Andhra Pradesh

Rural Inclusive Growth

Project

Project Implementation Plan

Society for Elimination of Rural Poverty (SERP)

Department of PR & Rural Development
 Government of Andhra Pradesh
th
4 Floor, Hermitage Office Complex, Hill Fort Road,
Hyderabad 500004, Andhra Pradesh.

Contents
1 Introduction...........................................................................................................................................17
1.1 Andhra Pradesh – A Brief Profile......................................................................................................17
1.2 Incidence and Characteristics of Poverty in Andhra Pradesh...........................................................19
1.3 Social Inclusion and Rural Poverty Reduction in AP – Key Interventions, Impacts and Lessons.......28
1.4 Indira Kranthi Pratham (IKP)............................................................................................................30
1.5 Key Lessons Learnt............................................................................................................................38
1.6 Poverty Reduction – A New Vision and Strategy..............................................................................40
1.7 Enabling an Inclusive Investment Ecosystem...................................................................................40

2 The Project Design....................................................................................................................... 45

2.1 Project Development Objective........................................................................................................45
2.2 Key Performance Indicators..............................................................................................................45
2.3 Project Scope and Strategy..............................................................................................................46
2.4 Target Population.............................................................................................................................46
2.5 Project Area......................................................................................................................................46
2.6 Selection of Project Districts and Mandals.......................................................................................47
2.7 Project Components.........................................................................................................................47
2.8 Project Costs.....................................................................................................................................51

3 Value Chain Development through Producer Organisations..........................................................52

3.1 Situational Analysis..........................................................................................................................52
3.2 Value Chain Development through Producer Organizations............................................................55
3.3 Sub-Component: Rural Value Chains................................................................................................57
3.4 Sequencing of Activities....................................................................................................................62
3.5 Outputs.............................................................................................................................................63
3.6 Roll Out and Phasing........................................................................................................................64
3.7 Sub-Component: Rural Retail Chain / Social Enterprises..................................................................65
3.8 Implementation Arrangements........................................................................................................75
3.9 Project Area......................................................................................................................................79
3.10 Component Phasing and Roll out Strategies...............................................................................79
3.11 Finance.........................................................................................................................................81

4 Component 2: Human Development............................................................................................82

4.1 Introduction......................................................................................................................................82
4.2 Rationale:.........................................................................................................................................84
 4.3 HD project design.............................................................................................................................85
4.4 Project Approach..............................................................................................................................87
4.5 Expected Impacts.............................................................................................................................88
4.6 Key Outcomes...................................................................................................................................88
4.7 Key Outputs......................................................................................................................................89
4.8 Components.....................................................................................................................................90
Technical assistance to develop and roll out an integrated MIS..............................................................109
4.9 Program Management...................................................................................................................114
Monitoring and evaluation......................................................................................................................116

5 Component 3: Social Protection and Access to Entitlements.......................................................121

5.1 Situation Analysis...........................................................................................................................121
5.2 Existing Programs...........................................................................................................................121
5.3 Previous Initiatives of SERP............................................................................................................123
5.4 Lessons Learnt................................................................................................................................130
5.5 Project Sub-Components................................................................................................................130
5.6 Sub-component 1: Last mile delivery of services and entitlements...............................................132
5.7 Sub-component 2: Access to productive safety nets......................................................................164
5.8 Sub-component 3: Access to Vulnerability Services.......................................................................170

6 Component 4: ICT and Partnerships........................................................................................... 208

6.1 Objectives of ICT Component.........................................................................................................208
6.2 Outcomes of the ICT component....................................................................................................208
6.3 Outputs...........................................................................................................................................208
6.4 The subcomponents in ICT are:......................................................................................................208
6.5 Review of past ICT efforts at SERP..................................................................................................209
6.6 IT Strategy and Approach...............................................................................................................211
6.7 Sub Component: ICT Project Management & Advisory Services - Technical Assistance:...............212
6.8 Redesign & integration of existing Applications - The transformation of existing SHG centric &
Support & Administration service applications - integration with non-SHG applications and SN
application...............................................................................................................................................214
6.9 Redesign & integration of existing Applications - The transformation of existing non-SHG groups
and Household centric & information bureau services and data analytics – integration with SHG
applications and SN application..............................................................................................................215
6.10 Redesign & integration of existing Sthree Nidhi Applications - The transformation of existing
Sthree Nidhi applications and integration with non-SHG groups and Household centric & information
bureau services and data analytics..........................................................................................................216
6.11 Sub Component I - ICT for Value Chain Development through Producer Organizations...........221
6.12 Sub Component II - ICT for Human Development......................................................................224
6.13 Convergence of common beneficiary information in MCTS, Bangaru Talli, JSY, MCP
Card&“Maarpu” – social empowerment mission....................................................................................224
6.14 Sub Component III - ICT for Social Development, Safety Nets & Entitlements..........................233
6.15 The Human resources for the component.................................................................................238
7 Component 5: Project Implementation Support.........................................................................240
7.1 Monitoring, Evaluation and Learning Systems...............................................................................240
7.2 Governance and Accountability.....................................................................................................241
7.3 Knowledge Management...............................................................................................................241
7.4 Financial Management..................................................................................................................242
7.5 Procurement Management............................................................................................................242

8 Overall Implementation Arrangements......................................................................................243

8.1 Governance and Management Framework under APRIGP............................................................243
8.2 Arrangements to enable sharing of key staff for both states.........................................................243
8.3 Competency assessment for sourcing staff from SERP..................................................................244
8.4 Organization Structure...................................................................................................................244

9 Knowledge Management and Communications..........................................................................246

9.1 Objectives of Knowledge Management and Communications (KMC)...........................................247
9.2 Knowledge Management Strategies..............................................................................................247
9.3 Communication Strategy................................................................................................................249
9.4 Implementation Arrangements......................................................................................................251

10 Financial Management System.................................................................................................. 255

10.1 Objectives..................................................................................................................................255
10.2 Implementation Arrangements.................................................................................................255
10.3 Fund flow arrangements..........................................................................................................256
10.4 Sub- Project Agreements...........................................................................................................257
10.5 Staffing......................................................................................................................................258
10.6 Audit Arrangements..................................................................................................................259
10.7 Financial Reporting....................................................................................................................259
10.8 Disbursement Arrangements.....................................................................................................259
10.9 External Audit............................................................................................................................260

11 Procurement Arrangements....................................................................................................... 261

12 Strategy for Environment Management Framework...................................................................268

12.1 Introduction...............................................................................................................................268
12.2 Legal and Regulatory Framework for APRIG Project.................................................................269
12.3 Applicability of EMF to APRIGP Components - Environment Impact of Activities under APRIGP
and Environment Friendly Alternatives....................................................................................................279
12.4 Component 1: Value Chain Enhancement through Producer Organizations:...........................280
12.5 Component 2- Human Development.........................................................................................289
12.6 Component 4 – TA, ICT and Partnerships:.................................................................................294
12.7 EMF Implementation Arrangements.........................................................................................296
12.8 Institutional Arrangements for Implementation of EMF:..........................................................300
12.9 Monitoring Strategy:.................................................................................................................302
 12.10 Capacity Building Plan:..............................................................................................................304
12.11 Time Line....................................................................................................................................307
12.12 Budget Estimate (tentative):.....................................................................................................308

13 Monitoring, Evaluation and Learning Framework.......................................................................309

13.1 Background................................................................................................................................309
13.2 Objective of proposed MEL System for APRIGP.........................................................................311
13.3 Key Activities of proposed MEL in APRIGP:................................................................................313
13.4 ICT Management Information System.......................................................................................313
13.5 ICT Based Data Analytics...........................................................................................................313
13.6 Learning and Research Fund for MEL at SERP...........................................................................315
13.7 Knowledge Management & Communications...........................................................................325
13.8 Institutional Arrangements.......................................................................................................325
13.9 Knowledge Management and Communication.........................................................................326
13.10 Project Costs..............................................................................................................................326

14 Governance and Accountability (GAC) in APRIGP.......................................................................329

14.1 Introduction...............................................................................................................................329
14.2 Applied GAC components in SERP and the learnings................................................................330
14.3 GAC framework in APRIGP.........................................................................................................333
14.4 Activities undertaken in the design stage..................................................................................336
14.5 GAC activities proposed in the implementation stage..............................................................337
14.6 Implications for APRIGP component..........................................................................................340

15 Risks and Risk Mitigation........................................................................................................... 341

15.1 State Bifurcation........................................................................................................................341
15.2 Convergence with Govt Departments.......................................................................................342
15.3 Multi-sectoral nature of project interventions..........................................................................342
15.4 Partnerships with the private and social enterprise sector.......................................................342
15.5 Linkages with Local Government Institutions............................................................................343

16 Chapter..................................................................................................................................... 344

ANNEXURES....................................................................................................................................... 344
16.1 Social Inclusion in Institution Building Component...................................................................344
16.2 SHG Bank-Linkage (BL) and Interest Subvention.......................................................................348
16.3 Evolution of CIFSP from LEAP Processes....................................................................................353
16.4 MKSP..........................................................................................................................................354
16.5 List of Mandals in Andhra region targeted for APRIGP (2013-18) Version 1 (12-12-13)........356
16.6 Detailing of Seed Treatment......................................................................................................361
16.7 Managing soil fertility...............................................................................................................361
16.8 Insects, pests and disease management...................................................................................361
16.9 Dairy..........................................................................................................................................363
16.10 Paddy Value Chain.....................................................................................................................374
16.11 Poultry.......................................................................................................................................394
16.12 Red Gram...................................................................................................................................403
16.13 Small Ruminants........................................................................................................................424
16.14 Cashew Value chain...................................................................................................................434
16.15 Coffee value Chain.....................................................................................................................445
16.16 Fisheries Value chain.................................................................................................................458
16.9 Turmeric value chain.................................................................................................................482
16.10 Case Study: ORVAKAL................................................................................................................501
16.11 Results Framework: Rural Retail Chain......................................................................................502
16.12 Survey Format............................................................................................................................503
16.13 Nutrition Products.....................................................................................................................504
16.14 Information Centre Innovation..................................................................................................506
16.15 Roles and Responsibilities of Cluster Teams: RRC......................................................................509
16.16 Roles and Responsibilities of District Team: RRC (Enterprises)..................................................510
16.24 Ghanpur- Utnoor Plan....................................................................................................................511
16.17 Land...........................................................................................................................................538
16.18 Agencies for Implementation : Persons with Disability.............................................................539
16.19 Time Frame: Unnathi.................................................................................................................545
16.20 Sthree Nidhi Output...................................................................................................................546
Project Design & Institutional Set Up.......................................................................................................548
16.21 Audit Manual.............................................................................................................................550
16.22 Summary of Adam Smith International’s GAC Review..............................................................555
16.23 GAC Measures in RIGP...............................................................................................................559
16.24 Governance and Accountability Performance Benchmarks......................................................561
16.25 Result framework for Governance and Accountability..............................................................562
16.26 Key findings for ICDS Study........................................................................................................563
16.27 Sant Gadge Baba Gram Swachhata Abhiyaan, Government of Maharashtra...........................566
 List of Tables:
Table 1 Selected Indicators of Human Development across Southern States of
India...................................................................................................................22

Table 2- Access to services for SC/ST Households (Census 2011)...................................24

Table 3 Non-Institutional Debt for each size class of holding in Andhra Pradesh:
2003...................................................................................................................26

Table 4 Nutritional Status of Children 2005-06...............................................................27

Table 5 IKP Progress as on March 2014............................................................................33

Table 6 Social Category wise SHGs Members up to 2013-14..........................................35

Table 7 Schemes of SERP on Livelihoods, Human Development and Social

Security:.............................................................................................................43

Table 8 Overall Coverage of Mandals under APRIGP......................................................47

Table 9: Productivity..........................................................................................................53

Table 10: Projected Impact Value chains...........................................................................56

Table 11: Roll Out and Phasing..........................................................................................64

Table 12:Rollout & phasing...............................................................................................74

Table 13: Mandal distribution............................................................................................79

Table 14: WASH Activities with Timeline.........................................................................98

Table 15: Subject to review..............................................................................................108

Table 16 Unnathi 2013-14................................................................................................125

Table 17: Basic & Full Services-OSS..............................................................................148

Table 18: Phasing.............................................................................................................148

Table 19: Infrastucture- OSS............................................................................................149

Table 20: CSP Viability....................................................................................................151

Table 21 Roll Out.............................................................................................................158

Table 22: PoP households are still excluded from many entitlements for united
Andhra.............................................................................................................160

Table 23 Tarining Details.................................................................................................162

Table 24 Training to Staff.................................................................................................162

Table 25: Unnathi target for the first 2 years....................................................................163

Table 26 Roll Out.............................................................................................................163

Table 27: Unnathi Costing for 5 years.............................................................................164

Table 28 SC/ST Land inventory data in respect of 300 mandals of united Andhra
.........................................................................................................................165

Table 29 School Dropout and out of school Data for combined state..............................170

Table 30 Roll Out............................................................................................................187

Table 31 Financing Plan...................................................................................................189

Table 32 CMRS Intervention Statistics(Combined AP)...................................................193

Table 33 Roll Out Plan Year 1..........................................................................................205

Table 34 Roll Out Plan Year 2..........................................................................................205

Table 35 Financial Indicators...........................................................................................206

Table 36 SERP ICT Modules...........................................................................................209

Table 37 Component IV Cost Estimates..........................................................................220

Table 38 Component 1 Cost Estimates............................................................................223

Table 39 Component II Cost Estimates............................................................................231

Table 40 Component III Cost Estimates..........................................................................235

Table 41 Cost Estimation Year Wise for All Components...............................................237

Table 42 KMC Statewise..................................................................................................253

Table 43 APRIGP Budget (Values in Rs Lakhs)..............................................................254

Table 44 Cost and Means of Verification.........................................................................255

Table 49 Legal and Regulatory Framework applicable for APRIG.................................269

Table 50 EMF APRIGP....................................................................................................279

Table 51 EMF for Agriculture Commodity Value Chain.................................................282

Table 52 Environmental Issues and Best Practices..........................................................283

Table 53 Environmental Issues and Best practices in Livestock.....................................285

Table 54 KRuSHE Enterprises Products.........................................................................286

Table 55 Environment Guidelines for Processing and Value Addition of Farm
Products...........................................................................................................287

Table 56 Environment Guidelines for Manufacture of Non Farm products....................288

Table 57 Environment Guidelines for Rural Retail Chains: KRuSHE Marts..................289

Table 58 Subcomponent and Applicability of EMF.........................................................290

Table 59 Environment Guidelines for Nutrition Cum Day Care Centers (NDCCs)
and Community Kitchens................................................................................291

Table 60 Environment Guidelines for Nutrition Gardens................................................292

Table 61 Environment Guidelines for Construction of IHHL.........................................292

Table 62 Environment Guidelines for Ensuring and Monitoring Safe Drinking

Water Supply...................................................................................................293

Table 63 Critical Enviornmental Issues...........................................................................294

Table 64 VPG and EMF Responsibility...........................................................................301

Table 65 Monitoring EMF Implementation.....................................................................302

Table 66 Monitoring Indicators........................................................................................304

Table 67 APRIG EMF Implementation Time line...........................................................307

Table 68 Budget Estimate................................................................................................308

Table 69 Manpower Requirement for MEL....................................................................328

Table 70 Governance and Accountability........................................................................334

Table 71: Paddy Farmers..................................................................................................381

Table 72: Comparison of AP state fishermen community profile with India...................459

Table 73: District wise profile of fishermen community in the project area....................459

Table 74: Assumption Table for Dry Fish Output Calculations.......................................465

Table 75: Assumption Table for Wet Fish Output Calculations.......................................468

Table 76: Summary Table of Phase wise roll out.............................................................473

Table 77: Year wise roll out plan......................................................................................474

Table 78: Fishery Value Chain Commodity Team Roles..................................................477

Table 79: Fishery Value Chain Multi-Disciplinary Spear Head Team Roles..................477
Table 80: Summary Table of Technical Agencies required for Fishery Value Chain
.........................................................................................................................478

Table 81: Summary Table of Convergence with Govt. Departments for Fishery
Value Chain.....................................................................................................479

Table 82: Summary Table of activities to be financed in Fishery Value Chain................479

Table 83:Area under turmeric cultivation and turmeric farmers in Andhra Pradesh
.........................................................................................................................487

Table 84:Project Factoid...................................................................................................491

 List of Figures/Pictures
Picture 1 AP Map (Political)..............................................................................................17

Figure 2: Districtwise SC distribution................................................................................18

Figure 3: Districtwise ST distribution................................................................................19

Figure 4 Sectoral GSDP Growth Rates at Constant (2004-05) prices:..............................20

Figure 5 Sectoral Growth Rates at Constant (2004-05) prices..........................................20

Figure 6 Bottom Mandals in AP.........................................................................................21

Figure 7 Malnourishment in Children................................................................................22

Figure 8: PoP Survey.........................................................................................................25

Figure 9 Evolution of SERP...............................................................................................31

Figure 10 Social Mobilization and CBO Structure at SERP..............................................34

Figure 11: Phasing Plan......................................................................................................80

Figure 12:The design and approach...................................................................................86

Figure 13: Pathways of change..........................................................................................86

Figure 14:Roll out plan......................................................................................................91

Figure 15: Wash Cycle.......................................................................................................96

Figure 16 Evolution of Insurance.....................................................................................127

Figure 17: SERP's Land Access Model............................................................................128

Figure 18: A Village Level Entrepreneur at work in Stree Nidhi Kiosk..........................134

Figure 19: Solar panel established at the Kiosk...............................................................135

Figure 20 Gender & Grievance Redressal.......................................................................139

Figure 21 Number of trainings to be conducted in two years to different categories

of people..........................................................................................................177

Figure 22 Status of entitlements in a remote tribal village (D.solamula)........................179

Figure 23 Assessing Entitlements....................................................................................188

Figure 24 Strategy............................................................................................................190

Figure 25 Detailed Strategic Framework.........................................................................196

Figure 26 Proposed Activities..........................................................................................198

Figure 27 Overall Institutional arrangement and Process flow........................................202

Figure 28 Institutional Arrangement: at SPMU level......................................................203

Figure 29 Implementation Arrangement at DPMU Level................................................204

Figure 30 ICT Workflow..................................................................................................212

Figure 31 Organogram.....................................................................................................239

Figure 32 Governance and Management Framework under APRIGP.............................243

Figure 33 Organogram.....................................................................................................245

Figure 34 KM(C) Cycle...................................................................................................246

Figure 35 Communication Flow......................................................................................249

Figure 36 Greening Rural Inclusiv Growth.....................................................................299

Figure 37 EMF Implementation Arrangements...............................................................300

Figure 38 MEL Organogram............................................................................................328

Figure 39 Good Governance............................................................................................330

Figure 40 Roadmap for developing GAC Framework in APRIGP:................................335

Figure 41 LEAP Process- CIFSP.....................................................................................354

Figure 42 Segments of the LEAP process........................................................................354

Figure 43- Figure showing project areas of paddy in Andhra pradesh............................381

Figure 44 - HR structure of Paddy value chain................................................................382

Figure 45: Dry Fish Output Description..........................................................................465

Figure 46: Wet Fish Output Description..........................................................................468

Figure 47: HR Structure for Fishery Value Chain...........................................................476

Figure 48 World Wide Production....................................................................................482

Figure 49 State-wise Production......................................................................................482

Figure 50 District wise production...................................................................................483

Figure 51: Map showing potential area of turmeric cultivation.......................................487

Figure 52 Waterfall chart showing incremental income due to each successive

intervention......................................................................................................489

Figure 53: HR structure....................................................................................................491

Table 54: Financial plan for five years.............................................................................493
 List of Abbreviations

AABY AamAdmiBimaYojana
ANC Ante Natal Care
AP Andhra Pradesh
ASHA Accredited Social Health Activist
AWW Angan Wadi Worker
BC Business Correspondent
BMCU Bulk Milk Cooling Unit
BP Banking Partnership
CA Cluster Activist
CBO Community Based Organisation
CC Community Coordinator
CDD Community Driven Development
CEO Chief Executive Officer
CGAP Consultative Group to Assist Poor
CGG Centre for Good Governance
CIF Community Investment Fund
CKC Community KRuSHE Consultant
CMES Community Managed Education Services
CMSA Community Managed Sustainable Agriculture
COO Chief Operating Officer
CRP Community Resource Person
CSO Civil Society Organisation
CSP Customer Service Point
DPM District Project Manager
DRDA District Rural Development Authority
DSS Decision Support System
EBT Electronic Benefit Transactions
ECE Early Child hood Education
EMF Environment Management Framework
FFC Family and food center
FFS Farmer Field School
FLWs Front Line Workers
FMCG Fast Moving Consumer Goods
FPO Farmers Producer Organization
HA Health Activist
HDIF Human Development Investment Fund
IAH Indiramma Amrutha Hastham
IB Institutional Building
ICDS Integrated Child Development Services
IHHL Individual House Hold Latrines
IT Information Technology
IYCF Infant Young Child Feeding
JBY JanashreeBimaYojana
Kmart KRuSHE Mart
KRuSHE Knitting Rural Self Help Enterprises
LQAS Lot Quality Assurance Sampling
MDG Millenium Development Goal
MEL Monitoring Evaluation & Learning
MFI Micro Finance Institution
Mahatma Gandhi National Rural Employment Guarantee
MGNREGS Scheme
MIS Management Information System
MKSP mahila Kisan Sashaktikaran Pariyojna
MNC Mandal Nutrition Counselor
MOU Memorandum of Understanding
MS Mandal Samakhya
MSP Minimum Support Price
NBA Nirmal Bharath Abhiyaan
NC & EAS Nutrition Counseling & Extension Advisory Services
NCOF National Centre for Organic Farming
NDCC Nutrition cum Day care Centre
NFSM National Food Security Mission
NGO Non- Government Organisation
NHM National Horticulture Mission
NPCI National Payment Corporation India
NTFP Non Timber Forest Produce
OB Office Bearers
ODF Open Defecation Free
PC Personal Computer
PG Producer groups
PM Project Manager
PNC Post Natal Care
POP Poorest of Poor
QCBS Quality and Cost Based Selection
RFP Request For Proposal
RKVY Rashtriya Krishi Vikas Yojana
RWSS Rural Water Sanitation Services
SERP Society for Elimination of Rural Poverty
SHG Self Help Group
SHT Spear Head Team
SKUs Stock Keeping Units
SLA Service Level Agreement
SLBC State Level Bankers' Committee
SMF Social Management Framework
SRI System of Rice Intensification
SSP Social Security Pension
SSS Single Source Selection
TA Technical Assistance
TCS Tata Consultancy Services
TLM Teaching Learning Material
TOR Terms of Reference
VHD Village Human Development
VLCC Village Level Convergence Committee
VNC Village Nutrition Counselor
VO Village Organisation
VPG Village Producer Group
VRP Village Resorce Person
WASH Water Sanitation Hygiene
ZS ZillaSamakhya
 Chapter 1

1 Introduction
1.1 Andhra Pradesh – A Brief Profile
The undivided Andhra Pradesh (A.P.), extending over an area of 2,75,045 sq. kms, is the
fifth largest State in India both in terms of area as well as population. There are three
main regions in A.P. - (1) Northern Circars or coastal Andhra comprising Srikakulam,
Visakhapatnam, Vizianagaram, East Godavari, West Godavari, Krishna, Guntur, Ongole
and Nellore districts; (2) Rayalaseema or Ceded districts comprising Kurnool, Cuddapah,
Chittoor and Anantapur districts; and (3) Telangana comprising Khammam, Nalgonda,
Warangal, Karimnagar, Medak, Nizamabad, Adilabad, Mahaboobnagar and Ranga Reddy
districts.
There are two main regions in residual / successor A.P. - (1) Northern Circars or coastal
Andhra comprising Srikakulam, Visakhapatnam, Vizianagaram, East Godavari, West
Godavari, Krishna, Guntur, Ongole and Nellore districts and (2) Rayalaseema or Ceded
districts comprising Kurnool, Cuddapah, Chittoor and Anantapur districts.
Picture 1 AP Map (Political)

The total geographical area of the State is 160.204 lakh Square kilo meters. Out of this,
33390.6 Square kilo meters 20.55 % under Forest, the fallow lands (17739.1 SqKm)
which is 10.92% of the total waste land of 15902.2 SqKm. The Agricultural uses 78383.6
Sq Km and 11880.02 SqKm Barren out of Waste land of 15902.2 SqKm.

The rainfall received during the North East monsoon period for 2012-13 was 269 mm as
against the normal rainfall of 224 mm recording an excess of 20.1%. Rainfall received
 during the South West Monsoon period for 2012-13 was 632 mm. as against the normal
rainfall of 624 mm. recording an excess by 1.3 %.
1.1.1 Demographic Profile of Andhra Pradesh
Andhra Pradesh (A.P.) with a population of 49.386 million in 2011. Out of this, 24.73
(50.09%) millions are males and 24.64 (49.91%) are females. The density of the State is
308 persons per square kilometer as against 382 in the country. The sex ratio in the State
has improved to 996 in 2011 as against 978 in 2001. The rural population of the State in
2011 was 347.76 lakhs, the growth rate is 1.64%. The top three districts with highest rural
population are Srikakulam (83.80%), Prakasam (80.40%) and West Godavari (79.50%).
Aged population (population above the age of 60 years) in A.P. increased from 1.2
million in 2001 to 2.9 million in 2011.

Scheduled Castes and Scheduled Tribes: AP has a sizeable Scheduled Caste and
Scheduled Tribe population. There were 8,445,398 and 2,631,145 SCs and STs
respectively comprising 17% and 5% percent of the total population of Andhra Pradesh.
The state accounted for about 5.07% of SCs and 3.12% of STs of the total SC/ST
population of India. There are about 59 Schedule castes in A.P 1. of which the important
ones are Mala, Madiga, Relli, Adi Andhra and others. Similarly there are 35 Scheduled
Tribes and the important among them are Gonds, Koyas, KondaReddies, Savaras and
others. The lambadis are the single largest tribal group and constitute about 40 percent of
the ST population in the State. Within the state, there is a wide variation in the percentage
of SC and ST in total population across districts. While the SCs are distributed
throughout the state, the STs are concentrated in the hilly forest areas of Srikakulam,
Vizianagaram, Visakhapatnam, East Godavari, and West Godavari. The SC and ST
population in A.P. are spread across all the districts but there are some districts where
these are concentrated. The SC population is highest in East Godavari and Guntur with
11% of the SCs in this district alone. Vizianagaram district has the least concentration of
SCs at 2%. The ST population is highest in Visakhapatnam with 23% of the STs in this
district alone. YSR Kadapa district have the least concentration of STs at 2%. The details
are given in the following Figure:
Figure 2: Districtwise SC distribution

1
Census 2011, SC ST population
 Figure 3: Districtwise ST distribution

1.2 Incidence and Characteristics of Poverty in Andhra Pradesh

1.2.1 Income Poverty
The state economy, as measured by growth in the real Gross State Domestic Product
(GSDP). has been witnessing a strong growth phase since 2004-05. Between 2005-06 and
2007-08, while the country’s economy grew at an impressive rate of 8.02%, the
performance of the state economy was even more impressive with the average growth of
8.37%. The advance estimates represent a growth rate of 5.29% during 2012-13 and the
corresponding All India growth rate is 4.96%. In between, despite the impact of the global
slowdown, the State could muster moderate growth performance (growth in excess of 5%)
during the years 2008-09 and 2011-12 while the lowest growth rate of 4.53% was recorded
during the eight year period (2005-06 to 2012-13). Sectoral break-up of the growth in
GSDP is presented in Figure 5. The GSDP at constant (2004-05) prices for the year 2013-
14 (Provisional Estimates) is estimated as Rs. 2,50,282 crore as against Rs. 2,35,930 crore
for 2012-13 (first revised estimates) including a growth of 6.08%. The corresponding
growth rates are 6.34% (Agriculture), 2.16% (Industry) and 7.25% (Services). As per the
provisional estimates of 2013-14, the Per Capita Income (PCI) of Andhra Pradesh at
current prices increased to Rs.85,797 from Rs.76,041 in 2013-13 registering a growth of
12.8%. The Per Capita Income (PCI) at constant (2004-05) prices, has also gone up from
Rs.42,186 in 2013-13 to Rs.44,481 in 2013-14, a growth rate of 5.4% 2. In fact, the growth
in Per Capita Income of the State during this period is higher compared to All-India.

2
Socio-Economic Survey 2013-14, Planning Department, Govt. of Andhra Pradesh
(http://www.aponline.gov.in/apportal/Downloads/Socio_Economic_Survey_Book_let.pdf)
 Figure 4 Sectoral Growth Rates at Constant (2004-05) prices

Figure 5 Sectoral GSDP Growth Rates at Constant (2004-05) prices:

1.2.2 Andhra Pradesh reflects a paradox:

On the one hand it has witnessed significant economic growth, growth, expanding public and
private sector investments in power, road infrastructure and industry, specially IT along with
falling poverty and several landmark legal and policy measures by the GOAP, on the other hand
it continues to have agrarian crisis and poor social and human development indicators. The SHG
revolution and strong GOAP support has strnethened and expanded the women’s self help group
movement. However, transformation of this social capital to access to health, education and
sanitation services and achievement of the MDGs, specially for the SC and ST households, has
not been realized.
As per the official estimates of poverty released by the Planning Commission, poverty ratios of
rural areas and urban areas of United AP for 2004-05 were 11.20% and 28.00% respectively and
that for the State as combined was 15.80%. The corresponding figures for All India during the
same period were 28.30%, 25.70% for rural and urban areas respectively and 27.50% for the
Nation as combined. Over the period, the percentage of people below poverty line has declined
both for the State as well as for All India. Higher inclusive growth with increased agricultural
growth, rural non-farm sector and reduction in rural-urban and social disparities are important
factors for bringing in rapid reduction in poverty. However, a comparison with the Tendulkar
committee reveals that, in reality, this is much higher.

1.2.3 Concentration of Poverty and Human Deprivation in 150 SC and ST

dominated Mandals:
The macro level aggregates mask large intra-state and inter-social group disparities in levels of
economic and human development indicators in Andhra Pradesh. SERP has undertaken a
systematic exercise to identify those mandals that have the hightest concentration poverty and
human deprivation. For this exercise, three criteria were used: SC/ST Population (census 2011),
highest levels of female illiteracy (census 2011) and the Mandals with higher unirrigated land
(DES 2011). This exercise left out all the urban mandals notified as Class 1 & 2 towns
(Municipalities). The results of the exercise are shown below:
Figure 6 Bottom Mandals in AP

1.2.4 Human Development and Non-Income Poverty

Though the performance of the State in human development is better than many other
major states in India, it lags behind the other southern states on some human development
indicators. The performance is very poor when compared to Kerala which is far ahead in
Human development indicators. AP is considered to be one of the most backward states
in India in terms of literacy and schooling although there was a remarkable improvement
in its performance during the 1990s. The reason could be the low level of initial capital
formation, particularly human capital in terms of education levels.
 Table 1 Selected Indicators of Human Development across Southern States of India

Rural
PCI(2004- MPCE Poverty LE B IMR – Schooling
States Literacy
05) (Rural) (2004-05) (2012) Rural(2011) (2009-10)
(2011)
India 38005 953.05 27.5 62.3 48 67.8 89.1
AP 42710 1090.28 15.8 64.4 47 60.4 94.7
Kerala 53427 1765.14 15.0 74.0 13 93.0 98.8
Karnataka 41545 887.86 25.0 65.3 39 68.7 95.6
Tamilnadu 56461 1017.07 22.5 66.2 24 73.5 98.9
Note: 1. PCI – Per Capita Income (in Rs.) in constant prices. MPCE- Monthly Per Capita Expenditure (in Rs.) NSS
68th Round; Poverty – percentage of poor persons below poverty line; L E B – Life Expectancy at birth (in years);
IMR – Infant Mortality Rate (per 1000 live births); 2. Literacy is percentage of 7+ population being literates;
Schooling – percentage of 5-14 age group children attending school; Poverty – Planning Commission of India;
LEB – Sample Registration System (SRS) 2012; IMR – SRS (2012); MPCE and Poverty – NSS 66 th round,
Literacy (Census 2011), Schooling – NSS 66th round EUS (2009-10)

High Prevalence of Acute Malnutrition. The statistic of 42% of India’s children being
malnourished is starkly reflected in Andhra Pradesh where malnutrition among ANCs,
PNCs and under-5 children continues to be a major problem. Despite good overall
economic growth and overall development past one decade, Andhra Pradesh still has high
prevalence acute malnourishment among children. The National Family Health Survey-3
(2006) shows that 30% of women (15-49 years) have a sub-normal Body Mass Index
(BMI) and 62.7 percent are anemic. In addition, among the children under three years,
38.4 percent are stunted, 14.9 percent wasted, and 29.8 percent are under-weight. The
national Family Health Survey-3 had revealed that about 6.4 per cent of all children
below five years of age are severely affected in the state.
Figure 7 Malnourishment in Children

Source : NFHS-3 Figures are presented as percent of children who are below 2 standard
deviations from the median growth indicator value calculated from the WHO reference
population
The incidence of stunting, wasting and under-weight among the SC and the ST children is
substantially higher. A large number of severe acute malnurtion (SAM) cases come from
the tribal regions of Paderu, Visakhapatnam, Rampachowdavaram, East Godavari in the
state. The poor continue to spend 30 to 40% of their consumption expenditure on private
health care and out of pocket expenses, often leading to heavy debt, distress sale of assets
and even migration.3 Over the past 10 years, the progress of AP towards health related

3
Evaluation studies of APDPIP and APRPRP: Center for Economic and Social Studies, 2006 and 2011
MDGs has been slow. The IMR was reported to be 46 per 1,000 live births in 2010 and
MMR per 100,000 live births was 134 in 2011.4
TFR/ IMR/ MMR: Though the Infant Mortality Rate (IMR) of the state declined from
106 in 1971 to 47 in 2012, it is still at an unacceptably high level. Further, it is still the
highest amongst the southern states. Kerala, for instance, has an IMR of 13. According to
estimations in NFHS III (2005-2006), in AP, about 42.7%, 12.2% and 32.5% of children
below 5 years of age were respectively characterized as stunted, wasted and underweight
while the all India averages were 48.0%, 19.8% and 42.5%. Close to 10% children under
the age of 5 were severely malnourished in AP. Malnutrition among women is also a
matter of concern for the state.
The Total Fertility Rate (TFR) of women in the reproductive age group (15-49) was
highest among the STs followed by SC and OBC, and the lowest was among the ‘other’
community. The fertility rate has declined in Andhra Pradesh over the years, and declined
to its lowest level during the 1990s (1.79) and reached below the replacement level in the
recent past (2005-06). The decline in fertility rate in the state seems to be associated with
the increasing rate of family planning. The percentage of ever-married women in the age
group 15-49 who had gone in for family planning increased from 59.6 to 67.6 per cent
between 1998-99 and 2005-06. There was a decline in fertility rate and increase in
family planning across all social groups/communities but at a varying rate. The
differences in fertility rate and family planning were reflected in the differences in the
growth of population across social groups.
Overall, the impact of declining public investment in primary health sector is reflected:
nearly one third of the child birth are still happening at home ( 31 %) and the MMR is as
high as 195 per 100,000 live births. Full immunization rate in fact has dropped down to
46% (NFHS-III, 2005-06) from 59% (NFHS-II, 1998-99) in the last 7 years.

Education: The rural literacy rate of A.P. is 60.4 in 2011 as against 54.5 in 2001. The
literacy rate of the state is lower than that of all India. The female rural literacy rate had
gone up from 43.5 percent in 2001 to 51.5 percent in 2011. There was a substantial
increase in attendance rates and a corresponding decrease in non-literacy in the rural
areas of AP in 2011 over 2001, but there was an increase in dropout rates for all children
in rural areas in the same period. The dropout rates among boys and girls were
respectively 11.9% and 15.6%. There has been considerable progress in the overall
literacy rate in the state which increased from 29.9 % in 1981 to 67.66 % in 2011.

Despite continuous increase in enrolment and school completion rates, dropout ratio at
secondary level was 73 percent among the boys and the girls from the SCs and the STs
compared to 46 percent for all pupils in 2011-12.5 Similarly, Annual Survey of
Educational Report (ASER), 2011 also brings relatively poor learning outcomes of
children attending government schools in terms of reading and arithmetic abilities,

4
Registrar General of India, 2011
5
Sarva Sikhsha Abhiyan, Educational Statistics 2011-12, AP
 reflecting the low quality of education. Further, the proportion of the SC and the ST
children below six years of age attending the pre-school is substantially lower compared
to the other children. The literacy rate for SC and ST dominated mandals remains
comparatively lower. Therefore, there is also a need for making investments in making
public services and entitlements work for the poorest and vulnerable households.
Access to Services. Access to basic services like drinking water ,sanitation and imporved
energy sources, specially for the SC and ST households remains significantly lower than
the overall average for the State.

Table 2- Access to services for SC/ST Households (Census 2011)

Scheduled Caste Scheduled Tribe

Households Houseohlds
AP (General)
India
AP (Rural) India (Rural) AP (Rural)
(Rural)
Thatched huts (Kacha 15% 25% 23% 20% 25%
Houses)
Drinking water within 43% 28% 26% 14% 15%
premises
Households not having 50% 77% 79% 84% 90%
latrines
Households having LPG 36% 6% 11% 3% 5%
connections
Households using 59% 91% 88% 95% 94%
firewood, dung
Households availed 53% 49% 44% 43% 42%
banking services

The GOAP survey of POP households and habitations shows that more than 97000
eligible SC households are without ration cards and nearly 3,00,000 lac eligible SC
households are yet to access Indiramma houses.
The coverage of sanitation facilities in schools have increased to 45.85%1 and but in
anganwadis it is only 14.57%1. To achieve some of the critical MDGs in the sector,
increase in the rate of progress in coverage as well as usage of sanitation facilities in
households and schools/anganwadis need to be enhanced as a matter of urgency.
 Figure 8: PoP Survey

1.2.5 Vulnerabilities
The equity challenges lies in reaching out to the Scheduled castes and Scheduled tribes groups
comprising 16 and 7 per cent of the total population (Census 2001).
Vulnerability is a cause, symptom and constituent part of chronic poverty. With risk aversion
and a condition of resignation that is manifested in people living in chronic poverty, specific
policies to reach the vulnerable become essential. At the individual and household level
vulnerabilities include issues surrounding food security, malnutrition, and economic capacity of
the head of the household and disabilities affecting the household. At the community level,
historic marginalization of communities would result in their being systematically denied
opportunities and, therefore being unable to come out of the poverty trap. At the state level, risk
of natural disasters such as floods, droughts and cyclones as well as geographic isolation can
affect the capability of communities to take part in the development process. Some of these
vulnerabilities are analyzed and presented below in the context of AP.

A situation assessment of SCs and STs in the state with respect to parameters such as income,
land ownership, health indicators, educational attainments, access basic infrastructure and basic
amenities in the state indicates that although these groups have benefitted from the growth
experienced over a period of time, its impact was not substantial enough to elevate them from
backwardness resulting in inequalities due to social exclusion. These marginalized groups in
India, as well as in the state were rooted in historical division of society that led to an
establishment of social structure along lines of caste, tribe and gender. These groups were
trapped in this structure and were unable to access opportunities offered by economic growth.
Hence any policy framework for development, should adopt an approach of inclusive growth that
would ensure benefits of growth to reach the socially disadvantaged sections of the overall
population.

1.2.5.1.1 Persons with Disabilities (PwDs)

Poverty and disability are inextricably linked. Either one may cause the other, or their presence
in combination has a tremendous capacity to adversely affect the lives of people with
impairments and to impose on their families burdens that are too heavy to bear. As per NSSO
Survey 58th round, the of PwDs in AP is 13,64,981 constituting 1.8% of the total population and
6.23% of the nation’s disabled population. 77 % of the state’s Pwds live in the rural areas with
43.8 % of the total PwDs being women.
Women Headed Households: There exist a largest percentage of rural households that are female
headed in the state. Out of a total of 142.46 lakh rural households in the state, 19.77 lakh HHs
are female headed that accounts for around 14% of the Households (Census 2011). It may also be
noted that over 30% of the household are headed by women over the age of 60. This indicates
the necessity of creating safety nets such as pensions for the older women in addition to
productive livelihood options apart from pensions for the younger women in order to enable
them to support their families.

