dks"kk/;{k Treasurer 5
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
6
D.8 Who did the selection of Office Bearers of
VO?
Ogh- vks- ds inkf/kdkfj;ksa dk p;u fdlus fd;k\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
dk;Zdkfj.kh lfefr Executive Committee 1
vke lHkk General Body 2
,e-ih-,l-vkj-,y-,e- ny MPSRLM Team 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
138
SN Question Options Code SKIP
D.9 Satisfaction with the selection process of Office Bearers inkf/kdkfj;ksa dh p;u çfØ;k ds çfr larq"Vrk
¼ ¼25%½ lnL;ksa ls de Less than ¼ (25%) members
1
¼ ¼25%½ lnL;ksa ls ½ ¼50%½ lnL;ksa ds e/;
Between ¼ (25%) to ½ (50%) members
2
½ ¼50%½ lnL;ksa ls ¾ ¼75%½ lnL;ksa ds e/;
Between ½ (50%) to ¾ (75%) members
3
¾ ¼75%½ lnL;ksa ls yxHkx leLr lnL;
Between ¾ (75%) to almost all members
4
leLr lnL; ¼100%½
All 100% members
5
D.10 Has your VO formulated any Bye laws / rules / norms?
D;k vkids Ogh- vks- us dksbZ fu;e@dkuwu@ekud cuk, gSa\
gk ¡a Yes 1
Ukgha No 2 Go to D.14
D.11 Type of Bye laws / rules
/ norms prepared by
the VO
Ogh- vks- ds }kjk cuk, x,
fu;e@dkuwu@ekudksa ds
çdkj
[Multiple Response]
Note: Probe only, do
not prompt
¼,d ls vf/kd mRrj laHko
gSa½
uksV& ÑIk;k lgtrk ls
iwNsa] çcq) u djsa
Ogh- vks- xBu@fuxeu ,oa dk;ksZa] bR;kfn ds laca/k esa
Formation / Incorporation, functions, etc. of the VO
1
lnL;rk fooj.k] ;ksX;rk ekin.M] ’kqYd] bR;kfn
Membership detail, eligibility criteria, fee, etc.
2
Ogh- vks- dh lajpuk Structure of the VO 3
inkf/kdkjh;ksa dk dk;Zdky] p;u@pquko çfØ;k] Hkwfedk ,oa
ftEesnkfj;k ¡] bR;kfn Office Bearers, tenure, selection / election
process, role and responsibilities, etc.
4
cSBd] cSBd dk;Zokgh fooj.k la/kkj.k] bR;kfn
Meetings, record keeping of minutes of the meetings, etc.
5
Yks[kk iqLrdksa dk la/kkj.k ,oa fofRr; çca/ku ç.kkyh Maintenance
of Books of Accounts and Financial Management System
6
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
7
D.12 Specify whether the VO
members are aware of Bye
laws / rules / norms?
Li"V djsa fd D;k Ogh- vks- ds
lnL;ksa dks dkuwu@fu;e@ekudksa
dh tkudkjh gS\
fdlh dks ughaa None 1
dsoy inkf/kdkfj;ksa dks Only Office Bearers 2
inkf/kdkfj;ksa ,oa dqN lnL;ksa dks
Office Bearers and a few members
3
leLr Ogh- vks- lnL;ksa dks ¼inkf/kdkjh lfEefyr½
All VO members (Office Bearers and other members)
4
D.13 Who formulated the Bye
laws / rules / norms of
VO?
Ogh- vks- ds dkuwu @ fu;e
@ ekud fdlus cuk,\
[Multiple Response]
¼,d ls vf/kd mRrj laHko
gSa½
dsoy fe’ku Vhe us Only Mission team 1
dsoy inkf/kdkfj;ksa us Only Office Bearers 2
inkf/kdkjh ,oa dqN Ogh- vks- lnL;ksa us Office Bearers and a few VO members
3
leLr Ogh- vks- lnL;ksa us ¼inkf/kdkjh lfEefyr½ All VO members (Office Bearers and other members)
4
dsoy fe’ku deZpkjh ,oa inkf/kdkfj;ksa us
Mission staff and Office Bearers
5
fe’ku deZpkjh ,oa leLr Ogh- vks- lnL;ksa us ¼inkf/kdkjh lfEefyr½ Mission staff and all VO members (incl. Office Bearers)
6
D.14* What are the main activities of VO?
Ogh- vks- dh eq[; xfrfof/k;k ¡ D;k gS\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
139
SN Question Options Code SKIP
D.15* What is the Meeting Process of VO?
Ogh- vks- dh cSBd çfØ;k D;k gS\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
D.19 Action taken against the member
absent in the meeting?
cSBd esa vuqifLFkr lnL; ds fo#/n
D;k dk;Zokgh dh tkrh gS\
;fn iwoZ esa tkudkjh nh gks rks dksbZ dk;Zokgh ugha
No action / punishment, if prior information
1
lnL; Lo lgk;rk lewg ls Li"Vhdj.k
Explanation sought from member SHG
2
lrdZ djrs gS Ikj dksbZ dk;Zokgh ugha djrs Warning but no action
3
Lo lgk;rk lewg ls tqekZuk fy;k tkrk gS
Fine from SHG
4
lnL; ls tqekZuk fy;k tkrk gS Fine from Member 5
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
6
D.20 Loan disbursement prioritization of SHGs?
+lewgksa dks _.k forj.k çkFkfedhdj.k dSls gksrk
gS\
,e lh ih vuqefr ds vk/kkj ij
Based on MCP approval
1
cxSj ,e lh ih vuqefr ds vk/kkj ij
Based on without MCP approval
2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
D.21 Loan repayment decided by?
_.k okilh dkSu r; djrk gS\
lnL; Lo lgk;rk lewg ds }kjk
By the member SHG (Taking the loan)
1
dk;Zdkfj.kh lfefr }kjk By EC members 2
cqd dhij }kjk By Book Keeper 3
fe’ku ny }kjk By Mission team 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
D.22 Action taken by VO if repayment is not
done as per schedule
’ksM;wy ds vuq#i vnk;xh u gksus ij Ogh- vks-
}kjk D;k dk;Zokgh dh tkrh gS\
lnL; Lo lgk;rk lewg ls Li"Vhdj.k
Explanation sought from member SHG
1
lrdZ djrs gS Ikj dksbZ dk;Zokgh ugha djrs Warning but no action
2
Lo lgk;rk lewg ls tqekZuk fy;k tkrk gS
Fine from SHG
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.25 Monthly Operating cost of VO:
Ogh- vks- dk ekfld lapkyu O;;
Cost head Amount jkf’k
A fdjk;k Rent
B ekuns; Honorarium
C ys[ku lkexzh Stationery
D ;k=k HkRRkk Conveyance
E Any other (Specify______________)
vU; ¼Li"V djsa -----------------------------------------------½
F Any other (Specify______________)
vU; ¼Li"V djsa -----------------------------------------------½
G Any other (Specify______________)
vU; ¼Li"V djsa -----------------------------------------------½
140
SN Question Options Code SKIP
D.26 How is the monthly operating cost
of VO met?
Ogh- vks- dk ekfld lapkyu O;; dSls
iwjk fd;k tkrk gS\
Ogh- vks- dh iwath ls
From the VO resources 1
,e-ih-,l-vkj-,y-,e- ls
Support from MPSRLM 2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½ 3
D.27 What is the annual interest
rate of loan charged by VO
from SHGs?
Ogh- vks- }kjk _.k ij D;k okf"kZd
C;kt nj lewgksa ls yh tkrh gS\
Interest rate C;kt nj
A CIF
B VRF
C Any other (Specify___________)
vU; ¼Li"V djsa ---------------------------------------½
D.28 Satisfaction with the loan interest rate?
+_.k C;kt nj ls larqf"V
gk ¡a Yes 1
Ukgha No 2
D.29 Who decided the interest rate
of VO?
Ogh- vks- dk C;kt nj dkSu r;
djrk gS\
Ogh- vks- cqd dhij VO Book Keeper 1
dk;Zdkfj.kh lfefr lnL; EC members 2
Ckkgjh lnL; Outsider (Non-VO member) 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.30 In the last 12 months,
loan repayment being
done as:
+fiNys 12 ekg esa _.k
okilh dSls gqbZ gS\
No. of SHGs
lewgksa dh la[;k
fu/kkZfjr ’ksM;wy ds vuqlkj As per the schedule decided
lnL; Lo lgk;rk lewgksa ds ikl miyC/k Q.M ds vuqlkj
As per availability of funds with the member SHG
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
D.31 Record / Book keeping done by?
fjdkMZ la/kkj.k@cqd dhfiax dk;Z dkSu djrk gS\
Ogh- vks- cqd dhij VO Book Keeper 1
dk;Zdkfj.kh lfefr lnL; EC members 2
Ckkgjh lnL; Outsider (Non-VO member) 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.32 Specify gender of the Book keeper
cqd dhij efgyk gS ;k iq#"k Li"V djsa
iq#"k Male 1
Ekfgyk Female 2
D.33 Specify literacy level of the Book Keeper?
cqd dhij dk ’kS{kf.kd Lrj Li"V djsa
çkFkfed Ldwy rd ¼1yh ls 5oha rd½
Up to Primary school (1st – 5th)
1
fefMy Ldwy rd ¼6oha ls 8oha rd½
Up to middle school (6th – 8th )
2
Lksds.Mjh Ldwy rd ¼9oha ls 10oha rd½
Up to secondary school (9th – 10th)
3
lhfu;j Lksds.Mjh Ldwy rd ¼11ohsa ls 12oha rd½
Up to senior secondary (11th – 12th)
4
Lukrd Graduate 5
LukrdksRrj Post graduate 6
D.34 Accounting system followed by the VO?
Ogh- vks- }kjk viukbZ tkus okyh ys[kk ç.kkyh
dkSu lh gS\
,dy ys[kk ç.kkyh Single Entry System 1
nksgjh ys[kk ç.kkyh Double Entry System 2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
141
SN Question Options Code SKIP
D.35 Who assisted the process for opening of
VO bank account?
Ogh- vks- ds cSad [kkrk [kskyus dh çfØ;k esa
fdlus lgk;rk çnk; dh\
fe’ku ny Mission team 1
Lkh-vkj-ih-@cqd dhij CRP / Book Keeper 2
Ogh-vks ds inkf/kdkjh VO Office Bearers 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.36 Knowledge of bank account
opening, deposit and withdrawal
process?
cSad [kkrk [kskyus] jkf’k tek ,oa fudklh
djus dh çfØ;k dh tkudkjh\
dsoy inkf/kdkfj;ksa dks Only office bearers 1
dk;Zdkfj.kh lfefr ds lnL;ksa dks ¼inkf/kdkjh lfEefyr½
All EC members (incl. office bearers)
2
dsoy fe’ku ny dks Only Mission Team 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.40 Awareness on roles and responsibilities of
Executive Committee of VO:
Ogh- vks- dh dk;Zdkfj.kh lfefr dh Hkwfedk ,oa
ftEesnkfj;ksa ds lacU/k esa tkx#drk
Ckgqr vPNk Very Good 1
vPNk Good 2
vkSlr lkekU; Average 3
vlarks"ktud Poor 4
vR;Ur vlarks"ktud Very Poor 5 ¼1½ u, lnL;ksa dks 'kkfey djuk ;k lewg lnL; dh lnL;rk jn~n djuk ¼2½ Ogh- vks- ds mn~ns'; ifjHkkf"kr djuk ,oa bUgs iwjk djus
gsrq j.kuhfr ;qDr ;kstuk cukuk ¼3½ v/kZokf"kZd vFkok@,oa okf"kZd vk/kkj ij lewgksa dh xzsfMax rFkk lewgksa esa Lo;a xzsfMax dh çfØ;k
çksRlkfgr djuk ¼4½ Ogh- vks- ds fofRr; ysunsu] CktV] dk;ZØe ,oa inkf/kdkfj;ksa dh miyfC/k;ksa dk fu;fer #i ls leh{kk o eqY;kadu
djuk ¼5½ Ogh- vks- dks ç'kklfud fu;e o uSfrd ekudrkvksa ds vk/kkj ij lapkfyr djuk ¼6½ foRr ykecUn,oa çcU/ku djuk ¼7½ lewg
}kjk fn, tkus okys 'kqYd@Mksus'ku@lgHkkfxrk r; djuk ¼8½ vko';drk ds vuq#i milfefr;ksa dk fuekZ.k] iquZlaxBu djuk rFkk
lq/kkj ,oa lnL; ifjorZu djuk ¼9½ inkf/kdkfj;ksa dks dkuwuh MkdqesUV ,oa fofRr; eqn~nks ij gLrk{kj dk vf/kdkj çnk; djuk
¼10½ vko';drk ds vuq#i çfrfuf/k ukekafdr djuk ¼11½ okf"kZd dk;Z;kstuk cukuk ,oa vuqdksnu gsrq vke lHkk dks vf/kÑr djuk
¼12½ lwphc/n pkVZsM vdkmVasV ls okf"kZd vkfMV djokdj vke lHkk ls vuqeksnu
(i) To enroll new member(s) and /or terminate the membership of SHG members, (ii) To define objectives of VO and
setting up strategic plan to achieve it, (iii) Grading of SHGs on half yearly and/or yearly basis and promote self-grading
in SHGs, (iv) To review and evaluate the financial transactions, budget and programs of VO on a regular basis and
performance of office bearers, (v) To run VO as per administrative rules and ethical norms, (vi) To undertake fund
mobilization & management, (vii) To decide membership fees/donation/contribution to be given by SHGs, (viii) To form
and reorganize the sub-committees as per requirement and dissolution of the sub-committees or removal or any
member, (ix) To authorize office bearers for signing in legal documents and account related matters, (x) To nominate
representatives as per the requirement (xi) To prepare Annual Action Plan and recommend to GB for approval, (xii)
Annual Audit of VO by empanelled CA and get approval by GB.