1.2.5.1.2 HIV/AIDS Affected Households

As per the estimates given by National AIDS Control Organization (NACO), of the total number
of AIDS reported in the country in 2009 was 1,20,668, and as many as 23,905 cases, accounting
for nearly 20 percent are from AP and so far, the state has recorded AIDS related deaths which is
around 21 per cent of the total death due to AIDS in the country. Moreover, the state is one of the
six Indian states with the highest prevalence rate Based on the prevalence rate, the number of
people who tested HIV positive is around 23.95 lakh at the all-India level and 5 lakh in AP. Thus,
the state accounts for around 21 per cent of the HIV positive persons in India.

1.2.5.1.3 Migration:
The total number of migrants as per 2001 census is reported at 1,56,22,434. If this is further
broken down into duration of migration, it can be seen that those that have migrated for
relatively short periods of time i.e. 1-4 years, have work as their primary reason while those that
have a longer time frame have stated family reasons for migration. These migrants live in poor
conditions and are generally excluded from anti poverty programmes due to which they are
unable to access entitlements, without proper documents (identity proof) such as ration card,
aadhar cards etc.
Table 3 Non-Institutional Debt for each size class of holding in Andhra Pradesh: 2003

% of Farmers
S.No. Size of land Holding in hectares
A.P. All India
1. <0.01 83.1 77.4
2. 0.01-0.40 80.7 56.7
3. 0.41-1.00 74.9 47.2
4. 1.01-2.00 73.4 42.4
5. 2.01-4.00 58.5 34.9
6. 4.01-10.00 51.4 31.2
7. >10.00 50.5 32.4
8 All Sizes 68.6 42.3
Source: NSSO: Situation Assessment Survey of Farmers, 2003
1.2.5.1.4 Indebtedness
The estimated number of indebted farmer households in the state is 49,49,300 which works out
to be 82 percent of these households. Out of the total indebted households, 11 percent belonged
to ST, 17 percent to SC, 47 percent to OBC and 25 percent to other castes. The average loan
taken by an SC household is roughly half of that taken by the average household in the state, and
are almost 1/3rd of the loans availed by the socially forward groups. Sources of financing
outstanding debt varied across the land holding size groups. The outstanding debt of the sub-
marginal land holder (land possessed less than 0.40 hectares) households was financed mostly by
non-institutional agencies (Table 1.3). In Andhra Pradesh, non-institutional agencies accounted
for as high as 80 per cent of their outstanding debt for marginal farmers which clearly indicate
their exclusion from access to formal credit. This indicates the need for targeted financial
inclusion of the marginalized sections in the society.
Table 4 Nutritional Status of Children 2005-06

Indicators AP India
Children
Weight for Age (Underweight) Below 2 SD 32.5 42.5
Below 3 SD 9.9 15.8
Height for Age (Stunting) Below 2 SD 42.7 48
Below 3 SD 18.7 23.7
Weight for Height (Wasting) Below 2 SD 12.2 19.8
Below 3 SD 3.5 6.4
Anemia (All) 70.8 69.5
Anemia (Severe) 3.6 2.9
Source: Human Development Report 2007-AP

1.2.5.1.5 Child Sex Ratio

The child sex ratio in Andhra Pradesh has come down alarmingly to 939 as per 2011 census,
from 961 in 2001, indicating the continuing preference for boys.The overall sex ratio, however,
has gone up from 978 in 2001 to 993 in the 2011 census. The child sex ratio, despite the decline,
is better than the national average of 919. The proportion of the child population (0-6 years) to
the total population of the state has declined from 13.35% in 2001 to 10.81% in 2011. All the
districts have shown this declin
1.2.5.1.6 Gender Parity
In recent times, Gender issues have emerged at the central stage of development process.
Reducing gender inequalities in the society and empowering women is a major concern of policy
makers and planners. Discrimination of women based on their gender occurs throughout their
lifecycle starting with their survival, which by itself is the first challenge. There exists evidence
that women’s empowerment results in reduction in gender disparities in human development.
Expenditure patterns are geared relatively more towards development inputs, such as food, health
and education, if women control cash income (Ranis et al.2000). The access to resources
enhances the economic status of women. The improved economic status coupled with the
participation of women in decision-making at the household level results in household budget
allocations more in favour of women and children. With this perspective, some critical areas of
causality such as sex ratio aberration, preference for the son, neglect of the girl child in various
areas like nutrition, immunization, literacy and education, healthcare, marriage, childbirth and
employment of women, women protection and security depict the overall status of women and
the level of gender development in the State.

1.3 Social Inclusion and Rural Poverty Reduction in AP – Key Interventions,

Impacts and Lessons
1.3.1 Tribal Development Approach
Integrated Tribal Development Agencies (ITDAs) were established in the Districts 6 (where the
concentration of tribal population is more) of Srikakulam, Vizianagaram, Visakhapatnam, East
Godavari, West Godavari, Khammam, Warangal and Adilabad for transforming the strategies to
action and with the primary objective of ensuring an integrated approach towards
implementation of development programmes7 for the tribal in the sub-plan areas. Two ITDAs
headquarter for the Chenchus and Yanadis tribe were established at Srisailam and Nellore
respectively. There are 35 Scheduled Tribes and 8 primitive tribal groups in Andhra Pradesh
In ITDA areas, the Project Officer of ITDA has been delegated with the powers of District
Collector, Joint Collector and District Revenue Officer to the extent of TSP area, as a policy of
Single Line Administration. The Project Officer (PO) will facilitate better coordination among
all the functionaries operating in tribal areas and will meet the needs of the tribal by redressing
their grievances in development as well as regulatory matters along with gearing up the rapid
socio economic development of tribal in integrated manner.

1.3.2 Tribal Sub-plan concept

Tribal Sub Plan is being implemented from 1975 onwards in Andhra Pradesh with twofold
objectives of Socio-economic development of STs; and Protection of tribal against exploitation.
Under tribal Sub Plan strategy, all Government Departments in the State have to allocate 6.6 %
of their plan funds (equal to the percentage of tribal population in the State).

1.3.3 Schemes for Tribal Population

1. TRICOR- Economic Support Scheme for livelihood generation

A.P. Scheduled Tribes Cooperative Finance Corporation Limited (TRICOR), was
established in 1976. The main objectives includes (1) Economic Development of STs by

6
Annexure I talks about the spread of tribal in state.
7
Annexure II talks about the historical perspective in tribal development in state.
 providing Financial assistance to BPL families. (2) empower ST women SHGs (3)
provide training for Skill upgradation leading to Self / Wage employment. Major
activities of TRICOR include providing financial assistance to STs for economic support
in the areas of: Agriculture, Land Purchase, Horticulture, Fisheries, Animal Husbandry,
etc.
Conservation-cum-Development Plan (CCDP) scheme is based on total saturation
concept i.e. complete saturation of selected villages during the year. The Components
include Education, Health & Nutrition, Infrastructure, Drinking Water, Irrigation, Income
Generation, Protection of Traditional knowledge & Culture. The Implementing agencies
will be Mandal Mahila Samakhya (MMS) and Bank and the supporting agencies include
Gram Panchayat in rural areas.

2. Girijan Cooperative Corporation

Girijan Cooperative Corporation was set up as a marketing platform for sale of Non
Timber Forest produce (NTFP) and Medicinal & Aromatic Plants (MAP) produce of
tribal and to ensure supply essential Commodities under the Public Distribution System
(PDS) and other daily requirements at reasonable prices to the tribal consumers through a
net work of Daily Requirement (DR) sales Depots.

3. Avoid Migration Through National Rural Employment Guarantee Scheme

(NREGS)
Considering the objective of creating livelihood options for the tribe to avoid migration,
land development scheme was initiated under MGNREGA (Mahatma Gandhi National
Rural Employment Guarantee Act). The scheme provides 100 days (150 days in AP) of
guaranteed wage employment and payments were given after the completion of work.
There are two major activities under NREGS (1) Civil works & (2) Plantation.

4. Infrastructure development
For infrastructure development in tribal areas, tribal welfare engineering department was
established with major function of laying roads, providing safe drinking water and
constitution and maintenance of education institutions.

5. Implementation of RoFR Act, 2006

With an objective to recognize and recording the rights of forest dwelling STs and
OTFDs who have been residing in and depending on the forest for their livelihood needs
for generations.

6. Agriculture/ Plantation
To enhance the productivity, convergence with National Horticulture Mission and Micro
Irrigation Programmes has been carried out for ST families.
 7. Education & Health
There are (442) Hostels and (599) Ashram Schools functioning under the control of
Tribal Welfare Department. Bright children among STs are identified and admitted in the
Best Available Schools and Institutions of Excellence and thereby quality education is
imparted to them. Pre matric and post matric scholarship are also present.
Special focus is given to tribal areas in implementation of National Rural Health Mission
(NRHM). ITDA Health Societies have been constituted. Health infrastructure such as
buildings for Community Health and Nutrition center, Primary Health Centres and sub
centres were established in tribal areas.

8. Mahila Kisan Sashaktikarana Pariyojana (MKSP)

The National Rural Livelihoods Mission (NRLM), Ministry of Rural Development
acknowledges the need for a special intervention to promote NTFP collectives to increase
the income of tribal NTFP collectors through sustainable harvest and scientific post-
harvest practices for higher returns; negotiate better with market forces while also taking
up various value addition activities at appropriate levels with the help local reputed
Social Organisations like Kovel Foundation on NTFP & Tassar, Jattu Trust on Half Acre
“Annapurna Model” and Sahayog CCN on Lac.
The objective of this component of MKSP is to empower the tribal women NTFP
collectors through an integrated approach of institution building around livelihoods,
capacity building and livelihood interventions programmed together. The Annexure 2
contains a detailed note on MKSP.

1.4 Indira Kranthi Pratham (IKP)

For more than a decade, SERP has been implementing the IKP programme across the state.This
is a State-wide, community demand driven rural poverty alleviation project aiming to cover all
rural poor households in the state. The main objective is to enable the rural poor in the state,
particularly the poorest of the poor, to improve their livelihoods and quality of life. IKP focuses
on rural poor families in all the 656 Rural Mandals in 13 rural districts of the State. IKP has
evolved into one of the largest8 poverty reduction initiatives in the world with an outreach of 7.1
million households. IKP has evolved in two phases as two projects.

8
The nearest comparable initiative in the region is that of Grameen Bank which has reached 8.3 million households in Bangladesh.
1.4.1 Evolution of SERP
Figure 9 Evolution of SERP

1.4.1.1 Andhra Pradesh District Poverty Initiatives Project

(APDPIP). The first Phase was Andhra Pradesh District Poverty Initiatives Project
(APDPIP) in 6 districts in 2000. The genesis of APDPIP dates back to 1994-95 when the
early proposals were drafted by the Government of Andhra Pradesh for social
assessments and capacity assessments of the districts in 1997-99. The experience of
South Asia Poverty Alleviation Project in Mahabubnagar, Anantapur and Kurnool
culminated in a unique way forward for reducing the poverty during 1995-2000. Based
on experience, a proposal for a project with a huge coverage was made in March 2000.
The project, APDPIP, was sanctioned in May 2000 and it was formally launched in June
2000. APDPIP covering 316 Mandals in 6 districts with an outlay of Rs.654.00 crores
was launched on 14th June, 2000. The project duration was upto December, 2006 and
covered about 9.3 lakh poor households.

1.4.1.2 Andhra Pradesh Rural Poverty Reduction Project (APRPRP). The second
phase APRPRP had similar objectives as APDPIP, but with greater emphasis on
convergence with government schemes, strengthening the multi-tiered institutional
community structures, financial inclusion, livelihoods, land access and social protection
services. The project also built upon on the several important initiatives in the country
and in the State, over the preceding 10 years. This included the UNDP South Asia
Poverty Alleviation Project (SAPAP), AP Government‘s investments in institution
building through thrift and credit based women Self Help Groups (SHGs) focused on
capacity building through social and economic mobilization of women and developed
innovative participatory approaches involving women SHGs for Community Based
Convergent Services. Development programs like literacy, preventive health care, girl
child education, elimination of child labor etc. were dovetailed to the thrift and credit
activities undertaken by SHGs. NABARD supported self-help group (SHG)-Bank linkage
program also had good progress in the State. In particular the project formed part of a
 progression of Bank projects in India using a community driven development approach,
with increasing focus on community organizations addressing voice and participation,
human capital, livelihoods, governance and incentive oriented government response. The
project directly built upon the Andhra Pradesh District Poverty Initiative Project
(APDPIP) and included: (i) expansion of the geographical coverage to the entire state; (ii)
sharper focus on the poorer; and more vulnerable members (e.g., persons with disability)
of rural communities; (iii) emphasis on livelihood issues of the poor with a focus on
sustainable rain-fed farming systems and non-farm employment opportunities; (iv) pilots
on community-based land purchase, and social risk management instruments to reduce
risks face by the poor; and (v) inclusion of other stakeholders, especially local
governments and the private sector in preparation implementation.
APRPRP in 16 districts introduced in 2003. The APRPRP commenced with an outlay of
Rs. 1486 crores covering 548 backward mandals in 16 districts of the State. APRPRP
also covered 260 coastal fishermen villages in non-project mandals. In 2004, APRPRP
was extended to all the 1097 rural mandals of the 22 rural districts of the State. After the
closure of APDPIP in 2009, APRPRP was extended to all 1098 rural Mandals in all the
22 rural districts of united Andhra.

1.4.2 Achievements and Accomplishments

The goal of the long-term rural poverty reduction program is to help enable the poor to
overcome poverty through a holistic approach of facilitating and promoting
empowerment, creating opportunities, providing mechanism for social security, and
working for equity. IKP has achieved significant poverty reduction and social and human
development outcomes over the last decade. The community institutional platforms and
substantial pool of social capital resulting directly from project investments have
provided peer support in crisis, improved access to livelihood services, leveraged
financial services, and delivery of public services in the last mile. iv. The project
facilitated the poor and their institutions to command considerable market share in
formal markets, covering financial, commodity, job, markets and safety nets (discussed
further below under relevant indicators). The last mile service delivery through the
institutional platforms of the poor have impacted the the way several existing programs
are administered. For instance, setting up help-desks for poor viz. = case managers ‘at
Primary Health Center (PHC) or = bank mitra ‘(banking facilitators) in a rural branch of
commercial bank have significantly enhanced the access to services for the poor.
Similarly, the community procurement of AP/NTFP commodities has impacted
administration of Government procurement operations under Minimum Support Price
(MSP) schemes.
APRPRP is one of the largest social inclusion program targeting women from the poorest
and most vulnerable communities and marginalized groups like SC, ST, particularly
vulnerable tribal groups (PVTG), differently-abled persons (DAPs), migrants, etc., to get
program benefits andefforts to mainstream them. The project‘s interventions have
enabled the poor and poorest households to reduce impact of shocks and vulnerabilities,
acquire assets, and enhance incomes, increase consumption, and link with markets. A
snapshot of achievements is presented in following table.
 Table 5 IKP Progress as on March 2014

Initiative Output Remarks

SHG 7,006,559 Largest in the country with
membership 20% of total SHG members
in the country.
Institutions of 659,926 SHGs, 27,177 Village Organizations, 656 Unique institutional
Poor Mandal Samakhyas and 13 ZillaSamakhyas structure in the world for
the institutions of the poor.
Social Capital 83,841 Members of the community
Created involved in the functioning
of the project.
Community Rs. 510.89 crores Seed capital with complete
Investment freedom for management
Fund given to community
organizations.
Bank Loans Rs.44026.01 Crores Cumulative Highest in the country with
50% of all the bank loans to
SHGs in the country.
Vaddi Leni Rs.898.05 crores Unique in the country.
Runalu Interest over and above 3%
(interest on bank loans reimbursed to
reimbursement) SHG members for prompt
repayment of bank loans.
Food Security 1 Laksh 36X36 Models Developed Food Security at the door
steps of the poor. Innovative
agricultural practices to
make families nutritionally
self sufficient.
Land Purchase 2767 acres Ready to use fertile land
with assured irrigation
given to the poor.
Land Access 6.2 lakh land disputes, 19.0 lakh acres of land restored Justice at the door steps of
to the poor the poor and facilitation of
the land access.
Community 22.93.0 lakh acres across 8,004 villages in 2013-1. Pesticide free cultivation to
Managed Around 0.6 lakh households benefited under 36*36 save Rs.3000/- to
Sustainable model (SRI Paddy and poly crops). 21559 households Rs.15000/- per hectare.
Agriculture benefited under PoP strategy. Rs. 95 Crore worth of Largest initiative in world.
rain water harvesting done benefiting 19852 Sc/ST
households.
Dairy 933.63 lakhs litres of milk procured since inception. Incremental income of more
81.09 lakh ltrs of milk procured during year 2014-15. than Rs.5/- per liter to the
9493 SHG women benefitted since inception. 105 farmer.
APBN fodder nurseries developed.
Social Security 32.50 Lakh women enrolled in Abhayahastham scheme, Largest social security
3.58 lakh pensions disbursed. 38.00 lakhs landless scheme in the country.
labour enrolled in AABY. 24.35 Lakh SHG members
covered in JBY.
Disability 2.65 lakhs PwDs, in 27,720 exclusive SHGs. Largest initiative in the
88 neighbour centres established. country to organize persons
Bank linkage accessed to PwDs to a credit of Rs 257.92 with disabilities.
crores since inception.
 Initiative Output Remarks
Health and 2465 NDCCs, 3 Crores mobilized as health safety net. Targeted model of ensuring
nutrition 300 Health CRPs. 95% safe deliveries of women adequate nutrition and
enrolled at NDCCs. health outcomes at village
No maternal, infant and neonatal deaths regarding the level.
women enrolled at NDCCs.
Education 2205 ECEs with 40000 children. QIP in 40 Mandals Comprehensive
with with 40 MS education sub-committees and 656 interventions on child
VO Education sub-committees. education.
Gender 35689 Cases resolved by Family Counseling Centers. Social issues pertaining to
656 Mandal level social action committees with 5010 women and their equal
members. 7948 VO Social action committees. 355 status within and outside the
Family counseling centres. 418 CMFCCs in 13 family
districts.

1.4.3 Institution Building and Capacity Building

IKP has mobilized 68,96,301rural women in 6,54,479 SHGs organized into 27,177 Village
Organizations (VOs) at village level, 656 Mandal Samakhyas (MSs) at Mandal level , and 13
ZSs at the district level thus covering all the rural mandals and districts in the State, covering
90% of the identified poor households in the State. In addition, The state wide network of CBOs
of the rural poor households has empowered them and enhanced their voice and agency in
relation to their social, economic, and political objectives.
Figure 10 Social Mobilization and CBO Structure at SERP.

SERP believes in inclusive growth where special focus is given to poorest of poor and the
most vulnerable groups. Our SHG membership pattern in the following table reflects
social inclusion.
Table 6 Social Category wise SHGs Members up to 2013-14

Category Members Percentage SHGs Percentage

SC 15,72,748 22.80 1,54,040 23.56
ST 3,17,209 4.56 31,438 4.8
BC 18,07,109 26 1,79,099 27.37
Minority 4,32,173 6.6 4,32,173 6.6
Other members 27,67,062 40.1 2,46,771 37.7
1.4.4 Financial Inclusion and Capitalisation
The state wide network of CBOs of the rural poor women have built up enormous
financial capital base through savings of Rs.3045.11 crores and a corpus of 3965.65
Crores.
To encourage the poor including disadvantaged groups and communities to access the
credit facility services seamlessly Community Investment Fund(CIF) from project
side, and linkages from bank’s side are provided to the poor women SHG members to
improve their Livelihoods. CIF supports the poor in prioritizing their livelihood needs by
investments in sub-projects proposed and implemented by the Community Based
Organizations(CBOs).
SERP facilitated bank loans of Rs.44026 crores to SHGs as on January 2014. To reduce
the financial burden on the self-help groups, the Government is implementing “Vaddi leni
Runalu” with effect from 1.1.2012. Under this scheme the interest on bank loans by
SHGs is paid by the Government for prompt repayment.
Government of Andhra Pradesh, in association with 656 Mandal MahilaSamakhyas
(MMS) of SHGs, have promoted ‘STHREE NIDHI’ Credit Cooperative Federation Ltd
to address the issues of inadequate finance and to ensure timely availability of credit,
preferably within 48 hours, for meeting emergent and other needs of the poorest of the
poor. Rs 277 Crores expenditure incurred by the Govt under paavala vaddi & vaddi leni
runalu.

1.4.5 Sustainable Livelihoods

Land Purchase and Access Initiatives: SERP has implemented land purchase program
for poorest of poor and provided access to 2767 acres of ready to use land with irrigation
facilities to the poor. Land access to the poor aims at enabling and supporting the poor in
getting enhanced access to land in convergence with revenue department.

Community managed Sustainable Agriculture: CMSA is meant to support the poor

farmers to adopt sustainable agriculture practices to reduce the costs of cultivation and
increase net incomes and thereby improve and sustain agriculture based livelihoods. The
Flagship programmes identified under CMSA during 2013-14 are POP Strategy, 36 X 36
models and SRI Paddy. POP strategy facilitates the land lease to the landless labourers
and promotes CMSA practices in these lands. CMSA is being implemented in
convergence with MGNREGS and Rain Fed Sustainable Agriculture (RFSA) that is
being implemented in 13 Districts.

Livestock and Poultry Development Initiative: Under the programme, the

Community Based Organizations are managing 133 BMCUs and procuring milk. The
process of ensuring Minimum Support Price to milk has now gained momentum and the
focus has changed to strengthening backward linkages to dairying while ensuring
 additional incomes through allied activities like backyard poultry rearing and small
ruminant rearing by the Poorest of poor families belonging to SC and ST community in
the first phase.

Knitting Rural Self Help Enterprises (KRuSHE): KRuSHE wing under SERP
envisages integrated approach of building marketing infrastructure, linking markets and
providing access to credit, technology (environment friendly), skills, design and
institutional development to the rural enterprises. In order to achieve its objectives,
KRuSHE has evolved a holistic approach with focus on the whole cluster with the
objective of strengthening both backward and forward linkages by working with various
other Govt., Non Govt. organizations and Private sector stakeholders. KRuSHE has been
conceived to strengthen both forward and backward linkages with marketing as its core
component.

1.4.6 Human Development

Gender Strategy: The Gender strategy envisages that the poor women are able to access
and exercise control over assets, incomes, and all services available at the village and
individual level. Gender programme helps preventing discrimination against girl child
and in tackling domestic violence helps women to increase their understanding of intra
family equity issues, decision making levels, freedom of mobility and necessity of
building a safe environment. Under this component, 656 Mandal Level Social Action
Committees are formed with the membership of 6560 members. Community Managed
Family Counseling Centers run by SHG women are 418. Number of Village
Organization Social Action Committees formed up to March, 2014 are 9106 with a
membership of 91060.

Persons with Disabilities: Persons with Disabilities are among the poorest and most
vulnerable of the poor. The Programme has extended support to enhance their livelihoods
by creating accessibility to government benefits and entitlements. Provision of
assessment, treatment and rehabilitation services were made through community
managed interventions.

Health & Nutrition Intervention: Health & Nutrition Intervention is implemented in

150 pilot mandals covering 3136 Village organizations of the state. The extensive health
& nutrition strategies being adopted across 150 mandals include fixed schedule for
regular capacity building of stake holders at the mandal and district levels,
institutionalization of the fixed Nutrition and Health Days (NH days) in convergence with
line departments and regular health savings. There are 2465 NDCCs to take care of the
members attending these NDCCs.
 Community Managed Education Services (CMES)): Community Managed Education
Services operates Early Childhood Education (ECE) centres, Quality Improvement
Program and monitors quality of education in Government schools.

Social Safety Nets and Entitlements: Dr.Y.S.RAbhaya Hastham covers SHG women
over and above group 18 in rural and urban areas to provide social security in their old
age. This scheme envisages contribution of Re. 1 per day by the SHG woman and
Government co-contribution of Re. 1 per day into her pension account. The contribution
of the member and the co-contribution of the Government are periodically transferred to
LIC of India for investing diligently for securing better returns on the investment. The
corpus thus generated till the age of 60 years will be used for giving monthly pension of
minimum of Rs. 500 and maximum of Rs. 2,200 per month. It also covers insurance to
the women who are enrolled under the scheme, in addition to the monthly pension. Aam
Aadmi BimaYojana (AABY) covers insurance for landless agricultural labourer and SHG
women are covered under Janshree Bima Yojana(JBY). Government is distributing Social
Security Pensions through MPDOs and banks (through smart cards) to Old age persons,
Weavers, Widows, Toddy Tappers and Disabled Persons. The State has the largest ever
social security net target of providing pensions every month to around 43 lakh persons
comprising old-aged, disabled and widows across the state.

1.4.7 Outcomes and impacts

The key outcomes of the Indira KranthiPatham (APDPIP/APRPRP) have been studied
by external agencies such as the Centre for Economic and Social Studies (CESS) as well
as the World Bank. Some of the key outcomes identified are:
 Reduction in Poverty among IKP Participants.
 Increase in Income. Increased average household income by 90% (as against the increase
of 48% in the income of the non-project beneficiaries), during the project period of 6
years of Andhra Pradesh District Poverty Initiatives Project.
 Decreased dependence on wage labour and distress migration. Wage labour households
could invest in household dairy, sheep-rearing, non-farm enterprises, land and housing
 Increased average household asset value by more than 30% per year.
 Increased average household expenditures on food (42%), education (204%) and
decreased household expenditure on interest payments (- 43%).
 Increased women member awareness about their rights and duties; increased independent
economic activities; solidarity from their own organizations
 Increased self-management and self-governance in the SHG-VO-MS-ZS institutional
networks of poor and their emergence as efficient micro-finance institutions and fund
managers with increased S.H.G - bank linkages.
 The immense social capital in the form of thousands of leaders, activists and community
resource persons with capacities/skills in – accounting, micro-finance, dispute resolution,
intermediation, business management, livelihoods assessment, micro-planning,
representation, procurement and marketing management etc. In fact, this is the most
important outcome of the Indira KranthiPatham.
  Increased demand for the services of the institutions of the poor to solve the problems at
various levels - household to district level. The poor look up to the CBOs as social
guides and livelihoods advisers
IKP has not only delivered these results at household and community level but also had a
profound systemic impact leading to policy reforms for building pro-poor ecosystem in
the State akin to what is normally achieved under Programmatic Lending or Development
Policy Loan operations. Some of the significant achievements are reflected by the
outcomes and impacts created by the project at household level, community level and
system level,
IKP has delivered transformative results at the national (the GoI‘s new livelihoods
strategy around National Rural Livelihoods Mission effectively builds on their
experiences), regional (new generation livelihood projects in SAR embrace lessons from
AP), and even global level (they introduced a compelling new ‗technology‘ of
development raising interest for collaboration with in community practice in the World
Bank as well as among client governments).

1.5 Key Lessons Learnt

The APDPIP design reflects lessons learned from several on-going and completed World
Bank-financed rural development projects in India. These have shown the importance of
community participation and ownership in achieving efficiency and sustainability. They
have also demonstrated how communities can contribute towards investment and
operational costs if they are assured of good service. The UP Sodic Lands Project has
shown how the poor can establish their own organizations and engages in multiple
activities in order to mitigate risks and participate more fully in the development process.
Similarly, the Integrated Watershed Development Projects, the Karnataka and UP Rural
Water Supply and Sanitation Projects and the AP Forestry Project have all demonstrated
the viability of user groups and their potential to manage project activities as well as to
mobilize community contributions. These projects have also demonstrated the potential
value of successful partnerships between community organizations, NGOs and the
Government. An important lesson from the UNDP-assisted SAPAP, which includes AP, is
that it is not enough to mobilize communities for social action - they need also to have
investment opportunities alongside social mobilization. Hence, APDPIP not only to
mobilize communities but also sought to provide support to facilitate linkages with the
credit institutions to open investment opportunities for the rural poor in economic
activities. Another lesson of the UNDP Project, which is relevant to this project, is that
NGO involvement must be selective and focused.
At the operational level the main lessons incorporated into the project design are: (a)
creation of a decentralized project management structure with full control over sub-
project approval to expedite decisions and to minimize political interference; (b)
development of streamlined procurement and disbursement rules and regulations to
ensure speedy implementation; (c) inclusion of competitive employment conditions for
project management staff to attract and retain competent and motivated individuals; (d)
inclusion of detailed operational manuals, computerized MIS, standardized financial
management procedures, regular and rigorous auditing, and quantitative and qualitative
 monitoring and evaluation; and (e) incorporation of physical and financial sustainability
conditions in the sub-project eligibility criteria to ensure a continued flow of benefits.

The APRPRP has contributed to very important lessons which have already influenced
other livelihoods projects, policies and the recently approved National Rural Livelihoods
Project. The most significant is in developing a model for a State scale institutional
platform for empowering and reducing poverty of the rural poor through grassroots
women's groups. The model follows a comprehensive capacity building and targeted
investment process, generating a many-fold leverage of private and public resources, and
creating a demand and channel for supplying last mile services to reach out to the poor.
The model builds in sustainability and inclusion, and with multiple tried and tested
functions, provides robustness for communities to deal with a range of external shocks.
Some important elements of this model for lessons are:

 Building strong institutions of the poor enhances the predictability and effectiveness of
development outcomes. Effective targeting for inclusion of the poorest, social
mobilization and capacity building of community institutions helped the project built a
robust back-end institutional infrastructure to ensure a steady supply of trained
professionals for scaling up with quality.
 Convergence, partnerships and market linkages. Aggregate institutions of the poor attract
mainstream market players. Convergence of programs allows bundled service delivery
increase availability, accessibility, affordability and reliability of services.
 Linking with Panchayats and local governments. The livelihood projects help people
create their own private sector through federations of organized community institutions.
Even while working on the private goods agenda, they linked more effectively up with
Panchayats for public good interventions, local infrastructure and access to services and
entitlements. This was achieved by integrating social accountability and good governance
measures into project DNA based on the principles of transparency, equity, accountability
and performance.
 Politically and institutionally integrated support is crucial to the success of poverty
reduction efforts. Addressing deep-seated exclusion requires long-term investments. To
start and grow such as movement needs initial core political support and high level
commitment of dedicated officials (champions). Continuity of managers backed up by a
professional project management team and large teams of locally grounded specialists has
been critical to bringing the model to scale.
 Create an environment for continuous innovation to support a multi-pronged approach to
livelihoods development. It did this by keeping a flexible design that could easily respond
to emerging ideas and successes, building the ability of communities themselves to
develop and test ideas.

1.6 Poverty Reduction – A New Vision and Strategy

Andhra Pradesh Rural Poverty Reduction Programme (APRPRP), implemented by SERP
significantly exceeded development outcomes envisaged in the project as per the
APRPRP Implementation Completion Report of March, 2011. It delivered not only
 household and community level outcomes but also had a profound systemic impact
leading to policy reforms for building pro-poor ecosystem in the State. This programme
was built over a period of a decade and has been gaining from strength to strength in the
recent years as a spearhead programme for rural poverty reduction in the State. There are
70 lakhs members in 652901 Self Help Groups (SHGs) exclusively for women. These
groups of women are federated at the village, mandal and at the District levels thus
creating a strong platform for the poor at each level of administration. A total of 26881
Village Organizations (VOs), 656 Mandal Samakhyas (MSs) and 13 ZillaSamakhyas
have come into existence in the 13 districts. SERP is implementing various income
generating activities such as Land Purchase and Land Access, Community Managed
Sustainable Agriculture, Livestock and Poultry, Marketing, Non Farm activities, human
development initiatives like Education, Health and Nutrition, Disability, Gender and
Social Security for the poor to achieve its objective of poverty-free state.
However, it is found from various studies that even after 10 years of project existence and
various activities being implemented, still 20-30 percent of poor were not grabbing fruits
of the project activities and were not in the fold of SHGs due to lack of household focus
and disintegration of the activities. It is also observed that majority of those excluded are
SC/STs and need separate strategy for them. PoP strategy is being implemented by SERP
for addressing the specific needs of the poorest of the poor families and ensuring that
they come out of poverty via continuous handhold support. The strategy also aims to
ensure that poor gets access to all the entitlements through internal activists and external
support mechanisms. The new strategy is household focused, brings about convergence
of all existing activities required by a poor family, internal motivator for handholding
support and an external support system with provision continuous tracking of progress
made.

1.7 Enabling an Inclusive Investment Ecosystem

The GoAP has now proposed focused, targeted and thematic based interventions
leveraging the community institutional architecture to generate stream of higher order
economic impacts and human development outcomes at the household level. This entails
coordination, innovations and reliable solutions for delivery of safety nets, entitlements,
livelihoods services and human development services to the poor by Government, public,
private and civil society sectors.

The proposed project aims at supporting the GoAP’s goal of making the State poverty
free by 2017 through a strategy of including the poor in economic growth and human
development outcomes. The project is also aligned with approach for XII Five Year Plan
for a ‘faster, sustainable and more inclusive growth’ and growth target of 8.2 percent. The
overall strategy is to look beyond growth and focus on generation of employment to the
millions of the youth in the State. This would eventually result in a faster reduction in
unemployment and poverty through skill development and also help bridging multiple
dividends. The project will integrate the small and marginal producers to urban markets
by making them competitive through value addition and creating jobs for the youth in
semi-urban and urban locations. Improving access to services such as education,
nutrition, etc. and increased coverage of social safety net and social risk management
programs help poor to share benefits of economic growth. Finally, the project also
supports the Government of India’s "Finance Plus" approach by investing in building
community institutions that can foster higher order impacts. Firstly, it will aim to bring
various schemes together on to one synergistic platform (gender, nutrition health and
livelihoods leveraging major govt. scheme such as ICDS and NRHM). Secondly, it will
invest in ICT and social accountability mechanisms for improving service delivery in a
sustainable manner. Finally, innovations such as, alternate service delivery models,
Public-Private-Community-Partnerships (PPCP) will be the key drivers of this project.
Experiences and learnings from AP can thus show the way for a new generation of
livelihood projects in India (and SAR region) and low income states like Bihar and MP.

Extensive database of SC/ST Habitations and Households. Tackling inequity becomes

crucial for any development intervention or project and in case equity issues are left
unaddressed, the intended outcomes may be negatively skewed. Acknowledging the
importance of promoting equity among the poor in all its thematic areas, SERP initiated
Unnathi (earlier called PoP Strategy) in 2010 for addressing the unmet and specific needs
of the poorest of poor households especially SC & ST families. The Unnathi programme
reaches out to the to the poorest of the poor families in rural areas and facilitating and
supporting them in coming out of poverty through social mobilization building their own
institutions, livelihood enhancing interventions etc., The POP strategy focuses on the
POP (mainly SC/ST households) and provides them need intensive handholding and
focused interventions, SERP has decided to have a special strategy for the PoP
households wherein the focus is on household. Initially the the focus is on strengthening
their institutions, linking the identified households to credit agencies and enabling them
to earn additional income through NREGS. The key Key Strategies that are being
adopted are: Organizing all eligible PoP Households into Groups, if they are not already
in Groups; Linking PoP Groups to CIF and banks; Linking POP groups with NREGA and
facilitating them to access 100 days; web-based monitoring for tracking the PoP
household in their access to EGS. Under Unnathi scheme, the above families are targeted
in a saturation mode for the entire livelihood, human development and entitlement related
interventions.
AP SCSP and TSP (Planning, Allocation and Utilization of Financial Resources) Act,
2013. SERP over last 12 years of continued efforts through its various thematic
programmes reached almost all the poorest and vulnerable sections of the state especially
the SC/ST households. In addition, SERP has been mobilizing funds from other sources
like MKSP, NRHM, IWMP, MGNREGS etc for various thematic components.
Notwithstanding all these available funds, the development gap between SC & ST
households and other social groups on various developmental parameters continues to
exist. Please refer Social Inclusion in Institution Building Component Annexure 19.1
In April 2013, The Government of Andhra Pradesh has enacted “The Andhra Pradesh
Scheduled Castes Sub-Plan and Tribal Sub-Plan (Planning, Allocation and Utilization of
Financial Resources) Act to ensure accelerated development of Scheduled Castes (SC)
and Scheduled Tribes (ST) with emphasis on achieving economic, educational and human
development along with ensuring security, social dignity and promoting equity among
 Scheduled Castes and the Scheduled Tribes. AP is the first state to enact this landmark
legislation in entire country. The salient features of this Act are:
• 16.2% and 6.6% of overall AP budget earmarked for SCs and STs under SCSP & TSP
respectively
• Schemes under SCSP/TSP should secure direct & quantifiable benefits to SC or ST
households or individuals or habitats
• transition from mere arithmetic exercise to actual outcome based allocation
• Dept of Social welfare is Nodal agency for implementing SCSP & Dept. of Tribal welfare
for TSP

By earmarking a portion of the total plan outlay of the State of Andhra Pradesh as the
outlay of the Scheduled Castes Sub-Plan (SCSP)/Tribal Sub-Plan (TSP) of the State,
GOAP will be investing more than 15,000 crores to the development of the Scheduled
Castes and Scheduled Tribes in the State. Under the SCSP and TSP Plan the following
programmes have been submitted by the Department of Rural Development, Government
of Andhra Pradesh, for the upliftment of the marginalized sections and ensuring last mile
service delivery to them.
 Assistance to SERP: Assisting livelihoods and enhancing human development of most
vulnerable Scheduled Caste and Scheduled Tribe families
 SthreeNidhi: Supporting livelihoods of most vulnerable SC/ST families
 Vaddilenirunalu: Upfront Reimbursement of interest portion of loans availed through
SHG-bank linkage programme by SC/ST groups
 Abhaya Hastham: Providing co-contributory pension to enrolled SC/ST SHG members
 AamAadmiBimaYojana: Provding insurance coverage to bread winners of BPL landless
SC/ST families
 INDIRAMMA – Old Age Pensions/Widow: Providing pensions to old aged persons and
widows among BPL
 Indira Gandhi National Old Age Pensions Scheme: Providing pensions to old aged
persons and widows among BPL
 INDIRAMMA Disabled pensions: Providing pensions to persons with Disabilities
 Rajeev YuvaShakti: Halfway homes for tribal youth trained and provided with jobs under
EGMM
 MGNREGS: Improving the administrative structure in tribal areas so as to deliver the
entitlements under the MGNREG Act.
The SCSP and TSP focuses on the ultra poor SC and ST households respectively, whose
needs are very different and require special attention with continuous monitoring. It is
proposed to cover around 1,33,194 vulnerable households amongst SC families in the
next financial year (2014-15) with SCSP funds. Under the TSP, it is proposed to cover
around 14,286 vulnerable families amongst Tribal community in the next financial year
(2014-15) with TSP funds. More 20,000 SC/ST families are proposed to be covered with
the support from IWMP fund. The following schemes implemented by SERP are
proposed under SCSP and TSP for 2014-15:
 Table 7 Schemes of SERP on Livelihoods, Human Development and Social Security:

Sl. Households/ Individuals/Groups benefited

Component
No. SC ST
1 Unnathi-Livelihood Support 1,33,194 HHs 14,286 HHs
2 Unnathi- Support to Enterprises 1524 HHs -
3 Livestock Support-PPKs and Small Ruminants 1220 Groups -
4 Livelihood Support for Persons with Disabilities 10,065 HHs -
5 Pension linked Insurance to most vulnerable SHG members under 30,500 individuals -
Abhayahastham
6 Saturation of eligible women under JBY insurance cover 6,10,000 individuals -
9 Socio-Legal Support Services 1220 individuals -

Till June 2014, from various schemes under SCSP,TSP, IWMP and NRLM, it is estimated
that 92,452 SC/ST households are benefitted from various livelihood programmes,
leading to increase in income levels and 1,33,194 SC individuals and 14,286 ST
individuals will be benefitted (estimated for the financial year 2014-15 under SCSP and
TSP) by various human development related activities, resulting in reduction in
expenditure or securing their associated risk.