Code: Awareness of more than 10 roles & responsibilities=1; Between 7-10 roles & responsibilities=2; Between 5-7
roles & responsibilities=3; Between 3-5 roles & responsibilities=4; Less than 3 roles & responsibilities=5
D.52* Specify reason why all members of all SHGs in
the village are not GB members?
Xkk ¡o ds leLr Lo lgk;rk lewgkas ds leLr lnL; Ogh-
vks- ds vke lHkk lnL; D;ks ughaa gS\ dkj.k Li"V djsa
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
142
SN Question Options Code SKIP
D.53 Awareness on roles and responsibilities of
General Body of VO:
Ogh- vks- ds vke lHkk lnL; dh Hkwfedk ,oa
ftEesnkfj;ksa ds lacU/k esa tkx#drk
Ckgqr vPNk Very Good 1
vPNk Good 2
vkSlr lkekU; Average 3
vlarks"ktud Poor 4
vR;Ur vlarks"ktud Very Poor 5
¼1½ dk;Zdkfj.kh lfefr ds lnL;ksa dk p;u@pquko ¼2½ dk;Zdkfj.kh lfefr }kjk rS;kj okf"kZd dk;Z;kstuk@ctV dk vuqeksnu ¼3½ Ogh-
vks- ds fu;e o dkuwuksa esa la'kks/ku ,oa vuqeksnu ¼4½ Ogh- vks- dh fufrxr ;kstuk ,oa fotu nLrkost dk vuqeksnu ¼5½ lwphc/n vkMhVj
ds p;u ,oa vkfMV çfrosnu ij ppkZ ,oa vuqeksnu ¼6½ okf"kZd O;; dk iquZfufj{k.k ,oa vuqeksnu
(i) Selection / Election of Executive Committee Members, (ii) Approval of Annual Action Plan / Budget prepared by the
Executive Committee (iii) Approval and amendments of Byelaws and norms of VO (iv) Approval of Vision Document and
Strategic Plan of VO (v) Discussion and approval of selection of empanelled auditor and audited statements of the VO
(vi) Review of annual expenditure and approval
Code: Awareness of more than 5 roles & responsibilities=1; Between 4-5 roles & responsibilities=2; Between 3-4
roles & responsibilities=3; Between 2-3 roles & responsibilities=4; less than 2 roles & responsibilities=5
D.61 Have there been any sub-committees formed in your VO?
D;k vkids Ogh- vks- esa dksbZ milfefr;k ¡ cukbZ xbZ gSa\
gk ¡a Yes 1
Ukgha No 2 Go to D.66
D.62 How are the Sub Committees
of VO formed?
Ogh- vks- dh milfefr;k¡ dSls cukbZ
xbZ\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- esa milfefr;ksa dh t+#jr ij ppkZ
Discussion within VO regarding the need
1
milfefr;ksa ds lnL;ksa dk p;u
Selection of members of sub-committees
2
milfefr;ksa dh xfrfof/k;ksa dks ifjHkkf’kr djuk
Defining activities of sub-committees
3
milfefr;ksa dh Ogh- vks- dks fjiksfVax ç.kkyh dks ifjHkkf’kr
djuk
Defining reporting system of sub-committees to VO
4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
D.63 At what stage are sub-committees
formed?
fdl Lrj ij milfefr;k ¡ cukbZ xbZ\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- dh vo/kkj.kk ds chtjksi.k ds le; ij At the time of VO Concept Seeding
1
Ogh- vks- ds xBu ds le; ij At the time of VO formation
2
Ogh- vks- ds l’kfDrdj.k ds le; ij At the time of VO Strengthening
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.64 What were the triggers for formation of
sub-committees of VO?
Ogh- vks- dh milfefr;k ¡ cukus ds ewy dkj.k
D;k Fks\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
vko’;drk eglwl dh xbZ Felt need 1 ,e-ih-,l-vkj-,y-,e- ny }kjk vfuok;Z
Professed by MPSRLM team 2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
143
SN Question Options Code SKIP
D.65 Description
of different
types of Sub
Committees
of VO:
Ogh- vks- dh
fofHkUu
milfefr;ksa
dk fooj.k
Types of sub-committees
milfefr;ksa ds çdkj Y=1, N=2
gk a
ugha
Training
(Y=1, N=2)
çf’k{k.k
gk a ugha
Functional
(Y=1, N=2)
gk a ugha
Tasks
Undertaken*
fd, x, dk;Z*
SHG monitoring Sub Committee ,l-,p-th e‚uhVfjax milfefr
Bank Linkages & Repayment Sub Committee cSad fyadst ,oa _.k olwyh milfefr
Social Mobilization Sub Committee Lkkekftd ykecanh milfefr
Social Action Sub Committee Lkkekftd dk;Z milfefr
Any other (Specify___________)
vU; ¼Li"V djsa ----------------------------------------½
* ,l ,p th e uhVfjax milfefr & ¼1½ ;g lqfuf’pr djuk fd vius lHkh lewg iaplw= dk ikyu djsa vkSj mudh xfrfof/k;ksa dks
e‚uhVj djuk ¼2½ ;g lqfuf’pr djuk fd lewg }kjk _.k jkf’k dk mi;ksx ,e-lh-ih- esa ftØ dh xbZ xfrfof/k;ksa ds fy, gks jgk gS ¼3½
lewg ds fy, çf’k{k.k vko’;drk vkadyu
cSad fyadst ,oa _.k olwyh milfefr & ¼1½ lewg ,oa cSad ds e/; lsrq dk dk;Z djuk ¼2½ cSad fyadst] cSad [kkrk [kskyus ,oa çcaf/kr
djus] lh vkbZ ,Q o cSad _.k okilh lacf/kr eqn~nksa dks lqy>kuk
lkekftd ykecanh milfefr & ¼1½ NwV x, xjhcksa dh igpku dj mUgs ekscykbt djuk ¼2½ xk¡o ds y{; ifjiw.kZ djus gsrq ç;kljr
jguk ¼3½ lnL;ksa gsrq vko’;d çf’k{k.k dk;ZØe vk;ksftr djuk
lkekftd dk;Z milfefr & ¼1½ xk¡o esa lkekftd fo'kerk ij dk;Z dh igy djuk ¼2½ lkekftd leL;kvksa ds lek/kku ds fy, eqn~ns
dks lqy>kus gsrq leqfpr ç;kl ¼3½ efgykvksa ls lacf/kr eqnnksa dk vkdyu ,oa xk¡o dh okf"kZd ts.Mj LVsVl fjiksVZ çdkf’kr djuk
* SHG monitoring Sub Committee: (i) To ensure that all our SHGs are following the Panchsutras and also monitor their
activities, (ii) To ensure that SHGs are utilizing the loan amount for the activities mentioned in the MCP, (iii) Conduct
training need assessment for the SHGs.
Bank Linkages & Repayment Sub Committee: (i) Acts as an interface between the SHGs and the banks, (ii) Resolves
issues related to bank linkages, account opening/management, bank loan and CIF repayment.
Social Mobilization Sub Committee: (i) Identifies and mobilizes the left out poor families, (ii) progressing towards
saturation of the village and (iii) organizes necessary training programmes for the members.
Social Action Sub Committee: (i) Takes initiatives to address social discrimination in villages, (ii) Diagnose social
problems and take suitable measures to resolve the issues, (iii) Assesses issues related to women and publishes an
annual Gender Status Report of village.
D.66 Literacy level of the VO President?
Ogh- vks- v/;{k dk ’kS{kf.kd Lrj\
vf’kf{kr Illiterate 1
çkFkfed Ldwy rd ¼1yh ls 5oha rd½
Up to Primary school (1st – 5th)
2
fefMy Ldwy rd ¼6oha ls 8oha rd½
Up to middle school (6th – 8th )
3
Lksds.Mjh Ldwy rd ¼9oha ls 10oha rd½
Up to secondary school (9th – 10th)
4
lhfu;j Lksds.Mjh Ldwy rd ¼11ohsa ls 12oha rd½
Up to senior secondary (11th – 12th)
5
lhfu;j Lksds.Mjh Ldwy ls vf/kd
Above senior secondary
6
144
SN Question Options Code SKIP
D.67 Literacy level of the VO Secretary?
Ogh- vks- lfpo dk ’kS{kf.kd Lrj\
vf’kf{kr Illiterate 1
çkFkfed Ldwy rd ¼1yh ls 5oha rd½
Up to Primary school (1st – 5th)
2
fefMy Ldwy rd ¼6oha ls 8oha rd½
Up to middle school (6th – 8th )
3
Lksds.Mjh Ldwy rd ¼9oha ls 10oha rd½
Up to secondary school (9th – 10th)
4
lhfu;j Lksds.Mjh Ldwy rd ¼11ohsa ls 12oha rd½
Up to senior secondary (11th – 12th)
5
lhfu;j Lksds.Mjh Ldwy ls vf/kd
Above senior secondary
6
D.68 Literacy level of the VO Treasurer?
Ogh- vks- dks"kk?;{k dk ’kS{kf.kd Lrj\
vf’kf{kr Illiterate 1
çkFkfed Ldwy rd ¼1yh ls 5oha rd½
Up to Primary school (1st – 5th)
2
fefMy Ldwy rd ¼6oha ls 8oha rd½
Up to middle school (6th – 8th )
3
Lksds.Mjh Ldwy rd ¼9oha ls 10oha rd½
Up to secondary school (9th – 10th)
4
lhfu;j Lksds.Mjh Ldwy rd ¼11ohsa ls 12oha rd½
Up to senior secondary (11th – 12th)
5
lhfu;j Lksds.Mjh Ldwy ls vf/kd
Above senior secondary
6
D.69 Has any conflict occurred within your VO?
D;k vkids Ogh- vks- esa dksbZ fookn gqvk\
gk ¡a Yes 1
Ukgha No 2 Go to D.71
D.70 How are conflicts within the VO resolved?
vkids Ogh- vks- esa okn&fookn dk fuiVkjk dSls
gksrk gS\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Lo;a vke lHkk lnL; }kjk
By the GB members themselves
1
Lo;a dk;Zdkfj.kh lfefr lnL; }kjk
By the EC members themselves
2
inkf/kdkfj;ksa }kjk By the Office Bearers 3
fe’ku ny }kjk By the Mission Team 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
D.71 Social issues addressed by VO:
Ogh-vks- }kjk fdu lkekftd eqn~nks ij dk;Z
fd;k tk jgk gS\
LokLFk; ds eqn~ns ij Health 1
ikuh ,oa LkkQ&LkQkbZ ds eqn~nksa ij
Water and Sanitation
2
f’k{kk ds eqn~ns ij Education 3
'kjkc dh yr ds eqn~ns ij Alcoholism 4
ngst ds eqn~ns ij Dowry 5
va/kfo'okl ds eqn~ns ij Superstition 6
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
7
145
SN Question Options Code SKIP
D.72 What are the different aspects of
Member SHGs reviewed by VO?
Ogh- vks- }kjk lnL; Lo lgk;rk lewgksa ds
dkSu ls fofHkUu igyqvksa dk iquZfufj{k.k
fd;k tkrk gS\ [Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ikaplw=ksa dk ikyu
Following Panchsutra 1
forj.k mn~ns’; ds vuq#i _.k dk mi;ksx Use of loan as per disbursement purpose
2
_.k okilh nj
Loan repayment rate 3
vfr xjhc lnL;ksa gsrq çkFkfedhdj.k dks egRRo nsuk
Prioritization preferences for POP, etc. 4
Lo lgk;rk lewg }kjk lkekftd eqnnks ij dk;Z
SHG addressing social issues 5
Lo lgk;rk lewg }kjk fy, x, fu.kZ;ksa dk vuqlj.k Following decisions taken by SHG
6
vUrjfookn fuiVkjk Conflict resolution
7
fofRr; vuq’kklu ,oa ikjnf’kZrk Financial transparency and discipline
8
fu.kZ; çfØ;k esa ikjnf’kZrk Transparency in decision making process
9
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
10
146
E. STRENGTHENING OF VO xzke laxBu dk l’kfDrdj.k
SN Question Options Code SKIP
E.1 Where was the training provided to
the VO by MPSRLM team?
,e-ih-,l-vkj-,y-,e- }kjk Ogh- vks- dks dgk ¡
çf’k{k.k fn;k x;k Fkk\ [Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
dksbZ çf’k{k.k çnk; ugha fd;k x;k
No training provided
1 Go to E.4
ftys ds vUnj Within the same district 2
ftys ds ckgj Outside the district 3
jkT; ds ckgj Outside the State 4
E.2 Who provided the training on GB/EC meeting
process and norms, maintenance of books of
accounts and MCP?
vke lHkk@dk;Zdkfj.kh lfefr ds cSBd çfØ;k ,oa
ukElZ] ,elhih o ys[kk la/kkj.k fo"k; ij fdlus
çf’k{k.k çnk; fd;k\ [Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Lkh vkj ih vfHk;ku deZpkjh
CRP round staff
1
lkeqnkf;d dkMj Community cadres 2
fe’ku ny Mission team 3
Any other (Specify_______________)
vU; ¼Li"V djsa -----------------------------------------------½
4
E.3 Types of training provided by
MPSRLM team to strengthen VO?