Last Mile Convergence through Village HD Plans under MARPU. The current rate of
decline in MMR & IMR is not up to the expected levels and has to improve significantly
to achieve the MMR and IMR goals set as part of the Millennium Development Goals
(MDGs). In addition, Malnutrition is not only at unacceptable levels but is also a major
underlying cause of maternal & infant deaths. Hence, there is a sense of urgency to adopt
strategies that can significantly improve the pace of decline of MMR, IMR and
Malnutrition in Andhra Pradesh. Strengthening of health care services and nutritional
services is very essential, and equally important, is to bring about behavioral change in
the community to tackle critical issues like age at marriage, early initiation of breast
feeding, complementary feeding, high anemia levels, early registration of pregnancy,
institutional deliveries, new born care etc. It was decided by the Government that all the
allied departments need to converge in order to have a synergistic effect and accelerate
the improvement in the Maternal and Child Health and Nutrition indicatorsthrough
“Maarpu” programme.

BangaruTalli: The programme aims to enhance the social status of the girl child and to
increase the age at marriage and facilitates care of the girl child in every household from
her birth till she completes her graduation. If a woman gives birth to a baby girl, Rs 2,500
will be deposited into her account. Rs 1000 will be given for the first 2 years at the time
of immunization. Rs 1,500 will be given every year to the family through Anganwadis till
the baby attains the age of 5 years from 3rd year onwards. At the time of admission to
school, Rs 2,000 will be given every year for her studies from the first to the fifth
standard and Rs 2,500 from sixth to eighth standard, Rs 3,000 for ninth and tenth
standard. For the girls’ study of Intermediate, she will be given Rs 3,500 each year and Rs
3,000 a year during her graduation9.

The undivided Andhra Pradesh (A.P.), extending over an area of 2,75,045 sq. kms, is the
fifth largest State in India both in terms of area as well as population. There are three
main regions in A.P. - (1) Northern Circars or coastal Andhra comprising Srikakulam,
Visakhapatnam, Vizianagaram, East Godavari, West Godavari, Krishna, Guntur, Ongole
and Nellore districts; (2) Rayalaseema or Ceded districts comprising Kurnool, Cuddapah,
Chittoor and Anantapur districts; and (3) Telangana comprising Khammam, Nalgonda,
Warangal, Karimnagar, Medak, Nizamabad, Adilabad, Mahaboobnagar and Ranga Reddy
districts.

9
http://bangarutalli.ap.gov.in:8080/bt/home.jsp
 Chapter 2

2 The Project Design

2.1 Project Development Objective
The Project Development Objective of the proposed Andhra Pradesh Rural Inclusive Growth
Project (APRIGP) is ‘Enabling institutional platforms of the poor to achieve ‘inclusive
growth’ by expanding and diversifying livelihood opportunities and ‘improved quality’ of life
through human development initiatives and access to entitlements, particularly for the
poorest rural households’. The four key pillars on which APRIGP is structured are:
 Livelihood Development: Livelihood Promotion through a value chain approach in key
livelihood sectors
 Human Development: ‘Life cycle approach’ to the achievement of MDGs in Health and
Education
 Social Development Safety Nets and Entitlements: Leveraging existing institutional
platform to ensure reliable and universal access to entitlements
 Technical Assistance, ICT and Partnerships: Leveraging innovations, best global /
national experiences and technologies for implementing each of the above 3 pillars

Based on the four key pillars, APRIGP is proposed with the following five components
viz.
Component 1: Value Chain Development through Producer Organizations
Component 2: Human Development:
Component 3: Social Development, Safety Nets and Entitlements
Component 4: ICT, TA and Partnerships
Component 5: Project Implementation Support

2.2 Key Performance Indicators

The Key Performance Indicators for the Proposed Project are:
a. About 250,000 producers (of whom at least 70% are poorest) increase their income by
atleast 50% through livelihood diversification, productivity enhancement and improved
market access.
b. 0.5 million poor households experience improvement in levels of human development
through health and nutrition, security and higher educational attainment for enhanced
employability, consistent with norms of gender equity.
c. 0.5 million poor households, particularly PwDs are covered by social security
programmes and protected from risks and vulnerabilities.
2.3 Project Scope and Strategy
The proposed project will focus on the following transformational strategies and
approaches for shared prosperity and reducing poverty in AP:
 Enabling small and marginal farmers and dairy producers move significantly up on the
value chain by aggregating producer organizations on the pattern of Amul and making
investments in value addition and processing to enable strong linkages with markets.
Leveraging the gains from the practice of sustainable agriculture over 3 million acres, the
project will develop niche markets in organic and fair trade sector through strong
partnership with large agri-businesses.
 Building on the results achieved through community organization in earlier projects, the
project will forge a convergence with existing public sector and civil society initiatives,
in order to help AP improve its human development outcomes (including the MDGs) and
ensure that the poor and the vulnerable share in these gains.
 Building an ecosystem for attracting investment for ‘solutions’, ‘innovations’ and ‘value
creation’ for reducing poverty and working with diverse set of players including social
entrepreneurs, established cooperatives and private sector, in contrast to earlier public
sector centric approach.
 Encouraging knowledge exchange, technical assistance and rigorous monitoring and
impact assessment using both national and international resources.

AP has enabling conditions for achieving inclusive rural growth which will lay down
lessons for other States. There are active TA partnership and knowledge exchange
arrangements between AP and several lagging States including Bihar, Chhattisgarh,
Jharkhand, Madhya Pradesh, Maharashtra, Rajasthan, etc. under NRLP. Lessons learnt
from AP will be used concurrently in lagging regions and in NRLP to reduce the learning
curve as rural livelihood programs get implemented in these regions.

2.4 Target Population

APRIGP will be implemented in selected geographies based on value chain potential and
inclusion deficit in accessing services and entitlements and entitlements. The project will
cover about 10,000 villages and 7 lakh POP and SC/ST Households,. These were
identified based on the following parameters:
 SC/ST population within a mandal (Data taken from census 2011)
 Female illiteracy in the mandal (Data taken from census 2011)
 Mandals having more unirrigated land (Data taken from DES-2011)
 All the Urban Mandals notified as Class 1 & 2 towns (Municipalities) are excluded from
the list

2.5 Project Area

The proposed APRIGP is to be implemented in 150 most backward mandals representing
all politico-agro-climatic regions of the State. The following table gives the overall
coverage of the proposed APRIGP project.
 Table 8 Overall Coverage of Mandals under APRIGP

S.No. District No. of Total % Covered

Mandals Mandals
1 Anantapur 12 63 19.0
2 Chittoor 12 66 18.2
3 East Godavari 10 58 17.2
4 Guntur 10 57 17.5
5 Kadapa 10 50 20.0
6 Krishna 8 49 16.3
7 Kurnool 17 54 31.5
8 Nellore 11 46 23.9
9 Prakasam 15 56 26.8
10 Srikakulam 11 38 28.9
11 Visakhapatnam 14 39 35.9
12 Vizianagaram 12 34 35.3
13 West Godavari 8 46 17.4
Total 150 656 27.3

2.6 Selection of Project Districts and Mandals

An important parameter in the selection of backward mandals is the proportion of
predominance of SC / ST habitations within the mandals. In the APRIGP mandals, there
are 1833 habitations with more than 40% SC population and 7240 habitations with more
than 40% ST population. This indicates that the Project has larger focus on Scheduled
Tribe habitations with coverage of 59.2% of the overall habitations covered in the
Project.

2.7 Project Components

The proposed project aims to achieve rural inclusive growth and is built on 3 key pillars
namely:
 Livelihood Promotion through a value chain approach in key livelihood sectors
 ‘Life cycle approach’ to the achievement of MDGs in Health & Education
 Leveraging the existing institutional platforms of the poor to ensure reliable and universal
access to entitlements.
This will be achieved by linking small and marginal producers to formal markets;
convergence with Government programs; demand-side investments for improving
effectiveness of programs for food security, health and nutrition, education, drinking
water, sanitation, etc. and delivery of safety nets and social security schemes. It would
also leverage innovations and the best global/national experiences and technologies
through dedicated human resources for the three key pillars, and spear head teams for
specific interventions and partnerships with technical agencies.
The Project is proposed to have five components. A summary of the Project Components
is given below:
2.7.1 Component 1: Value Chain Enhancement through Producer Organizations
(US$ 60 million): This component will work with those small and marginal producers
who have built up productive assets and have previously participated in productivity
improvement and technology introduction programs. The focus of this component will be
to add value through investment in economic organizations of small and marginal farmers
like producer organizations and producer companies and investments in value addition,
quality enhancement and partnerships with agribusiness enterprises in private and
cooperative sector. Special programs will be developed for promoting economic
organizations focused on tribal and indigenous producers. Value chain approach will be
adopted in key sub-sectors like agriculture (grains like paddy, maize, red gram, green
gram, etc.), plantation and horticulture crops (fruits and vegetables, cashew & coffee)
which have potential to scale up and impact large number of poor households. The
proposed project will tap the market opportunities arising from consumer led innovations
like organic value chain, fair trade, etc. taking advantage of farmer mobilization under
Community Managed Sustainable Agriculture initiative. Cluster approach in promoting
rural non-farm enterprises, handicrafts, handlooms and other specialty goods with strong
geographical identity will be adopted to open up new opportunities for the small rural
producers to participate in urban markets.

The identification of value-chains or clusters could take two routes (a) resource based
approach or producer driven value chains based on pre-dominant activity in the area (for
e.g. fo od grains, handloom, handicrafts, etc.), and (b) market induced approach or buyer
driven value chain (for e.g. dairy, fresh fruits and vegetables, etc.). The key organizing
principles for this component include strengthening support systems like community
based extension, collective inputs supply and output marketing, appropriate technology,
skill development, local value addition, logistic s and market linkages and bundled
service provision for improved productivity and competitiveness of small holder
production systems. This component will invest in TA, training and institution building,
small scale productive infrastructure and viability gap funding for selected value chain
investments.

2.7.2 Component 2: Human Development (US$ 30 million): This component will

invest in a ‘lifecycle approach’ to achieving MDGs in health and education, focusing on
the various phases of an individual’s life, and specifically target poor households and
vulnerable segments of the population (such as adolescent girls, pregnant women and
children under two years of age) that may not have benefitted adequately from previous
government interventions. Two alternative modalities for achieving this objective will be
supported and assessed for their effectiveness/viability. First, the project will support the
expansion and enhancement (including better targeting) of the offerings of the Nutrition
Cum Day Care Centers (NDCCs) created under the earlier Bank supported Andhra
Pradesh Rural Poverty Reduction Project. These programs have enabled poor households
to access health services entitlements, improve their health and nutrition status and
reduce health expenses. The enhancements will involve the provision of additional health,
nutrition, child rearing and sanitation services to the ones already being provided. The
expansion of the NDCCs and early childhood education center swill entail the inclusion
of specific tribal areas of the State, with packages introduced to cater to the unique needs
of these tribal populations. Second, the project will support the implementation in
selected blocks of the recently issued government order (No. 249) that aims, through a
program called “Maarpu,” to facilitate the convergence of existing flagship government
programsin health and nutrition (such as ICDS and NRHM) with the demand side
interventions being promoted by SERP. Maarpu has eight key components ranging from
the implementation and monitoring of 20 key interventions that are expected to reduce
MMR, IMR and malnutrition to convergence in service delivery at the habitation level
and convergent behavioral change communication (BCC). The Social Observatory set up
by DIME in collaboration with the WB livelihoods projects in India is measuring the
impact of NDCCs in Andhra Pradesh. The baseline collected by them will be used for
undertaking rigorous impact evaluation of the two modalities in order to assess their
impact on the outcomes of interest and, further, to facilitate a scaling-up of the preferred
model across the state.

Community-based organizations have also partnered with the Department of Education to

establish early childhood education centers and offer higher education for poor children.
Building on such initiatives, the project will help strengthen community mechanisms to
improve the functioning of school systems and their social accountability. Provision of
supplementary learning opportunities to children from poorest households will also be
made.

Overall, the component seeks to build on program innovations in Andhra Pradesh and
elsewhere in order to improve access of the poor and vulnerable to good quality nutrition,
health and educational services. The key organizing principles for th is component will
be the targeted mobilization of poor households, and the bundling of community
contributions, public services and entitlements through convergence with existing
flagship government programs like ICDS and NRHM for effective last mile service
delivery. Annual consumer feedback surveys/service delivery reports will also be
supported to identify specific areas of public service improvement. This component will
finance TA, institution building, one time revolving grant and robust M&E including
Impact Assessment Systems to assess impact of various interventions.

2.7.3 Component 3: Access to entitlements and social development (US$ 20 million):

Access to social safety nets and entitlements will be the core agenda in the strategy for
inclusion of the poorest households. This component will invest in leveraging existing
institutional platform to ensure reliable and universal access to entitlements and public
services (like food security, MNREGS, social pensions, scholarships, etc.). The project
will support convergence strategies with the government departments and agree upon
business process re-engineering for streamlined enrollment processes and delivery of key
entitlements. Assistance will be provided for technology up-gradation assistance for
improved efficiency, transparency and social audit mechanisms in the last mile. Besides,
strengthening the existing smart card and UID linke d electronic benefit transfer
solutions; the project will also support design, implementation and evaluation of cash
transfer schemes.

The community institutions through social action committees (SACs) and ‘help line’ pro-
actively address gender issues such as violence against women, early girl child marriage,
female infanticide, etc. The project will deepen the SACs agenda to even address intra
household, community level gender issues and issues related to adolescent girls. Special
emphasis will be given to households with Persons with Disability (PwD), and other
vulnerable categories. The neighborhood centers managed by communities will be
mainstreamed for provision of recreational, therapeutic and referral services for the
disabled. Support will be extended for decentralization and increased community
management of life and disability insurance programs will be encouraged.

The project will leverage institutions experience and expertise like Center for Good
Governance (CGG), Society for Social Audit, Accountability and Transparency (SSAAT)
for strengthening accountability of public services and entitlements in the last mile. The
key organizing principles for this component include the following: (i) engaging
community institutions network for mobilizing eligible clients fo r entitlement and public
services, (ii) single stage enrollment for package of entitlement schemes, (iii) arranging
IEC, counseling and support services, (iv) Leveraging ICT for predictable service
delivery, and (v) social accountability mechanisms. This component will finance TA,
institution building, systems development and robust M&E and Impact Assessment
Systems.

2.7.4 Component 4: ICT & Partnerships (US$ 15 million): The objective of this
component will be to improve the performance of project implementation and enhance
coordination mechanisms with supply/demand side partner institutions by providing them
technical assistance, strategic advisory and knowledge management services with
national and international expertise in the above three areas. The project will encourage
productive partnerships with public, private and social enterprise sectors to increase the
integration of poor in performing and remunerative value chains. The project will
organize solutions and innovations marketplaces for identifying high impact innovations
and developing productive alliances between small and marginal producers and the
public, private and social enterprise sector aimed at improving technical service provision
and market linkages in the project areas. A framework for Public-Private-Community
Partnerships (PPCP) will be developed that allows the community institutions to form
productive alliances at the local level.
The project will make strategic investments in ICT and m-Governance systems to
develop state of the art IT platform for hosting and delivering variety of project services
like management information system (MIS), decision support systems (DSS), financial
management system (FMS), etc. This digital grid connecting village to the State level will
be Aadhar (UID) enabled and will be leveraged to deliver ICT based services to rural
poor households in the last mile.
 2.7.5 Component 5: Project Implementation Support (US$ 25 million): The objective
of this component is to strengthen the project implementation and will finance dedicated
staffing for the project activities that are attributable to outcomes of the project,
consultancies, training and related material, office equipment, and operational costs. It
will also support establishing Monitoring, Evaluation and Learning (MEL) systems,
Financial Management systems, Procurement Management, Governance and
Accountability Systems, Knowledge Management and Communication, etc.

2.8 Project Costs

The total project cost is US $ 75 millions.
 Chapter 3
3 Value Chain Development through Producer Organisations
3.1 Situational Analysis
In spite of the many programs implemented by Government and by SERP (documented
in section 3.1.2), there are many gaps between Andhra Pradesh and other Indian States in
terms of economic development as well as human development outcomes. In this chapter,
we examine these gaps from the point of view of livelihoods and how they have led to the
design of APRIGP.

3.1.1 Existing Developmental Gaps

Landholding
Marginal and small farmers account for 83% of the operational landholdings in India and
41% of the operated area. Out of these, 32.3% belong to SC & ST categories. In the
2001-2002 Agriculture Census, the share of small and marginal farmers was 14% and
28% respectively and the study even mentions that if the smallholders are caste
disadvantaged the situation can be no credit or high interest rates and unfavourable terms
of agreement10.

Disparity in Extension Services

Only about 5% of the small and marginal farmers had access to extension workers
providing information on technology. Furthermore on market access, only 10.7% sub-
marginal farmers and 18% of marginal farmers could take advantage of the marketing
cooperatives

Productivity
Despite the interventions to extend good package of practices through the CBOs, the
State’s performance in comparison to the national average shows that there is still a lot of
scope for improvement in terms of productivity. Below given table shows the comparison
of anchor crops with national productivity.

S. No Crop Productivity (Quintal/Ha) (2012-13)

10
Thorat S., 2010, Social Exclusion and Human Poverty Safeguards through inclusive
policy
 Andhra Pradesh National Average
1 Paddy 35.42 23.72
2 Red Gram 3.03 6.56
3 Coffee 1.87 8.62
4 Cashew 7.23 6.94
5 Turmeric 62.00 50.90
Table 9: Productivity

Details of measures to be taken for productivity enhancement have been mentioned in the
respective value chain components.

Irrigation Facilities
Groundwater levels have been falling due to a combination of poor rainfall and over-
exploitation. The crisis in water and irrigation sources can also be traced to these
cultivation patterns. Declining public investment, inadequate maintenance and the
regionally uneven pattern of spending, have all made surface water access also
problematic.

Nutrition
Malnutrition is high among children in the State. Also, there have been reports of hunger
deaths in some parts of the State. There are many programmes in the State to reduce
hunger and malnutrition. These include the PDS, Antyodaya, ICDS and the Food for
Work programme. It may be noted that nutrition status depends not only on calorie intake
but also access to proper drinking water facilities and sanitation. Many villages in the
State do not have these facilities.

Gaps in Tribal Development

Issues in tribal areas such as remoteness, infrastructure deficit, lack of IT connectivity,
limited credit support, small land holdings, absence of strong institutions, access to
banking, postal and other services such as health and education are the major road blocks
on the way of development
o NTFP
It is estimated that about 100 million people especially communities living inside and on
the fringes of forest areas depend on NTFP for food, shelter, medicine, cash income etc.
Primary collectors, due to their geographical limitations, cannot sell their goods directly
to the end users or consumers. Between the producers and the end users stands a host of
marketing intermediaries performing a variety of functions and bearing different tags like
traders, commission agents, retailers, suppliers, wholesalers and exporters.
At Production level, while conservation and regeneration of NTFP species did not receive
adequate attention in the timber-centric forest management system, unsustainable
harvesting practices along with diversion of forest land for non-forest use caused
substantial degradation of the resource base. Procurement agencies at the State- and
Central levels lack adequate capacity and skills to successfully manage trade affairs like
private traders; and local institutions of primary collectors are often confronted with
limited capacity and uncertain market.
o TRICOR
The major gap in TRICOR is that it focuses only on the supply side without any support
for forward and backward linkages: the end to end solution and hand holding was not
given importance. The gap is also attributed to lack of management and implementation
framework. Most of the tribal habitations are located in interior most forest areas; thus the
reach of any developmental activities is severely restricted.
o GCC
GCC has become an end in itself as it is not able to procure the total produce of the
tribals. Also, statutory norms and the monopoly of GCC do not allow others to procure.
o Infrastructure Development
Lack of proper monitoring and transparency in the administrative system resulted in poor
grounding of infrastructure. Gap also exists in allocation and proper utilization of funds.
o Agri/Plantation
At present, the tribal are moving from forest centered economy to agriculture centric
economy, but the risks associated with agriculture (leading to less produce) and limited
seasonal cash flow have made agriculture a less sustainable tribal livelihood.
The gaps in tribal areas extend beyond the producer centric, market centric and extension
support centric issues; there is a burning need for access to information in these remote
pockets of Andhra Pradesh. This is leading to distrust among the tribal population as their
rights to entitlements and social protection are going unimplemented due to ignorance of
the processes or their rights, exploitation by traders on the price of the produce. The
information needs to be two ways, that is:
 Inwards: to the community from ITDA/Government {Schemes, Processes,
Documents needed, Rights, Entitlements, Skill building trainings etc.}
 Outwards: from the community to ITDA/Government {A grievance redressal
system, strong monitoring & evaluation platform and feedback system}
Bottom 150 Mandals Survey Results
A survey was conducted by SERP in the current Project area of 150 bottom most mandals in the
State. The 150 mandals have been selected based on the SC/ST population in a mandal (42%),
female illiteracy in the mandal (56%) and unirrigated land in the Mandal (67%). A detailed report
is included in Annexure.
This survey brings to light the disparities in access to land and livestock. Furthermore, there are
disparities in access to extension services, access to agricultural credit, productivity, low output
prices, employment, irrigation, marketing and NTFP promotion, at the rural SC/ST household
level in the State.

3.1.2 Situation Analysis in the Context of APRIGP

The concurrent scenario in which the State is and various interventions by the Government
through APDPIP programme, Integrated Tribal Development Agencies and APRPRP programme
show concentrated efforts to alleviate poverty and improvement of Human Development
Indicators. An evaluation of these programmes as discussed earlier shows the positive impact of
the social mobilization process, impact on livelihoods through LEAP process, utilization of CIF
in accessing credit and improving livelihoods, taking into consideration the aforementioned
factors on identified gaps.
The APRPRP programme has created a large impact on increasing livelihoods through
commodity marketing, dairy interventions through BMCUs, agriculture interventions through
CMSA and NPM practices and cracking the Bank Credit through the Micro Credit Plans of the
SHG members.
Ensuring cash flows throughout the year with proper investment in 2-3 livelihood sources with a
decent ROI and also cutting down investment and expenditure through adoption of best
practices, market information and activation can ensure the timely repayment of loan and also
enough cash flows in the hands of the poor for consciously investing in Health, Nutrition and
Education to improve HD indicators at the household level.

3.2 Value Chain Development through Producer Organizations

As seen from the situational analysis, there is still an income gap and access to affordable goods
and services that is preventing the poor to make the leap towards better human development
indicators. This component focuses on increasing the cash flows through more than one source of
livelihood and by adopting the value chain approach as a strategy, it envisages to move the
Poorest of the Poor households (PoP) up the value chain to be able to deliver and capture more
value from the activity. This component will work with small and marginal producers.

3.2.1 Expected Outcomes

This project, while strengthening the livelihoods of rural households, envisages increasing the
income of 2,14,000 producers (of whom at least 70% are Poorest of the Poor) by at least 50%
through livelihood diversification, productivity enhancement and improved market access that
translates into human development indicators by emphasis on nutrition, personal hygiene
products at a household level. Nine value chains have been chosen based on their potential to
scale up and impact a large number of the poorest households.
Table 10: Projected Impact Value chains

S. Commodity/ No. of Current net Net income per HH Net additional

No Livestock farmers income per HH p.a. (per acre) in Rs. income per
per acre in Rs. (after intervention) HH in Rs.
1 Paddy 26000 12730 20967 8237
2 Red Gram 20000 7740 13100 5360
3 Diary 20000 26640 46540 19900
4 Poultry 26000 0 22143 22143
5 Small 26000 31860 52500 20000
Ruminants
6 Coffee 26000 12500 49195 36695
7 Cashew 26000 15000 44385 29385
8 Turmeric 20000 34320 52600 18280
9.1 Fisheries 9000 33000 67550 34550
(dry fish)
9.2 Fisheries 15000 31200 64350 33150
(wet fish)
TOTAL 214000
Detailing on activities with respect to projections of outcomes and other aspects of the value
chains are given in the Annexures.

Key Indicators
The key indicators identified at the intermediate outcome level, which could form part of the
indicators in the overall Results Framework for the project are as follows:
o Percentage incremental increase in the producers’ income from key commodity
o Improved productivity in terms of incremental increase in yield, in quintals/area,
liters/animal
o Additional value captured by producers from commodity processing/marketing
o Rate of adoption of improved practices (by number and percent of targeted producers)
o Higher level community organization for input, marketing or processing, delivering
self-financing service to XX no. of producers (sustainability indicator)
3.2.2 Strategies
3.2.2.1.1 Strengthening the livelihood systems
This component strengthens the livelihood systems of the rural Poorest of the Poor (PoP)
household by moving them up the value chain and capturing a bigger share in the value
delivered to the consumer.
3.2.2.1.2 Value Chain Approach
A value chain approach will be adopted in key sub-sectors like agriculture (grains like paddy,
red gram and turmeric), livestock (dairy, poultry and small ruminants) which have the
potential to scale up and impact a large number of the PoP households, particularly in tribal
areas.
3.2.2.1.3 Producer Led Value Chain Approach
Producers from targeted communities will be organized into producer groups around the
cropping system with a view to supporting the producer households throughout the crop year.
This approach will adopted in commodity like fisheries.
3.2.2.1.4 Market led Value Chain Approach
The proposed project will tap the market opportunities arising from consumer led innovations
like organic value chain, fair trade, etc., by taking advantage of farmers mobilization under
the Community Managed Sustainable Agriculture initiative and Market led Value Chains by
providing end-to-end solutions for select commodities (Coffee, cashew, Milk etc.)
3.2.2.1.5 Rural Retail Chains/Social Enterprises
The proposed project will support enhancing and improving the quality of household
consumption, by making available good quality, affordable, safe and nutritious food items,
personal hygiene products and other essential goods to the poorest of the poor households by
organizing a network of rural retail marts (KRuSHE Marts) and home-based enterprises
(KRuSHE Enterprises).

3.3 Sub-Component: Rural Value Chains

The project will focus on adding value through investment in the economic organizations of
small and marginal farmers like producer organizations and producer companies and investments
in value addition, quality enhancement and partnerships with agribusiness enterprises in the
private and cooperative sectors.

Interventions
The proposed business model is primarily producer driven to maximize a producer’s gains from
collective action with the following set of interventions to bring necessary technological,
managerial and organizational changes to make them competitive in the marketplace.
3.3.1 Institutional Systems: Producer Group Formations
A Producer Group/Economic Activity Group is a business entity owned and managed by the
producers themselves for their mutual benefit formed with an objective of enhancing their access
to formal markets on a sustainable basis. The Project focuses on vertically scaling up the
livelihood initiatives by mobilizing and strengthening Producer Groups (PGs) or Economic
Activity Groups (EAGs) for promoting both farm and non-farm activities.
The minimum size of a Producer Group will be 50 producer members. The producer group will
be an unregistered body.

3.3.2 Productivity Enhancement

The project will focus on productivity enhancement through: introduction of high yielding
variety, input management {seed replacement, integrated nutrient management}, cropping
pattern change, scientific production practices, soil and water conservation, integrated pest and
disease management, organic/bio inputs, gap filling to ensure optimum utilization of area and
timely harvesting. Furthermore, a capable cadre of community extension experts would be
engaged to deliver services in the productivity enhancement section.

Productivity enhancement in Paddy

26000 producers of Paddy grow .80 Lakh MT in an area of 31377.91 Acres using sustainable
production practices across the value chain resulting in a livelihood turnover of Rs.103 Crore and
a net additional increase in value of Rs.27.85 Crore leading to an additional income of Rs.8237
per acre.
Picture 1: Value proposition framework- Paddy
Community Based Extension System
The core investment under the APRIGP project is building a supporting community managed
extension system than on material inputs. Under this system, transfer of technology is through
community based local best practicing farmers as it will give sustainability in the long run.
Currently, the CMSA has a community based extension system and this project will use all
services of CMSA. Extension methods are effective means of communication to transmit
knowledge and skills and the interested may easily see, hear, and learn the things conveyed by
extension worker (Village Resource Persons-VRPs).

Farmers Field School (FFS)

A Farmer Field School (FFS) consists of a group of farmers and they will meet once every week
for an entire crop growing season. Under this project, the FFS is facilitated by a Village Resource
Person (VRP) and CMSA’s paid village activist (a practicing farmer) and a paid cluster activist
(CA) (for a group of five village; he is also a practicing farmer) will support the VRP. The
process includes Farmers working in small groups to ensure that each one’s ideas are shared. The
activities are designed to respond to the immediate needs of farmers and are geared towards
encouraging creativity and independence.

Demonstration Plots/Model farms

Demonstration Method is one of the most important group techniques used for extension
purposes. The purpose of using demonstration method is to prove that a new practice is superior
to the one being used currently and to convince and motivate extension clientele to try a new
practice and set up long-term teaching-learning situations. Under this project, we will select/use
the VRP’s own fields and farmers’ fields for demonstration plot purpose. The selected plots will
be visited by a group of farmers for on spot observations and assessment.

Community Video Screening

Generally marginal, smallholder farmers often lack modern agricultural knowledge that could
quickly and easily improve their productivity levels and enhance their livelihoods. For solving
this issue, the project will use the method of community video screening. In the community
video screening, we will show videos on the best package of practices, soil fertility management,
pest management etc.

Tie-up with agencies for best package of practices

Under this project, we will have tie-ups with competent organizations like Directorate of Rice
Research (DRR), ANGRAU, Hyderabad for improving productivity of paddy farmers in the
project area.
Cropping Pattern
It is advisable to follow a Rice-Legume cropping pattern so as to maintain the quality of soil for
a long time. In rain-fed areas, rice should be followed by short duration legumes such as Green
gram, black gram or horse gram.

Seed Treatment
It is advisable to treat the seed before sowing. Details for direct sowing and for the seed sown in
nursery are in Annexure.

Managing soil fertility

Green manure crops such as cow pea, etc., can be grown 25 to 30 before the transplantation of
paddy. These are then incorporated in the soil during land preparation/ploughing to improve
fertility. The detailed methods for soil fertility management is in Annexure.

Insects, pests and disease management

Use of resistant varieties and healthy seed stock is the best way of preventing pest and disease.
Crop rotation with legumes and green manure crops also helps in keeping the pest problem
below the Economic Threshold Level (ETL). Details on insects, pests and disease management
processes are in Annexure.

Promotion of SRI (System of Rice Intensification) Paddy

SRI is a combination of several practices; these include changes in nursery management, time of
transplanting, water and weed management, etc. The benefits of SRI include more increased
yields in comparison to normal paddy, lower requirement of seeds and water.

Seed Village
The farmers will get supply of good quality seeds of suitable variety as per the local climatic
conditions through the seed villages formed under the project. The intervention is expected to
increase the productivity by 5% to 20%.

Value chain Enhancement

The project focuses on expanding the existing livelihoods of the poor by looking at their skills,
resources, local opportunities and gaps in the value chain at all stages: inputs, outputs, value
additions and marketing in order to ensure that the poor are better positioned to take advantage of
non-farm employment opportunities. The project will especially focus on the creation of
sustainable non-farm employment opportunities such as micro enterprises, livestock
development and value addition to farm produce, trading, etc.
3.3.3 Market Linkage
The main advantages of producer organizations are to have partnership with private as well as
government players for better price realization of their produce in the market. It facilitates not
only backward linkages, but also forward linkages. Backward linkages are leveraged in input
sourcing whereas forward linkages provide the marketing opportunity at various levels.

There are three possible strategies for market linkage:

Strategy-1: End to End
This strategy involves the complete end to end processing of the concerned commodity, its
packaging and branding, and then tying up with retailers. The main factors necessary for a
commodity to be able to use the end-to-end strategy are:
(1) The commodity is such that quality can be ensured.
(2) Adequate testing and QC systems are in place.
(3) Production is such that economies of scale can be exploited.
(4) There are no supply side constraints.
(5) The producer organizations have adequate capacities and resources for managing
logistics.
(6) Infrastructure exists or can be created for the requisite processing.
This strategy is useful for coffee and cashew.

Strategy-2: Process and Sell

This strategy involves processing the commodity and selling it where packaging, branding, SKU
fixing, promotion and such activities are avoided. This strategy can be used where:
(1) The commodity is produced in large quantities.
(2) Prices realized for processed goods provide better value than end to end products.
(3) Where demand forecasting and consumer behaviour are complicated.
(4) Where the wholesale market functions well and sale of product is not difficult.
This strategy will be used for paddy and red gram. This strategy also requires that a relationship
be maintained with 4-5 big wholesale traders for better price realization.
Strategy-3: Aggregate and Sell
This strategy involves only aggregating the produce and selling it, with only basic grading and
sorting and no further processing. This strategy is suitable for commodities where:
(1) Demand fluctuates a lot.
 (2) Processing is expensive/involves expensive infrastructure.
This strategy can be used for fisheries.

3.3.4 Description of Activities

The Village level Producer Groups will make investments all along the production cycle
including crop/production planning; cost reduction through inputs aggregation; productivity
enhancement through seed replacement and dissemination of improved package of practices
through community managed extension; quality improvement of the produce through grading,
sorting and packaging; creating local value addition infrastructure; higher unit value realization
through aggregation and collective marketing to extract full worth of the value chain
intervention. To avoid initial complexities, the project will, however, organize the producers
around anchor crops/commodities. The proposed business model is primarily producer driven to
maximize producers’ gains from collective action with a set of interventions to bring necessary
technological, managerial and organizational changes to make them competitive in the
marketplace.

3.4 Sequencing of Activities

The sequence of activities in the value chain approach consists of two sets:
 Preparatory activities: these sets of activities create the platform to launch entry level
activities.
 Post preparatory activities: the village will reach a steady state that is suitable to set
off the activities that are directly affecting the producers and their institutions.
Preparatory activities fall into the following heads:
1. TOR
(a) Release of TORs specific to staffing and TORs for individual value chains
(b) Technical agencies will be reviewed and selected
2. Partnerships
3. Convergence and partnerships will be required and established for various
inputs, capacity building, organic certification, technical and operational
support, access to other Govt. interventions, finance, etc. For example,
Sthreenidhi and other financial institutions will be converged to achieve easy
access to institutional finance for producers.
4. Recruitment of staff: Interested applicants will be shortlisted and it will be
ensured that at least 50% of the shortlisted candidates are from the PoP
5. Capacitation: The candidates shortlisted will be trained in their respective
modules. These modules are prepared through the aforementioned partnerships.
Candidates will be selected based on their performance in the evaluation tests
 conducted after each module of trainings. The selected candidates will be
positioned in their respective geographies, roles, and levels.

Following is the sequence of activities

1) Social Mobilization for producer group formation
2) Institution Building – Formation of Producer Groups, cluster level federation and
Producer Organizations
3) Capacity Building/trainings
4) Enhancement of Production and productivity through scientific processing
5) In addition, the following activities will be carried out:
 Exposure of VRPs to exemplary community organizations or agri business.
 Establishment of demonstration plots to aid the adoption of suggested practices
and technologies by Village level producer groups.
 Availing of good quality seeds for gap filling (specific to
plantation/horticulture/cereals)
6) Processing/Value Addition and Marketing

3.5 Outputs
This sub-component will invest in group formation and capacity building, grants to producer
organizations, small scale productive infrastructure and value addition facilities, hiring of
technical agencies and support organizations, hiring of ICT solutions providers and data analytics
firms, solutions marketplace and viability gap funding for select value chain investments by civil
society, public, private and social enterprise sectors.
These investments will be made in all their respective value chain relevant mandals in AP to
create.
 More than 4400 Village Producer Groups formed with a membership of 214000
producers across the 9 value chains.
 At least 75 % of the producers in each value chain will report an increase in income
through interventions that reflect an increase of 50-100% in average yield per producer,
at least 10% increase in average price per acre, at least 75 % of produce to be processing
at the cluster level and 10% increase through organic premium.
 These outputs are measured at the Village Producer Group level, while the inputs in the
form of specialists: productivity enhancements, equipment and technical support and
linkage support, community extension, agri nutrition specialists, agri business specialists
and producer group; training modules developed in partnership with the Knowledge
Partner, technology solutions and demonstration materials are given at various levels of
geography and institutions.
 3.6 Roll Out and Phasing
The following table sums up the phase wise roll out for the value chain
subcomponent spread over five years:
S. No. Particulars Year-0 Year-1 Year-2 Year-3 Year-4 Year-5
Recruitment of staff - No. of Technical Personal &
1
VRPs & Trained

2 Producer Group Formations & Institution Building

3 Augmentation of Financial and Critical Input Linkages

4 Productivity Enhancement
5 Capacity Building / Trainings by TAs
6 Value Addition & Improved Market Access

7 Convergence with various Agencies & Certification

Table 11: Roll Out and Phasing

Dairy pilot under APRIGP- Shreeja Mahila Milk Producers Company, Chittoor

Shreeja Mahila Milk Producers Company formed with women milk pourers who are members of SHGs in Chittoor
district is the first all women milk producers company in India and the first such entity in South India. More than
30,000 women have been enrolled as members with a membership fee of Rs.50. Each share has a value of Rs.100
and the number of shares held by a member is dependent on the quantity of milk poured. Average collection of milk
is about 2 lakh litres a day. SERP takes credit for the first producer company, going beyond the producer group and
producer federation conceived under APRIGP. That is because there is a strong network of dairy farmers in Chittoor
under the SHG framework. And, the Mandal Samakhya, a Block level federation, is managing as many as 77 Bulk
Milk Cooling Units spread over 45 mandals in the district under the brand name of Balaji Dairy which is now
evolved into an all women milk producer company. Of the 12 APRIGP Mandals, as many as 8 Mandals are covered
by the company.

This company is floated under the National Dairy Plan of Government of India, implemented by the
National dairy development Board. Three milk companies have been formed under this plan; the other two being
Maahi Milk Producers Company in Gujarat and Paayas Milk Producers Company in Rajasthan. The company is
expecting assistance under the National Dairy Plan. NDDB Dairy Services, New Delhi is taking care of all technical
aspects of the company’s operations. As part of the National Dairy Plan, the Animal Husbandry Department of the
State Government is also involved in technical assistance. But, Shreeja seeks to develop strong working
relationships with all line departments and agencies to help its members derive full benefits from all developmental
programmes of the State Government. At present, the company is buying cattle feed from Indian Potash Limited, a
Public Sector Undertaking, located near Tirupati. The company is in the process of planning other services to its
members. It is a new company which started operations last month. Since it is a days old company, it is too early to
assess its impact on the incomes of the members. But, surely it is a step in the right direction in terms of second
generation social mobilization.
3.7 Sub-Component: Rural Retail Chain / Social Enterprises
The objective of this subcomponent is to achieve enhanced and improved quality of consumption
for Households in nutritional and personal hygiene products and increasing access to energy,
information services and other essential services by organizing a network of rural retail outlets
(KRuSHE Marts) and home-based enterprises (KRuSHE Enterprises). These are viable social
enterprises for the PoP in the rural space to deliver values of parity in nutrition, hygiene, energy,
information and employment, and parity in overall consumption by both quality and quantity,
and the value of inclusion by selection from the Poorest of the Poor (PoP) households, and skill
building through capacitation, while ensuring the sustainability and profitability of the retail and
social enterprises as well.
The concept of KRuSHE Mart emerged out of the burning need to strengthen the retail network
to deliver a cost advantage to the PoP and out of the inability of the existing ecosystem to deliver
good quality nutrition products to the PoP households at an affordable price. KRuSHE Mart is an
existing rural retail outlet that derives social impact in terms of improved quality of consumption
and will support enhancing and improving the quality of household consumption, by making
available good quality, affordable, safe and nutritious food items, personal hygiene products and
other essential goods and services to poorest of the poor households (PoP).

3.7.1 Expected Outcomes

This subcomponent, while strengthening the livelihoods of rural households, envisages to
increase income of 7500 retailers, 7500 entrepreneurs (of whom at least 70% are Poorest of the
Poor) by at least 50% and creates access to affordable, good quality SHG based nutrition and
hygiene products to consumers by linking the SHG based microenterprises, producer groups via
the network of branded rural retail chain that will translate into better human development
indicators at the rural household level. The expected outcomes are:
o Increase in the consumption of nutritional and hygiene products per household.
o Increase in the size of consumer basket per household.
o Increased shelf space for nutritional and hygiene products in the rural retail outlet.
o Better access to microenterprise products, agri and NTFP commodities.