Ogh- vks- dks etcwr djus gsrq ,e-ih-,l-
vkj-,y-,e- }kjk fdl çdkj dk çf’k{k.k
çnk; fd;k x;k\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- ladYiuk ,oa çca/ku VO concept and management
1
,e-lh-ih- fuekZ.k ,oa vkadyu
MCP preparation and appraisal 2
Ogh- vks- ds [kkrksa ,oa ys[kk dk la/kkj.k VO Accounts and Book Keeping
3
Ogh- vks- ,e vkbZ ,l
VO MIS 4
Tsk.Mj ,oa lkekftd lekos’k Gender and Social Inclusion
5
ih vkbZ ih
PIP 6
Lkkeqnkf;d Hk.Mkj.k
Community Procurement 7
milfefr dh Hkwfedk ,oa ftEesnkfj;k ¡
Roles and responsibilities of Sub Committees 8
,l-,p-th- xzsfMax ,oa vkfMV SHG Grading and audit
9
okf"kZd Iykfuax ,oa ctfVax Annual planning and budgeting
10
xousZl ,oa tokcnsgh Governance and Accountability
11
,Dlikstj foftV dk mn~ns’; fu/kkZj.k Objective setting of Exposure visits
12
fofRr; çca/ku Financial Management
13
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
14
E.8* Type of assistance to member SHGs from VO for?
lnL; Lolgk;rk lewgksa dks Ogh- vks- fdl çdkj dh
lgk;rk çnku djrk gS\ [Multiple Response] ¼,d ls vf/kd mRrj laHko gSa½
147
SN Question Options Code SKIP
E.9 Awareness of VO members towards:
fuEu ds lanHkZ esa Ogh-vks- lnL;ksa dh tkx#drk
Yes
gk¡
No
ughaa
A Savings cpr 1 2
B RF 1 2
C CIF 1 2
D VRF 1 2
E Bank Loan cSad _.k 1 2
E.14 Assessment of SHGs for CIF
Lkh vkbZ ,Q ds fy, ,l-,p-th- dk
vkadyu
Ikaplw=ksa dk ikyu
Following Panchsutra 1
lewgksa dh xzsfMax
Grading of SHGs
2
,e lh ih esa xfrfof/k;ksa dk çkFkfefddj.k
Prioritization of activities in MCP
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
E.15 Assessment of SHGs for VRF
oh vkj ,Q ds fy, ,l-,p-th- dk
vkadyu
lewg dh Js.kh ¼A/B/C/D½
Type of SHG category (A/B/C/D) 1
lewg lnL;ksa dh dh Js.kh ¼A/B/C/D½
Category of SHG members
2
lewg lnL;ksa ds ifjokjksa esa Hksn ~; ¼fo/kok] fodykax]
bR;kfn½ lnL;ksa dh mifLFfr
Presence of vulnerable members (widow,
disabled, etc.) in families of SHG members
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
E.16 Distribution pattern of fund among
member SHGs?
lnL; Lolgk;rk lewgksa ds e/; jkf’k
forj.k dk D;k rjhdk gS\
,elhih ds vuqlkj mi;ksx ,oa forj.k
Distributed and used as per the MCP
1
leLr lnL;ksa ds e/; leku #i ls forfjr
Equally distributed amongst all members (SHGs)
2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
E.17 Use pattern of fund among member
SHGs?
lnL; Lolgk;rk lewgksa ds e/; jkf’k
mi;ksx djus dk D;k rjhdk gS\
leLr lnL; Lolgk;rk lewgksa ds }kjk mi;ksx
Used by all member SHGs
1
Dsoy dqN lnL; Lolgk;rk lewgksa ds }kjk mi;ksx
Used by only a few member SHGs
2
lnL; Lolgk;rk lewgksa dh vko’;drk] vkdfLed
t#jr o çkFkfedhdj.k ds vuq#i forj.k
Distributed as per the urgency and
prioritization of needs of the member SHGs
3
,elhih ds vuqlkj As per MCP 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
148
SN Question Options Code SKIP
E.20 What are the Principles of Good Governance of VO? Ogh- vks- ds lq’kklu dk
fl/nkUr D;k gS\ [Multiple Response] Note: Probe only, do not prompt ¼,d ls vf/kd mRrj laHko gSa½
uksV& ÑIk;k lgtrk ls iwNsa]
çcq) u djsa
leLr dk;Zdkfj.kh lfefr lnL;ksa }kjk lgHkkxh fu.kZ; ysuk
Participatory decision making by all EC members 1
leLr vke lHkk lnL;ksa }kjk lgHkkxh fu.kZ; ysuk
Participatory decision making by all GB members 2
fl/nkUr mn~ns’; ,oa ewY;ksa ds vuq#i dk;Z djuk
Functioning in accordance with principles, objectives and value
3
iwath ;k dks"k çca/ku esa ikjnf’kZrk Transparency in fund management
4
Iknkf/kdkfj;ksa] lkeqnkf;d dkMj] lnL;ksa o çksQs’kuyksa dh
ftEesnkjh iw.kZ dk;Z ç.kkyh Responsible functioning of office bearers, community
cadre, community professionals and members
5
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
6
E.21 Social Audit of VO done by:
Ogh- vks- dk lks’ky vkfMV fdlds }kjk
fd;k x;k\
,e ih ,l vkj ,y ,e ny MPSRLM Team 1
dk;Zdkfj.kh lfefr lnL; EC Members 2
vke lfefr lnL; GB Members 3
ckgjh ,tsUlh External Agency 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
E.22 Convergence of VO activities in:
D;k Ogh- vks- dh xfrfof/k;ksa esa
dUotsZUl fd;k x;k\
[Multiple Response] ¼,d ls vf/kd mRrj laHko gSa½
dksbZ ughaa None 1
LokLFk; {ks= Health Sector
f’k{kk {ks= Education Sector 2
vkthfodk {ks= ¼mnkgj.kr% Ñf’k] Ik'kqikyu] bR;kfn½
Livelihood Sector (e.g. Agriculture, Animal
Husbandry, etc.)
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
149
Responses to the following questions are to be recorded following observation and review of the
VO records:
SN Question Options Code SKIP
D.5 What was the age of
member SHGs on formation
date of VO?
Ogh- vks- dh xBu fnukad dks
lnL; lewgksa dh vk;q fdruh
Fkh\
Options No. of SHGs
lewgksa dh la[;k
3 ekg ls de Less than 3 months
3 ls 6 ekg ds e/; Between 3 to 6 months
6 ls 9 ekg ds e/; Between 6 to 9 months
9 ls 12 ekg ds e/; Between 9 to 12 months
12 ekg ls vf/kd More than 12 months
D.16 How the membership fee of
member SHGs decided?
Ogh- vks- ds lnL; lewgksa dk
lnL;rk ’kqYd dSls r; fd;k
tkrk gS\
dsoy Ogh- vks- inkf/kdkfj;ksa }kjk By VO Office Bearers 1
leLr Ogh- vks- lnL;ksa ¼inkf/kdkjh lfEefyr½ dh lgefr ls By the consent of all VO members (incl. Office Bearers)
2
vfr xjhc lnL; ,l-,p-th- dh {kerk ds vuqlkj
As per capacity of POP SHG
3
,e-ih-,l-vkj-,y-,e- ny }kjk By MPSRLM team 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
D.17 Monthly saving deposits per member
SHG?