3.7.2 Key Indicators

(1) Improved consumption and food security to the PoP households: This is one of the
key performance indicators of this project and there are two ways to achieve it. One is
the average number of nutritional and hygiene products in the shelf of a KRuSHE
Mart; the number of home based microenterprises which are into making these
nutritional products is another indicator of the consumption of nutrition products at the
rural household. KRuSHE Mart will have a dedicated shelf for nutrition products that
are linked from the SHG home based microenterprises.
 (2) Increase in footfall and size of consumer basket purchased at the KRuSHE Mart
is an indicator that this is a sustainable and profitable enterprise which will continue to
operate in the set norms of delivering products and services of good quality at an
affordable price to the rural households and since the rider is based on the hypothesis
of linking the rural producers (Agri and NTFP), home base enterprises, this indicator
therefore also reflects the profitability and market linkage derived out of this increased
footfall of consumers to the households of rural producers and home based enterprises
which by virtue of selection will be 70% from PoP households.
The Annexure contains the results framework for rural retail chain/ social enterprises.

3.7.3 Description of Activities

The success and achievement of the objective of this component is based on the community
ownership of this model at various levels of the supply chain covering the producers, home based
enterprises, retailers and the final 70 lakh consumers in the 150 mandals. The Rural Retail
Chain/Social Enterprise subcomponent broadly deals with the heads given below:

KRuSHE Marts
Identify and brand 7500 rural kirana stores as KRuSHE Marts and organize them into a retail
chain.

Leveraging community institutions and existing network of kirana stores:

The 150 mandal project area constitutes a network of 16 lakh SHG households and about 6100
Village Organizations; these are the community based institutions existing at the village level and
constitute approximately 70 lakh population. This huge segment is currently being addressed by
shandy markets, fair price shops (PDS outlets) and to an extent by neighborhood rural retail
stores. There are approximately 24,412 rural retail outlets (Assumption Table 1) in the 150
Mandals. The number shows the strength of the rural retail chain network and the power it can
have over the PoP household consumption. Mobilization activities at the village level will be
carried out through the community based institutions.

SHG meetings, VO meetings and Mandal Samakhya meetings:

All these community institutional arrangements will be leveraged to deliver the concept of rural
retail chain/social enterprise.
These stores will be branded as KRuSHE Marts and will make good quality nutrition, personal
hygiene and essential services available to the rural households at affordable costs. The initial
stage of identification of these KRuSHE Marts will be carried out by community based last mile
business development and advisory service consultants. These women are known as Community
KRuSHE Consultants (Marts) (CKC (M)). These women will be identified, trained and
positioned by the respective Mandal Samakhyas.
The eligibility criteria for the cadre of CKCs, both CKC (M) and CKC (E) (for Enterprises) are
as follows:
 Should be an SHG member
 Should belong to the same mandal.
 Should have passed 10th class.
 Recruitment process will test her capacity in arithmetic, aptitude and communication.
All CKCs will go through training cum induction phase for one year. In this period they will be
supported with a travel and dearness allowances of Rs.3000 per month. From the second year
onwards, these women will be paid a commission based on the amount of credit linkage and
business generated to KRuSHE Marts at the mandal level. Thus, the CKC (M) will drive the
activities of the KRuSHE project which will, in turn, create a sustainable income for the CKC
(M).
These women will be trained on the concept of rural retail chain and KRuSHE Mart and how to
identify retail outlets by carrying out a situation analysis of all the retail outlets in their mandal.
Build situational Analysis to know the current health of the business and the ability of the
entrepreneur to run a KRuSHE Mart. Based on the defined requirements for selecting the retail
outlets, the CKC (M) will identify one outlet for each VO.

Brand building as KRuSHE Marts

Build communication through activity to engage the local consumer and attract attention by:
a) Leveraging Community Institutions & Community KRuSHE Consultants (Marts) -
CKC(M)
b) External template development
Expand the offer of good quality products and services at an affordable cost by:
a) Identifying the services that are missing in the village, but are available at the
mandal head quarter or nearby town.
b) Analyzing the potential demand for each service and product using the results of the
survey of Trade in and Trade out and Stock Keeping Units at the retail stores
c) Conducting buyer- seller B2B meetings between KRuSHE mart owners and
microenterprises, in order to facilitate business, feedback, etc.
d) Encouraging better communication between the marts and the enterprises by
developing tablet based platforms for interaction.
Association of retailers at the mandal level
Develop an association to aggregate the requirement (SHG Products) to drive the benefit
of availability of quality products at low price and optimize the cost of logistics. The
major steps in this activity would be:
a) Institutionalizing support and business development services for Marts
b) Aggregation and collective purchase
 c) Logistics and distribution support arrangements for better and more inexpensive
transport of goods to marts.
d) Partnerships with local producer groups, distributors, etc.

KRuSHE Enterprises
These are microenterprises that will be provided with assistance in business development,
standardization of their products, promotion, branding, marketing tie ups and technology
assistance. These enterprises will be known as KRuSHE Enterprises and their products branded
as KRuSHE and will create a win-win ecosystem to all the participants of the supply chain when
linked through the KRuSHE Marts channel.
The initial stage of identification of existing enterprises and motivating enterprising members
towards entrepreneurship will be carried out by community based last mile business development
and advisory service consultants. These women are known as Community KRuSHE Consultants
Enterprises {CKC (E)}. These women will be identified, trained and positioned by the respective
Mandal Samakhyas.
The training and remuneration of CKC (E) will be on par with CKC (M) and from the second
year onwards these women will be paid a commission based on the amount of credit linkage and
business generated to KRuSHE Enterprises at the mandal level. Thus, the CKC (E) will drive the
activities of the KRuSHE project which will, in turn, create a sustainable income for her.
The CKC (M) and CKC (E) will act in tandem to deliver the objectives of the project at the rural
household level.

Promotion of local value addition enterprises and production enterprises.

a) CKC (E) to create resource maps for the mandal using PRA (Participatory Rural
Appraisal) and shandy market surveys to list all the local produce.
b) Templates for business proposals of all possible local produce value addition
enterprise and production enterprise combinations will be made under the guidance
of the nutrition specialist from the enterprise spearhead team.
c) Proposals will be received on the same template and reviewed. Environmental
impact issues and solutions to them will be considered while reviewing proposals.
d) CKC (E) will attend the meetings of SHGs falling under PoP to identify
enterprising members willing to take up value addition activities/ production
activities, with priority to landless.
e) CKC (E) will also facilitate finance, promote existing enterprises and coordinate
with the CKC (M) in organizing Buyer- Seller B2B meets.
f) The spearhead team nutrition specialist along with the enterprise promoter will be
assigned the role of promotion of new category of products in the market.
g) The key objective in promoting these enterprises is to create a self-sustaining model
of nutrition, based on local inputs and leveraging on the local produce and the
 KRuSHE Mart network. This comes under the category of agriculture nutrition
linkage that integrates both the Rural Value Chain and Rural Retail/Social
Enterprise subcomponents.
h) These enterprises will include existing enterprises that will be upgraded and
strengthened, with a focus on quality and standardization. Capacity building in the
form of training, exposure visits, etc. will be organized for those running these
enterprises.
i) Based on the shelf life of various products, marketing platforms ranging from
makeshift bandis to KMarts will be used.
j) New nutritive candy- like products will be designed to suit a child's 2-3 rupee per
day budget, to help replace unhealthy fried snacks with tasty and healthy snacking
options.
k) These enterprises will be trained by the knowledge partners on product
standardization that will cover the following:
(i) Quality Assurance: Strategy for traceability of the products
(ii) Quality Control: Options for traceability will be developed.
(iii) Product Safety
(iv) Legal compliances and Certifications
l) Market Activation
(i) Packaging in the brand name of KRuSHE
(ii) Access to KRuSHE products through KRuSHE Marts
(iii) Special shelf for KRuSHE products
(iv) Promotion through word of mouth, uniforms, jingles and SHG institutions.

Traceability
It plays an important role in bringing quality assurance and quality control of the products made
in nutrition/hygiene/agri/NTFP. The scale of the project is very huge with goods being
manufactured and produced by 7500 microenterprises and producer groups. Traceability is the
answer to ensure that the retailers and consumers are able to trace back any product that is below
par to their respective manufacturer/producer. In traceability, there are multiple options to
achieve it: Bar code, data matrix, labels, stamp, ink based or unique numerical coding. Table 6 in
Annexure 5 shows the list of options evaluated.
AkshayaPatra provides unlimited, freshly cooked, nutritious meals to 1.4 million underprivileged
school going children in India, everyday throughout the school year. Centralized kitchens are the
hallmark of the Akshayapatra program.
Community kitchen enterprises on the lines of Akshayapatra
a) Extending from the model of Akshayapatra to a smaller scale of operation at the mandal
level, with a small kitchen at a central location set up and run by local women
entrepreneurs who have undergone appropriate training and capacity building.
b) A common kitchen model will be explained by community leaders through SHG
meetings, VO meetings, and Mandal Samakhya meetings; parallel to this the CKC will
identify enterprising women SHG members (priority to PoP) who are willing to form a
group enterprise.
c) This model is for rural areas where
(i) Transportation costs are high due to road conditions and the large distances
separating villages
(ii) Or, where occupational commitments prevent preparation of food at home.
d) This model, based on the scale of operations, has the potential to provide employment.
e) There will be bulk buying of rice and dal which will, in turn, ensure quality and cost
minimization in raw material procurement. Orders can be placed with KRuSHE Marts.
f) Vegetables will be bought from a common place, preferably the CMSA farmers (kitchen
gardens) so that there is a market for these farmers and vegetables, being NPM, are
highly nutritious. This is another model for agri – nutritional linkage.
g) Food will be delivered to the consumers by a mobile cart.
h) The group enterprise has the potential to provide “Hot meals” for feeding programmes
like MDM (Midday Meal), IAH (Indira Amrutha Hastham), NDCC (Nutrition cum Day
Care Centre) etc.
i) Packed meals and ready to eat foods for NREGS wage labourers. {Case study on NREGS
has shown that it has increased the income of the wage seekers but had a negative impact
on the nutritional levels due to decreasing time for food preparation}, this pattern has
triggered the requirement of a channel to deliver services for accessing nutritious food
j) Production hub for good quality nutritious food products

3.7.4 Sequencing of Activities

The sequence of activities to achieve “household level income enhancement that can translate
into enhanced and improved nutrition consumption at the rural PoP households” level will be
rolled out in the villages when the steady state for execution will be reached, that is on
completion of the preparatory activities and these are as follows:
1) Release TORs specific to staffing and TORs for all the specializations:
nutrition, hygiene/FMCG products, supply chain, operations, marketing and
technology
 2) TORs will be created for executing different experimental models that are part
of the learning phase of the project. The list of these has been given in the
previous section.
3) The technical agencies will be reviewed and selected.
Furthermore the rest of preparatory activities fall into below three heads: Partnerships,
Capacitation, Mobilization and Recruitment of staff and Learning Phase.

Partnerships
To drive this project at the household and village level, across the project area of 150 most
backward mandals of AP needs strong support of a competent staff of specialists in the areas of
nutrition, hygiene/FMCG products, supply chain, operations, marketing and technology at State,
district and mandal levels. To establish this army of specialists at various levels requires:
o Technical support under all the above mentioned areas in which specialists are
needed.
o Ready to roll out training modules
o Training Material (native language)
o Delivering the training according to a training calendar
o Training modules for different cadre of people; State level Young
Professionals, District level spearhead teams and Mandal level CKCs.
Capacitation of the staff before placement in the villages will be preceded by partnership with
external technical agencies under the aforementioned support to develop training modules to kick
off the project.
External Support will be required in the areas of:
a) Nutrition and Hygiene
b) Supply Chain Management, Operations and Marketing:
c) Technology: To facilitate and record transactions.
d) Pilot/Learning Phase/Experimenting on Models:
The set of activities that are covered under this head will be part of the learning
phase and involve testing of models like:
i) Different Models for Monetary Transaction:
ii) Different models to monitor point of sale
iii) Communication Strategy Model
iv) Information Centre and Energy Access
v) Orvakal Pilot: Business Evaluation Tool for CKC
‘Enable’ a micro-enterprise development initiative from Andhra Pradesh has developed a
technology platform that is assisting rural youth to serve as last mile business development
managers and will be extended to serve the same to the CKCs (E). The case study in the
Annexure describes the details of the pilot in Orvakal.

The sequence of activities to roll out after preparatory activities is as follows:

Activities:
1) Mobilization and Brand Building
2) Capacitation of retailers and entrepreneurs on KRuSHE and non-negotiables
to be part of it
3) Build Situational analysis: understanding the health of the business and area
of financial support requirement
4) Credit Linkage
5) Consumer understanding
6) Economic mobilization
7) Survey of product SKUs at the retail store
8) SHG product introduction at retail enterprises
9) Expand product and service offerings at retail stores
10) Product standardization
11) Association, Bulk Order and Logistics
12) Improved store management
13) Branding

3.7.5 Outputs
This sub-component will invest in capacity building, small scale productive infrastructure, hiring
of technical agencies and support organizations, hiring of ICT solutions providers and data
analytics firms, solutions marketplace and viability gap funding for select social enterprises and
human resources at State, district and mandal levels. These investments will be made in the
entire project area of 150 mandals in the State to create the following:
 sustainable income for 150 Community KRuSHE Consultants; these women in
the time period of 5 years will provide last mile business advisory and credit
linkage services to 7500 KRuSHE Marts, 7500 KRuSHE Enterprises.
 These 7500 KRuSHE Marts will be brought under 150 KRuSHE Mart
Associations @ one association per mandal, made from Retail Organizations
(ROs) of about ten marts each, and KRuSHE Mart Associations will be federated
at the district level.
 Out of the 7500 KRuSHE Enterprises the Community KRuSHE Consultants (E)
will promote
- 4500 in the category of nutrition and home based food enterprises; these
enterprises will introduce 20 socially relevant and nutritionally significant
products
- 750 enterprises in hygiene based products (soap, sanitary pads etc.)
 - 375 enterprises in biomass briquettes and mini water plants from the Tribal
mandals
- 1875 other production enterprises.
****The KRuSHE Mart chain will link these aforementioned enterprise products to the rural
households.
 These outputs are measured at the mandal KRuSHE Mart association level,
while the inputs in the form of specialists: supply chain, nutrition products,
FMCG/hygiene products, equipment and technical support and linkage
support, marketing, operations etc.; training modules developed in partnership
with the Knowledge Partner, technology solutions are given at various levels
of geography and institutions.

DWCRA Bazaar as a marketing strategy

Rural SHG entrepreneurs often find marketing their products a problem as they do not have access to
organized markets. DWCRA Bazaar has been conceived to fill this gap. But, DWCRA Bazaar is an event-
oriented marketing avenue, whereas market ought to be a continuous process. Ministry of Rural
Development, Government of India sponsors one marketing event every year to each State and it is called
Regional SARAS exhibition. SARAS stands for Sale of Articles of Rural Artisan Societies. In addition to
this, there is also a national level SARAS exhibition in New Delhi during the India International Trade Fair
in November every year. But, this also offers a limited opportunity since the stalls are limited, the demand is
more.
This DWCRA event has been conceived not merely as a marketing opportunity, but also as a learning
experience for DWCRA women. Women entrepreneurs spending 10- 12 days under one roof is expected to
create a cross learning process as they would naturally observe products from other districts, prices, packing,
etc. Since the rural entrepreneur comes into direct contact with the urban customer, she would know the
urban consumer preferences. The consumer, being exposed to the producer, gets an opportunity to give his
reaction to the products on display. This would lead to product standardization. Besides, buyer-seller meets
have been organized for business tie ups; designers have been invited to conduct workshops on design
development, especially in the context of handlooms, and improving packaging methods and traceability in
the context of food products.
SERP intends to institutionalize the DWCRA Bazaar as a regular market by organizing district level bazaars
on a monthly basis. Entrepreneurs can participate on a rotation basis in their own district for smaller
durations. The locations can also be rotated covering the district HQ and other important towns. This would
enable women from across the district to utilize the opportunity to sell the product and to know the market
preference. The sales turn-over is incisively analysed to understand the strengths and weaknesses of the
products. Some products may have inherent strength in terms of quality, but poor packaging can turn away
the consumer. These days, traceability is a major issue. This calls for labelling and brand development. This
in turn calls for close scrutiny of the production processes, raw material used, pricing, packaging, etc. The
VOs need to be activated to play a supervisory role in this regard. SHG entrepreneurs make their products in
their respective homes. There are no common production centres available. This leads to diversity in the
quality of the product. There is no uniformity of recipe. This creates problems in developing a brand, since
brand demands uniformity in terms of recipe, raw material, quality, quantity, price, packing, traceability,
SKUs, etc.
Forming producer groups of SHG entrepreneurs is a way out. Activity based group has to come together to
carry on its activity. Collective activity will lead to uniformity in terms of the issues raised above and this
will lead to promoting brand equity, which in turn will lead to better marketing opportunities. In the context
of food products, producer groups would generate demand for packing medium such as plastic bottles. If
there is an assured demand, producing plastic bottles itself becomes an enterprise. Printing labels is another
enterprise. As noticed earlier, it leads to employment opportunities for the rural youth who can undertake
these works. This will pave the way for promoting e-commerce of DWCRA products.
3.7.6 Roll Out and Phasing
Table lists roll out of the activities over a timeline of five years, there are mainly two phases of
implementation:
Table 12:Rollout & phasing

Year 0 Year Year Year Year Year

Activity
6 months 1 2 3 4 5
Partnership with Knowledge Partner for
training modules
Recruitment of staff at all levels
Capacity building to staff
Mobilisation
Learning Phase Pilots (1 year)
Credit Linkage: Working Capital and
Infrastructure gaps
Training- Consumer Survey, stock
policy, store operations
Service expansion
Introduction of SHG Products
Product Standardization
Exposure visits
Branding: External & Internal Template
Branding: CKC Uniforms & Caps
Branding: KRuSHE Branded SHG
Products
Technology solution for logistics
MIS & Analytics

Learning Phase (Y0 to Y1)

 This phase constitutes the first 1 year of the project. As the name suggests, it is the
stage where the geographic spread of the project is restricted and different models
discussed in the preparatory activities will be carried out in select 15 mandals, out
of these 5 mandals each will be from the tribal pockets.
o Apart from the pilots, the phase will also complete the activities mentioned in the
preparatory phase where TORs will be prepared for staff from each cadre and
TOR for the technical assistance is also released.
 o Followed by completion of staff hire in the 15 mandals and review and selection
of technical agencies/knowledge partner. The training modules and material will
be prepared through partnerships with knowledge partners.
o The mandal level staff recruitment and capacitation till the survey of trade in and
trade out.
o MIS and logistics management technology partnership TOR will be prepared and
released followed by partnership that will kick start MIS and logistics
management technology of which at least some of the feature will be tested.
Scale Up (Y2 to Y5)
o The scale up of the project will happen through recruitment of staff in the
geographic mandals the project is expanding to; the expansion of the mandals will
be based on priority decided by the value chain subcomponent, so as to find an
overlap of livelihood activities happening in the mandals.
o Selection of mandals will also be based on the ranking in Human Development
Index: lower the rank; earlier the project roll out in its villages.
o The scale up will happen with 85 mandals from Y2 to Y3.
o The activities such as product standardization, exposure visits and branding
become relevant only when the previous activities are completed.
o Final scale up to the remaining 50 mandals will happen from Y3 to Y4
o Each scale up to new geographies will roll the same cycle of activities except for
geography independent activities such as MIS & Technology.
MIS is an activity that will be available throughout the project timeline.

3.8 Implementation Arrangements

3.8.1 Human Resource: Value Chain Commodity HR Structure
Value chain spearhead team consists of producer group specialist, Agri business specialist,
extension specialist and agriculture nutrition specialist. The roles of the specialist are described
in Table 25 in Annexure. For details regarding commodity teams and their roles refer Table 26 in
Annexure
Cluster team for KRuSHE Mart consists of operation specialist, supply chain specialist and
marketing specialist. For detailed roles of district team, refer Table 28 in Annexure. District team
for KRuSHE Enterprises consists of Enterprise promoter, Nutrition Product Specialist & FMCG
Product specialist. For detailed roles and responsibility roles refer Table 5 in Annexure 5.
HR Structure: Rural Value Chain and Retail Chains

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3.8.2 Technical Agency

The project in due course partners with various technical agencies, Non-Governmental
Organizations (NGOs), financial institutions, business houses etc. to assist SERP in successful
implementation of project. Capacity building will be done for all three levels- VRP, Cluster and
project level, through a Technical Agency or Knowledge Partner. The training will focus on
Group Formation, Package of Practices, New technologies, Organic inputs and certification.
Technical Agencies to be hired will be hired as:
a) Knowledge partners or
b) End to end service partners.
List of expected technical agencies support required for value chain development is annexed.

3.8.3 Implementation Strategy:

Various technical agencies will be targeted for a gamut of technical assistance services will be
required. Partnership with different technical agencies will be an integral part of the strategy of
the project in order to pursue the project objectives for which SERP does not have in-house
competence and expertise. The gamut of activities for which technical assistance will be required
for different value chains can be as follows:
o Productivity enhancement
o Services
o Organic certification
o Information technology

3.8.4 Convergence with Government Departments

The project will run in convergence with various government agencies/organizations relevant to
the selected value chains which work for a common goal. Such government agencies can be
public sector financial institutions, various line departments, ITDA, DRDA, State Agricultural
Universities, various research stations etc.
Purpose of convergence:
o Financial support
o Information on Modern package of practices
o Service delivery
o Inputs
o Nutritional linkage
 Example of convergence with existing CBOs: Sand Mining and Marketing through CBOs in AP
The Government of Andhra Pradesh has decided to assign the business of sand mining and marketing to SHG
institutions. This is, indeed, a landmark decision, considering the fact that sand mining and marketing has, so
far, been in the hands of moneyed and influential sections of society. While many eyebrows were raised by this
decision of the Government, the Government itself was unmoved by wide-spread scepticism because it was
motivated in the first place by the strength, stability and ability exhibited by the CBOs in managing paddy
procurement centres across the State. Big time landlords who did not take the SHG movement seriously
realized the power of these institutions when the VOs handled the task of paddy procurement with near
perfection ensuring that minimum support price reached farmers in interior areas. Even though the VO handled
the procurement on behalf of the Civil Supplies Department and for that very reason it was not exactly a
business activity, the fact that the CBOs have handled the task with a quiet efficiency has impressed all
concerned.
Encouraged by their experience in paddy procurement, the CBOs have readily come forward to handle sand
mining and marketing. This shows their willingness to take on higher responsibilities. Admittedly, sand mining
is a challenging task because it is a business venture which involves several difficult operational issues like
managing manpower, money, machinery, marketing, security, environmental issues, etc. It is estimated that
sand mining involves an annual turnover of over 4000 crore rupees. The SHG are tipped to earn 25% of the net
sale proceeding after meeting all operational costs like labour changes, hire charges for machinery, paying
seinerage to local bodies and the like. It is expected that on an average, CBOs will earn about Rs. 1000 crores
per annum as their share.
Today, sand costs more than cement and even then it is not at all available in some places, as a result of which
construction industry is facing serious problems. In the earlier system, sand reaches were auctioned, with the
bids running into crores. Naturally, the bidder is in a hurry to earn a fast buck and indulged in all kinds of
malpractices like going beyond the approved geo-coordinates, digging deeper than the permitted levels, using
heavy machinery and under-writing the quantum of sand mined thereby paying lesser seinerage to the local
bodies than the actual dues. The reckless pursuit of ‘profit at any cost’ has done grave damage to the river
systems raising environmental serious issues. It has also thrown up a mafia system since a regime of
malpractices requires muscle power. Now, the Government feels that all these issues vanish with the arrival of
the SHG women into the business arena. They are going to mine and market about 156250 cubic meters of sand
across the State within the approved coordinates and it is expected that sand would be available to all who
genuinely need it for building activity.
In order to operationalise this venture, the Government has created a District Level Sand Committee, chaired
by the Collector, in which the ZS President is also a member. All the VOs in the village which has a sand reach
will form a MACS Society, a registered body under the Societies Act of 1995, and undertake the operation on
behalf of the Government. If the sand stock point is located in a different place from the sand reach, the VOs in
the village where the stock point is located will also form a MACS Society for the purpose of marketing sand.
This is the first time that a big ticket business opportunity is given to SHG women and all efforts are made to
ensure that this activity takes off smoothly. An elaborate training programme has been planned to make the
women ready for the task. They have to ensure that mining takes place as per approved mining plan, thereby
securing the well being of the river systems and addressing environmental issues.
The Government feels that sand would now be available at affordable prices to all sections of society at their
doorstep and construction activity will once again see a forward move with the arrival of SHG women into this
business as the SHG women are known for following rules and regulations scrupulously. Even though sand is
not produced, being a product of nature, the sand MACS can be seen as the fore-runners of the proposed
formation of Producer Groups and Producer Organisations because sand MACS is a business activity based
body and the Producer Groups are also business activity based bodies. Thus, the experience of sand MACS is
going to be a crucial element in determining the course of the village based Producer Groups and the cluster
based Producer Organisations to be formed under the APRIGP. SERP is the State level nodal agency for this
activity.
 3.9 Project Area
The project works towards building value chains and social enterprise network to enhance the
household level income that translates into enhancement of Human Development Indices to be
reflected in the 150 most backward mandals of Andhra Pradesh, that is: out of 656 mandals in the
State, 150 the most backward mandals have been identified based on the scores obtained in
Human Development Indices.
The table below shows the distribution of the values chains across the districts of Andhra
Pradesh:
Table 13: Mandal distribution

District Paddy Red Dairy Small Poultry Turmeri Coffee Cash Fisher Total
Gram ruminants c ew ies
Srikakulam 2 2 7 12 23
Vizianagaram 2 2 2 6 6 18
Visakhapatnam 13 2 2 1 4 10 10 42
East Godavari 9 2 2 7 13 33
West Godavari 10 2 2 2 102 28
Krishna 10 2 2 2 1 17
Guntur 2 2 2 6
Prakasam 6 2 2 2 1 10 23
Kurnool 5 2 2 2 11
Anantapur 10 2 2 2 16
Cuddapah 2 2 2 2 8
Nellore 2 2 2 10 16
Chittoor 2 2 2 6
247
Total Mandals 42 21 20 26 26 18 4 4545

3.10 Component Phasing and Roll out Strategies

3.10.1Learning Phase (18 months)

This phase will help in the establishment of processes, building the structure with regard to input
service delivery and in the positioning of human resource. A cadre of VRPs will be created for
rural value chains and CKCs will be positioned for rural retails chain. These people will be
trained either by technical agencies or by the project staff, who are the cluster level spearhead
teams, themselves trained by specialists.
Since the project involves different interventions for different value chains as also for retail value
chains at different time periods, the project targets some mandals with end to end solutions
where all the activities from productivity enhancement to value addition and marketing linkages
will take place based upon the strength of Mandal Samakhya. In some mandals, Community
extension services, financial linkages and productivity enhancement interventions will be done,
for example, capacity building on Package of Practices, convergence with line departments and
technical institutes.

Training on different aspects like financial management, business plan, social mobilization,
capacity building of the spear head team will be done.
Different pilot studies for technology transfer, linkages between KRuSHE Mart and producer
groups/entrepreneurs, introduction of nutritional products, MIS development, traceability, brand
building, inventory management, association and service delivery in rural value chains and retail
chains will be carried out which further helps the project to scale up activities.

3.10.2Scaling up Phase (42 months)

The project will be expanded to all the targeted 150 mandals across all the rural value chains and
retail chains, based on learnings from the first two years of implementation. This phase includes
all activities like value addition, tie-ups for market linkages, organic certification in value chains
through convergence with various line departments and technical agencies, new enterprise
development, standardization of nutritional products, brand promotion, documentation of best
practices; output monitoring will take place and the objective of the project is fulfilled.
se
le Up Pha
Figure 11: Phasing Plan Sca

e
h as
P
ng
r ni
a
Le

Finance
The project will invest in group formation and capacity building, grants to producer
organizations, small scale productive infrastructure and value addition facilities, hiring of
technical agencies and support organizations, hiring of ICT solutions providers and data analytics
firms, solutions marketplace and viability gap funding for select value chain investments by civil
society, public, private and social enterprise sectors.

3.10.3Consolidated Budget
The financial calculations have been made under the heads: Human Resource (HR), Capacity
Building (CB), Infrastructure & Value Addition, Technical Agency Support (TA) and Community
Fund (includes seed capital and technical agency fund). The total project cost is: 276.23 Crores.
*All numbers in the table are in lakhs
Base Costs (in lakhs)
PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL
Livelihoods
A Sub Components
Livelihoods- Rural Value Chain 1350.3 7873.5 8091.00 3788.5 2909.1 23972.4
Programme Rural Retail Chain 1263.52 625.47 965.45 447.87 348.25 3650.56
cost

Total 2613.82 8498.97 9056.45 4236.37 3257.35 27622.96

 Chapter 4
4 Component 2: Human Development
4.1 Introduction
In APRPRP which was implemented during 2004-2009, SERP had aimed to "eradicate
poverty, promote human capital development, focus on the welfare of children—
particularly girls, women, the old, and the infirm; and build an equitable society in which
people participate in making decisions which affect their lives and livelihoods". End term
evaluation studies showed that by the end of project period, APRPRP had contributed to a
considerable reduction in percentage of BPL households from 29.4 % to 20.7 % between
baseline (2004) and end term (2009) in comparison to the poverty ratio for non
participants (27.2 %). In the case of SCs, the decline was 14.7 percentage points
compared to 6 percentage points among the non-participants, and for ST households the
poverty among participant households declined by 15.5 percentage points against 8
percentage points among the non-participants. At the Institutional Level, systems have
been put in place, especially for last mile service delivery of banks, insurance, H&N, etc.
which are performing well even after the project period. SERP as mechanism and
associated institutions has built up a considerable capacity for innovating and delivering
rural development. At the policy level, a very significant number of policies that have
been changed or introduced at State level have been influenced by the work of SERP,
such as IAH (the one hot cooked meal program for pregnant and lactating women) which
has been started based on the learning from community managed NDCC. The project has
also influenced livelihoods programs in other States under the National Rural Livelihoods
Mission.

SERP also showed improvement in the Human Development indicators with the proof of
concepts developed in the intervention areas.Key elements of the interventions include:

 The recognition of a lack of a point person in case of a health emergency. This led to the
introduction of an internal facilitator- Health Activist (HA), an SHG member who is
given extensive health trainings each month to provide health and nutrition counseling
especially to pregnant and lactating women and children up to the age of 5 years.
 The concept of community managed Nutrition cum Day Care Centre (NDCC) was
developed to ensure nutrition security of poor and poorest of poor pregnant and lactating
women and children upto 2 years (1000 days protection) by providing balanced diet. The
NDCCs take a holistic, life-cycle approach to improving the nutritional status of the
pregnant women to avoid anemia and also to prevent child malnutrition from the womb.
It also serves as a platform bring about sustained behavior change as the HA trains the
women on health and nutrition aspects every day.
 Piloted community managed health insurance schemes in collaboration with reputed
hospitals in few districts of the state. The case managers, who guided the referral cases in
tertiary and secondary level hospitals proved as a best practice for the existing
RajeevAarogyasree Scheme in the state. These Case Managers have now become the
ArogyaMitras in Rajeev AarogyasreeScheme.
 Considering the critical significance of child development (physical, mental and
cognitive development) during the formative years of 3 to 5 years, SERP facilitated the
community governed and managed Early Childhood Education centers, Balabadis. The
hallmark feature of these centers includes activity based joyful learning methods whose
curriculum was in line with National ECE curriculum framework. A monthly public
reporting system in the form of ‘Badipanduga’ was also introduced wherein the
instructors submit monthly performance report to the parents and their children
demonstrate their learning abilities to them.

However, when compared to other South Indian states, Andhra Pradesh presents a very
grim picture in terms of human development, as shown below:

 Despite there being huge infrastructure and human resources dedicated towards MCH
and nutrition, the IMR and MMR, 43 and 134 respectively, of the state is higher than
almost all other southern states. (Source: Census 2011)
 Rate of malnutrition is very high despite better economic conditions than poorer states;
percentage of underweight, stunted and wasted children are 32.5%, 42.7% and 12.2%
respectively. (Source: NFHS-3)
 68.3% adolescent girls in undivided AP were anemic. (Source: NFHS-3)
 Only 43% habitations have partially been provided water supply including SC, ST and
other areas; of these 16% approx. are supplied with contaminated water.(Source: Ministry
of Drinking Water & Sanitation website, www.indiawater.gov.in/)
 Percentage of HHs using toilet within premises, public toilets and open defecation is
49.5%, 2.5% and 48% respectively (Source: Household Census, 2011)
 The school dropout rate among girls belonging to SC and ST communities is alarmingly
high at 61% and 74% respectively.

The focus of SERP in the last decade was more on improving financial status of the poor
and assumed that social or human development will follow. The rate of improvement of
HD parameters, however, has been slower than expected, and seem insufficient for
reaching the targets identified by the MDGs by 2020. Hence, it is now important that the
community starts contemplating non-monetary outcomes like reducing infant mortality,
maternal mortality and improving other nutritional parameters. This perforce requires
convergence efforts of individuals and institutions. The service providers as well as the
service consumers need to be educated on their duties and rights respectively.
4.2 Rationale:
The Society for Elimination of Rural Poverty (SERP), in the past decade has developed
various models for Poor and PoP households that have improved access to bank credits
and have improved their livelihood opportunities. In the process, however, it did not pay as
much attention as it wanted to enhance the quality of life of rural poor. Consequently, the
health, nutrition and education seeking behaviour of these households did not increase
sufficiently, as can be seen from the lack of access to services from public systems.

By design, the two major government programs, ICDS and NRHM, together appear to
incorporate all the essential inputs for better health, nutrition and sanitation of adolescent
girls, pregnant and lactating women and children. They also include provisions for pre-
school education and use evidence-based interventions. There is an expectation by design
that the FLWs11 of ICDS and NRHM coordinate and converge to deliver the interventions
giving due focus to sanitation and hygiene. Various ICDS and NRHM evaluations,
however, suggest gaps in program implementation pertaining to its unbalanced focus on
the food security component of the program, poor targeting, poor coverage, and poor
quality of service delivery. These shortfalls are often attributed to a lack of proper training
and monitoring, low levels of skills, a lack of institutional knowledge, and weak
motivation amongst the last mile service providers. The result is a huge gap between the
community and public systems. To bridge this gap, a multi-sectoral and multidimensional
approach is required.

The government of Andhra Pradesh has a vision to be among the three best states in India
by 2022 (GO.20)2. In order to achieve this, 7 missions have been dedicated towards
improving socio-economic markers identified by the government. One of these missions is
the Social Empowerment Mission (SEM). The SEM advocates improved social and
economic markers through the increased convergence between line departments and
service providers and the capacity building of public welfare systems (GO.20)2. This
mission relies on a Mission Support Unit (MSU) which will be responsible for
coordinating the implementation of the activities of the mission and monitoring the
objectives and plans of the mission. The Andhra Pradesh Rural Inclusive Growth Project
(APRIGP), proposes topromote increased Human development through adopting the Life
cycle approach and converging with the various line departments. The MSU will enable
the SERP to do this through enhancing inter-departmental synergy, providing monitoring
and implementation facilitation. The APRIGP will develop the social capital as pressure
groups and hold the supply side accountable for delivering entitlements and services in the
HD sector. It will also establish appropriate links between the HD and Value Chain
components for nutrition security. Hence, under APRIGP, continuous efforts will be made
to work with and strengthen various line departments to avoid duplication of work, and
achieve better results in improving HD indicators.

11
FLWs (Field Level Workers) include ANM, ASHA, AWW and HA (wherever present).
2
GO 20. Dated 26.09.2014
4.3 HD project design
The proposed HD project under RIGP is to converge with line departments and build
upon the existing structures and mechanisms put in place through the various government
and civil society initiatives, such asNBA, IAH, Bangarutalli, NDCC and Balabadis, and
encapsulated in the Social Empowerment Mission. This project will also capitalize on the
strengths of the livelihoods/Agricultural projects that SERP has been implementing for a
long period to change the household level food consumption patterns and enhance the
nutritional status of the people.
Convergence model
The major strength of this project is that all the line departments have agreed to work together to change
HD indicators in the identified 150 mandals. This is especially important in the context where certain pilots
under phase 2 (APRPRP) have shown potential for scaling up and provided evidence to the line
departments for mainstreaming of innovations such as NDCCs and Balabadis. Hence, leveraging the social
capital already existing in the project as well as the grassroots level frontline worker’s presence need to be
channelized to reach the HD goals. The project recognizes the need for strengthening capacities of both the
supply as well as demand side. After successful implementation for two years, the pilots that are proposed
in the project (50 mandals) needs to be scaled up by the line department in the rest of the mandals (100
mandals) and subsequently to rest of the state.
In order to have the convergence working for achieving the HD goals, it is important for all the line
departments to have similar line of thinking and intent. As there are provisions to pilot and scale up similar
models by Dept of WD&CW under ISSNIP supported by World Bank as well as ICDS restructuring
project, it is important for all the heads of line-department to agree on the common plan in these 150
mandals and accept the learning.

The focus of this project will enable communities to be more empowered and the service
providers to be accountable for the effective service delivery. The quality of service
delivery and improvement in the overall feedback and information management system
shall create a win-win situation for supply and demand side stakeholders. Similarly,
within SERP, appropriate linkages are envisaged between the HD and Value Chain
components.
All the stakeholders have agreed to follow convergence in following aspects, i.e.

A. One designing and planning: All the components within SERP and the line departments
agree to deliver on the desired outputs and outcomes. All the concerned at the village level sit
together, plan and design a comprehensive HD project that shall be implemented.
B. One monitoring and feedback mechanism: The HD indicators are monitored at all levels
and feedback mechanism is set in place to send information for corrective mid-course
actions.
C. One Source of data: The project will receive information from one source to take necessary
action for improving HD indicators. At present, line departments and SERP maintain
different databases to gather information for same set of target users.
 Figure 12:The design and approach

Figure 13: Pathways of change

4.4 Project Approach
The project would focus on the best window of opportunity of adolescence and 1000 days
that lies between pregnancy through two years of age. Also, considering the critical
significance of child development (physical, mental and cognitive development) during
the formative years of 3 to 6 years, the project will focus on pre-school education.
Furthermore, concentrated efforts will be made to improve water quality and sanitation,
promoting Open Defecation Free (ODF) villages in particular, to enhance quality of life
in the selected RIGP mandals. A more comprehensive approach for improving nutrition,
WASH and learning outcomes includes:

1. Availability of clean drinking water and sanitation facilities and encouraging

behavioral change towards hygienic practices.
2. Encouraging ODF villages to improve sanitation and hygiene (70% becoming
functional)
3. Incorporating growth monitoring and promotion
4. Improving maternal knowledge and care during pregnancy and IYCF
5. Nutrition security at household level
6. Improving learning outcomes of 3-6 years children
7. Improved household hygiene practices leading to a reduction in household health
expenditure
Building on the convergence model of the SEM, the HD model will establish Village
Health Nutrition and Sanitation Committees (VHNSCs), which will represent the Village
Organisations, the Gram Panchayt and the various front line workers in the area (ASHA,
ANM, Anganwadi workers). This committee will have extensive responsibilities
including the designing, implementing and monitoring of HD plans. These Village HD
plans will be based on an in depth analysis of the needs of the community and will be
approved by theGram Sabah before implementation. The HD plan acts as an entry point
to establish convergence among the line departments and begin to deliver the services
effectively with the joint effort and support of the village. Once the plans have been
produced, the services provided by existing programs will be drawn upon to meet these
goals. In a number of villages identified by SERP,additional financing will be provided to
address gaps in service delivery identified through the village HD plans.
Additional efforts to strengthen community demand for services through capacity
building of village organizations and field functionaries and strengthening training
architecture is proposed through Technical Agencies. Behaviour change communication
and community monitoring will also be carried out. Hence, the approach of the project
looks at three sub components:

1. Strengthening demand for improved quality service delivery through community

participation, and
2. Strengthening supply of key services through improving skills in community
engagement, motivation of the FLWs and community monitoring.
3. Linkages with value chains for improved nutritional outcomes
 The above sub components will be implemented in all the 150 most backward mandals,
however, 1/3rdmandals would get intensive inputs, in terms of –guided financing of HD
plans, using community dashboard and community score cards etc. The process
documentation and concurrent evaluations proposed under this project shall guide the state
government to explore possibilities for scaling up the successes after or during the project
period. This commitment shall be obtained from the respective line depts. whoare partners
of the project.

4.5 Expected Impacts

There is enough evidence linking nutrition and good maternal and child health (MCH)
outcomes; however, nutrition has been superficially integrated with MCH activities in AP.
The APRIGP under the Social Empowerment Mission provides the opportunity to improve
overall health of a community by adequately tracking malnutrition, sanitation and health
indicators in a comprehensive way. It is further important to work on parameters of pre-
school education to enhance scope of project from child health to holistic child
development.
Since this project tackles the issue using multidimensional approach, it aims to achieve the
following outcomes:
1. Reduction in household expenditure on maternal and child health
2. Reduction in percentage of underweight and stunted children under 2 years
3. Reduction in anemia among adolescent girls, children, pregnant and lactating
4. Increase in 0-6 yrs children cognitive development and the learning outcomes
5. Percentage of villages reaching ODF.
In order to achieve the above outcomes, some of the key indicators need to be monitored
on a regular interval. The project will monitor the following key indicators (not the
exhaustive list) during the project implementation.

4.6 Key Outcomes

1. Increased utilization of HD services
2. Increased practice of appropriate behavior in the fields of health, nutrition
and sanitation
3. Improved coverage of underserved elements in the communities by services
providers
4. Improved quality of service delivery by providers
5. Increase in dietary diversification at household level
 These outcomes will be tracked through the following indicators
Indicator Numerator Denominator
1. Increased utilization of HD
# HHs registered as receiving
services (H, N, Sanitation) # HHs in the area
HNS services
by HHs
2. Increased practice of
appropriate H, N, Hygiene
and sanitation behavior by
HHs (list practices)
3. Improved coverage of
underserved communities by # Alerts responded to # Alerts sent
service providers
# Exception reports responded
# Exception reports sent
to
# positive responses to # responses to questions
4. Improved quality of service
questions about service about service delivery
delivery by providers
delivery satisfaction satisfaction
# positive responses to # responses to questions
5. Increase in dietary
questions about diet about diet
diversification
diversification diversification

These outcomes will be linked to the following program outputs

4.7 Key Outputs

1. Production of HD plans – development and appraisal
2. Increased knowledge of services available
3. Monitoring and reporting on a monthly basis by VHNSC
4. Training of FLWs, CRPs and VHNSC
5. Orienting of farmers with regards to crop diversification and HH consumption
These outputs will be measured through the following indicators

Indicator Numerator Denominator

1. No. of HD &
WASH plans # of HD & WASH plans
total # of RIGP villages
developed and developed and appraised
appraised
2. Increased knowledge
of VHNSC on
available H, N,
# of services listed by
ECE, sanitation # of services in the area
beneficiary
services and relevance
(as measured by
LQAS)
 # of multiple choice questions
# of multiple choice questions
about relevance of services
about relevance of services
answered correctly
3. Increased investment % change in investment by
by GPs in HD services GPs
4. No. of VHNSCs
# VHNSCs collect data
collect data monthly
monthly and have an updated total # of VHNSCs
and have an updated
monthly dashboard
monthly dashboard
5. Increased knowledge # of multiple choice questions
# of multiple choice questions
of VHNSC on village about village HD status
about village HD status
HD status answered correctly
6. No. of FLWs trained
# of FLWs trained on
on xx number of # of FLWs
xx number of modules
modules
No. of farmers oriented on # of farmers attended xx
crop and diet trainings on crop and diet # of farmers in RIGP area
diversification diversification

4.8 Components
The proposed approach in the project will be operationalized through activities aimed at
strengthening the quality of service delivery (supply side strengthening), building a
demand for quality services and through strengthening linkages with value chains. Specific
interventions proposed within each of these broad areas are outlined below:

4.8.1 Sub component 1 : Strengthening demand for improved quality nutrition, health
and pre-school education service delivery through community participation
The project, through focused efforts on creating awareness about the relevance of health,
nutrition and education seeking behaviors and informing and empowering communities
to access, demand and facilitate delivery of quality services will attempt to generate a
community movement towards the achievement of nutrition and learning outcomes. It
will strengthen and create demand through the following activities:

4.8.1.1 Village HD plans

Developing Village HD plan is to keep the people in the center of the development by
emphasizing that the development is of the people and for the people. In this context, the
linkages between ongoing capacity building and an actual set of activities is of key
importance. It also supports in systematically and periodically revisiting the status of
human development at village/mandal level and demanding readjustments or additions at
the district level.
4.8.1.2 Responsibility to develop Village HD plans
The purpose of developing Village HD plans is to make the communities aware on their
HD status and develop an action plan to further improve it. The project proposes that the
Village Health Nutrition and Sanitation Committee (VHNSC), take the lead in developing
the HD plans, implement activities, monitor the progress and review the outcomes. In this
context, the PRI and VOs are responsible to facilitate the development of village HD
plans to assess the baseline, measure the progress and influence the behaviors towards
achievement of MDGs at village level. So, the Village HD plan acts as an entry point
activity to establish convergence among the line departments and begin to deliver the
services effectively with the joint effort and support at village level. Hence, all the Village
Health Nutrition and Sanitation Committee (VHNSC) members and the Front Line
Workers(FLWs) will be oriented on concept of the Village HD plan, operationalisation of
plans, evaluation of the outcomes envisaged under RIGP. The activities which will be
funded under HD plan should be primarily related to health and nutrition of adolescent
girls, pregnant ,lactating women and children, ECE and WASH initiatives.

4.8.1.3 Roll out of Village HD plans

It is proposed to finance Village HD plans for 1000 GPs in 1/3 rd RIGP mandals. An
initial pilot of 4 villages in 4 mandals will be used to establish best practice before the
phasing begins in January 2015. The first year will involve the initiation of village HD
plan development in 100 villages in 25mandals. Taking lessons from these mandals, the
activity will be scaled up to 25 more mandals in year 2, and 100 mandals in year 3. The
HD plan process will be facilitated by a team of specially trained Community Resource
Persons (CRPs) who cover 10 villages in 5 months ( @ 2 villages per month.).
Figure 14:Roll out plan

Year Mandals Saturation of CRP teams Total no.of No.of days

the mandal required (@2 CRPs required required to saturate
(@5-15 teams per (@ 4 members the mandals with
villages mandal) per team) HD plans
/mandal) (@ 3 days per
village per team)
I 25 100 25*2=50 200 100*2/50 = 4
II 25 300 25*2=50 200 300*2/50 = 12
III 100 600 100*2=200 800 600*2/200=6
Total 150 1000 200 teams 800 members
4.8.1.4 Process to prepare Village HD plans
A team of CRPs will stay for 3 days in a village to conduct household survey as well as
village facility survey related to water, sanitation, health, nutrition, education and
livelihoods using simple pictorial tools (PAHELI) to enhance people’s participation with
 the support of VHNSC. On consolidation of details, they will present the findings by
conducting a gram sabha using pictorial charts and facilitate in identifying the top most
priorities of the village.

4.8.1.5 Indicative budget and funds flow for village HD plans.

In the initial 2 years, 1000identified GPs from 50 mandals will be provided with HD
Investment Fund (HDIF) of Rs 5.00 lakhs. The budget will be utilised towards WASH,
nutrition, health and ECE for improved health outcomes and also to prevent anaemia
among adolescent girls and malnutrition among children. The fund could be used for
WASH activities like gap financing or providing loans for building toilets, procurement
of seeds for kitchen gardens, developing community kitchen, cleaning of drains etc.
After identifying areas for improvement, the village committee will be encouraged to tap
financial resources from the already existing government schemes. If, for any activity,
there are no such schemes/funds available, then the villagers may decide to use the
VHDIF after carefully drafting the action plan in a pre-designed simple format. The
VHNSC may also encourage the community to add the remaining investment in these
activities to increase sense of ownership and responsibility.
Each proposal coming from the VO will be scrutinized by the district level HD staff
along with Mahila Mandal Samkhya (MMS) and HD (HN & WASH) Coordinators before
approving the funds. The flow of funds will be made based on the HD plan appraisal
done by the Mandal level HD committee constituted with the representation from PRI,
VO, MS and line depts. The activities of the plan will be phased to ensure proper
implementation and accordingly the funds will be released directly to the VOs and will be
available for the first 2-3 years. The necessary supervision and guidance will be done by
HD coordinators for release of funds and to ensure its implementation they will take the
support of CRPs.
Mid- term assessment will be done at the end of 2 years and the learning from these 1000
pilot villages of 50 mandals will be presented to the government to scale up the similar
program in remaining villages of 100 mandals and subsequently in the rest of the state in
phased manner.

4.8.1.6 Capacity building of CRPs, VHNSCs and HD Committee at MS and ZS

Two technical agencies will be responsible for the training of the CRPs and VHNSC
committee. One agency will specifically target the production of Behaviour Change
Campaign materials, and will include these in the training modules while training a seed
group of CRPs in the use of these materials. The implementing technical agency will be
responsible fordevelopingand implementing all training modules under the constant
guidance of the SPMU team. The trained CRPs will be responsible to facilitate at village
level under supervision of HD coordinator and Mandal level nutrition Counselor and
EAS advisor (MNC&EAS) at mandal level. The technical agencies will be responsible
for supporting the teams in preparing theneed based proposals to improve the nutritional
and learning outcomes.
 In addition to the CRPs, the VHNSC members will also be given orientation for two days
on how to develop HD plans in their village, their roles and possibilities of utilizing HD
Investment Funds and money available under various government schemes.
The MS and ZS HD committee members will be oriented on how to apprise, and release
HD funds to VOs. They will also be oriented on review the progress of the HD plans.

4.8.1.7 Integrated ICT to monitor the progress of outcomes

The ICT, put in place by the project will help in generating alerts that will be used to
follow up on the progress as well as the outcomes along with the release and utilization of
funds which are made available to the VOs.

4.8.1.8 Operational manual

The operational manual will be prepared capturing: Do’s and Don’ts, appraisal system
and financial management systems. Based on the experiences from project PAHELI 2011,
tools will be adapted to suite the local and programmatic requirements. The lessons learnt
from the internal case study- Utnoorwill also be used while developing the operational
manual. The process documentation operational guidelines and the manual will be
finalised while piloting the HD plans in 4 villages prior to roll out in year 1.
4.8.1.9 WASH
Traditionally, Water and Sanitation initiatives have been implemented through individual
hardware and financial subsidies, as a stand-alone activity. This is often done without any
inputs from the community or relevant and sufficient education on the issues of open
defecation. In Andhra Pradesh, the disease burden through consumption of unsafe water
and the lack of proper sanitation facilities is very high, especially among the rural
communities. As part of the HD Plan, the aim is to reduce the health expenditure on
frequent bouts of illness so as to improve their incomes (through fewer work days lost)
and subsequent savings, and gain access to better services. However, this will not be
possible unless proper steps are taken to provide the communities with the appropriate
skills and knowledge to end open defecation and strive for sanitary methods for waste
management/ disposal.

Integrated HD Plan: As part of the facilitation for Village HD Plans, it is anticipated that
there will be a strong demand for WASH related activities, brought about due to greater
emphasis on sanitation and a conducive political environment. The HD Plan will have
two distinct means of implementation, with 1/3rd of the villages selected for WASH plans
exclusively and the remainingfocusing on a comprehensive HD Plan which includes
WASH, Nutrition Counseling and Value Chain Linkages. This is done in order to see the
effect of dedicated efforts towards WASH by building a strong community based system
on the line departments (PR) functioning/service provision. Further, it can also be used to
illustrate the critical relationship of WASH and Health and Nutrition, particularly among
young children and mothers.
The order of activities taken up within the Integrated HD plans will be determined by the
communities as part of their Village Plans. The same WASH plan will be implemented in
all the villages selected (both among exclusive and integrated HD villages), using an
intensive CRP strategy and enterprise models, wherever applicable.

WASH Plan: Water, Sanitation and Hygiene activities (WASH) are planned in a phased
manner to achieve ODF villages and improve health outcomes. ODF Villages are those
that have successfully eliminated open defecation through the use of IHHLs with access
to adequate water at the household level and also have access to clean, purified drinking
water.
This is an intensive approach through the use of WASH Community Resource Persons
(CRPs). They are SHG members identified from villages that have achieved ODF status
or are in the process of achieving it. They are selected based on knowledge, experience
and interest in WASH activities. The CRPs undergo intensive training before they are
assigned a village to conduct WASH activities..The CRPs spend a week during phase 1 of
the strategy to interact with the SHGs and explain to them about their (SHGs)
responsibility in carrying forward the program. The SHG members, esp. the group
leaders, are trained on committee formation,mobile-basedbook keeping and record
maintenance pertaining to WASH, funding requirements and ways to motivate the
community to play a strong role in management, implementation and evaluation of the
processes. Thus, in this way, through the CRPs, the community members are encouraged
to drive and manage the entire process through supervisory and facilitative support from
the project staff.
Another unique feature of the WASH model is the community’s role in the ownership of
all its activities. After the initial “triggering” by the CRPs of the community to
understand the impact of open defecation on their surroundings, their health and their
incomes, the VHNSC takes the overall responsibility for mobilizing demand to construct
and use IHHLs. Other examples of committees could be, Procurement Committee,
Finance Committee, Vigilance Committee, School Committee, etc. comprising of various
members of the community. It is essential that PRI members, AWW, ASHA, School
Teachers and other village level workers be involved in these committees in order to
reach 100% of the population. As the focus is on community management and ownership,
the SHG leaders take the responsibility of their group members to discuss their
requirements for funds in terms of loans, grants, advances, etc and collect their
contribution and membership fees.
Menstrual Hygiene for Adolescent Girls through formation of groups and providing
information on the importance of personal hygiene such as using sanitary napkins,
washing hands at critical times, eating nutritious meals and other healthy living habits.
Setting up of sanitary napkin production units is proposed under the HD plan in order to
provide affordable, quality products to the SHG members and adolescent girls to ensure
proper hygiene. Hand washing practice (at critical times) to be encouraged and monitored
especially for children below 5, adolescent girls, pregnant and lactating women.
The capacities of these SHG women and that of the various committees formed within
the villages are to be updated through a series of trainings and exposure visits across the
State and country. These training sessions are provided with the help of experts and
agencies across the country to reinforce their knowledge of sanitary behaviors and
improve their health and that of their children. One of the major fallbacks of traditional
sanitation approaches is the lack of education regarding toilet usage. Hence, regular
capacity building of the trainers as well as the recipients is a key aspect of theWASH
model. If these measures are implemented, one can expect to see several health,
behavioral and environmental outcomes within the rural communities.
In order to Achieve ODF Villages, the following must be ensured:
o Establish need for 100% Open defecation free status in the community through
CLTS triggering
o Establish exclusive committees to take forward the activities involving all major
groups within the community such as VHNSCs, SHGs, AWW, ASHA, PRI
members Youth and leaders of the community
o Exclusive team of CRPs at Mandal Level to act as a resource group for technical
support and supervision of village level committees, internal CRPs for WASH
o Provision of support to VOs to provide loans to POP households in terms of
WASH fund, material procurement by setting up Sanitary Marts, incentives to
village level workers for mobilizing construction and use of IHHLs
o Provision of necessary trainings and updating of skills to the participants and
community mobilizers
o Exclusive WASH coordinator at District level to provide technical and
administrative support for WASH activities to be implemented

Piloting of WASH Plan (2 GPs (WASH only) and 2 GPs ( WASH in Integrated HD)

WASH Activities have been implemented within the HD Unit as part of overall
Community Managed Health and Nutrition Activities since 2007-2008. However, the
focus has largely been on improving awareness related to hygiene and behaviour change
towards health and nutrition issues but not exclusively on WASH activities. An intensive
strategy using CRPs to mobilize demand for IHHLs was taken up in 2009, however, we
could not achieve desired outcomes due to severe supply side constraints. The
government of India and AP have since taken up supply side initiatives such as
integrating NREGS into sanitation (bringing about greater discussion and community-
wide awareness on the subject) and increasing the incentive. Government of AP has
further reduced the demand and supply gap related to IHHL construction and usage by
providing the entire incentive to the VO without NREGS to emphasise community action
and change in behaviour towards sanitation.

Building on the HD Unit’s previous experience in WASH activities (including trained

human resources), and taking advantage of the conducive political and social
environment, piloting of WASH plan is proposed under RIGP to achieve ODF Villages.
Pilot villages will be selected based on strong local leadership, strong CBOs, proximity to
Hyderabad (for regular and intensive field-visits by state teams) and access to water.
Lessons learnt from Pilot phase will be used to revise/add to operational manuals and
technical resource guides. The existing team of Community Consultants and State CRPs
 will be taken on exposure visits to best practices (TN and Maharashtra) to shape the
strategies for piloting further.

WASH Cycle in Pilot Phase

Figure 15: Wash Cycle

4.8.1.10 WASH Intervention Design with Roles and Responsibilities

1. WASH Diagnostics and WASH Mobilization- External CRP Teams:

a. Establish or strengthen VHNSCs
b. Collect Baseline Data from the assigned villages
c. Conduct Triggering sessions in ODF villages to gain interest and initiate activities
d. Organize community into functional committees through the support of VHNSCs,
SHGs as well as PRIs, Youth and adolescent girl committees
e. Identify youth/men/women to undergo masonry training through RWSS
f. Ensure availability of loans/financial support to POP/Poor families at the VO
level to initiate and complete IHHL construction and use; improve household
water access;
g. Handholding support to village level committees through procurement and
construction phases
h. Ensure bookkeeping and record maintenance of financial transactions in WASH
i. Ensure effective completion of tasks and achievement of goals as per timelines set
by community through support of SPMU team

2. WASH Planning and Investments- VHNSCs:

a. Village and Household level action plan on WASH prepared through the help
of WASH CRPs and SHG leaders
 b. Design options decided by the community to ensure safe methods of waste
disposal and end open defecation- VHSNCs to plan financial requirements to
ensure 100% HHs construct and use IHHLs
c. Identification of materials requirement (source and cost) and ensuring access
through either financing community enterprises (build and sell within the
village) or through RSMs, Bulk Procurement
d. Regular review/meetings on construction progress, ensuring adherence to
toilet usage and inculcating strong demand for sanitation

3. WASH Financing- VO
a. Village WASH Fund available with VO to provide small term loans to the
POP/Poor HHs to meet the upfront costs of construction of IHHLs
b. Revolving fund under NBA can be used by VO to fund the entire training,
construction and use of IHHls at village level as part of an enterprise model.
Additionally, the fund can be used to manage RSMs, finance community
enterprises and to finance village level WASH activities
c. Manage loans and ensure repayment while mobilizing towards construction
and use of IHHLs for improved health outcomes

4. WASH Governance
a. VHNSCs conduct regular meetings to review overall WASH Activities
(exclusively, or within Integrated HD Plan)
b. Use of Community Score Cards, Social Audit and other means to assess quality of
service delivery, performance of VHNSCs and identify problematic areas
pertaining to WASH
c. VO and PRIs also monitor WASH activities (in addition to VHNSCs) to ensure
entire community is involved and included

5. WASH Administration
WASH Coordinator (district level):
a. Provision of hands-on support to villages regarding materials procurement, proper
record maintenance and conflict resolution
b. Monitoring capacity of WASH CRPs, providing support during CRP strategy, and
refer them for training sessions if necessary
c. Submission of inventory and progress report to SPMU at the end of every month
Ensuring timeline is being met in the overall completion of the WASH activities

SPMU Team:
d. Establish necessary convergence meetings at various levels to ensure timely fund
release to the VO and adjustments made after completion of construction
e. Provide technical support and facilitation through all phases of implementation
particularly during community mobilization
f. Ensure timely fund release from relevant sources
g. Ensure training sessions for all participants at timely and regular intervals

Table 14: WASH Activities with Timeline

S.No Activity Timeline Responsibility Main Points
1 Village 1-2 Days SPMU/DPMU  Small Village (200-300 HHs)
 Open defecation prevalent
Identification
 PRI and CBOs strong
 Good progress under NBA (>50% construction
completed)

2 Triggering 1-3 Days WASH CRPs  Community Mobilization

 Convergence with PRI and CBOs
 Triggering steps-ex. Social Mapping, Transect
Walk
 Discussion on disease burden
 Discussion on ways to stop open
defecation/temporary methods
 Best practices- Medepalli, Gangadevipalli
 Gram Vikas example
 Other states, national and international
exampled
3 Committee 3-4 Days WASH CRPs  Grama Sabha to take action on Open
Defecation
Formation VHNSC  VHNSCs to understand the WASH
Sarpanch and Governance mechanisms and resolve to review
Ward members every month
 Formation of various committees such as
Water and Sanitation Committee, Procurement
Committee, SHG wise or Street-wise
committees, etc.
 Training on roles and responsibilities for each
committee
4 Estimate of 15Days SHG leaders  Use of WASH fund to provide loans to POP
households (revolving fund)
Fund VHNSC  Resolutions formed at VO and SHG level for
Requirement members adjustment of funds to VO for loans taken after
as Soft construction of IHHL
Loans/Grants  Monitoring of construction activities and use
by VHNSC and PRI members to meet timeline
5 Construction 1-2 VHNSC Procurement of materials in bulk as per
of IHHLs Months decision made by the community from
Sarpanch and Sanitary Marts
Ward Members
Materials distributed to SHGs based on indent
VO Leaders provided and under the supervision of VHNSC
or Procurement Committee (if set up) to the
SHG leaders
household
General Complete construction of IHHLs to be done
Community within 1 week
NBA amount released to VO as per
administrative sanctions and released to HH
after completion

6 Utilization of 2-6 Monitoring Ensuring proper utilization and maintenance of

IHHLs months Committee IHHLs by the respective SHG leaders
WASH Internal Monthly Review by VHNSC
CRPs Discussion on health and sanitation at SHG
VHNSCs level and in Schools to encourage continued
utilization and habituation
Sarpanch
7 Piped water 1-2 VHNSC Survey of village to assess water supply needs,
and safe Months availability, access points, etc
SHG Leaders
drinking Convergence meet with RWS and AP Transco
water Sarpanch
for laying of pipes to the household level,
electricity for supply of sufficient water, etc
Beneficiary contribution collection for the
same; Physical labor to be invested by
households
Fund release/NREGS activities to cover
expense for these activities and speed up
process
Safe water options- bio sand filter, RO plants
etc. based on contamination levels
4.8.1.11 WASH CRP strategy
400 CRPs organized into 100 Teams of 4 CRPs per team. These CRPs will be working
exclusively on WASH activities for a period of 15 days in the first month (in two villages
simultaneously) and 15 days in the next month (in two villages simultaneously. The day-
wise schedule is as follows:
Phase 1 CRP Schedule
 Day 1 (Village 1): WASH CRPs will gather baseline household data on sanitation status,
water access points etc. as per prescribed formats
 Day 2-3: All 4 CRPs work together on conducting Triggering sessions to bring collective
awareness and instill a sense of change to overcome the sanitation challenge
 Day 4-6 (Village 2): WASH CRPs will gather baseline household data on sanitation
status, water access points etc. as per prescribed formats; All 4 CRPs work together on
conducting Triggering sessions to bring collective awareness and instill a sense of change
to overcome the sanitation challenge
 Day 7 (Back to Village 1): Conduct GramaSabha to share information learnt from
triggering exercise and note commitment of the community to implement ODF activities.
 Day 8-10: Each CRP will work in her specific component to achieve said results.
Identification of Internal CRPs for each component
 Day 11: Organise a GramaSabha to inform the community of their role in the next month
and to inform them of when the CRPs will be coming next.
 Day 12-16: Repeat same process in village 2
Phase 2 CRP Schedule
 Day 1 (Village 1): GramaSabha is organized to discuss the status of WASH activities as
per the plan agreed upon; Purpose of CRP Visit is shared with community for the second
phase
 Day 2-4: Each CRP works in her particular component to understand the progress made,
identify any issues or concerns, resolve them along with the help of the CRP Team or
through the support of VHNSC, PRI, HD Coordinator; Internal CRPs work is reviewed
 Day 5-6: Provide any trainings necessary to the committees and Internal CRPs
 Day 7: Action plan for next two months and monitoring mechanisms in place
 Day 8-15 (Village 2): Similar process as Village 1 for the next 7 days.

Subsequently, after 2 months of the internal committees working on ODF, CRP teams will
return for a period of 7 days to review and support as needed. Therefore, it takes 15 +7 Days
of intensive work in each village BY WASH CRPs. In this manner, in 140 days, 625
villages will be covered with 100 CRP Teams.
The main roles of these CRPs are as follows:
1. Agenda CRP: responsible for introducing the healthy living practices related to Sanitation at
the SHG and household level. This CRP works intensely with the SHGs and Adolescent girl
groups to educate them on the importance of hand-washing and personal hygiene and will
make intensive household visits.
2. Trainings CRP 1: responsible for forming functional committees at the village level and to
train them on their roles and responsibilities to carry forward the activities.
3. Trainings CRP 2: This CRP will be responsible for meeting with SHGs and gathering their
commitment as a group to ensure timely construction and use. She will have technical
knowledge on safe methods of construction and will ensure that households are aware of
these methods.
4. Monitoring and Reporting CRP: responsible for training the HA and functional committees
to monitor the activities in the village and also on m-bookkeeping related to WASH.

4.8.1.12 Community mobilization for strengthening demand for quality

Early Childhood Education
SERP believes that community owned and managed education initiatives will help bring
a positive impact on the quality of education and truly empower the community. When
the SHG women are imparted education and skills it will enhance women’s active role in
managing and monitoring education of their children in rural areas and gradually taper off
the dependence on external players. Empowering these women with technology will also
empower them to improve the overall quality of education available to children and help
evolve a strategy for strengthening the education delivery. To stimulate the community,
the following interventions will be carried out:
 HD committee shall take up ECE as an agenda point during every RGB meeting of the
V.O and review the ECE centre’s activities. The HD committee shall be responsible for
proper upkeep and functioning of the school. The ECE Instructor shall be accountable to
the HD committee. Basic facilities in AWC like toilet availability, availability and use of
clean drinking water, Ensure clean classroom & surroundings.
 Sensitizing the PRIs on child rights protection and implementation of RTE. PRIs will be
encouraged to vidyasameeksha to review the learning levels of children studying in
panchayat schools.
 Badipanduga – ECCE day Public reporting system once a month in the form of
‘Badipanduga’ wherein the instructors will submit monthly performance report to the
parents and the children will demonstrate their learning abilities to their parents.. It shall
ensure that daily children and teacher attendance is recorded and use those MIS
exceptional reports to review the performance of the ECE.

4.8.1.13 Strategic communication for behavior change and social change

To influence household level behavior change, various activities will be carried out to
influence health nutrition, sanitation and learning outcomes. On the supply side, capacity
building of field level functionaries to enhance their counseling skills will be carried out (this
will be an integral part of the training component outlined in sub-component 2).Additionally,
the VO and VHNSC will be motivated to carry out targeted home-visits and follow up of
priority households i.e. households with children below 2 years and pregnant and lactating
womento reinforce messages delivered by the field level functionaries.
The IT enabled MIS supported by the project will help in the identification of at risk and
priority households. At the same time a technical agency will be hired to develop a
communication strategy and material/tools to support VOs, VHNSC members and other
identified community members in carrying out effective home visits and counselling
sessions.
The communication strategy will be adopted in the 4 pilotmandals and the initial 25 mandals
in year 1 and Year 2 will be part of the model that will be evaluated through a mid-line
survey at the end of 2 years. If found to be effective it will be shared with the government for
further scale up in the remaining 100 mandas.

Key areas for BCC

 Early registration of pregnancy
 Ante and post natal check ups
 Identification of high risk cases (follow up and support by VOs, motivating and educating both
the pregnant women and household companion on key care practices)
 Counseling for maternal nutrition
 Birth planning
 Institutional delivery
 Early initiation and exclusive breastfeeding
 Infant and young child feeding practices
 Immunisation
 Growth monitoring and promotion
 Management of ARI and Diarrhea

BCC strategy for Health, Nutrition and Water and Sanitation issues
An agency will be hired specifically for devising a strategy to change maternal and child
health, nutrition, hygiene and sanitation related negative practices. The communication
strategy will be adopted for the 50 mandals using specially designed tools based on the
needs assessment. The agency shall do the communications needs assessment, conduct
baseline survey (qualitative study), and do post campaign survey to study the changes in
behaviors.
The project proposes to bring on board a communication agency specialized in health
communication (especially in rural/tribal areas) to develop specific communication
strategies to monitor sustained behavior change after the baseline for the project is
completed (probably after the 1st quarter of year 1).The agency will be encouraged to use
multi-mode communication tools (electronic/print/tele-communication, local media, etc.)
based on the needs assessment, and effectiveness of the method selected. The project will
ensure that the messaging has perfect synergy with the project HD outcomes. The
concurrent evaluation and process monitoring will also inform about the correctness of
the messaging and effectiveness of the tools used.
Meanwhile, the FLW’s training will focus on building their skills in counseling that shall
lead to specific behavior changes at household and community level. The VHNSC
members will play the role of watch-dog to monitor whether the FLWs are conducting
regular home visits and conducting one-on-one and one-to-group education sessions. The
 nutrition counselors and the link workers will primarily be responsible for ensuring
household level behavior change.
To influence household level behavior change, various activities need to be carried out
that will target desired outcomes, such as, the FLWs will have to conduct household
visits, and conduct counseling/demonstrations for adoption of certain positive practices.
In addition to the campaigns, the frontline workers will also be capacitated to conduct
face-to-face counseling sessions on health, sanitation and early childhood education, vis-
à-vis the service availability and their rights on health, nutrition, water and sanitation and
pre-school education in 500 villages from 50 mandals
The nutrition counselor/link worker/AWW will also conduct cooking demonstrations,
create awareness on the nutri-products available through KruShe marts and participate in
the discussions at Farmer Field Schools and also during house-to-house visits.The
nutrition counselor/AWW/Link worker will be responsible for ensuring behavior change
on IYCF practices and growth monitoring.
The VHNSCs will ensure that the villages are ODF and support households construct
IHHL and use them on a regular basis. The VHNSCs will specifically ensure that the
households adopt safe drinking water practices and the communities follow
environmental sanitation and hygiene practices.
In collaboration with Digital Green, Community members will be sensitized and educated
using specially designed films using Pico-Projectors on behavior change on health and
nutrition. The support from Digital Green will be initially taken for 50 mandals. A team
of 2 CRPs will cover all the villages in a mandal.

4.8.2 Sub Component 2 : Strengthening supply of key nutrition, health and pre-school
education services through improving skills in community engagement, motivation
of the FLWs and community monitoring.
This sub-component aims at addressing identified gaps outlined by the line departments
in the delivery of their programs and supporting them by tapping SERP’s expertise in
community engagement, community monitoring and IT based monitoring systems to
improve efficiency and effectiveness. Developing positive attitude towards
responsibilities is the core strategy in this project to influence appropriate health,
nutrition, and education and sanitation behaviors. Exposure visits and experience sharing
workshops will also be organized for the FLWs and CBOs so that they learn from the
positive experiences of others and imbibe the same in their practice.
Details of activities under this component are outlined below:
4.8.2.1 Strengthening of District Training teams of line departments
4.8.2.1.1 Health, Nutrition and Water ,Sanitation & Hygiene (HN&WASH)and Early Child hood
Education
As per the request from the line departments, the already existing district training teams
(MahilaPranganas in case of WCD) from both – health and family welfare department
and WCD, will be capacitated to strengthen the system. These are the trainers who
regularly organize trainings for the FLWs from their respective departments. Two days
 training will be organized twice in a year in the first two years to train 10 member District
Trainer Team from all 13 districts of AP.
4.8.2.1.2 Training of VHNSCs on indicators to review
Selection of a technical agency (NGO) to develop curriculum and conduct trainings for
the VHNSCs with the guidance from HD unit heads will be done. In these trainings, they
will be given detailed insight on HD indicators and how community can monitor and
review them. They will also be made aware about various schemes, entitlements and
funds that have been allocated by government to improve human development. The
training will also sensitize the committee about their roles and responsibilities in
educating and sensitizing fellow community members about their entitlements and
accessing them.
VHNSCs will be empowered to act as facilitators to demand quality and prompt services
from the FLWs. The VHNSCs shall also be oriented for accessing funds and materials
under various schemes. The VHNSCs of 50 mandals will also be given rigorous trainings
on monthly monitoring of the SEM indicators, community scorecards and village HD
plans.
The SEM provides a list of key indicators as a tool to keep a track of important indicators
related to health, nutrition, W&S and gender and highlight areas which need focused
interventions. The VHNSCs will be responsible for gathering data in consultation with
the AWWs, ASHAs and ANMs every month and record in the monitoring chart, in
addition to use of Tablets for monthly monitoring and review. They will be trained to use
Scorecards and HD plans to further probe the problems in their village and chart out key
achievable activities in consultation with the FLWs and take action on them.
4.8.2.1.3 Technical trainings to FLWs

4.8.2.1.3.1 Health, Nutrition and Water ,Sanitation& Hygiene (HN&WASH)

The technical agency will also conduct direct trainings for the frontline workers (FLWs) –
AWWs and ASHAs focusing on building their technical skills for effective service
delivery. All the FLWs of the 150 mandals will be given trainings at regular intervals to
ensure that inputs in small capsules results in better retention of technical knowledge

Training modules for AWWs and ASHAs

Initially, the FLWs will be given quarterly training for two days each on modules as
follows:
1 The AWWs will receive training on modules IYCF (1 day), GMP (1 day),
Malnutrition (1 day), Adolescent health (2 days), Counseling (2 days) and
. Reporting/ MIS (1 day)
2 The ASHAs will receive training on modules ANC (2 days), PNC (2 days),
Childcare (2 days) and Communicable diseases (2 days).
3 The FLWs will also receive inputs on – how to engage with communities, especially
in tribal and remote areas where services are hard to reach. They shall practice
regularly to improve their subject knowledge, counseling/guidance skills,
facilitations skills, inter-personal and communication skills and sensitize them
towards the need of community.
 Once a FLW is done with the 1st round of training, she will receive refresher training of 2
days twice a year till the end of project period. The purpose of refresher training is to
ensure that the FLWs are up-to-date with any new advancement and also that they are
keeping up with what they had learnt in the previous rounds of trainings.
As far as possible, the trainings will be organized at the mandal level. The line
departments will depute the FLWs for these training as per the training calendar prepared.
The agency will also monitor the transfer of skills to the FLWs leading to behavior
change at the community/HH level. Just as VHNSCs, the FLWs (AWWs and ASHAs) of
25 mandalseach will be given training in 1st and 2nd year followed by FLWs of the
remaining 100 mandals in the 3rdyear
The technical agency will develop training curriculum under the guidance of SERP for
each subject in consultation with the concerned line departments to incorporate the
content of existing training modules. The content of these trainings will be focused on
sensitizing the committees of their responsibilities, roles of the service providers, public
accountability, regular monitoring of the HD indicators and use of exception reports. The
modules will be designed for specific group of trainees focusing on only subjects
pertaining to them. These trainings shall enhance performance of FLWs to perform their
duties and develop CBOs’ capacity as an empowered HD group which will result in
effective community based monitoring by providing constant feedback to the line
departments to serve the communities better

4.8.2.1.3.2 Capacity building of FLWs on ECE

Master trainers training: Develop Master trainers from ICDS work force for carrying
out the training to AWW, ECCE curriculum, TLM preparation, Monthly lesson plan
preparation.
Capacity building of frontline workers: All the eligible Anganwadi workers undergo 16
days foundation training course initially which will have course on classroom practices,
TLM preparation, basket of activities followed by hands on experience in the field. The
Anganwadi teacher aged below 35 years of age, resident of the village where Anganwadi
centre is situated, with fluency in speaking the local dialect and minimum Qualification
of tenth class will be considered as ECE teacher. The incentives shall be given to the ECE
instructors based on the appraisal by the Program Coordinator and the Village
Organizations’ HD committee in the Badipanduga. Wherever Anganwadi teacher is not
eligible to be selected as ECE teacher, teacher will be selected by community from
among the community after following due norms.
In non intensive areas the focus would be on building the capacities of ICDS staff from
the first year itself to ensure that the ICDS team replicate the Balabadi model developed
in intensive project mandals. The emphasis would be on building the team capacities and
adequately equipped to implement all the essential elements of quality ECCE
programme.
4.8.2.1.4 Capacity building of Nutrition counselors & Extension Advisory Service Provider to
promote nutrition security at HH level
One of the key aspects on which the HD component of RIGP is focused on is - nutritional
security of the community which is important to reduce malnutrition as well as anemia
among adolescent girls, pregnant and lactating women and children, especially under 6
years. To support this, graduates from institutions like NIN, College of Home Science etc.
will be recruited. They will be oriented and inducted in the project to work as Mandal
level Nutrition Counselors (MNC) who will promote IYCF practices and consumption of
3 food groups ((millets/grains/vegetables/green-leafy) to ensure dietary diversification.

Mandal Nutrition counselors (MNCs)

The MNCs will mentor AWWs at village level to impart regular education related to nutrition so as to
encourage uptake of locally available food groups to fulfill nutrient requirements of the community. In the
villages of the 50 innovation/piloting mandals, where the AWW is not capable or willing (assuming 70% of
the total AWWs), a suitable woman will be selected by the VO as the Village Nutrition Counselor (VNC)
who will be trained on nutritional aspects and given an incentive of Rs. 1000 per month for the purpose.
The link worker of the AWC will be given preference for the position and only in case she is not capable or
willing, the VO will select a community member who suits the requirement of the position. In the 1 st year of
implementation, 750 VNCs will be given training and in the 2 nd year, 750 VNCs will be trained in 50
mandals.

4.8.2.1.5 Capacity building of PRIs, VOs and FLWs

The capacity building of PRIs, VOs and FLWs will only be fruitful if convergence is
ensured at all levels. Hence, the District Collectors of all the mandals will be oriented
about the project and its objectives . At mandal level, Mandal HD committees will
support the village level committees. The members of this committee, MS president,
Health Sub-committee, ECE coordinator ICDS Supervisor, PHC-MO, and MPDO, will
be oriented so that they can supervise and monitor village level activities and provide
support wherever necessary. The sensitized authorities at these levels will guide their
functionaries to work with people from other departments to serve the community
better.During the project period, 5000 AWWs and 5000 ASHAs will be trained from all
the 150 mandals. Assuming, every mandal has a PHC, 900 (6/PHC) ANMs will also be
given training.
4.8.2.1.6 Capacity building of CRPs
In addition, community members from these mandals will be selected as Community
Resource Person (CRP) and trained intensively so that they will facilitate in developing
HD plans and Scorecards and also educate fellow community members to bring about
sustained behaviour change towards health, nutrition and water & sanitation using
various IEC tools and methods
4.8.2.1.7 Exposure Visits for cross learning:
The project envisages cross learning between projects, hence, the project proposes
exposure visits for mid-level and top level management staff from the line-departments to
national and international best learning sites. The mid-level staff can visit places such as
Tamil Nadu, Gujarat, etc. and the top level staff can visit to some of the international
projects who have done exceptional work in improving HD indicators.
Similarly, community members, such as, PRI, VO, and MS member will be encouraged
to visit the best models of panchyat functioning in other states. The project will actively
look for such places for organizing exposures for the community members in the 2nd
year of the project.