çR;sd lnL; Lo lgk;rk lewg Ogh- vks- esa
fdruh ekfld cpr tek djrk gS\
INR 10-25 10&25 #i, 1
INR 26-50 26&50 #i, 2
INR 51-100 51&100 #i, 3
More than INR 100 100 #i, ls vf/kd 4
D.18 How are the monthly savings
from member SHGs
decided?
Ogh- vks- ds lnL; lewgksa dh
ekfld cpr dSls r; dh tkrh
gS\
dsoy Ogh- vks- inkf/kdkfj;ksa }kjk By VO Office Bearers 1
leLr Ogh- vks- lnL;ksa ¼inkf/kdkjh lfEefyr½ dh lgefr ls By the consent of all VO members (incl. Office Bearers)
2
vfr xjhc lnL; ,l-,p-th- dh {kerk ds vuqlkj
As per capacity of POP SHG
3
,e-ih-,l-vkj-,y-,e-ny }kjk By MPSRLM team 4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
D.23 Number of SHGs against which action has been taken
for repayment in not done as per schedule
,l ,p th dh la[;k ftuds’ksM;wy ds vuq#i vnk;xh u gksus
ij fdrus lewgksa ds fo#) dk;Zokgh dh xbZ\
No. of SHGs____________
lewgksa dh la[;k --------------------
D.24 Amount with VO: Ogh- vks- dh jkf’k Amount jkf’k
A uxn Cash-in-hand
B cSad [kkrs esa In Bank A/c
D.37 Who are the Executive
Committee members of
VO?
Ogh- vks- dh dk;Zdkfj.kh lfefr
ds lnL; dkSu gSa\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Xkk ¡o ds leLr lewgksa ds v/;{k
Presidents of all SHGs in the village
1
Xkk ¡o ds leLr lewgksa ds lfpo
Secretaries of all SHGs in the village
2
Xkk ¡o ds leLr lewgksa ds nks ukfer lnL; Any two
nominated representatives from all SHGs in village
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
150
SN Question Options Code SKIP
D.38 Tenure of Executive Committee members?
dk;Zdkfj.kh lfefr lnL;ksa dk dk;Zdky\
1 Year 1 o"kZ 1
2 Years 2 o"kZ 2
3 Years 3 o"kZ 3
4 Years 4 o"kZ 4
5 Years 5 o"kZ 5
More than 5 Years 5 o"kZ ls vf/kd 6
D.39 How many times have the EC members
been selected / elected after formation of
VO?
Ogh- vks- ds xBu ds Ik’pkr fdruh ckj dk;Zdkfj.kh
lfefr lnL;ksa dk p;u@pquko gks pqdk gS\
,d ckj Once 1
nks ckj Twice 2
Rkhu ckj Thrice 3
Pkkj ckj Four times 4
Pkkj ckj ls vf/kd More than Five Times 5
D.41 What is the frequency of meeting of
Executive Committee?
dk;Zdkfj.kh lfefr dh cSBd dk vUrjky D;k
gS\
15 fnol ds vUrjky ij Fortnightly 1
ekfld Monthly 2
=Sekfld Quarterly 3
N%ekfld Half yearly 4
D.42 How many times was the Executive
Committee meeting held in the last 12
months?
foxr 12 ekg esa fdruh ckj dk;Zdkfj.kh lfefr
dh cSBd gqbZ gS\
,d ckj Once 1
nks ckj Twice 2
Rkhu ckj Thrice 3
Pkkj ckj Four times 4
Pkkj ckj ls vf/kd More than four Times 5
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
6
D.43 Attendance of EC meetings held in last 12
months:
fiNys 12 ekg esa laiUu dk;Zdkfj.kh lfefr
cSBdksa esa mifLFkfr\
100% 1
Between 80-100% 80%&100% ds e/; 2
Between 60-80% 60%&80% ds e/; 3
Between 40-60% 40%&60% ds e/; 4
Less than 40% 40% lss de 5
D.44 Venue for conduct of EC
meeting?
dk;Zdkfj.kh lfefr dh cSBd dk
LFky\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- dk;kZy; VO office 1
cqd dhij ds ?kj ij House of Book Keeper 2
Go to D.46
inkf/kdkjh;ksa ds ?kj ij House of Office Bearers 3
Lkkeqnkf;d gky@Hkou ¼Ldwy] vkaxuokM+h] LokLF; dsUnz]
iapk;r Hkou] bR;kfn½
Community Halls / Buildings (e.g. School, Anganwadi,
Health Centre, Panchayat Bhawan, etc.)
4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
D.45 What is the type VO Office? Ogh- vks- dk;kZy; fdl çdkj dk
gS
dk;kZy; gsrq fdjk;k Ogh- vks- vnk djrk gS
Rented house (rent paid by the VO) 1
dk;kZy; gsrq fdjk;k Ikfj;kstuk vnk djrh gS
Rented house (rent paid by the Project) 2
Lkkeqnkf;d Hkou] ’kkldh; foHkkx }kjk çnk; fd;k x;k
Community Building (provided by Govt. Department) 3
Lkkeqnkf;d Hkou] xzkeh.kksa }kjk çnk; fd;k x;k Community Building (provided by villagers)
4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
151
SN Question Options Code SKIP
D.46 Who calls the EC meeting?
dk;Zdkfj.kh lfefr dh cSBd dkSu cqykrk gS\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
inkf/kdkjh Office Bearers 1
Lkh vkj ih CRPs 2
,e-ih-,l-vkj-,y-,e- ny MPSRLM team 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.47 How is the agenda of EC meeting
decided?
dk;Zdkfj.kh lfefr dh cSBd dk ,tsUMk dSls
r; fd;k tkrk gS\ [Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- }kjk By the VO itself 1
Lkh vkj ih }kjk By the CRPs 2
,e-ih-,l-vkj-,y-,e-ny }kjk
By MPSRLM team
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.48 Was the recent Executive Committee meeting conducted as
per the agenda?
D;k fiNyh dk;Zdkfj.kh lfefr dh cSBd dk lapkyu ,tsUMk ds
vuq#i gqvk Fkk\
gk ¡a Yes 1
Ukgha No 2
D.49 Are all the agenda points minutised properly?
D;k ,tsUMk ds leLr fcUnqvksa dks dk;Zokgh fooj.k esa leqfpr rjhds
ls la/kkfjr fd;k tkrk gS\
gk ¡a Yes 1
Ukgha No 2
D.50 Is tallying of cash book, ledger and bank pass book (Savings
and loan account) taken up during the EC meeting?
D;k dk;Zdkfj.kh lfefr dh cSBd ds nkSjku dS’k cqd ystj ,oa cSad
ikl cqd ¼cpr ,oa _.k [kkrk½ dk fglkc fdrkc fy;k tkrk gS\
gk ¡a Yes 1
Ukgha No 2
D.51 Who are the General Body members of VO?