4.8.2.2 Community participation for effective monitoring using cutting edge ICT
The village level Health Nutrition and Sanitation Committees(VHNSCs) will monitor the
key HD indicators. They will be given Tablets to review the performance using real time
data on a monthly basis. The frontline workers will also have Tablets (AWW and ANM
from 150 mandals) with the same platform and data set to avoid ambiguity. It will be
easier for all the stakeholders to use one set of data source for monitoring the progress.
The process of review and feedback mechanism will be as follows:
Follow-up action
VHNSC to suggested to
review on Use of mandal and district
predesigned authorities
Health, review charts
Nutrition, on indicators
WASH and
ECE Follow-up action
indicators suggested at village
level for FLWs &
CBOs

The VHNSCs will conduct reviews in all the villages of 150 mandals using the specially
designed community level pictorial tool on the HD indicators. Five VHNSC members per
village will be trained on monitoring the indicators at mandal level. All VHNSC
members from 5000 VOs will be trained in the project area. After their thorough training
on the use of monitoring and review tool, the VHNSC, while educating the community
members, will also review on the following subjects in presence of the FLWs (Tablets
loaded with integrated application will be used to review on these indicators) :
 Table 15: Subject to review

Maternal Health Child Health

a) EarlyRegistrationofPregnancy. a) Early initiation of breast feeding
b) AnteNatalCheckups(ANCs). b) Exclusivebreastfeedingforsixmonths.
c) Maternal Nutrition. c) PostNatalCareandNewbornCare.
d) Identification of high-risk pregnancies & d) Immunization.
ensuring appropriate referral. e) GrowthMonitoring.
e) Birth Planning. f) Complementaryfeeding&ChildNutrition.
f) Institutional delivery. g) ManagementofARI&Diarrhea.
Community and Social Health Early child Hood Education

a) Sanitation&Hygiene a) Enrollment of Pre-school children

b) Age at marriage b) Development of learning/teaching material
c) GenderSensitization
d) Adolescent health and education

4.8.2.3 Activities at Mandal level

i. The mandal HD committee comprised of MS president, Health sub-committee, ICDS

supervisor, PHC-MO, MPDO and PRI members will meet every month to review the
progress and discus the action points raised in the VHNSC meetings.
ii. During the Mandal Level HD Committee meeting, the HD coordinator will present the
key findings on the issues arising at the village levels with specific details (member wise)
and will ensure that respective line departments take immediate action and provide
services to the people whose names appear in the exception reports.
iii. The HD coordinator shall also be responsible for updating village wise information and
generate mandal wise monthly reports.
iv. The HD coordinator will escalate issues to Cluster level convergence committee meetings
and District level convergence committee meetings for convergent collective action.

4.8.2.4 At the state level:

i. With the objective to have one monitoring frame and a single source of data, an HD
committee will be formed with all the heads of the participating line departments. The
state level HD committee will meet every month on a fixed day to review the progress of
the project. The data analytics team will present the key findings that are necessary for
the heads of the departments to act upon.
ii. The technical agency providing ICT support will develop a mobile (Tablet) based
platform for data management and alert generation. This DSS shall help the project to act
quickly and avert any eventualities at the village level.
4.8.2.5 Data management and analytics
An analytics wing within SERP will be established with experts in Health informatics
that will do extensive analysis for these 150 mandals. The Analytics wing in SERP will
provide feedback to the committee to discuss issues arising out from the month’s data.
Mechanisms such as .Badipanduga and community score cards will be used as a
platform to review service delivery and establish systems of mutual responsibility for
both service providers and community organizations in improving services and household
behaviors.
4.8.2.6 Integrated ICT to capture daily data and send system generated alerts & exception
reports
As agreed for one source of data, the frontline workers (AWWs and ANMs) will have
tablets (handheld device) and generate reports on the above indicators which will be used
for the village level community reviews by the VHNSCs. The tablets will be pre-
populated (online, using the handheld tablet) with the demographic details of each
member in the village. This will help in tracking member wise details and sending
required alerts. The ANM/AWW/ASHA and VHNSC will be able to register anybody
requiring services in the village using the tablet. Systems generated ‘Alerts’ will be sent
to both the service providers as well as the members on critical occasions, high risk
pregnancy, missed vaccine shot, delivery due date, etc. for follow –up action.The
exceptions will be investigated in the community meetings to take the follow-up actions.
The supply side issues emerging out of this meeting will be escalated to the next level
through mandal and district level mechanisms established for quick actions. The local
issues will be found solutions in the meeting itself by a facilitator (Nutrition
counselors/AWW/Link worker/ASHA/VO-HA). All the data from the 150 mandals will
be put in a public domain to have access to all the line department functionaries at every
level.

Technical assistance to develop and roll out an integrated MIS.

An MIS that integrates key information and indicators associated with all schemes
associated with mother and child, including ICDS (nutrition and pre-school education),
MCH interventions under health, Bangarutalli etc. is currently being developed jointly by
the departments of rural development, health and family welfare and women and child
development in collaboration with NIC. The project will support this effort through
technical and financial assistance for piloting the same, addressing glitches that emerge in
the piloting phase and coordinating with line departments through its development and
roll it out in the 150 project mandals.
4.8.2.7 Community Score Cards(CSC) as a tool for demand generation
In the 50 pilot mandals, community led tools for use by the VOs and CRPs such as
community score cards will be developed for creating awareness and generating demand
for quality services. This will provide communities an independent mechanism of
reviewing service delivery adding to the proposed monitoring through committees.

 With the help of technical support agency, the community score cards (CSC) will
be generated in the 50 pilot mandals on Health, nutrition and education for the
first two years. The CSC will be generated in only those villages (1000 villages)
where HD plans have been developed.
 For this purpose a team of 400 CRPs will be trained on generating community
score cards. Two teams (2 CRPs/team) will cover 5 villages in a mandal. Each
team will spend a minimum of three days in a village for CSC.
 For pre-school education, in order to facilitate a better understanding and interest
among parents on the learning outcomes of their children, a monthly ECCE day or
‘Badipanduga’will be organized at the ICDS/pre-school centre whereas monthly
performance report will be shared with the parents and the children will
demonstrate their learning abilities to their parents.
4.8.3 Sub Component 3 : Linkages with value chains
The project will also capitalize on the strengths of the livelihoods/agricultural projects
that SERP has been implementing for a long period to change the household level food
consumption patterns. These additional efforts with the agro-based projects will also
contribute to enhancing the nutritional status of the community.
In APRPRP, SERP initiated the innovations exclusively in Agriculture , health & nutrition
and education sectors and developed models for replication by the mainstreaming
departments. Now, this is the time to integrate the programs in agriculture, nutrition,
health, water, sanitation, and education by a common thread of 200000 SHG households
participating in activities that simultaneously improve income and human development
indicators. While increased income and food security will be key factors in making
nutritional gains, additional direct measures need to be taken to address the widespread
problem of malnutrition. So, the project will explore multiple pathways for linking
livelihoods interventions with health and nutrition outcomes which include investments
in increasing food availability and enhancing its access at the household level and
improving the nutrition absorption by individuals through pro-nutrition actions.
Under thesubcomponent 3, it is designed to exploit actionable linkages between
livelihood and nutrition improvements through social mobilization and the provision of
grants through Human Development Investment Fund (HDIF). Hence, it is proposed to
pilot the interventions initially in 50 selected mandals covering 25 mandals in year1 and
25 mandals in year 2. To begin with, the bottom 10 villages to all the villages from these
selected 50 mandals will be considered to roll out in the first 2yrs of the project and
learning the lessons for replication subsequently by the respective line departments. The
specific activities linked to Component 2, that will be supported by Component 1 (Value
chain development through producer organizations) include:
4.8.3.1 Consumption Field Schools (CFS)

As nutrition becomes an important contributor to poverty reduction strategies and as

states initiate scaling up nutrition programs, new ways of delivering interventions,
knowledge, and tools is essential to have an effective delivery of ‘nutrition –sensitive
agriculture’ services to rural households. In order to achieve nutrition results, the FFS
will be integrated comprehensive nutrition education and home stead food production
intervention as they work synergistically to increase household consumption of
micronutrient rich foods particularly among the vulnerable household members. One of
the most effective ways of improving nutrition in the household is through the
dissemination of women-focused messages to farmers, having adapted them to the local
context.
 Nutrition Counseling cumExtension Advisory Services (NC&EAS): To deliver the
service at FFS as well as support to Village nutrition counselors, one Nutrition
Counseling and Extension Advisory Services (EAS) providers will be positioned in every
mandal. More women will be encouraged as NC &EAS facilitators and also more women
farmers at FFS as recipients of Nutrition counseling and EAS. The activities of Village
Nutrition Counselor (VNC) can screen and treat cases of malnutrition, provide education
on care and health-related conditions, and ensure that immunizations and
supplementation are provided on a regular basis where as the NC &EAS provider will
focus on the food-related concerns of the household, including production, purchasing,
and consumption and also train the VNCs to transfer of knowledge to households on
basic dietary guidelines and nutrition counseling.
 NC&EAS Provider will help to introduce a diversity of crops, animal husbandry, and
fisheries which are available locally, affordable and easily adopted by communities.
Demonstration to farmers the benefits of crop diversification, and the value of dietary
diversity, weaning with foods rich in vitamins and minerals as well as breeding animals
for protein sources. Rural extension must ensure that people recognize the class of food
they need, the role of each food, the quantity they need per age, and the seasonal
accessible prices.”
 Kitchen gardens, livestock, and especially small animals, can play an important role in
dietary diversity and in increasing the consumption of micronutrient-rich foods. Many
households around the world engage in these activities. EAS Provider should be aware of
the nutritional benefits of agriculture based livelihoods, and promote diverse diets at the
household level. NC &EAS Provider delivering nutrition services focus thematically on
crops and food, and to a certain extent on livestock and natural resource management,
with an overall aim towards enhancing the availability, access, and utilisation of
nutritious food.
 The nutrition counselors and EAS providers atmandal and VNC will participate in the
discussions organized with farmer’s groups every month. The counselor will also conduct
sessions with the SHG members to influence their spouses on the growing and
consumption of diversified food crops
4.8.3.2 Family and food center (FFC- A take away food center)
In these selected villages , in order to reduce the drudgery among the female wage
seekers of NREGS and promote nutritional security among these families , the follow
up step required to HH counseling is to make the nutritious foods available in the
village itself through “family and food centers” (FFC). The FFC will be an innovative,
self-managed “community hub” (CDD platform) aiming to initiating positive behavior
change through regular demonstration and practice and also prepare the take away
foods available from the sale depots established at FFCs. The foods supply at FFC
include nutritious breakfast items, curries and snacks will be made available to the entire
community especially to all the wage workers. To manage FFC, the SHG member who is
already into the food enterprise will be identified under Krushe and encouraged to get
training on hygienic methods of cooking and retention of nutrients and recopies with
millets and other locally available foods.
4.8.3.3 Nutri-shops
Transformation of the village Kirana stores into a convenient and affordable access point
for good quality, safe and nutritious food. This would create a rural retail chain that
connects local producers for various food and nutrition products, local branded products
and doorstep outlets. These stores would also be linked with organic and pesticide free
sustainable agriculture program which supports more than a million organic producers.
The project would work on developing a brand of KRUSHE which all these stores would
carry.
There is an underlying assumption that the activities planned under value
chain/Livelihoods has direct or indirect impact on the HD outcomes. Activities, such as,
making nutrient rich snacks available through nutri-shops to the villages of these 300
mandals will be consumed by the targeted clients. In order to bring awareness about the
use of nutritious foods during the various stages of life and its availability within the
village will be promoted by the FLWs under HD component such as Nutrition
counselor/Link worker/AWW.
4.8.3.4 Community (common) kitchens- Akshayapathra
Supporting communities set up community kitchens and nutrition enterprises in a hub-
and-spoke model to prepare and supply nutritious meals to ICDS, Mid-Day Meal,
destitute feeding centers, etc. in a healthy and hygienic manner. The same kitchen will
also be used to develop nutri-products .These enterprises could be linked to local value
chains developed under the project.
It will initially be piloted in partnership with TATA trust who came forward to pilot with
SHG federations.The community kitchens in 2 districts will be piloted with partner
agencies ( Ratan TATA Trust) as per the TOR developed. A convergence meeting will be
conducted with the sectors ( AWCs, Schools) to discuss about the model and their
contribution in roll out of the model.In order to manage the community kitchen, the
 interested MS/ ZS will be identified and will be taken for an exposure visit to the
community kitchens already established in other states.The partner agency will be
responsible to orient and train the CRPs and the interested MS and ZS members on
preparation, production and distribution of hot cooked meals with the hygienic standards
to be maintained.The partner agency will extend support for a period of 3-5 years to
stabilize the process and meet the breakeven. The sequence of activities proposed are :
i. Preparation of TOR to have partnership with agencies
ii. Selection of CRPs, MS and ZS for management of community kitchens in 2
districts
iii. Exposure visit to other states where already been established.
iv. Training of CRPs, MS and ZS on management of community kitchens with the
hygiene standards maintained by the partner agencies.
v. Establishment of ICT to track the food distribution and coverage of beneficiaries.
vi. Monthly review and feedback in the scheduled MS/ZS meetings for any mid
course actions required
4.8.3.5 Supply of Safe drinking water and Sanitation
Leverage the investments made by SERP in the institutional platform of SHGs and VOs
to work on mobilization around sanitation, defecation free villages and access to
sanitation services in select mandals. Even if the required quantities of macro and micro
nutrients are met, a serious handicap in achieving nutrition security arises from poor
sanitation and environmental hygiene and lack of clean drinking water. This would
involve working with GPs, mobilization of Village Health Sanitation and Nutrition
Committees. This could entail building a cadre of Community Resource Persons
facilitating village level micro plans, developing financial products for sanitation services
and establishing convergence with MGNREGS for building community water and
sanitation assets. The sequence of activities proposed are :
a. Baseline survey to assess the status of HHs with safe drinking water supply and use
of IHHLs.
b. Invite Partners selected for Bihar Innovation forum under Water and sanitation for
final round of selection to have partnership for establishment of community drinking
water plants as well as developing ODF villages.
c. Identification and capacity building of CRPs to mobilise the community around
water and sanitation by the respective partner agencies selected.
d. Development of application to track the coverage of HHs with safe drinking water
supply and use of IHHLs.
e. Regular discussion and action under
4.8.3.6 Financial support to develop linkages with Value chains
While activities related to the identified intervention will be initiated under Component 1
, necessary facilitation for utlisation of the services will be done under Component 2. For
any support required at village level, 1/3rd of the funds available under Human
Development Investment Fund (HDIF) will be utlised to have effective linkages value
 chains towards for improved nutritional gains. The support under HDIF will be availed
once the support under Government schemes are exhausted.

4.9 Program Management

4.9.1 Human resources
At the state level, the project will hire dedicated staff based on the skills requirements. As
per the design, it is assumed that there will be 4 experts at the state level who will be
subject experts in the field of Public Health and Nutrition, WASH, Health
Communication and Health Informatics. The experts will provide technical inputs and
monitor the program implementation in their respective areas at the village level and also
provide support to the mandal level staff.
All the experts will lead on their area of expertise in the state level convergence meetings,
provide need based technical support to the line-departments and develop innovations
within the project. Each of the experts will have quarterly deliverables approved jointly
by his/her supervisor in the beginning of each quarter. Each expert will be supported by a
consultant, a young professional or a technical agency. The expert in Public Health and
Nutrition will be supported by a young professional in this field who will provide analytic
support alongside implementation and monitoring. The expert in WASH will be
supported by a consultant who specialises in WASH and who will provide strong support
to all activities. Due to the nature of the behaviour change campaign, the expert in Health
Communication will work closely with a Health Communication Technical agency who
will perform tasks such as: preparing behaviourchange campaign materials, providing
handholding and monitoring support and constant review of these campaigns. The expert
in Health informatics will be responsible for a broad range of tasks, from bridging the
divide between SERP and the technical service providers to ensuring that the indicators
being monitored are appropriate, and publishing final informatics. In these tasks this
expert will be supported by two positions: the consultant for analytics and a young
professional for documentation.
At the district level two coordinators, one in Health Nutrition and Early Childhood
Education and the other in WASH, will be supported by a young professional in analytics,
to ensure that the interventions proceed on time and are monitored continuously.
The project director, along with the team of expert, will conduct monthly review
meetings with the mandal level HD coordinators. The subject experts will undertake field
visits to provide technical help and mentor the mandal level staff.
A technical agency will be used to develop and implement all training materials as well
as providing monitoring, supervision and handholding support. This organisation will be
lead at state level by a project director (20%), a project manager (100%) and a capacity
building coordinator and Admin and finance officer. At mandal level, capacity building
officers will coordinate these training and will liaise closely with two coordinators placed
at mandal level by SERP: a HD coordinator and a Nutrition Counsellor.
It is of utmost importance to continuously observe and monitor the processes involved in
piloting, scaling up and institutionalizing RIGP interventions to understand the nuances
 of various factors and how they interact with each other and affect the processes and the
project as a whole. Realizing the importance of result-based management; SERP will
ensure that its processes, products and services contribute to the achievement of clearly
stated outcomes which can only be done by continuous measurement and assessment of
the performance. Once the interventions are developed, concurrent evaluations by
external agencies will be also done during the project period to help improve
performance and achieve results.
As the project is piloting the multi-sector approach as well as financing grants for
implementation of Village HD plans and with the potential of being scaled-up, learning
around the effectiveness and appropriateness of the project model is essential, as is
capturing the results.

4.9.2 HD Organogram

** The existing field staff will undergo competency mapping and nutrition
counselors will be identified from Home science colleges through campus selection .
Note :Position of staff at State level as well as recruitment of mandal level staff for phase
1 mandals (25 mandals ) will be done in year 1. Subsequently , the recruitment follows as
per the roll out plan proposed.
4.9.3 Staff structure of technical agency

Note : Existing FTEs of IKP will undergo competitive process to consider under
RIGP

Technical Assistance from External Agencies:

1. The project draws technical assistance from external agencies within the state who have demonstrated exceptional
expertise in the areas of community nutrition, andpublic health, water and sanitation and community
mobilization. The selected agency shall have a long term contract with SERP on clear deliverables encompassing
requirements from the other line departments as well. The agency’s support is especially sought for delivering on
the huge capacity building tasks that are planned under this project for FLWs, community representatives and
CRPs in all the 150 mandals. The agency will also provide monitoring, supervision and handholding support to the
FLWs and communities. The staff placed at mandal level will undertake rigorous analytics on a monthly basis to
provide feedback and action points for the line departments.
2. Another agency specializing in Health Communication will also be brought on board to support in develop
behavior change communication strategy for the project. The agency shall deliver on developing health, nutrition
and early childhood education related communication and messaging campaigns. A multi mode communication
methodology will be used to sensitize and educate households that will lead to lasting changes in their behavior.
This agency will work very closely with the expert for Health Communication located at state level to ensure that
the interventions are continuously monitored and updated.
3. Keeping the rural context in view, the agency shall conduct communications need assessment before coming out
with specific tools on healthy behaviors. To see levels of targeted behavior changes among the households, a
baseline survey will be done before the communication strategy is implemented and validate with the changes by
conducting end line survey.

Monitoring and evaluation

Project Impact Evaluation :

In order to measure the impact of the interventions proposed under RIGP, the base line,
midline and end line evaluation will be done to measure thefollowing program impacts:
1. Reduction of malnourished children (Underweight, Stunting and wasted)
2. Reduction in anemia among children, adolescent girls, pregnant and lactating mothers.
3. Improved cognitive development of children aged 0-6years.
4. Reduction in out-of-pocket expenditures on maternal and child healthcare.
Project Outcome Evaluation :
Through regular monitoring the following outcomes will be tested to test the success of
the RIGP program:
1. Increased utilization of public health facilities for MCH and WASH.
2. Increased practice of appropriate Heath, Nutrition and WASH behavior
3. Increased coverage of underserved elements in a community by service providers
4. Increased quality of service provision
5. Increase of HHs with daily use of 3 food groups
6. Increase of villages declared as ODF

Thematic Evaluations

These evaluations will be performed by an external individual/agency.

1. Impact of community owned HD plans on health, nutrition and WASH outcomes.
2. Effects of community engagement training for frontline workers on health, nutrition and
WASH outcomes.
3. Effects of incentives for gram panchayat and FLWs.
4. Impact of using a common ICT platform for all actors in the rural health system.
5. Communication campaigns for behavior change and its effect
Dissemination workshop
Dissemination workshop for midcourse action after 2 years of implementation and
national conference at the end of the project period will also be conducted to share the
observations and findings and the lessons learnt. Subject experts from across the nation
along with officials of line department of AP will be invited for the same so that they may
contribute further to the project and also carry out the successful interventions in their
areas.
Process Monitoring
For the purpose of continuous learning and improvement, project staff as well as
community members will be responsible for monitoring and reviewing the following
processes on regular basis using ICT tools and community based monitoring tools. The
process documentation proposed to be done for the following
1. Key activities at various levels for village HD plans such that problems in roll out can
be identified
2. Monthly meetings and issues in institutionalization of these meetings
3. Institutionalization of VHND– coverage, service delivery, reasons and gaps in poor
service delivery.
4. Key gaps in the training of front-line workers and community organizations’ to
increase the role of communities, and its impact
5. Bottlenecks in the use of ICT for effective monitoring and review
6. Institutionalization of Badipanduga
Village HD plans:
A piloting of VHD plans will be done before the project takes off. During this, the
processes involved right from the beginning i.e. planning of implementation, designing of
survey formats for base-line and facilitation guides for CRPs etc. to the actual
development of HD plans will be constantly monitored to check for any lapse. These will
be then corrected before rolling out the plan in the 30 mandals in 1 st year. Even after so,
the process will be constantly monitor to check that the implementation does not go
adrift. The problems identified in year 1 of Phase I will be resolved so that the plans can
be carried out smoothly in year 2 of Phase I.
Monthly meetings:
The GoAP has initiated the Social Empowerment Missionto ensure convergence of
various line departments to bring their efforts together to improve HD indicators. The,
Village Health Nutrition and Sanitation Committee (VHNSC) formed in each village will
comprise of members from line departments as well as PRIs and VOs. So, the community
members along with the FLWs will review the indicators every month. Regular training
will be given to each of these to explain them the process and the importance of these
meetings. The project will constantly support these committees and help them overcome
various issues to ensure institutionalization of this by the end of project period so that this
converged method of community based monitoring is able to sustain without any hiccups
in the future.
Institutionalization of VHND:
The VHND is to be organized twice every month at the AWC in the village on fixed days
to ensure uniformity in organizing. VHND is a platform for intersectoral convergence
where FLWs (AWW, ASHA, ANM) from various line departments come together to
provide health and nutrition services. VHND is also a platform for interfacing between
the community and the health system. The AWW along with the VO member is
responsible for ensuring that all the eligible beneficiaries are covered under the services.
The HD committee and VHNSC will be responsible for overseeing the regularity and
quality of services provided using tools like scorecards (innovation mandals). They will
be empowered to identify and address the challenges which are acting as hurdles in
institutionalization of VHNDs.
Impact of FLWs and CBOs trainings on community engagement:
Throughout the project period, the FLWs and CBOs will be given training to increase
their subject knowledge with augmented efforts to sensitize and build their skills to
ensure community participation. Monitoring processes will be kept in place to check if
the trainings have led to a behavioral change and ultimately collective action and
cooperation.
Bottlenecks in the use of ICT for effective monitoring and review
To ensure effective monitoring and review to provide with early indications of progress,
or lack thereof, in the achievement of results, ICT will be used where the field level staff
will be provided with tablets having applications to keep a track of HNS indicators on
 daily/ weekly/ fortnightly/ monthly basis to strengthen the Decision Support System
(DSS). Also, specific apps will be developed for HD plans and scorecards. These will
enable in regular updates of current situation by sending alerts to both the service
providers and the eligible community members. The project staff and line department
functionaries at higher levels (mandal, district and state) will also be notified.
Addl monitoring support -LQAS
Also, Lot Quality Assurance Sampling (LQAS) will be done for the health and nutrition
service delivery indicators by CRPs/Supervisors. This will be mapped with ISSNP areas
(to be funded under ISSNIP) to strengthen the M&E of line departments.
Institutionalizing Badipanduga (ECE Day):
ECCE day Public reporting system once a month in the form of ‘Badipanduga’ wherein
the instructors will submit monthly performance report to the parents and the children
will demonstrate their learning abilities to their parents. The process will be captured to
know the issues in its institutionalization

4.9.4 Program roll out plan

To begin with, intensive focus on Village HD plans will be done in 25 mandals in year 1
and year 2 and 100 mandals in year 3. The roll out of universal interventions such as
capacity building of FLWs and CBOs and community based monitoring using ICT will
begin in all 150 mandals by end of year 3.

Project year No of No of Number of Number of CRPs/natural

Districts Mandals HD/WASH leaders (@25 per
plans Village)
Pre-project period 4 4 4 100
-piloting (2+2) (50+50)
( Oct-Dec’14)
PY 1 5 25 100 2500
PY2 13 25 300 7500

PY3 13 100 600 15000

Total 13 150 1000 25000
 4.9.5 HD program Finance Plan

S. No Heads PY1 PY2 PY3 PY4 PY5 Total Cost

Component 2
2.1 Strengthening community demand 799.366 2771.641 4037.181 0 0 7608.188
for services and improved
nutrition and learning outcomes
2.2 Strengthening the supply of key 118.78 154.98 13.64 0 0 287.4
services
2.3 Linkages with Value Chains 42.7 115.5 247.8 0 0 406
2.4 Project Management 639.5215 526.6455 1023.658 780.158 783.658 3753.641
Sub total 1600.368 3568.767 5322.279 780.158 783.658 12055.23
Component 4
4.1.2 ICT 157.596 251.546 583.176 95.366 13.704 1101.388
Sub total 157.596 251.546 583.176 95.366 13.704 1101.388
Component 5
5.1 State level Project Management 27.6 71.76 104.88 104.88 104.88 414
5.1 District level project Management 35.64 35.64 35.64 35.64 35.64 184.14
cost
Sub total 63.24 107.4 140.52 140.52 140.52 598.14
Grand Total 1821.204 3927.713 6045.975 1016.044 937.882 13754.76
 Chapter 5

5 Component 3: Social Protection and Access to Entitlements

5.1 Situation Analysis
Poverty in rural AP has reduced significantly, from 48.1% in 1993-94 to
32.3% in 2004-05 and 22.8% in 2009-10. However, deep poverty remains
persistent among many households and communities that have not been able
to benefit from the conventional livelihoods- and savings-led poverty
reduction strategies.
Many of the poorest have characteristics that make them especially vulnerable.
Some of these are:
 the old and the infirm
 widows and women-headed households
 trafficked women, joginis, etc
 persons with disabilities
 migrants
In addition, there are those on the margins who may fall into poverty with a
single shock. The shock might be either due to co-variant risks like natural
calamities or economic shocks, or idiosyncratic shocks like health shocks or
death of the bread winner.
In the context of rural AP, casteism and its consequent social exclusion,
combined with income poverty, means that SCs and STs comprise a large
majority of the very poorest. Traditional patriarchial norms express themselves
in a variety of gender-based violence – revealed through higher IMR for girls
and high incidences of domestic violence.
The objective of this component is to improve the coverage and delivery of
core social protection cash transfer programs in the target 300 Mandals which
have the most vulnerable populations. The programs include MGNREGS,
social pensions and the Bangaru Thalli conditional cash transfer. Receipt of
timely transfer benefits will enable these families to improve their ability to
invest in children’s health and education, diversify their earnings through
livelihoods and SHGs and to better manage economic shocks.

5.2 Existing Programs

GoAP as well as the central government have been aware of these excluded
populations, and have tried to respond to them. However, the targeting, the
coverage, and the outcomes have been uneven.

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5.2.1 Public Distribution System (PDS)
The objective of PDS is to enable households to purchase essential
commodities from fair price shops. State Governments issue Ration Cards to
Above Poverty Line (APL), Below Poverty Line (BPL) and Antyodaya
families. In addition to its primary purpose of food security, the Ration Card is
also an important tool of identification. It is often a pre-requisite to obtain
other entitlements and services, such as Election ID cards, electricity
connections, bank accounts, etc. Thus, it acts as a pathway to recognition by
the state and to inclusion in the formal economy.
In Andhra Pradesh, there are 21.02 million households. However, 22.5 million
BPL ration cards have been issued. This means that there are more BPL ration
cards than there are households in all of Andhra Pradesh! However, amidst this
abundance of ration cards, a Household Baseline Survey of all SC/ST
households in the state has revealed that fully 12% of SC/ST households do
not yet have them. This illustrates the extent of exclusion of these households,
even in such an old and well-established program as PDS.

5.2.2 MGNREGS
The Mahatma Gandhi National Rural Employment Guarantee Scheme
(MGNREGS) is a central government scheme that aims to promote livelihood
security in rural areas by providing at least 100 days of guaranteed wage
employment in a financial year to every household whose adult members
volunteer to do unskilled manual work. The statute was enacted in 2005, and
is claimed by the government to be "the largest and most ambitious social
security and public works programme in the world".
The scheme has very liberal eligibility criteria. Any person who is above the
age of 18 and resides in rural areas is entitled to apply for work. Any applicant
is entitled to work within 15 days, for as many days he/she applied, subject to
a limit of 100 days per household a year. The scheme has elaborate systems to
ensure that all those who are eligible can be enrolled quickly. Every enrolled
household is given a job card.
About 13.6 million job cards have been cumulatively issued in Andhra
Pradesh. This indicates that roughly 86% of all rural households have a
jobcard. However, SERP data indicates that of all SC/ST households eligible
for MNREGS, 47% do not have job cards. This stands in stark comparison to
the exclusion figure for the whole state, which is only 14%. This is an
indicator of the extent of exclusion of the SC and ST households in Andhra
Pradesh.

5.2.3 SHG
This organisation, Society for Elimination of Rural Poverty (SERP) was
established by the Government of Andhra Pradesh as a sensitive support
structure to facilitate poverty reduction through social mobilization and
improvement of Livelihoods of rural poor in Andhra Pradesh. SERP has been
implementing Indira Kranthi Patham (IKP) in all the 1098 rural Mandals of 22
rural districts in united states of A.P. The vision of SERP is to enable every

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 poor family in rural Andhra Pradesh to come out of poverty and stay out of
poverty.
SERP has worked on a unique structure of community based organization by
organizing 1.14 crore rural women into 10.27 lakh SHGs, 38646 Village
Organizations, 1098 Mandal Samakhyas and 22 Zilla Samakhyas in united AP.
SHG membership in Andhra Pradesh is the largest in the country with around
30% of total SHG members in the country. SERP has always been conscious
of the possibilities of exclusion of the poorest of the poor, and so it has
processes in place to ensure the inclusion of the poorest in SHGs, as well as
their representation in all levels of the federation structure.
In spite of this sensitivity, SERP’s own activities have unwittingly excluded
SCs and STs. A study of all the SC/ST households in the state has indicated
that there are 724,138 eligible households that are not in SHGs. This comes to
over 19% of all the eligible SC/ST households in the area.

5.2.4 Pensions
The GoAP pays out pensions to many vulnerable populations. This includes
widows, old people, and the disabled. The common conditions are that they
should be from a BPL family, a resident of that district, and that they should
not be a beneficiary of any other pension scheme. These pensions are paid out
by SERP through the network of CBOs.
All widows are entitled to a monthly pension of Rs 200. However, among
SC/ST households, 59.4% of widows do not have access to this pension.
All people above 65 years of age who are destitute are entitled to Old Age
Pension, which is also Rs 200 per month. Again, 64.5% of eligible SC/ST
people did not receive this pension.
Further, all disabled people above 18 years of age with a disability of at least
40% are entitled to Rs 500 per month. It was found that 63.4% of eligible
SC/ST people did not receive this entitlement.

5.2.5 Summary
It can be seen that the Government of AP as well as the central government
has many schemes targeted at the most vulnerable individuals, households,
and communities. However, the delivery of these services leaves a lot to be
desired. The service delivery gap is especially large when it comes to the
poorest, the SCs and the STs.
SERP has already been active in securing entitlements for the poor in many
different ways. The next section provides a short overview of these activities
of SERP.
5.3 Previous Initiatives of SERP
The SHG movement, which was initiated as women empowerment process,
has now become deep-rooted. The continuous facilitation done by IKP during
the last fourteen years has resulted in strengthening of the federations of the
SHGs at every tier. As the SHG movement enters the next crucial mile of
transitioning from poverty reduction to prosperity paradigm, it is observed

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 from the field that special efforts are required to bring in the bottom most
(ultra poor/PoP) into focus - exclusive, consistent and persistent focus.

5.3.1 Unnathi
Towards the end of first decade of IKP, it was observed that 20% of poor were
still left behind, majority of who were socially vulnerable groups (SC/ST) and
needed intensive handholding support. This non-inclusion of the lowest strata
of poor into the gamut of many development schemes has been a matter of
serious concern to SERP for the past few years. To address this critical gap,
SERP evolved a more targeted and focused approach (under the rubric of
“Unnathi”), to fight the poverty of the poorest.
In 2008-9, pilot activities were initiated under IKP-EGS program in 690 gram
panchayats of 253 mandals with twin objective of providing 100 days of
employment to 74000 poor households and developing lands belonged to the
poor, especially SC/ST households, with the support of CRPs. This has
resulted in 40% of adopted households achieving 100 days of work with an
average 106.2 days provided per adopted household whereas the state average
remained 62 days during the year 2009-10.
In 2009-10, a pilot was initiated in 19 panchayats of Marpalle Mandal of
Ranga Reddy District with the idea of establishing exclusive community
activists for a group of the 100 poorest of the poor households working on
baseline survey, SHG coverage, bank linkage etc.
Later, a wide set of programs were implemented under Unnathi. These
included:
PoP – Stree Nidhi Livelihood Product: Funds where sourced from NRLM
(National Rural Livelihood Mission) for providing loan to ground assets for
the PoP Households identified from Baseline Survey. For a SHGs member,
total loan is based on the livelihood proposed under the project. The entire
loan amount was routed through Stree Nidhi.
PoP – IWMP Livelihoods: SERP is implementing 9% livelihood component of
Integrated Watershed Management Programme (IWMP), a watershed
development programme of Dept. of Land Resources (DOLR), Govt. of India,
in convergence with State Level Nodal Agency (SLNA) of Commissionerate
of Rural Development (CRD). Under Spell 1 (60%) of the first two batches i.e.
2009-10 and 2010-11, livelihood funds to the tune of Rs. 76.88 crores were
sent to Village Organisations through Mandal Samakhyas for grounding of
livelihood assets to 30,785 landless PoP families. 92% of the families have
already received assets. Further, under Spell 2 (60%) of Batches 2009-10 and
2010-11 and Spell 1 of Batch 2011-12, funds to the tune of Rs. 99.91 crores
shall be sent to Village Organisations through Stree Nidhi for grounding assets
to 37,812 families.
Schedule Caste Sub Plan(SCSP) Fund: The Scheduled Caste Sub Plan and
Tribal Sub Plan (SCSP-TSP) Act, 2013 was enacted to ensure that funds meant
for people belonging to Scheduled Caste get their due in so far that funds
allocated for their development are actually spent for the purpose envisaged.
SERP has completed the baseline survey of the SCs of the state (26.5 lakh SC
HHs). The SC HHs in the VOs has been prioritized according to their

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 vulnerability, assets & Income. The livelihood support has been given to the
prioritized household in each VO. The VLR - loan is given to the SHG
member through VO and the asset is grounded together by the SHG member
and VO Purchase Committee. The HLPs and UCs are updated in the Website.
Tribal Sub Plan (TSP) Fund: The Scheduled Caste Sub Plan and Tribal Sub
Plan (SCSP-TSP) Act, 2013 was enacted to ensure that funds meant for people
belonging to Scheduled Caste and Scheduled Tribes get their due in so far that
funds allocated for their development are actually spent for the purpose
envisaged. SERP has completed the baseline survey of the STs of the state (12
lakh ST HHs). The ST HHs in the VOs has been prioritized according to their
vulnerability, assets & Income. The livelihood support has been given to the
prioritized household in each VO. The VLR - loan is given to the SHG
member through VO and the asset is grounded together by the SHG member
and VO Purchase Committee. The HLPs and UCs are updated in the Website.
Livelihood Support for Ultrapoor Households (NRLM funds): Ultrapoor HHs
are identified by VO during the Baseline Survey. These are the families which
are vulnerable and without any asset. HHs has been identified by the VO and
can be from any community. Funds which where sourced from NRLM
(National Rural Livelihood Mission) is used for providing loan to ground
assets for the Ultrapoor PoP Households identified by VOs. For a Ultrapoor
SHG member, total loan is based on the livelihood proposed under the project.
The entire loan amount was routed through Stree Nidhi.
The table below summarizes the activities carried out under Unnathi in 2013-
14:
Table 16 Unnathi 2013-14

S. No Scheme Funds Released PoP HHs Present Status

(Rs – Crores) supported

1 PoP – SN Product 2 (NRLM) 7.22 4,103 Livelihoods Grounded

2 PoP – IWMP Livelihoods 76.88 30,785 Livelihoods Grounded
3 SCSP 125.00 45,221 Livelihoods Grounded
4 TSP 37.50 14,191 Livelihoods Grounded
5 Livelihood to Ultrapoor 21.91 8294 On going
(NRLM)

5.3.2 Persons with Disabilities

Inclusive development of people with disabilities (PWDs) is one the critical
components of SERP’s interventions, focusing on enhancing livelihood,
functioning, and community-integration of PWDs and their families. The
disability interventions of IKP have enabled more than 100,000 persons with
disabilities in the rural areas to be organized and develop their own
livelihoods. The key strategies to achieve the objectives are presented in Error:
Reference source not found here. It is the largest initiative in the state that
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 intends to enhance livelihood opportunities and quality of life of PwDs for
inclusive activities. The key objectives of the unit are:
 Enhancing livelihood opportunities and Quality of life for Persons with
Disabilities (PwDs) and their caregivers.
 Ensure optimum utilization of residual abilities by PwDs
 Improve capacities of PwDs to access and avail various entitlements and
services offered by the government
 Mainstreaming Disability Concerns in Policy making and line activities

Evolution of the program

The disability interventions are currently being implemented in 1098 mandals
in the State. In the early period of intervention, the activities in the component
focused mainly on entitlements and social mobilization. Over a period of 8 -10
years, several innovative initiatives were taken up to resolve issues on the
multiple dimensions of the disability issues at a local level. Based on the
experiences and outcomes, a comprehensive program was initiated in the year
2011 - 12 with a specific focus on livelihoods and policy advocacy.
Subsequently, the programme was scaled up and by the end of 2013-14, all the
mandals were covered for Institution Building of PwDs.
Institutional Structure Created
There has been a steady rise in the number of Self Help Groups (SHGs)
formed, and the number of members enrolled. As on March 2014, the total
number of PWD SHGs formed is 51889, with a total membership of 454254.
This institutional structure is the back bone of all implementation for the
project, and all benefits arising out of the project must be attributed to the
existence of this system. There are, as on date, 965 MVSs and 21 ZVSs,
creating a federated structure exclusive to the PWDs.
The Social Capital created through the project is the primary outcome. 1266
IB CRPs have been identified. Specialist point persons such as CMRS CRPs
(420) and Jobs CRPs (157) have been identified to mobilize the PWDs for
these specific interventions. 1843 CRPs have been identified in total, with
staff strength of 61.
The mobilization of the PWDs into exclusive groups has resulted in an
increase in the amount of loans given to the PWDs. Access to finance to this
group has increased significantly since the project has been initiated. Bank
Linkages of Rs. 157.75 Crores have been made to 11990 groups, leading to an
average bank linkage to each group of Rs. 1,31,567. In addition, financial
support from CIF and Revolving Fund has been provided to the tune of Rs.
29.85 Crores and Rs. 8.89 Crores respectively.

5.3.3 Insurance
The Social Security strategy aims to encourage and ensure that every rural
poor household, including the disadvantaged groups (disabled, widow, and
children), in the State of Andhra Pradesh have access to affordable pension
and insurance services to protect from risks and vulnerabilities of both their
life cycle risks and livelihoods. Through the Social Security Unit, SERP aims

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to providing affordable, easily accessible, quick and quality insurance products
and services to the poor in SHGs.
The rural poor women can face enormous problems if they lose their husbands
due to untimely death. The family comes under severe stress, both
psychological and economic.
Figure 16 Evolution of Insurance

In this context, SERP established a Micro-Insurance Unit to execute and

monitor the entire process of micro insurance interventions for life,
disability, health, cattle etc.
With the launch of Aam Aadmi Bima Yojana (AABY), SERP was able to
achieve the objective of universalization of insurance activities across all
the 13 Districts in Andhra Pradesh. SERP has signed a Memorandum of
Understanding (MoU) with Life Insurance Corporation of India (LIC) for
ensuring effective and quality service. Currently SERP is facilitating the
CBOs in the implementation of the following interventions:
a. Life and Disability Insurance Scheme
Under Life and disability product a total of 70 lakh SHG members and
their spouses are covered.
b. Co-Contributory Pension & Insurance Scheme
Under Co-contributory Pension & Insurance scheme for SHG women
members named ‘Abhaya Hastham’ which is to provide Old age income
security and Social Security a total of 34 Lakh Self Help Group Women
members are enrolled.
c. Credit Linked Life Insurance Scheme
Under Credit Linked Life Insurance scheme (Loan Insurance) a total of
1.85 lakh SHG Members are covered
d. Live Stock Insurance Scheme

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 Under Live Stock Insurance scheme a total of 1.35 Lakh live stock of SHG
members are insured.

5.3.4 Land
Land represents a fundamental asset to the rural families. It is a primary
source of income, security, and status. Land is one asset which almost
every rural man or woman relates to. In the rural areas all the socio-
economic privileges and deprivations revolve around the land.
Realizing the importance of land as a critical resource for the poor, during
the formulation of APRPRP, Land programme was taken up as an
important component to help poor families gain access to land in two
important and innovative ways: (1) through negotiated purchase of
agricultural land from willing private sellers, and (2) through providing
land access services to families that seek to exercise existing legal claims
to lands that they have. This is done in convergence mainly with the
Revenue Department. The Poor are facilitated to have control over their
lands in terms of having secured title and possession and handling their
lands locked in courts/disputes and to develop their lands under various
schemes of the Government so as to attain higher productivity and
sustainable livelihood.

Figure 17: SERP's Land Access Model

Under Land Purchase Scheme, an extent of Ac.5087.10 cultivable

agricultural land was purchased and provided to 5208 beneficiaries in the
State between 2004-2009 with an amount of `30 Crores.
The Land Access Unit of SERP has also facilitated in resolving 18.14 lakh
land issues pertaining to 16.64 lakh poor people on an extent of 17.36 lakh
acres of land, so far. 3.40 lakh land issues out of the issues identified so
far are pending due to which 3.12 lakh poor people are still behind in

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 accessing their entitlements and benefits from various programmes of the
Govt.
Land sub-committees were formed at VO, MS and ZS level and
Training/awareness camps were conducted for land committee members
and the youth. Applications for resolution of identified land issues have
been filed before the Revenue authorities through VO and MS.
Convergence meetings of line Departments are being conducted at
Mandal, Divisional, District and State level from time to time.

To extend legal aid, assistance and support to the poor to effectively deal
their land matters locked in various Courts, “Bhoomi Nyaya sahaya
Kedram” (BNSK) programme was inaugurated in Warangal district on
pilot basis in 2011. The successful experience of the same is extended to
the 10 more districts in the State, during 2013-14. 723 cases covering 1591
petitioners over an extent of 2701 acres were registered out of which 279
cases were filed in various courts duly incurring an expenditure of Rs.5.77
lakhs. 18 cases were disposed, out of which 16 cases were in favour of
BNSK petitioners.
It was proposed to purchase and provide the land to 13750 ultra poor SC
families at the rate of Ac.1.00 wet or Ac.2.00 dry land/poor SC family with
Rs.275 crore fund to be provided under SCSP and similarly to 2600 ultra
poor ST families with Rs.52 crore fund to be provided under TSP in 2014-
15 under New Land Purchase Scheme.

5.3.5 Gender
In Andhra Pradesh, the sex ratio among children (0-6 years) is 943
according to the 2011 census. A total of 5203 villages out of 10726
villages in the 300 APRIGP mandals (48.51%) have child sex ratio below
the state average in united AP. 58 mandals have sex ratio lower than the
national average of 914. As per the NHFS-3 data for Andhra Pradesh, 34%
of women in the age group of 15-49 years have experienced physical or
sexual violence. Also, 35% of the women have experienced spousal
violence or sexual violence from their husband, while 13% reported
spousal emotional violence. Women with spouses who consumed alcohol
were much more likely to experience spousal violence than women whose
husbands did not consume any alcohol.
Gender perspective had a mandate in APRPRP. It envisages that poorest of
the poor women with the constant support of their self managed
institutions are able to come out of poverty and enjoy life with dignity and
equal status.
SERP’s Gender unit has formed a total of 601 Social Action Committees
with 10 members in each committee at Mandal level across the state of AP.
These committees have consistently worked on gender related issues and
identified a total of 33603 cases out of which 25368 cases are solved till
now. In order to solve the cases effectively the SACs work collaboratively

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 with the line departments. In this process they helped victims receive a
total compensation (in the form of land, house, gold, and cash) of worth
Rs. 26,53,38,300 so far.
SHG women have achieved improved intra family equity and equality in
larger society by accessing resources & services available at individual and
village levels, by creating assets on their name, by taking control over
resources and incomes of the family. Gender interventions have helped to
increase their understanding about the gendered roles and responsibilities,
sexual division of labour in their families and in larger society. It helped
women to exercise their increased ability in decision making in their
families and in their SHGs and federations, to create a safe environment
and increased their mobility which enhances their participation in all
development processes with confidence.

5.4 Lessons Learnt

SERP, over the years, has created an eco-system where multiple
opportunities are available for the rural households to access and come out
of poverty. However, the presumption that the empowered network of
CBOs will facilitate such handholding of the SC&ST households once the
IKP staff shift from an intensive SHG focussed facilitation to nurturing the
higher level CBOs like VOs, MMS and ZSs proved premature. It is now
evident that the CBOs of the poor, with their own continuous struggles to
come out of poverty, are not able to provide quality time and effort to the
much more complex socio-economic dynamics that beset SC & ST
households.
Both short- and long-term action are necessary to create sustainable
measures and continuity in action around issues of inadequate public
services provision, domestic violence, and gender-based discrimination.
Institutionalization is necessary to that ensure long-term community
engagement occurs in addition to short-term participation.

5.5 Project Sub-Components

In the previous sections, we have seen the extent of vulnerability among
the most deprived. While governments at the state and central level have
put in place many programs to help, their implementation has been patchy.
SERP’s own efforts in these areas have been relatively successful, but not
completely so.
In APRIGP, SERP will employ all the lessons it has learnt through years of
work to offer a bouquet of services that help the most vulnerable to access
services and recover from shocks. These efforts will be underpinned with a
cross-cutting focus on gender issues. This component shall therefore
employ these three strategies:
Delivery of services and entitlements: the project shall work with line
departments to facilitate the delivery of entitlements.

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 Productive safety nets: the project shall ensure the inclusion of the most
vulnerable in the state-provided safety nets
Vulnerability services: the project shall facilitate the delivery of special
services to the most vulnerable.

5.5.1 Delivery of services

Under the delivery of services strategy, government entitlements like
Ration cards, Job cards, Aadhar cards, Aarogya sree cards, birth and death
certificates, scholarships, PDS, Insurance, Housing, timely payments of
NREGS wages will be facilitated to access them for poor. Any grievance
with reference to these entitlements, such as poor delivery or non-issuance
of cards will also be facilitated.
To enable the delivery of these services, the project will set up a system of
One-Stop-Shops (OSS) at the village level in collaboration with the VO
and the PRI. The OSS shall provide a way to electronically monitor the
delivery of entitlements and services. Some of the services that are
proposed to be monitored are:
Ration cards
Every married couple living individually can get Ration cards form
government for accessing essential commodities on subsidized prices. This
card is also used for establishing identity. Tahasildar is the competent
authority at mandal level for issuing the ration cards.
Job cards
Any family which wants employment of unskilled manual labour for its
adult members can access guaranteed employment through the Mahatma
Gandhi National Rural Employment Guarantee Scheme. This requires the
possession of a Job card. After getting the Job card, they are entitled for
getting works for minimum of 100 days, work site facilities and timely
wages. Accessing the Job card will enhance incomes of the family and
provide security for wage employement.
Aadhar Cards
Aadhaar is the national identification number system of India and it is
assigned to all residents of India for their lifetime, on voluntary basis.
Since all the government schemes are linked with the Aaadhar Cards, poor
must have the Aadhar card for getting access to the schemes.
Aarogyasree card
Government of AP issues Aarogyasree cards to poor families for using
government and private hospitals on free of cost. This card provides
financial protection to families living below poverty line for the treatment
of serious ailments requiring hospitalization and surgery.
Certificates
Birth Certificate is the most important identity document, because it is a
foundational document that makes it possible for anyone to establish
identity and to benefit from a gamut of services offered by the Indian

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 Government to its citizens. For instance, the ‘Bangaru Thalli’ scheme has
been introduced in AP to support the family of a girl from her birth till her
graduation. For availing its benefits, birth certificate of girl child is
compulsory. Likewise, many poor SHG members have been covered under
insurance schemes, for settlement of claim in case of death, death
certificate is required.

5.5.2 Productive safety nets

NREGS and Land Development
As mentioned earlier, any family which wants employment in manual
labour for its adult members can access it through the MGNREGS. This
assured income which demands little in terms of skills can be very
important in helping households deal with shocks such as the death of an
earning member, drought, etc.
However, while the scheme promises 100 days of work every year, the
actual number of days for which employment is provided is often much
lower. Through this project, it is proposed to work closely with the
Ministry of Rural Development to ensure that all those who require more
work are able to access it in a timely manner. MNREGS is also now able
to provide work that involves clearing, levelling and developing private
land to improve its use in agriculture.

5.5.3 Vulnerability services

Persons with Disabilities (PwD)
As per the 2011 census, majority population of PwDs live in rural AP
which is 15,12,961, of which 1,24,572 children are in the age group of 0-6
years. Of these children, more than 50% live in the tribal and the backward
mandals of the state. The PwD team will work to enable them to access the
facilities offered to them through various GoAP and GoI schemes.
Gender Services
Gender sensitivity is a cross-cutting objective in every activity of this
project. Capacity building and counselling services will also be provided
as part of this project.

5.6 Sub-component 1: Last mile delivery of services and

entitlements
5.6.1 One stop shop (OSS)
5.6.1.1 Introduction
Access to entitlements and their utilization for beneficiaries’ overall
development showcases the effectiveness of entitlement schemes.
Providing financial entitlements through transfer payments and thus
promoting the livelihood opportunities have been the bedrock of
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 Government programmes. Over the last several years, before the advent of
electronic benefit transfers, financial entitlements were paid in cash at the
local level and this required beneficiaries to travel to the payment location
on pre-agreed date and time to attain the benefits.
To promote inclusivity, reduce leakages and more importantly reach the
genuine beneficiaries electronic benefit transfer payments were introduced
that allowed beneficiaries to withdraw payments from a Business
Correspondent agent, who stayed put in the village and was only entrusted
by the agency she works, to make transfer payments. This approach
achieved significant positive results for beneficiaries as they are able to
withdraw the full amount without tipping any government “helper” unlike
in the past. This approach however also had seen several limitations on
policy front, which were brought to the attention of policy makers and
service providers for them to be resolved.
Taking a cue from this approach to strengthen the last mile delivery of
entitlements/services and broadening the entitlements that can be accessed,
the proposed one stop shop envisaged provides a laundry list of
entitlements that can be accessed at the village level. The broad range of
entitlements provided include social security payments, MGNREGS
payments, entitlements under insurance and persons with disabilities.
Besides, providing payments the one stop shop also provides the
facilitation and counselling services for land access, PDS, gender and
disability services.
Providing these broad range of services encompassing various line
departments includes the implementation of business process
reengineering among the stake holders and convergence at various levels
enabling effective service delivery. Such service delivery includes,
strengthening service development processes and having an efficacious
community managed system to maintain the facility. Departments or
agencies within SERP that are willing to take up this initiative require field
arsenal and strong understanding of the ground to maintain this set up.

5.6.1.2 One stop shop to deliver entitlements:

A Kiosk/One stop shop presents a cheap and yet effective alternative to
have a brick and mortar model located in the village that provides efficient
services to the villagers. It is a community managed institution that is
positioned to deliver services and entitlements including counselling and
facilitation across a broad range of services. The model provides impetus
and puts into action one of core components of the National e-Governance
Plan that envisages to make all the Government services available to the
citizens of India via electronic media. Using a similar approach, the kiosk
shall provide a broader range of services enlisted and undertake the
activities mentioned offering a unique and nondiscriminatory services to
the villagers across the 150 mandals of Andhra Pradesh.

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 Figure 18: A Village Level Entrepreneur at work
in Stree Nidhi Kiosk

Cooperation from various segments in

the value chain is necessary for setting
up such one stop shop. These include
provision of adequate and necessary
infrastructure at the location,
developing an application suite with
integration of all or specific services
which are provided, an effective
channel management with well laid
out business processes and process maps giving an end to end
representation and enabling coordination between the service providers to
have seamless integration among all the stakeholders.

Typically in this model, a Point of Sale (POS) device or a laptop is made

available at the location to provide services. For e. g. offering financial
services and including biometric authenticated payments requires
beneficiaries to authenticate on the biometric device and the Customer
Service Provider to facilitate an electronic transaction. Other infrastructure
is also made available viz. providing basic furniture that facilitates in
smooth handling of a service – this includes tables, chair and location
refurbishment allowing the one stop shop have basic facilities.

Providing these services also entails developing robust information

technology systems enabling the one stop shops to deliver services.
Implementation of such systems includes development of an integrated
application suite which gives access to the kiosk operators to execute the
services. The current ICT systems provide a good start as most of the
departments have their own digitized/electronic platforms on which they
provide their services.

While having the back end architecture is important, it is also equally vital
to have an effective and established management to run the one stop shops.
Coordinating with various agencies and line departments to provide
services with integrated service delivery for the community requires the
management agency to have previous experience in running similar
models for benefitting the community. Coordinating with service providers
who offer technological services to the project is crucial as it impacts the
final delivery and effectiveness of the project.

A look inward shows that similar kiosk model initiatives have already been
pilot by Stree Nidhi that provide financial services to village level
beneficiaries. This project aimed to provide customers with financial
services access offers complete product suite that includes a. deposit, b.
withdrawal, c. credit d. remittances and e. pensions other services in 54
locations in Andhra Pradesh. The project was initiated through the CGAP
Trust Fund under which kiosks were set up in (30) rural and (24) tribal

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 locations with an objective to serve the Poorest of the Poor population
across the state. Very Small Aperture Terminal (VSAT) and Solar panels
were also provided at these kiosks enabling seamless internet connectivity
and a long duration power availability. Stree Nidhi with its own initiative
established another 112 kiosks across 6 districts in the state. It also
developed an internal financial inclusion vertical to manage these touch
points from the back end. Similar interventions and lined up plan can be
taken for the implementation of this programme.

The financial service pilot’s architecture included creation of viable

Village Organisations (VOs) that serve as Customer Service Points (CSPs)
in the selected mandals. To operate and manage these kiosks, VOs also
selected a Village Level Entrepreneur (VLE) to work as the CSP and offer
banking services. A fixed remuneration of 7.5% of the total transactions
conducted, is paid to each CSP.
Figure 19: Solar panel established at the Kiosk

A typical kiosk shall provide the following experiences for the end users:
 Reliability – Certainty in providing access to services to the villagers
 Accountability – Responsibility in delivery services/entitlements to the
villagers
 Convenience – Availability of kiosks within the village limiting the
villagers to travel
 Grievance redressal – Quick responsiveness and follow up in providing
redressal services
 Anytime access – Opportunity to access these services within the village
anytime

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PDS Service Delivery in Chhattisgarh – ICT use for effective delivery
Public food delivery was first reformed in 2004 when the ownership of all the PDS shops was taken
away from private businessmen and was given to the local community bodies like forest co-
operatives employing tribals, gram panchayats and women self-help groups
Later the commission paid to PDS shop owners was raised from Rs.8 per quintal to Rs. 35 per
quintal motivating people not to cheat due to low incomes and follow the re-send food mechanism
through which they used to sell it back to the state government at market rate. The state government
also decided to provide interest-free loans up to Rs. 75,000 to each PDS shop as seed capital to
develop the shop and tide over immediate cash flow problems.
Prevalence of bogus BPL cards is also seen as one of the hurdles for the food grains not reaching the
genuine and eligible beneficiaries. This also meant a huge exclusion of deserving candidates, since
the state could not provide BPL cards to more than the number of poor mandated by the central
government. To take care of the bogus cards, a fresh centralised printing of BPL cards based on a
new database was mandated weeding out close to 300 BPL cards
A Web-based application tracked the trucks dispatched as well as the amount of food grains that were
being procured, transported, and received at different points of the journey. All this was placed on the
Web and circulated through an SMS to whoever wished to be kept in the loop.
The 7th of each month was designated as “Chawal Utsav” or Rice Festival, where people could
come and pick up their monthly stock in the presence of all government and vigilance officers and
elected local representatives. The move brought about awareness among the people and infused
transparency in the whole system.
Today Chhattisgarh is considered one of the best performing states in terms of PDS.

A kiosk will also have grievance redressal call center that beneficiaries can
reach out to incase of accessing any service entitlement. These many
include any service such as Gender, PDS, MGNREGS, Pensions,
Insurance, Bangaru Talli and entitlements for persons with disabilities. The
call center can have an intermediation with the local one stop shop
established and services can be provided within the quickest possible to
the villagers. A citizen charter that shall outline the services provided with
pre-conditions to be followed for service shall be made prepared and made
available at all the one stop shops for implementation.
Service development and delivery coupled with integration with ICT
initiatives play a critical role in implementation. Implementation of this
initiative also allows us to look and learn from similar initiatives across the
country. One such initiative is in Chhattisgarh where along with effective
intervention PDS was reformed the state government (see box).
Service development for each scheme is important to understand the
service delivery part of the one stop shop. Each department has different
ways of working, and follows different protocols in delivering services to
the entitled. Integrating such services into the service protocol with a
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 sophisticated background is important. One such protocol that shall be
worked upon includes establishment of a Direct Benefit Transfer (DBT)
cell that enables a smooth transfer of financial services for the entitled.
Service delivery and grievance redressal can be provided through one of
the following methods:
Interactive Voice Response System: An interactive recorded program
should be created where the grievance redressal can be done via IVRS.
Mobile: A program should be designed where the beneficiary can either
register the complaint themselves by calling the call center or by an
interactive SMS mechanism.

5.6.1.3 MeeSeva services: Case study

“MeeSeva” in Telugu means, ‘At your service’, i.e. service to citizens.
This is a good governance initiative that incorporates the vision of
National eGovernance Plan - “Public Services Closer to Home” and
facilitates single entry portal for entire range of G2C & G2B services

Before MeeSeva started, Government service delivery systems were

manual and opaque. Citizens had to wait for long hours in queues in
offices to receive the service. Overcrowded government offices and
unfriendly employees combined with chronic absenteeism, inefficiency in
service delivery and resultant delays added to the rent seeking behavior of
government personnel were common. Similar situation was also seen
among the people who were accessing welfare benefits. Accessing them
with the process mired in red tape and in paper form made the interface
frustrating for citizens leaving scope for corruption at all levels.

MeeSeva approach had a complete transformation to the service delivery

which was strategized to be achieved by bringing innovation in
organizational and technological model. This was done by going through
department by department starting with digitization of records. A complete
realization that the process had to move through all the stages starting from
visioning and leading to a sustainable model of service delivery, was the
cornerstone of the overall strategy.

Technology driven efforts were planned, assigned and implemented for

various departments to increase efficiency in service delivery; department
processes were re-engineered considering the feasibility of implementation
and participation from various stakeholders was ensured for problem
solving and decision making. Inter departmental coordination meetings
were conducted to take them on board from the time of inception.

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Services to be offered were categorized based on the high volume and high
impact and most desirable citizen services to be delivered on priority
across the counter. Digitally signed certificates were planned to be issued
for which Government of Andhra Pradesh issued Information Technology
Rules (Electronic Service Delivery), 2011 in order to provide legal sanctity
to the digitally signed certificates and make it mandatory for the
Departments to migrate to electronic service delivery within a period of
three years. Delivery channels were established with a uniform look and
feel for delivery of services run by self -employed youth on a profit
sharing model through user fees.
A web based mee-seva application was developed to offer the highest level
of transparency in extending Government 2 Citizen services. While doing
so, the entire process of service development was demystified explained
by the development of services at the rate of knots. To enable quick
processing as many of the transactions required substantial flow of data,
2Mbps connectivity was provided to the offices as well as kiosks on
APSWAN and Internet as required. Other significant interventions
included, Establishing Backend hardware wherever required to support
high transaction applications, Creation of Districte-Governance Society as
the nodal agencies for the implementation of MeeSeva with decentralized
operational and technical functioning and flow of user charges.

Several training programmes were also conducted improving the capacity

building of various stakeholders Mechanism were established to receive
feedback/grievance/complaints. A 24X7 Call center was activated to get
feedback from the citizen. An online, real time MeeSeva Request Tracking
System (MRTS) created with frequent monitoring to keep the system
dynamic. A citizen charter board was also mandated for display at the
kiosks extending mee-seva services, the list of available services and the
charges payable for each services and timelines to avail these services.

MeeSeva works on Public Private Partnership (PPP) mode wherein

MeeSeva Centers are maintained, operated and run by Authorized Agents
(AAs) who are appointed & managed by Authorized Service Providers
(ASPs). The project was launched with an initial seed investment of
Rupees 9 Crores. But the user fee model allows ploughing back the
revenues for maintenance, development and upgrading of services. User
charges are fixed considering the profitability for various stake holders
involved in the project without unduly burdening the citizen.

More than 20% the revenue is shared with respective departments (to
maintain the databases, necessary infrastructure, capacity building), 15%
with Director, ESD (to maintain MeeSeva Infrastructure/application
maintenance), 10% with Authorized Service Providers (Monitoring &
Infrastructure) while the majority of 55% is shared with the MeeSeva
center which is a cutting edge interface at the local level. This has made
the project self-sustainable.
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 These learnings can be taken up the implementation of one-stop shop
kiosk that offers counselling and facilitation services along with the mee-
seva services. Following set of activities will be undertaken at the one stop
shop:

Figure 18 Gender & Grievance Redressal

Gender
5.6.1.4 Description and Grievance Redressal
of activities
i. Targeted mobilization for entitlements
Existing support structures shall be utilized to mobilize villagers and
inform them about the various activities that happen at the kiosk. Specific,
focussed and targeted approach shall be taken to call up beneficiaries. A
single stage enrolment shall be done both on campaign mode or ongoing
basis to cover all the beneficiaries entitled for the schemes. The ICT
structures developed with integration across various schemes and
departments will be leveraged for enrolments and also to deliver services.
Content generation required to engage the departments and have a holistic
implementation shall be developed working along with the line
departments.
It is required to capture household level information of the eligible
population so that 100% coverage can be ensured. Mass media can be used
to generate awareness about the importance of claiming entitlements. A
campaign can be organized followed by a single stage enrolment for focus
programs at a pre decided date. Campaigns can be organized periodically
to make people aware of their entitlements and enrolment can be ongoing
process as well.
Beneficiaries can enrol at the kiosk for various schemes. The kiosk will
also have a list of all the entitlements and will register the beneficiary
wherever he/she is entitled.
ii. Information, Education and Communication (IEC)
The Information Education and Communication strategy aims at spreading
awareness about the various social entitlements for the poorest of the poor
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 and to empower them triggering a change in social conditions. In this
regard, by establishing partnership with the concerned line department, a
holistic approach can be devised.
This communication strategy should be incorporated into all HD village
plans using various communication means like digital green, print media,
community radio, local messengers etc. Channels might include
interpersonal communication (such as individual discussions, counselling
sessions or group discussions and community meetings and events) or
mass media communication (such as radio, television and other forms of
one-way communication, such as brochures, leaflets and posters, visual
and audio visual presentations and some forms of electronic
communication).
Although good "one-to-one" communication at the point of service
provision is essential for transmitting information and building trust with
the client, communication with other individuals and groups within the
community is also vital. It is through such communication networks that
service providers can obtain information about users' needs, priorities and
concerns. It also helps providers better understand the specific setting and
context in which they are working, which will be useful in the later
development of IEC approaches, messages and materials.
iii. Counselling and Facilitation
Counselling and facilitation is required for better implementation of this
programme. Facilitation will be done during the process of providing
services to the beneficiary and to ease the service delivery. Counselling has
to be done so as to educate the beneficiary and to empower families for
better handling of services. Customized counseling shall be provided for
different beneficiaries like PWDs, women affected by trafficking and
domestic violence, widows, insurance beneficiaries and other entitlement
beneficiaries.
Counseling services will be need oriented.
 Entitlements: Counseling is provided to beneficiaries who need
guidance and information on their entitlements.
 Financial: Counseling is provided to beneficiaries who need
financial assistance
 Legal: Counseling is provided to beneficiaries who need legal
assistance for domestic violence situations or during other legal
issues, etc.

iv. Grievance Redressal

Grievance redressal systems shall be put in place to provide effective
services, coupled with counselling and facilitation services. These systems
will ensure better implementation of the programs and also have increased
outreach to the beneficiaries.

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 Service standards have to be established for better clarity on the benefits
and entitlements. Beneficiaries shall be informed and awareness creation
will be done about such entitlements.
Feedback and complaints can be addressed through:
 One stop shop: A mechanism can be put in place in the kiosk where the
beneficiary can register his grievance.
 Call center: A toll free call center number can be established where the
beneficiary can call and register their grievance. A tracking number has
to be given and it should be used to follow up if the grievance is not
addressed in the given time.
VO mobile module
Ensuring partnerships with the line agencies/departments and establishing
a mechanism to address grievances should be in place for better
implementation of the programs.
A monitoring cell will be established to keep a check on the grievance
redressal mechanism. It should check it the grievance is addressed within
the stipulated time frame or not. And to ensure the redressal in the given
time.
v. Financial Services
Branchless banking services are provided that enable the one stop shop to
function as an extension of a bank branch. Financial products such as
deposit, withdrawal, remittance, credit shall be made available. Kiosk will
act as the one stop shop to provide all the Government to transfer
payments to beneficiaries including social security pension payments and
MGNREGS payments through biometric authentication. Financial
counselling is also given to the villagers on the using those bank accounts
and to conduct various banking transactions through those accounts viz.
savings from the transfer payments received from government
programmes. Other banking and financial products like credit, insurance
may be provided for the uptake.
Provision of these services also enables the kiosks to provide
beneficiaries/villagers more relevant financial products like advances
against MGNREGA or a recurring deposit product to partly save the
transfer payments received. This also acts as a transformatory outcome
where a habit of saving may be inculcated among the beneficiaries.

5.6.1.5 Stree Nidhi –Financial Services

In line with the thinking of Govt.of A.P and Govt.of India, Stree Nidhi with
the experience of successful implementation of financial activities, it has also
entered into Financial Inclusion activity by entering into agreement with two
major banks in the State viz. SBI and Andhra Bank. With the advantage of
having well organized community and dedicated staff in the field Stree Nidhi
has its own strength to enter into Financial Inclusion activity within three
years of its formation. Stree Nidhi is functioning as a corporate BC to banks
and appointed VOs as CSPs. The CSPs will identify “Entrepreneurs”, a SHG

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member, for extending banking services on a self- sustainable basis. As on day
150 CSPs are established and some more locations are identified and efforts
are being made to operationalise them very soon.

i) Proposed Model of Delivery – One Stop Shop (OSS)

The governments at State and Central are looking for a fool proof system of
service delivery for a good no of schemes/benefits to reach the targeted
individuals, households, and communities. In the existing system of delivering
those benefits by various departments, a need has been felt to have one
common window to easy access to entitlements and benefits with efficiency.
To promote inclusivity, inculcate financial discipline, reduce leakages and
more importantly reach the genuine beneficiaries, electronic benefit transfer
payments were introduced that allowed beneficiaries to withdraw payments
from a Business Correspondent agent, who operates from the village to make
transfer payments. This approach achieved significant positive results for
beneficiaries as they are able to withdraw the full amount without any
pilferage. However there are certain limitations and challenges that policy
makers and service providers need to address.
With the above scenario the proposed concept of “One Stop Shop” offers a
cheap and yet effective alternative in the village that provides efficient
services to the villagers. It is a community managed institution that is
positioned to deliver services and entitlements including counselling and
facilitation with a whole range of services. This model shall provide unique
and non discriminatory services to the villagers across the 150 mandals in the
state of A.P.
Stree Nidhi Credit Cooperative Federation Limited., registered under State
Cooperative Societies Act, 1964, owned by the Community and has
established itself firmly in delivering of financial services using technology
and electronic payment systems. It has demonstrated capacity in handling
huge volumes of transactions and reconciliation there of using the network of
Village Organizations in villages. It has also entered into MOU with banks for
extending financial services. In the above back drop it proposes to address
present concerns and provide all Government payments viz. insurance,
pension, utility payments, NREGS wages etc., through ‘branchless banking’
by opening CSP/ VLE centers as service delivery points with appropriate
technology and to emerge into a full-fledged “one stop financial services
centre” at village level thus becoming a gateway to all financial services in a
village.
Stree Nidhi is planning to implement OSS program as separate vertical with
professional staff at State, district and Mandal level. Stree Nidhi ensures that
VLE at OSS shall provide all financial services and other government services
to all beneficiaries.
It is proposed that OSS is owned by VO which selects SHG member as VLE
to manage the Kiosk through a standard selection process which is being
followed in Stree Nidhi. Kiosk is to be established in Panchayat Building or
any other structure available in the village. A VO committee comprising of 2
representatives from VO , one women ward member, one SHG member and
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sarpanch will oversee the activities of the VLE. Stree Nidhi staff will regularly
monitor the activities of VLEs. The concerned Bank staff also visit the VLE to
check the quality of Banking services being provided. Social Audit Cell
conducts audit of transactions generated through Kiosk and cash handling by
the VLE and financial health of the Kiosk. To summarise, the OSS is owned
by VO, Managed by VLE ,Supervised by Panchayat and audited by SAC/Stree
Nidhi
A kiosk will also have grievance redressal call centre that beneficiaries can
reach out to in case of accessing any service entitlement. This may include any
service such as Gender, PDS, MGNREGS, Pensions, Insurance and
entitlements for persons with disabilities. The call centre can have an
intermediation with the local one stop shop established and services can be
provided within the quickest possible time to the villagers.

With the above backdrop there exists a great opportunity for both Stree Nidhi
and the Bank to play a vital role in propagating Financial Inclusion (Jan Dhan
Yojana) for the benefit of rural poor in getting banking services with improved
ICT at the lowest cost. The bankers need to come forward to appoint Stree
Nidhi as Corporate BC in all the rural areas or as an alternate BC where ever
they are having existing BCA to enable the OSS to function effectively.

Proposed Services at OSS

 Banking Services
 Wages under MNREGA
 Pension Payments
 Credit delivery by StreeNidhi and web based monitoring
 Repayments and savings mobilization for StreeNidhi
 Savings depositing in banks and repayments under Bank linkage and
viewing information
 Collection of premium for Social security Programs
 Scholarships and Education related payments
 Collection / capturing data at village itself including under Unnathi
 Mee Seva centre services and other services like mobile / dish TV
recharging Collection of various types of User Charges.
 Power/electricity bills payment
 Water /Sewerage bills payments
 village Panchayat bills collection
 Mobile/Cable recharging.
 Capturing house hold information
 A single stage enrolment to cover all the beneficiaries entitled for the
schemes.
 Families experiencing gender based vulnerability will get entitlements
through Facilitation services by CMFCCs& OSSs.
 IVRS system will be expanded to villages through OSS.
 identified gender based vulnerable people will access at least one
entitlement and 2 services from line departments

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 Beneficiaries ( gender) get enrolled at the kiosk for various schemes
 Facilitation of providing services to the beneficiary to ease the service
delivery.
 All adolescent girls and boys will be listed and data will be maintained
by OSS.
 Counseling to educate the beneficiary (gender) and to empower
families for better handling of services.
 The beneficiary can register his/her grievance through the Kiosk.
 PwDs will be facilitated for Disability certification through
SADAREM through Stree Nidhi Kiosk
 PwDs in the targeted mandals will have access to information on
entitlements available through the kiosks established through Stree
Nidhi Kiosk.
 PwDs will be facilitated for Disability certification through
SADAREM through Stree Nidhi Kiosk.
 All applications /Grievances received will be forwarded to line
departments and tracked for resolving the same through the
Stree Nidhi kiosk.

Mee Seva services may be made available at Stree Nidhi OSS.

The following Departments are providing nearly 342 services:

 UIDAI
 Revenue
 Registration & Stamps
 NPDCL
 Agriculture
 Election
 Social Welfare Dept.
 Health care Dept.
 Social Education Dept.
 Rural Development
 Co-operative Societies
 Arogya Sri
 Panchayat Raj

Government Services
• Birth & Death certificate
• Income certificate
• House Tax payments
• Ration cards
• Aadhar cards,
• Job cards
• Arogya sree cards

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 • Scholar ships
• PDS
• NREGS payments
• Housing

Services by SERP
• Insurance – Data needs
• Disability -
• Gender
• Land
• Data uploading
• Information sharing
• Printouts of information
• Pension payments
• Grievance Redressal

Issues to be addressed.

a). Most of our CSPs are located in remote rural and tribal areas where
connectivity is the hurdle for making financial transactions through Kiosk
model. In areas where connectivity is an issue, provision has been made for V-
SAT facility. We need to ensure to have a technical evaluation by TSP about
the service provider whose signal strength is strong enough to conduct
transaction without pocket loss.

b) As of now power supply is irregular. Most of the CSPs require either UPS
or Inverter for continuous power supply. The better option is to go for solar
option as it would facilitate continuous power supply. We need to have an
evaluation of power supply and provide supplementary equipment like UPS
or solar powered UPS system or inverter to ensure regular power supply to
kiosk to enable VLE to provide continuous banking transactions. However,
with the announcement of Govt of A.P regarding uninterrupted power supply
from October 2014, we hope the issue of non availability of power supply to
kiosks may not be an issue.

c) Identification of CSPs depending on viability factors, grouping of villages,

identifying Village Level Entrepreneurs is crucial and needs to be taken up
with due care. It has been decided that wherever CSPs are appointed for
payment of wages under NREGS and pensions the same persons may be
entrusted with the responsibility to ensure better viability and to make the
activity remunerative. For selection of CSPs(VO) a survey will be conducted
area wise, involving Stree Nidhi staff and SERP staff.

d) Co-ordination with Banks and Bank Branches for getting CSPs to start BC
operations in their service area is a challenge. Main task is to get consent from
concerned bank to open CSP in their service area. If already a BC is

146
 operational, one more BC from Stree Nidhi has to be permitted to operate in
the same area.

e) Selection of appropriate and effective TSP to support BC operations for

implementation of the project, establishment and maintenance of data centre,
software integration, implementation support, hardware /devices integration
with banks’ modules, field level handholding and operational support and
software is crucial. We need service of TSP preferably AP Online to provide
necessary technical support to ensure proper functioning of devices all the
time and also provide real time MIS for monitoring . Their service also
required as Stree Nidhi has to function as BC to Banks which do not have their
own technology but depend on TSP for providing interface. The above agency
already has experience in handling payments and is a Govt. agency.

f) VLE at a BC point has to make banking transaction for various processes

like deposits withdrawals, Loan repayments of SHGs, Stree Nidhi Loans
repayments, RD collection, NREGA payments and pension payments which
involves huge amount of money. Proper verification of books and frequent
cash balance verification is very essential. The VO need to verify balances at
the end of the day. Manager FI must make surprise verification of
a. Cash management
b. Transaction verification
c. Records verification
 Accounts
 Cash Transaction

Manager FI must ensure that there should not be any offline transactions by
VLE and unauthorized collection of monies and accepting unwanted benefits
for providing financial services. Frequent verification of Login and logout
timing by both field supervisors and at Head Office level is required.
Periodical visit by concerned branch staff at BC point for verification of cash
registers and other records.

5.6.1.6 Outputs
Kiosk establishment enables the departments to provide the whole gambit
of services to the poor to those who have so far been excluded from the
system. Increasing the coverage of people receiving the entitlements gives
an indication on the effect of the kiosk intervention. Such an analogy may
be used in explaining the outreach, expansion and inclusion of
beneficiaries in schemes viz. pensions, MGNREGS etc.

In offering financial services, increase in the number of accounts opened

and the transactions carried out in those accounts due to an improved
access to increased product suite of financial services aids in financially
including the villagers. Availability of a full service banking facility at a
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 greater convenience with minimized operational risks is enabled through
the kiosk.

Similarly with Gender, the strategy is aimed at accessing entitlements for

vulnerable people to reduce their difficult circumstances and build a safer
future. The result would be to have the community talking about this issue
and rejecting violence against women and children. Alike, men would lead
and challenge other men about this issue. Then only we can see a change
across our community to stop violence against women and children.
Through kiosk everybody can be involved including local government,
businesses, media, CBOs, families and individuals. This will help to see
the increased preparedness across all stakeholders to stop violence and
create safe spaces for children and women in our surroundings.

With such an integration approach across all processes of accessing several

types of entitlements from several departments through kiosks in remote
tribal areas significant improvement can be achieved in delivering the
services to the poorest of the poor.

5.6.1.7 Roll out

A phased approach can be followed while implementing the project. The
project at first will be implemented in 25 selected CSP places in 9 mandals of
4 districts offering full services and selected 50 CSPs in 5 districts in AP
offering basic services by the end of the first year . The hands on experience
gained in the 75 centres is the driving force for the expansion in the rest of the
centres. Initially the knowledge acquired or skills acquired from direct
participation in BC activities by Stree Nidhi will facilitate implementation of
Kiosk Model in all locations identified under pilot project. Learnings from
such implementation can be taken forward to expand the kiosk across the
mandals in the following years. A roll out identifying the activities performed,
service delivery and the year on year expansion to be developed to strengthen
the implementation process.

OSS will be set up by grouping three to four villages in the selected mandal.
Performance/monitoring and evaluation of these OSSs shall be concurrently
carried out to identify the gaps, limitations in implementation and operation.

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 Service roll out can start with offering basic services at the one stop shop and
expanding/intensifying with time. It can start with engaging Stree Nidhi for
providing financial services, wages under MNREGA and services in the fold
of SERP viz., pension payments, scholar ships etc., Stree Nidhi is also having
a dialogue with Commissioner, RD to route NREGS payments. However, as
already indicated, the activity can be taken up in 150 mandals in phased
manner with the following assumptions:
1000 CSPs for the purpose under APRIGP and the other villages will be
covered concurrently depending on the no of villages allocated for delivery of
wages and pensions to Stree Nidhi. It is proposed to establish 1000 kiosks over
a period of three to five years. The list of Basic Services and full services is as
follows.

Table 17: Basic & Full Services-OSS

Basic Services Full Services

1.Stree Nidhi Financial  Banking Services
Services  SERP services including grievance
redressal
2.SERP services
 Govt Services
Scholarships  Mee Seva Services for the
Pension payments following:
 UIDAI
3.Others
 Revenue
NREGS payments  Civil Supplies
Banking services as per  Agriculture
the tie up  Social Welfare Department
with the Service area bank.  Aarogyasri
 Panchayat Raj
 Revenue
 Registration & Stamps

Total Number of kiosks to be established will be 1000 CSPs. The

implementation will be completed in four years.

Table 18: Phasing

YEAR No of No of FULL BASIC Total

Districts Mandals SERVICES SERVICES CSPs
( cumulative) ( additio

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 n every
year)
1 13 39 25 50 75
2 13 78 75 250 250
3 13 117 325 250 250
4 13 150 575 425 425
5 13 150 1000 1000

5.6.1.8 Implementation and Monitoring team of 1000 CSPs by Stree

Nidhi:

5.6.1.9 Sequence of activities to provide basic services:

a) Infrastructure: following infrastructure is required for
establishing CSP.