Ogh- vks- ds vke lHkk lnL; dkSu gS\ Xkka¡o ds leLr lewgksa ds leLr lnL;
All members of all SHGs in village
1 Go to D.53
Xkk ¡o ds dqN lewgksa ds leLr lnL;
All members of few SHGs in village
2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
D.54 What is the frequency of General Body
meeting?
vke lHkk dh cSBd fdl vUrjky ij gksrh gS\
dHkh ughaa None 1
ekfld Monthly 2
=Sekfld Quarterly 3
v/kZ okf"kZd Half yearly 4
okf"kZd Yearly 5
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
6
D.55 How many times has the General Body
meeting been held since the inception of
the VO?
Ogh- vks- dh ’kq#okr ls vc rd fdruh ckj vke
lHkk cSBd gks pqdh gS\
,d ckj Once 1
nks ckj Twice 2
nks ckj ls vf/kd More than 2 times 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
D.56 Who decides the GB agenda?
vke lHkk cSBd dk ,tsUMk dkSu r; djrk gS\
Lo;a Ogh- vks- }kjk By the VO itself 1
Lkh-vkj-ih- }kjk By the CRPs 2
,e-ih-,l-vkj-,y-,e- ny }kjk
By MPSRLM team
3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
152
SN Question Options Code SKIP
D.57 Was the recent General Body meeting conducted as per the agenda?
fiNyh vke lHkk cSBd dk lapkyu D;k ,tsUMk ds vuq#i gqvk Fkk\
gk ¡a Yes 1
Ukgha No 2
D.58 Are all the agenda points minutised properly?
D;k ,tsUMk ds leLr fcUnqvksa dk dk;Zokgh fooj.k esa leqfpr rjhds ls la/kkj.k
fd;k tkrk gS\
gk ¡a Yes 1
Ukgha No 2
D.59 Attendance of GB meetings held in last 12
months
fiNys 12 ekg esa laiUu vke lHkk cSBdksa esa
mifLFkfr\
100% 1
Between 80-100% 80%&100% ds e/; 2
Between 60-80% 60%&80% ds e/; 3
Between 40-60% 40%&60% ds e/; 4
Less than 40% 40% lss de 5
D.60 Venue for conduct of GB
meeting?
vke lHkk cSBd dk LFky\
[Multiple Response]
¼,d ls vf/kd mRrj laHko gSa½
Ogh- vks- dk;kZy; VO office 1
cqd dhij ds ?kj ij House of Book Keeper 2
inkf/kdkjh;ksa ds ?kj ij House of Office Bearers 3
Lkkeqnkf;d gky@Hkou ¼Ldwy] vkaxuokM+h] LokLF; dsUnz] iapk;r
Hkou] bR;kfn½
Community Halls / Buildings (e.g. School, Anganwadi,
Health Centre, Panchayat Bhawan, etc.)
4
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
5
153
SN Question Options Code SKIP
E.4 Specify regarding introduction of the
following:
uhps fn, x, vfHkys[kksa ds ifjp; ds lanHkZ esa
Li"Vhdj.k
Not
introduced
Ikfjfpr ugha
Introduced but
partly updated
Ikfjfpr fdUrq
vkaf’kd #i ls
viMsV
Introduced
and up to date
Ikfjfpr ,oa iw.kZ
#i ls vi Vw MsV
A Meeting registers of GB and EC
dk;Zdkfj.kh lfefr ,oa vke lfefr ds cSBd
jftLVj
1 2 3
B Cash Book dS’k cqd 1 2 3
C General Ledger ystj cqd 1 2 3
D Stock Register LVkd jftLVj 1 2 3
G Membership register and details of
share purchased by members
lnL;rk jftLVj ,oa lnL;ksa }kjk Ø; fd,
x, ’ks;j dk fooj.k
1 2 3
H Annual Progress Report
okf"kZd çxfr çfrosnu
1 2 3
J Annual Audit Report
okf"kZd vkfMV fjiksVZ
1 2 3
K Annual Action Plan and Annual Budget
okf"kZd dk;Z ;kstuk ,oa okf"kZd ctV
1 2 3
L Monthly MIS and Progress Report
ekfld ,e vkb ,l ,oa çxfr çfrosnu
1 2 3
M Staffing details with Bio-data
deZpkjh fooj.k ,oa ck;ksMkVk
1 2 3
N Other relevant documents, vouchers,
registers, etc. (Specify_____________)
vU; lacfU/kr MkdqesUV okmpj ,oa jftLVj
¼Li"V djsa -----------------------------------------------½
1 2 3
E.5 Frequency of update of records /
books of accounts by Book Keeper?
Ckqd dhij }kjk fjdkMZ ,oa ys[kk iqLrdksa dks
viMsV djus fd vkof̀Rr\
viMsV ugha djrs Not updated 1
iUnzg fnol ds vUnj Fortnightly 2
ekfld Monthly 3
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
4
E.6 When are the records / books of
accounts updated?
fjdkMZ ,oa ys[kk iqLrdksa dks viMsV dc
fd;k tkrk gS\
cSBd ds nkSjku During the meeting 1
cSBd ds Ik’pkr After the meeting 2
Any other (Specify________________)
vU; ¼Li"V djsa -----------------------------------------------½
3
E.7 Frequency of review records / books of accounts by:
fuEu ds }kjk fjdkMZ ,oa ys[kk iqLrdksa ds iquZfufj{k.k dh vkof̀Rr
Frequency*
vkof̀Rr*
A Office Bearers and EC of VO Ogh-vks ds inkf/kdkjh ,oa dk;Zdkfj.kh lfefr
B Master Book Keepers ekLVj Ckqd dhij
C Mission team fe’ku ny
D Any other vU; (Specify Li"V djsa ______________________)
* Not updated = 1, Fortnightly = 2, Monthly = 3, Quarterly = 4, Half Yearly = 5, Annually = 6 Any other
(Specify_____________________) = 7
viMsV ugha djrs¾1] iUnzg fnol ds vUnj¾2] ekfld¾3] =Sekfld¾4] v/kZokf’kZd¾5] okf’kZd¾6] vU; ¼Li"V djsa -----------
------------------------------------½¾7
154
SN Question Options Code SKIP
E.10 Dates of MCP:
,e lh ih dh fnukad
Option Date
Dose 1 Dose 2 Dose 3
A ,l ,p th ls çkIr Received from SHG
B ih ,Q Vh dks Hksth xbZ Sent to PFT
C vuqeksfnr Approved
E.11 Number of MCPs rejected / asked for revision by VOs
Ogh- vks- }kjk fujLr@iquZlq/kkj djus gsrq,e-lh-ih- dh la[;k
la[;k-----------------------
Number___________
E.12 Disbursement route of CIF?
CIF dk Hkqxrku fdl ek/;e ls gksrk gS\
Lolgk;rk lewgksa dks çR;{k #i ls Direct to SHGs 1
Ogh- vks- }kjk Through VO 2
lh-,y-,Q- }kjk Through CLF 3
E.13 How many SHGs have received CIF through rotation?
fdrus lewgksa us jksVslu ds ek/;e ls lh vkbZ ,Q çkIr fd;k gS\
la[;k-----------------------
Number___________
E.18 Current status various VO
funds:
Ogh- vks- dh iwaft;ksa dh orZeku
fLFkfr
Amount
Received
from Mission
fe’ku ls çkIr
jkf’k
Amount
Disbursed
to SHGs
lewgksa dks
forfjr jkf’k
Due receivable
till date from
SHGs
lewgksa ls orZeku
frfFk rd çkIr
gksus ;ksX; jkf’k
Due received till
date from SHGs
lewgksa ls orZeku
frfFk rd çkIr gks
pqdh jkf’k
Amount
outstanding
’ks"k jkf’k
A CIF Lkh vkbZ ,Q
B VRF oh vkj ,Q
C VO Start-up fund
Ogh- vks- LVkVZ&vi Q.M
D Any other vU; (Specify
Li"V djsa ___________)
E.19 Dates and fund / amount Requested vkosfnr Sanctioned
vuqeksfnr
Disbursed to SHGs
lewgksa dks forfjr
Date
fnukad
Amount
jkf’k
Date
fnukad
Amount
jkf’k
Date
fnukad
Amount
jkf’k
A CIF 1st Dose
Lkh vkbZ ,Q 1yh Mkst+
B CIF 2nd Dose
Lkh vkbZ ,Q 2jh Mkst+
C CIF 3rd Dose
Lkh vkbZ ,Q 3jh Mkst+
D VRF 1st Dose
oh vkj ,Q 1yh Mkst+
E VRF 2nd Dose
oh vkj ,Q 2jh Mkst+
F VRF 3rd Dose
oh vkj ,Q 3jh Mkst+
G VO Start-up fund
Ogh- vks- LVkVZ&vi Q.M
H Any other vU; (Specify
Li"V djsa ___________)
155
Annexure III
Quality Control and Management This section presents the framework adopted for quality control and management of the
deliverables prepared as part of the Process Monitoring of MPSRLM.
A3.1 Framework for Quality Management of deliverables
InsPIRE has an in-house quality control management framework ‘ANTARA4’ and a
‘Project Management Unit (PMU)’ to keep a check and control on timely submission of
all project deliverables. The communication and data management team provided direct
support for quality check for all project processes. Also, the Project Management Unit
circulated the deliverables for internal scrutiny, and this exercise helped to maintain the
quality of all deliverables such as reports, success stories and policy documents.
Apart from this, the team developed “Qualitative and Quantitative Review Protocols”
and followed these to maintain consistency and follow an evidence-based approach to
identify the findings on a factual basis.
A3.2 Qualitative Survey Protocols
During the process of qualitative data collection, the following steps of the protocol were
adopted for quality control on the data collection process.
Careful note taking during an interview is critical. Hence, a person was dedicated only to
note taking. Note taking was undertaken in a format finalized in consultation with the
client, so that the flow of the notes is same across all the interviews / stakeholders. Each
interview and focus group discussion was individually written up, and contained
identifying information including the time and place of the interview, the subjects covered,
the persons providing information, the field team members conducting and documenting
that interview, and other relevant information. Formats which can assist in this
documentation process as well as to support data analysis and synthesis were also
developed.
The documentation expert set aside time immediately after every activity to review
what they had written as this was likely needed to be edited, expanded or explanatory
comments added. If too much time passes before the notes are reviewed and refined, it
will become more difficult to make sense of or follow up on any partial, confusing or
contradictory information and valuable information will be lost forever. Hence, it was
also recommended that after going back from the field, the team will dedicate quality
time for sharing notes and give feedback on important findings that seem to be
emerging and the additional questions that the team needs to ask to better understand
these findings. The team was also guided to discuss what has gone well and what is
missing.
4 Through ANTARA, a team of professionals and communication experts from the PMU manages day-to-day project activities and project deliverables (including technical and financial reports). It has significant contribution for managing key documents which InsPIRE produces as deliverables of projects funded by the Government, bi-laterals and multi-laterals.
156
While taking notes, the documentation expert focused first and foremost on
documenting the key points being made, using as much of the informant’s own language
as possible. It may have become necessary to paraphrase especially long responses, but
endeavour was made to capture in full quotes and the most important statements made
by the informant. The expert also indicated in the notes the topics where there was an
especially heated discussion or strong agreement or disagreement.
The analysis of qualitative information did not only look for the major themes that cut
across groups, but also at the key insights that might have been shared by only one
person. While analyzing, different aspects and contextual themes were considered to
build theories around the broad areas of: Context, Internal Consistency, Frequency,
Extensiveness, Intensity and Specificity.
A3.3 Quantitative Data Collection Protocols
During the process of quantitative data collection, the following steps of the protocol
were adopted for quality control on the data collection process:
Data Editing – After field editing, questionnaires were returned to the main survey
office for data processing. The processing operation consists of office editing, coding
of ‘other’ category – open ended questions, data entry, and editing inconsistencies
identified by the computer programs.
Figure A3.1: Overview of Quality Control Mechanism during Evaluation
Data Scrutiny – The office scrutiny was done by a team which included the
investigators who had participated in training. While in scrutiny, an attempt was
made to scrutinize schedules in a manner to make it easy to be entered as per the
programme.
Initiating Evaluation work Adherence to Research / Sampling Design
During Field work
Spot Check and Observation
Back Check
Re interviews
During/After Field work
Data Editing
Data Scrutiny
Data Coding
After Field work
Data Entry
Data cleaning
50 %
20 %
As required
Data Validation
Ensuring 99.98% accuracy
- Validity check - Range check Submission of cleaned data set
157
Data Entry – The data entry and validation work of the survey was handled by
either using MS Excel.
Data Cleaning – Once the data was stored in the computer, the next task was to
eliminate the more obvious errors that may have occurred during the data
collection, coding and input stages. An edit program was specified, with a set of
instructions for the computer package used that automatically examined, and drew
attention to, any record that appeared to have an error in it.
Data Analysis Plan – The data analysis / tabulation plan was prepared by the team
members, in consultation with the advisory etam. The tabulation plan was finalized
in consultation with the client. The required tables for quantitative data collected
were then generated using the latest version of analysis software. A content analysis
format was developed for interviews and qualitative components of the study. This
process eventually helped in integrating the report at project level.
Ensuring Data Check – It was ensured that all data checks i.e. a) validation check, b)
range check and c) consistency checks were in place to provide accurate, complete
and consistent information.
Validity check: Validity check ensured that the record identifiers, invalid
characters, and values have been accounted for; essential fields have been
completed (e.g.: no quantity field is left blank where a number is required).
Range checks: All data was tested for range check to ensure that all data fields
containing information fall within a specified range.
Consistency checks: The data entry programme was developed in such a way
that it had built-in checks to ensure data consistency. These checks may not have
eliminated all the errors introduced during the data collection, coding and data
input phases, but certainly minimized the errors.