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Table 19: Infrastucture- OSS

Sl.no Device particulars Cost of the device (Rs)

1 Laptop for kiosk model 25000
2 Hand Held Device 20000
3 Biometric device 3500
4 Printer with scanner 8000
5 Connectivity through Data card or Broad Band 3000
6 Furniture like table and chairs 9500
7 name Board 2000
9 VSAT connection 82000
10 Solar panels 35000
11 Others 4000
Total cost 192000

Th
Procurement plan for 18 months is given. As of now power supply is
irregular. Most of the CSPs require either UPS or Inverter for continuous
power supply. The better option is to go for solar option as it would
facilitate continuous power supply. We need to have an evaluation of
power supply and provide supplementary equipment like UPS or solar
powered UPS system or inverter to ensure regular power supply to kiosk
to enable VLE to provide continuous banking transactions. However, with
the announcement of Govt of A.P regarding uninterrupted power supply
from October 2014, we hope the issue of non-availability of power supply
to kiosks may not be an issue.

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b) Connectivity: Most of our CSPs are located in remote rural and tribal
areas where connectivity is the hurdle for making financial transactions
through Kiosk model. Based on the experience in establishing CSPs in
remote areas it is better to go for V-SAT facility in all the 1000 locations.
As the negotiations are going on with Airtel, based on the Gujarat model
we are hopeful of finalising the contract shortly. Although we are
planning to have the contract for 1000, the delivery will be planned as per
the requirement/phasing projected by us over a period of four to five
years.

c) VLE Training: After VLE selection, a comprehensive training module

will be prepared involving all the service providers covering Stree Nidhi,
SERP and Mee seva etc. The training shall cover the details of various
schemes and the activities she has to perform at the kiosks covering all the
services also including the functioning of the laptop or the Point of Sale
(POS) device made available at the kiosk.

d) Co-ordination with Banks and Bank Branches for getting CSPs to start
BC operations in their service area is a challenge. Main task is to get
consent from concerned bank to open CSP in their service area. If already
a BC is operational, one more BC from Stree Nidhi has to be permitted to
operate in the same area. Since we are having around 100 locations in our
fold with Andhra Bank and SBI, launching a pilot with 25 CSPs may not
be an issue. For selection of balance locations we shall have a location
mapping by engaging a competent agency before the end of the year so as
to catch up the schedule for year two.

e) In case of offering financial services, a Memorandum of

Understanding (MoU) needs to be signed with the banks that are willing
to provide the authorization for these kiosks to function as the Business
Correspondents. Similar agreements would be made with the technical
service providers and the agencies with whom the project is rolled out.

f) Selection of appropriate and effective TSP to support BC operations

for implementation of the project, establishment & maintenance of data
centre, software integration, implementation support, hardware /devices
integration with banks’ modules, field level handholding, operational
support and software is crucial. We need service of TSP preferably AP
Online to provide necessary technical support to ensure proper
functioning of devices all the time and also provide real time MIS for
monitoring . Their service also required as Stree Nidhi has to function as
BC to Banks which do not have their own technology but depend on TSP
for providing interface. The above agency already has experience in
handling payments and is a Govt. agency. We are having continuous
discussions with AP online and they are ready to give the service anytime
from now.

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 Table 20: CSP Viability

g) Viability of CSP

A Assumptions
1 Average Population in the Village 1000
Average Number of SHGs in the
2 30
Village
Average Number of Members in
3 12
the SHG
Average
Total Amount
Average No Amount of
of Monthly Projecte
of Monthly Transactions Comm
B Particulars Transactions d
Transactio Per issions
or Projected Monthly
ns Member/SH
Business Income
G Per Month
A Financial Services: General
SB Accounts Opened 10 0 0Rs.20 per a/c 200
Operations in Existing SB
300 200 60000 0.40% 240
Accounts
Recurring Deposit Accounts 50 100 5000 0.40% 20
Rs.10 per
Money Transfers 5 1000 5000 50
trans
KCC Accounts 50 5000 250000 0.50% 1250
B Financial Services: SHGs
Stree Nidhi Loan Accounts
5 20000 100000 0.50% 500
Disbursement
Stree Nidhi Loan Accounts
5 5000 25000 0.50% 125
Repayments
SHG SB Accounts Operations 30 360 10800 0.40% 43
Bank Linkage SHG Loan
30 6000 180000 0.50% 900
Repayment
C Non-Financial Services:
Utility Payments 25 0 0 5 125
Scholorship Accounts 25 1200 30000 0.50% 150
Insurance Accounts (Abhaya
50 365 18250 0.50% 91
Hastham)
Insurance Claim Accounts 2 30000 60000 0.50% 300
DBT Accounts 50 1000 50000 1.00% 500
Gross income 794050 4494

5.6.1.10 Road Map

 Identify the villages in the selected 150 mandals which are eligible for
starting BC activity.

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  Identify the villages where already BC activity is going on either by
Stree Nidhi or other operators.
 Identify the villages where NREGA /SSP payments are happening by
CSPs and also those villages where Post office acting as CSPs.
 Identifying existing CSPs who are making payments of NREGA and
SSP payments trustworthy unblemished for taking up BC activity
under OSS
 Conducting meeting with banks
 Exploring the possibility of bringing SSP/NREGA payments by Post
Office CSPs into Stree Nidhi OSS fold.
 Contacting Banks for franchising BC activity Stree Nidhi as Corporate
BC, so that maximum number of villages under OSS shall be covered.
 Contacting Mee-seva for franchising their services through OSS
 Identifying Villages having good connectivity at present or proposed
to have 2 mbps connectivity as per the plan and select 25 centres for
pilot phase implementation.
 Selection of VLEs as per procedure followed in Stree Nidhi, train
them in BC activities.
 Linking of AADHAR Card number to all members through Biometric
devices being provided to Stree Nidhi committee members on a
mission mode.
 Review of commission and service charges paid by banks.
 Preparation of job chart and manual for Managers FI and technical
staff to conduct BC operations smoothly
 Coordination with line departments for smooth flow of funds to bank
accounts of entitlement beneficiaries.
 To take up financial literacy activities for the benefit of beneficiaries.

5.6.2 Insurance

5.6.2.1 Introduction
The Microinsurance unit at SERP has provided insurance services to one
crore individuals consisting of 70 lakh Households under AABY & JBY
schemes in the State. On an average 50,000 deaths are reported per annum,
which are covered under insurance schemes.
A need assessment survey was conducted to reveal any remaining gaps in
service delivery. This survey covered 824 bereaved in 46 villages. These
villages reported 589 male and 235 female claims. It was also found that
there were 28 orphan children without parents and 98 children, who were
abandoned. As regard their educational status, 68 of them required
admissions into the schools while 36 others had dropped out of school in
wake of death of the bread winner.
Further, 213 spouse of the deceased persons and 115 children of these
families required livelihood support. As many as 324 women awaited
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 widow pensions. It was also found that 32 widows were left in their in-
laws house, while 17 widows preferred to go for re-marriage. Eighteen
widows faced gender issues and 44 others were under severe distress in the
aftermath of the death of bread winner.
The results of this survey indicated that mere claim settlement is
inadequate for the bereaved families. They require moral and socio-
economic support to come to normalcy. Hence, in this project, we propose
a comprehensive intervention called “Insurance Plus”.

5.6.2.2 Insurance Plus

The core objective of this intervention is to provide a sensitive support
mechanism by investigating the essential needs of the bereaved families
and also to provide comfort to the family by counselling, widow pensions,
education support, Jobs, training/placements, and livelihood opportunities
through Community Based Organisations.
Bima Mithra plays a key role in implementation of the scheme. She will
create awareness and also help to provide entitlements to the members. In
case of any claim request, the Bima Mithra visits the bereaved family after
21 days of the Incident, with basic information about the entitlements
available to them. The Bima Mithra spends the whole day with the
bereaved family members and obtains the necessary information. The
Insurance Plus services are as follows:
i. Counselling:
The death of a beloved family member is a traumatic experience. The
members of the family may suffer from depression, overwhelming loss
and grief, upheaval, discrimination and social exclusion. In the socio-
economic circumstances that exist in the state, women may be generally
more vulnerable to downside risk than men. Widows may face problems
on account of denial of right in the property. They may also become
victims of violence.
The victims should be able to get assistance from the gender wing of the
IKP. Socio -Psychological care and support includes interventions that
assist bereaved families to cope with such situation. These interventions
are aimed at enabling the bereaved families to support themselves, to have
a sense of self-worth and belonging, and to regain self-confidence. Our
previous experience and survey reveals that it is expected 70 deaths occur
every year in a mandal. 12% of the bereaved families may require
counselling on trauma management, domestic violence, violence against
women, gender issues and property issues.
Under this Project the Bima Mithras/ CRPs will be trained to create
awareness about their rights of the bereaved family, especially the women.
The Bima Mithras will give counselling on trauma management and play a
facilitation role with help of CBOs and Social Action Committee in
resolving grievances of the bereaved families to bring them to normalcy.
The Bima Mithras may visit the family up to four times a year depending
on the needs of the bereaved families.

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 ii. Widow Pensions:
In the event of death of AABY beneficiary, the widow of the policy holder
should be given widow pension at the earliest. Steps are being taken to
sanction the Widow Pension to the spouse of the deceased after receipt of
the claim documents thereby reducing the time consumed as in the
traditional method.
It is expected that with the past implementation of the Schemes, there will
be approx. 30,000 women are becoming Widows (70 deaths occur every
year in a mandal) after death of AABY Policy holders. The Bima Mithra
shall help the wife of the deceased policy holder to fill up the application
for Widow Pension on the day of handing over Rs.5000 as interim death
relief fund. The Bima Mithra shall submit the application to the MPDO,
and communicate this information to the MS and APM. The Concerned
APM shall follow up until the woman gets Widow Pension.
iii. Livelihood Opportunities:
Income Generation Support for the bereaved families who lost their bread
winner or became physically handicapped is vitally important. Our
previous experience reveals that of the 70 deaths that occur every year in a
mandal about 6% of the bereaved families require income generation
support.
Under this project the Bima Mithra will identify the needs and skills of the
women and facilitate in providing loans from Stree Nidhi, Bank Linkage,
or POP Scheme through VOs. If the nominees and their children are
educated, they could be provided jobs under Employment Generation and
Marketing Mission (EGMM) and Rajiv Yuva Kiranalu schemes of the
GoAP. They may also be considered as social capital under IKP in the
capacity of Community Activist, Community Resource Person and Bima
Mitra.
iv. Education Support :
The Bima Mithra will keep track of whether the children of the household
continue to pursue their education or not. If there is any problem in their
continuity of education in same School/ Colleges the Bima Mithra will
help in filling up of the application for admission in other Schools/
Colleges or Govt/ NGO hostels and submit them. The Bima Mithra will
communicate this information to the APM and Mandal Samakhya.

5.6.2.3 Description of Activities

The following are proposed activities under the project:

5.6.2.3.1 Insurance Plus

As described above, Insurance Plus is an intervention aimed at providing a
comprehensive set of social protection services to families that have
suffered the loss of an earning member. The implementation of this
intervention will require capacity building of the Bima Mitras and of the
CBOs.

156
5.6.2.3.2 Saturation coverage for Life, Disability, Old Age, and Livestock
Insurance
GoAP and GoI have several insurance schemes designed for life, health,
and assets. For instance, under Life and disability product (Aam Aadmi
Bima Yojana, AABY) a total of 70 lakh SHG members and their spouses
are covered. The Premium of Rs.200 is equally shared between the
Member and the Govt. of India. Under this group insurance scheme, the
Life Insurance Corporation of India (LIC) provides insurance cover of
Rs.30,000 for natural deaths, Rs.75,000 for accidental death, 37,500 for
partial disability and Rs 75,000 for Full disability. A free add-on
scholarship benefit for the children (only two) of the members of AABY is
provided under this scheme.
Under Co-contributory Pension & Insurance scheme for SHG women
members (named ‘Abhaya Hastham’), each member contributes Rs 365 /-
per annum. The member would become eligible for a minimum monthly
pension of Rs. 500 on crossing the 60 years of age.
Cattle are often one of the most important productive assets of rural
households. Livestock insurance protect the family from financial loss in
the event of the death of the animal.
Under this project we aim to cover all eligible POP households on a
saturation basis for life, disability, and livestock insurance by creating
awareness of the program.

5.6.2.3.3 Monitoring and MIS:

Under this project all the Bima Mithras will be provided the hand held
devices (Tablet PCs) and an application will be developed with the
following features:
 Claims module
a. To search the database by means of application number/ LIC ID
b. To update the status of a claim as Rs 5000 paid when an interim
relief is paid with a photo captured at the time of distribution
and to be updated in the aaby web server.
c. To update the status of claim as final amount paid to nominee
with a photo captured at the time of distribution and it has to be
updated in the web server.
 To update the status of scholarship amount paid to children with a
photo captured at the time of distribution and it has to be updated in the
web server
 Module for cattle insurance in the following stages
a. At the time of enrolment for capturing the animal details
b. At the time of registration of claim to capture photo of animal
c. At the time of final payment of claim amount.
 Serve as tool as a presentation unit in training the SHG members about
social security schemes.
 Module for Insurance plus scheme
a. To capture the data of the nominee at the time of visit to
nominee after 21 days from DOD.

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 b. To track all status of the activities of the insurance plus.
c. To provide alerts to Bima Mithra on next visit date.
d. To provide data entry of all type of activities in the insurance
plus scheme.
 To log the GPS location of the mobile of all the transactions

The web based MIS will be developed to track and retrieve the Insurance
Plus data on the following
 Activities Management
The status of each activity under Insurance Plus will be monitored.
 Reporting Module
o No of members Counselled
o No of Widow pensions sanctioned
o No of members provided with Livelihood support
o No of members provided with Education Support
o No of Members provided with Training and Job Support

5.6.2.3.4 Convergence
The social security unit will work with the line departments and also with
other units of SERP for providing quick and quality service to the target
group

 Within SERP:
a. The Social Action Committee team of Advocacy unit would be
trained to counsel the families of deceased persons apart from
Bhima Mitras
b. The Bima Mithra will sensitize the VOs and coordinate with
existing education committees for continuity of education to the
children of the bereaved family.
c. Bima Mitra will facilitate the VOs to give preference to the
bereaved families for loans from SHG or Stree Nidhi or from
any Government scheme/ programme to generate employment
opportunity or asset creation.
d. Job Training/placement for nominee and/or her children under
EGMM
e. For widow pensions the Director (Pensions) will be made
responsible for sanctioning of widow pension once all the claim
documents are received.
 Other Line Departments
The PRIs will be trained and awareness will be created on all
schemes so that the Death Certificates of the Policy Holders will be
obtained within time frame for quick service to the stake holders.

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5.6.2.4 Sequence of activities
 For effective implementation of the planned activities the Bima Mitras/
CRPs will be trained on rules and norms of every component. This will
help them in identifying the needy eligible beneficiary households and also
in facilitating the enrolment process. They will also be trained in
counselling and trauma management. The IEC material for all the
components will be provided to the trained Bima Mitras/ CRPs.
 A series of orientations/workshops/ToTs will be conducted at the District
level for stake holders including members of Panchayat Raj institution.
The SHGs and their federations will work with the Community Activists,
Community Resource Persons, active Village Organizations
representatives and create awareness in the villages through handouts,
brochure and displaying the message within a timeframe. Also, at Village
level Bima Mitra/CRP will go door to door and create awareness among
the members.
 After the orientation on the Scheme, the teams will go door to door and
identify the real and eligible members and enroll them in the individual
applications. The data entry of all the enrolled members will happen either
through mobile application at village level or web application at MS level.
 The Sub-Committee members at the mandal-level will be strengthened for
monitoring and follow up of services provided to the bereaved families.
 At the Zilla Samakhya level, convergence meetings will be conducted
regularly to review the Insurance plus services and devise effective
mechanism to help the needy persons.
 With the objective to have one monitoring frame and a single source of
data, a monitoring committee will be formed with all the heads of the
participating line departments. The state level monitoring committee will
meet every month on a fixed day to review the progress of the project.
 The Hand held Devices (Tablet PCs) will be procured and software will be
developed.
 A user friendly web based application would be developed which could be
handled by Bima Mitras or any other federation members identified for
this purpose for monitoring and data entry.
 Apart from regular trainings, exposure visits and experience sharing
workshops will also be organized for the CBOs so that they learn from the
positive experiences of others and imbibe the same in their practice.

5.6.2.5 Outputs
a) Upgradation of the skills of Bhima Mitra/CRP
b) Strengthening of subcommittees of MS &VO for monitoring of
Insurance services
c) Orientation & strengthening of P.R.Is
d) Member level training on Implementation of Social Security Activities
through Bima Mitra/ CRP

5.6.2.6 Roll out for first two years:

The project aims to cover 150 Mandals in Andhra Pradesh.
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 Insurance Coverage - Out of the 22% of the households, who are yet to be
covered, 80% of the eligible will be covered in the first year and the
remaining 20% will be covered in the second year.
Old Age Protection- Out of the 48% of the Households yet to be covered,
75% of the eligible will be covered in the first year and the reaming 10%
of the eligible will be covered in the second year
Asset Protection –The entire livestock of the Poor will be covered with in
first two years of intervention. It is planned to cover 50% of the eligible in
the first year and the remaining in the second year.
Insurance Plus- It is envisaged to reach out to all the eligible while
ensuring all components of insurance plus operational within two years of
programme rollout.

Table 21 Roll Out

0-6 7-12 13-18 19-24

S.No Activity
months months months months
1 Training to the Bima Mithras/CRPs
2 Training to the SHGs and identifying Insurance Point Persons
by Bima Mithras/CRPs
3 Preparation of training modules, IEC material
4 Conducting of orientation and sensitisation of Insurance
Programs - Panchayath members, VROs & MPDOs
5 Conducting trainings to MS Sub Committee members
6 Conducting trainings to VO OBs
7 Conducting trainings to OSS managers
8 Providing Certificates of deaths from OSS in convergence
with Gram Panchayat
9 Providing Counselling services and Facilitation services
10 Procurement of Hand Held Devices ( Tablet PCs)
11 Development and Maintenance of Web Application
12 Documentation, evaluation and impact assessment

5.6.2.7 Technical Advisors for the project:

Insurance Institute of India, National Insurance Academy and MicroSave
will be partnered as Technical Advisors to suggest in designing of
products, strengthening of the process, analytics, monitoring & MIS,
Impact study, Research etc for effective implementation of scheme. Brief
descriptions of the technical advisors are as follows

5.6.2.7.1 Insurance Institute of India (III)

The Insurance Institute of India was established in the year 1955 at
Mumbai, for the purpose of promoting Insurance Education & Training in
the country. Institute qualifications are held in esteem both by the regulator
and the industry. In its role as a leading education and training provider
I.I.I. is closely associated with all the segments of the insurance industry
which includes Insurance regulatory authority of India, public and private
sector insurance companies. The activities and programmes of the Institute
assist people in the insurance Industry, to acquire the skills and expertise to

160
 meet the growing needs of multiplicity of customers- the objective being
to enhance professional insurance service to the millions in this country.

5.6.2.7.2 National Insurance Academy (NIA)

National Insurance Academy (NIA) based in Pune is a premier training,
research and consultancy institution in insurance. It is an international
Academy catering to the needs of Insurance Management Education in
more than 65 countries in Asia and Africa. NIA was established in 1980,
primarily as a training institute for senior executives of insurance industry
by the Life Insurance and General Insurance Industry with the active
support of Government of India, Ministry of Finance. Over the years,
Academy’s activities proliferated and now cover training, education,
research, consultancy and publication. NIA also acts as advisor to IRDA,
SEBI and Corporate and statutory examining body for GIPSA, Broker,
Marine and Actuary.

5.6.2.7.3 MicroSave
MicroSave is an international financial inclusion consulting firm with 15
years of experience, operating in ten offices around the world, eight of
which are in developing countries. MicroSave mission is to strengthen the
capacity of institutions to deliver market-led, scalable financial services to
all people through guiding policy & facilitating partnerships to develop
enabling eco-systems; comprehensive, customised strategic advice; and
actionable, on-site operational assistance.

5.6.3 Unnathi-Entitlements

5.6.3.1 Introduction
The non-inclusion of the lowest strata of poor into the gamut of many
development schemes has become a matter of serious concern to SERP in
the past couple of years.
To address this critical gap, SERP evolved a more targeted and focused
approach under IKP, to fight the poverty of the poorest. These activities of
SERP are carried out under the rubric of Unnathi.
SERP has conducted a baseline study of the 150 most backward mandals.
This study shows that still 29% of the PoP households have not come
under the SHG fold, 43% do not have Job Cards, 13% do not have ration
cards etc. This supports up the premise that the PoP households of these
300 backward mandals are still behind in accessing their entitlements and
benefits from various programmes.

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 Table 22: PoP households are still excluded from many entitlements for
united Andhra

Total Not Total not

Sl Percentage of
Entitlement Unit having (1098 having (300
no 300 Mandals
Mandals) Mandals)
1 SHG Membership Household 993303 380247 38%
2 Ration Card Household 462300 166215 36%
3 Job Card Household 1801915 574955 32%
4 Housing Household 1025320 364133 36%
Electricity
5 Connection Household 274467 112729 41%

In order to bring forward the PoP families out of poverty, the access to
entitlements plays a key role. The basic household/individual entitlements
ensure the Poorest of the Poor households to access the benefits provided
by the Government. Since these entitlements play a key role for
development of the poor, the enrolment of the PoP Households /
beneficiaries is very important. Apart from household and individual
entitlements, the habitation entitlement also plays a key role. Even though
the households have entitlements, the infrastructural facilities available in
the SC/ST habitation will be crucial in accessing it. For example, if the
households in the habitations have ration cards and if they have to travel
more than 15 – 20 kms to access it, then it becomes a hardship for the
people residing in the habitation. Also if the necessary road to the
habitation, transport facilities etc are absent, then it becomes more
difficult.
Along with the individual/household entitlement, the entitlement
pertaining to the SC/ST habitations also needs to be addressed. There
should be mechanism which will constantly monitor the accessibility and
availability of entitlements. The baseline survey of SC/ST households has
resulted in finding out the eligible individual/household for entitlements
like SHG membership, ration card, job card, aadhar card, pensions,
insurance etc. The habitation survey has brought out the lacking
infrastructure in the SC/ST Colonies. With both the survey results, the data
will be used in the field to ensure that all eligible beneficiaries receive
their entitlements.

5.6.3.2 Entitlements Process

As part of the APRIGP project, we propose to ensure that all eligible
households in the project area are able to access their entitlements. The
process that will be put in place to achieve this is described below:

5.6.3.2.1 Generation of List of HHs lacking entitlements:

Baseline survey of 38.5 lakh SC/ST households in the state has been
completed. From this survey, we have generated a list of
households/members who lack the basic entitlements. This list can be
downloaded from the SERP website. The concerned VO Sub Committee
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 members will take the print outs of lists of various entitlements. They will
prepare the final list of households after verifying and updating this
information.

5.6.3.2.2 Filing applications:

VO Sub Committee members will take the pre-printed formats of the
entitlements which are made available in the Unnathi Website. For the
households who are not in the list, new blank applications will be made
available in the website. They will visit households who are not have
entitlements and collect required supporting documents. The requisite
applications shall be filled up at the kiosk or using the tablet. All the filled
up applications will be forwarded to MS Sub Committee, which will in
turn forward them to the concerned departments. Receipts and SMS will
be given to the household as confirmation.

5.6.3.2.3 Triggering applications to concerned departments:

As soon as application is entered in the Mandal KIOSK centre, the request
will be sent to the concerned department. The MS Sub Committee
members will submit the hard copy of the application with the supporting
documents to the concerned departmental officials. Officers from
concerned department will verify supporting documents and finally
sanction the entitlements. The officer will also update status of application.
If the entitlement is in downloadable format and is digitally signed, then
printouts can be taken from the kiosk itself and will be given to the
beneficiary.

5.6.3.2.4 Updating of sanctioned applications:

As soon as the entitlement is sanctioned, this information will reach the
MS Subcommittee members through the kiosk or the tablet. The members
will collect and verify documents, and help the beneficiaries to secure the
entitlements. This will also be updated in Unnathi web for closing the
loop. Also a softcopy of the entitlement will be saved in the Mandal
KIOSK.

5.6.3.3 Activities under Unnathi – Entitlements

5.6.3.3.1 Selection of PoP Sub – Committees

Two women members will be selected from the SC/ST Community as PoP
Sub Committee members and will be placed under the VO for
implementation and monitoring of the Entitlements program. The women
selected will be extensively trained on the available entitlements. The
training will also focus on the implementation mechanisms that ensure the
accessibility of these entitlements.
These trained PoP Sub Committee members will play the key role in
identification of the households which lack the basic entitlements. Each
year 2000 VOs from the 150 RIGP Mandals will be selected and the
concerned PoP Sub Committees will be given training. The training will be

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 also given to the members at MS and ZS levels. The details are given
below:
Table 23 Tarining Details

Total Total
Sl Total VOs
Year Districts Mandals Total Trained
No (4000 nos)
(ZS) (150)
1 1st Year 13 150 4000 4644
2 2nd Year 13 150 8000 8644

5.6.3.3.2 Trainings to the Staff:

Trainings will be given to the Project Staff placed at the District Level.
District PoP Coordinator (DPC) will be coordinating the entire project on
behalf of the PD-DRDA. Apart from DPCs, Additional Project Directors
(APD), Cluster Area Coordinators (AC), Assistant Project Manager (APM)
– incharge of the concerned mandals and the Cluster Coordinators (CC)
will be trained extensively on the implementation, role of project staff,
monitoring, laisoning with other line departments etc. The details of the
staff to be trained is given below for the next two years

Table 24 Training to Staff

SNo Year APDs DPCs APMs CCs Total

st
1 1 Year 26 26 150 600 802
2 2nd Year 26 26 150 600 802

5.6.3.3.3 Awareness programs:

Awareness material like pamphlets, posters, Karadipikas will be developed
and distributed to the households. The posters will be fixed on the wall of
Government Buildings and other places like local shandy, meeting places
etc. SMS messages will be sent to all the SC/ST beneficiaries who are
mapped in the SC/ST baseline in the local language such that there shall be
much deeper information penetration. The awareness program will be done
prior to launching of Entitlements program

5.6.3.3.4 KIOSK and Web applications:

KIOSKs will be installed at Mandal Samakhya Office, which will be
supervised by MS Sub Committee members. KIOSKs will be primarily
used for facilitating the provision of entitlements to the poor.
Web applications / Monitoring reports will be developed in the existing
Unnathi Website (maintained by BlueFrog Technologies) for the use of
following:
Village Organization: Periodic progress reports, SMS alerts to VO Sub
Committee Members will be sent.

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 Mandal Samakhya: Periodic progress reports, consolidated SMS alerts to
MS Sub Committee Members will be sent. Also monitoring reports will be
developed for the Project Staff to monitor the implementation
Zilla Samakhya: Mandal Samakhya: Periodic progress reports,
consolidated SMS alerts to MS Sub Committee Members will be sent.
Monitoring reports will be developed for the Project Staff to monitor the
implementation. Automated e-mails will be generated with the reports,
which will be sent to the District level Project Staff and also a copy to
Zilla Samakhya
State Project Monitoring Unit (SPMU): The Monitoring reports will be
developed for the SPMU to monitor the implementation. Automated e-
mails will be generated with the reports, which will be sent to the SPMU
team members and also to the heads of the concerned line departments.

5.6.3.4 Outcomes
In the first year, Unnathi will be targeting to give access to the poor for the
following entitlements. They are 48062 members will be added to SHG,
41554 households will get Ration Cards, 73739 household will get
MGNREGA Job Cards, 45033 new houses and 14182 new household
electricity connections. The total entitlements target for the first year is
209570. The below table will give the targets for next two years.
Table 25: Unnathi target for the first 2 years

Sl Total not Year 1 Year 2

Entitlement Unit
no having target Target
1 SHG Membership Household 48062 24031 24031
2 Ration Card Household 41554 20712 20712
3 Job Card Household 73739 36869 36870
4 Housing Household 45033 22516 22517
5 Electricity Connection Household 14182 7091 7091

5.6.3.5 Roll out for first two years

There are approximately 6000 Village Organisations in the 150 bottom-
most mandals. In the first year strategy will be implemented in 2000 VOs.
In the 2nd year another 2000 VOs will be taken up. The activity wise break
up and the period of implementation is given below:
Table 26 Roll Out

Sl. 0-6 7-12 13-18 19-24

Activity
No months months months months
Formation of Resource team at District
1 level and PoP Sub Committees
2 Preparation of Training modules
Trainings to concerned District Staff
3 ( APDs, AC, APM and CC)
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 Trainings to concerned District StaffZS,
MS & VO Sub Committee members
(8000 VOs)
Enlisting the Household / members not
having entitlements in the Mandal
4 KIOSK
Providing pre-printed application formats
5 for different entitlements
Verification of pre-printed application and
6 collection of supporting documents
Applying for the various entitlements in
7 the Mandal KIOSK
8 Provision of SMS & e-mail based alerts
to beneficiaries and monitoring staff at
mandal, district and state level

5.6.3.6 Budget for next Five years:

The budget required for the roll out of next two years, activity wise is
given below:
Table 27: Unnathi Costing for 5 years

Base Costs (in lakhs)

PoP costing PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL
A Capacity Building 117.255 177.255 0 0 0 294.51
B Land for PoP
B.1 Operation cost 20.6 18.6 18.6 12.6 12.6 83
B.2 Capacity Building 12 6 6 0 0 24
Total 149.855 201.855 24.6 12.6 12.6 401.51

5.7 Sub-component 2: Access to productive safety nets

5.7.1 Land Access
Land represents a fundamental asset to the rural families in our country
which comprise a substantial majority of the population. It is a primary
source of income, security, and status. Land is one asset which almost
every rural man or woman is associated with, for livelihoods. In the rural
areas of Andhra Pradesh, all the socio-economic privileges and
deprivations revolve round land. Recognizing how critical ownership of
land is for a poor person, the Government has taken major steps by
bringing land reforms to make sure that the poor get control over the lands.
However, many poor households have not been able to achieve the trifecta
of ownership, possession, and title. They are fighting unsuccessful legal
battles in thousands of cases in various courts from the grass root to state
level. Until and unless the household is able to gain legal rights over its
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 land, it will not be possible to develop the land fully as a livelihood
resource. Realizing the importance of land as a critical resource for the
poor, since the implementation of APRPRP, Land programme was taken
up by SERP as an important component to help poor families gain access
to land in two important and innovative ways: (1) through negotiated
purchase of agricultural land from willing private sellers, and (2) through
providing land access services to families that seek to exercise existing
legal claims to lands that they have. This is done in convergence mainly
with the Revenue Department.

5.7.1.1 APRIGP Project Scope

Through APRIGP, it is intended to pursue the goal of helping the poor
establish control over their land in these 150 mandals. SERP has ranked
the mandals of the state by using the percentage SC/ST population, Female
illiteracy, and un-irrigated land available. 150 mandals from Andhra area,
were selected based on the combined score as well as the qualitative data
from the field. The data thrown up by the baseline in these 300 back ward
mandals shows that still 0.65 lakh poor SC & STs are having 0.74 lakh
pending land issues on an extent of 0.91 lakh acres.

Table 28 SC/ST Land inventory data in respect of 300 mandals of united Andhra

Andhra Area Telangana Area Total

Item Extent in Extent in Extent in
Number Number Number
Acres Acres Acres
No. of SC/ST HHs 371297 960997 449318 730710 820615 1691707
having land
Land issues pending till 63792 78103 84062 104857 147854 182960
date
No. of working mandals 116 - 106 - 222 -
No. of non-working 34 - 44 - 78 -
mandals

The land issues are recurring in nature. For example, a family which is
now not having any land issue may get land issue due to the death of the
land holder. It is expected that the other poor (Non SC/ST) will be having
about 2.0 lakh pending land issues. This also confirms that several poor
are still behind in accessing their entitlements and benefits from various
programmes.
The baseline survey of SC/ST lands conducted in 2010-11 has resulted in
finding out the type/nature of land issue/problem to attempt for its
redressal to secure land rights and services ancillary to. It needs to be
updated by revisiting the households and revenue records to identify new
issues as land issues are recurring in nature due to death of land holder,
partition, new accrual of land etc., The applications for the entitlements
need to be continuously monitored and tracked since the entitlements and
its services are provided by other government departments not by SERP.

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 There is need to work in convergence in true spirit. Cutting edge people
should be reminded and facilitated continuously till the purpose is served.

5.7.1.2 Strategies adopted and tasks proposed:

The experience over a decade revealed that universal approach is
ineffective in providing focussed interventions due to inability to provide
quality time by the project staff. Additional Human Resources, Capacity
Building, Technical support and Effective Convergence are essential for
improving the delivery system.
 Deployment of efficient and pro poor staff: SERP will ensure that the
efficient staff with pro poor attitude from out of the available staff will
be placed in these 300 backward mandals
 Updation of Land Inventory : The land inventory will be got updated
by the Paralegal/Community surveyor by revisiting the households and
verifying the land records to identify fresh land issues, arrive at net
pending land issues and temporarily rejected issues that limit secured
land access and efficient utilization of land by the poor in a revenue
village. The Adhar Card Nos. and mobile numbers of households
having land issues will also be collected during updation of land
inventory so as to facilitate tracking of status of application, sending
information to beneficiaries through SMS etc., to facilitate resolution
of land issue.
 ICT Support: Laptop and data card to 150 Paralegals/Community
Surveyors is to be provided to enhance their efficiency in data entry,
data generation, data sharing and swift communication to achieve end
result. Similarly Digital camera cum video be provided to them for
facilitating documentation for speedy resolution of land issues and
providing feedback. GPS Survey Instrument also be provided to each
PL/CS to settle some small survey related issues (showing of
boundaries of land, helping in placing missing survey stones, extent in
enjoyment etc.,), directly, which will prove more beneficial to poor in
terms of money and time as such small problems are also taking lot of
time to be solved due to dearth of Departmental Surveyors.
 At present no service is available to file application for entitlements at
village level and get entitlement at village level. A KIOSK at VO level
or village level will be of more useful for filing of application and
monitoring its progress till entitlement is delivered. Mobile alerts can
be given to the beneficiaries from time to time for facilitating quick
redressal of their grievance and to remind concerned staff and line
departments in the matter.
 Web application: Development of Web application to send SMS alerts
and automated emails for reminding the staff and VO Land committee
members for monitoring the pending land issues as well as filing
applications for fresh land issues for resolution of them by following
up with VRO, Tahsildars and other appropriate authorities.

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  Legal Assistance Centres: To extend legal aid, assistance and support
to the poor to effectively deal their land matters locked in various
Courts, BNSKs with Senior advocates as Liaison Officer and Panel
Advocates will be set up in the remaining DPMU/TPMU under the
direct monitoring of the Joint Collector concerned.
 Convergence to bring Synergy: SERP will proactively seek the
involvement of the mainstream departments and different units of
SERP to converge in the CBOs in the interest of poor so that the poor
can get their land rights and develop their land under NREGS, IJP,
CMSA and come out of poverty with increased income from land. The
PL/CS and atleast one member of MS land sub committee will be
made to visit Tahsildar office on grievance redressal day i.e., every
Monday and also to attend VRO meetings in Tahsildar office for
persuasion for resolution of pending issues. Similarly the Dist. Land
Team will be made to attend Revenue Officers conferences in RDO’s
Office and Collectorate for the purpose. The Revenue Officers, ZS land
subcommittee members also to be invited for the monthly experience
sharing meetings of land staff for one day at Dist. level and Tahsildars
also are requested to attend the RGB meetings of MS, without fail. All
these measure of convergence will definitely bring Synergy.

5.7.1.3 Activities & Sequencing

 Conducting trainings: Trainings will be conducted to various levels of
staff i.e., APD/DPM, land (12), Land Manager (21), Legal Coordinator
(29), Paralegals (141), Community Surveyors (159), Area Coordinators
(75), APMs (150) and Community Coordinators (600) as well as Land
sub committee members of ZS (30), MS (300) and VO (12000) on land
matters and land rights, how to conduct awareness programs to
community members, identifying land issues, filling of applications,
and follow up for resolution of issues. Training material, Hand Books
(Karadipikas) and Pamphlets will also be developed and distributed
containing user friendly literature on land matters, important
provisions of pro poor land legislations, land rights, entitlements, why
and how to resolve land issues etc.,. Training to APD/DPM, land,
Land Managers and Legal Coordinators, paralegals and Community
Surveyors will be imparted on pro-poor land enactments, KRC
Recommendations, Land matters and land rights, latest acts,
amendments and guidelines, facilitation for redressal of grievances
etc., at AMR-APARD, Hyderabad.
 Awareness programs: Awareness camps will be conducted to the
households who are having land issues and youth (at the rate of 1000
per mandal) on importance of land, types of land issues, how to apply,
whom to apply for getting the land issues resolved. Awareness
material like pamphlets, Posters and handouts will be developed and
distributed.
 List of HHs: Land inventory was prepared almost in all the villages
and land issues have also been captured in land web. It will be updated
for arriving at pending land issues afresh. Print outs of lists of

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 households who are having land issues will be taken at mandal level
and sent to VO Land sub committee members. VO Land sub
committee members will discuss about the issues in VO Meetings and
also visit the households and ascertain whether the households are
having land issues.
 Filing applications: Pre printed applications and web based
applications will be made available. VO sub committee members will
take applications and visit households who are having land issues and
fill up applications, also collect required supporting documents. All the
filled up applications will be forwarded to MS for submitting the same
to Tahsildar/RDO/SDC, TWD etc.,
 Follow up for Redressal of issues : PL,CS and MS sub committee
members will visit the offices of above officers to remind them, to
submit addl. information/document sought, if any, from time to time so
that the land issues are resolved by passing appropriate orders or
issuing entitlement by the concerned Revenue Officer.
 Updating of sanctioned applications: As soon as land issue is
resolved, PL/CS/ MS Land sub committee members will collect and
verify proceedings of Tahsildar time to time and the same status will be
updated in land web.
 Convergence Meetings: Convergence meeting with all mainstream
departments will be conducted monthly at mandal, divisional and
district level and quarterly at State level and the achievements and
shortfall in redressal of land issues will be discussed. Remedial action
will be taken to bridge the gaps identified, if any. Besides, PL/CS will
attend the Tahsildar office every Monday and on VROs meeting day
for follow up of pending grievances and extend required assistance, if
any.
 Review meetings: P.Ds conference, State level land review meetings
with Dist. Land Team will be conducted every month for getting status
of filing and disposal of applications, resolved or rejected land issues
so as to improve progress by the CEO/ACEO, SERP. Updation of
resolved applications will also be reviewed in the review meeting with
web reports. Doubts, if any, will be clarified. Their experiences will
also be shared to improve the overall performance. Similarly
PD/PO/Dist. Land Team will conduct Monthly Review meeting at
Dist. level with Pl, CS and ZS Land Sub Committee Members on the
above lines.

5.7.1.4 Output
 Awareness among the community on land issues will be improved
 Applications filing with Revenue Department is improved
 Follow up with Revenue Authorities will be improved

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  Tracking of the land issues whether resolved or not will be improved
by updating them in land web.
 Monitoring with web reports at village, mandal and district will be
improved
 Record will be updated
 Staff performance will be improved

5.7.1.5 Monitoring and MIS:

The monitoring of the entire activity will be done at four levels. Exclusive
web application / is developed to monitor the progress of the access to
land/land rights.
 VO Level: The VO Land Sub Committees will monitor the Households
having land issues in resolving their land issues. The sub committees
will also sensitize the Household about the various entitlements
available for the individual for development of their land.
 Mandal Level: Mandal level Land sub-committee will monitor the
progress of applications with the different line departments with the
assistance of the APMs with support of the PL/CS/CC. The progress
shall be made in a time bound manner in the web application. The
APMs will take lead in collecting the application signed by the
beneficiary with the necessary proofs and the PL/CS will assist APMs
in this task. There is no mandal level staff i.e., Paralegal/Community
Coordinator in 78 mandals out of 300 backward mandals. Staff
working in adjacent non-backward mandals will be redeployed to
make good this deficiency and to implement this project efficiently.
 District Level: Under the guidance of PD-DRDA, the District Land
Unit and ZS sub-committee will monitor the progress of the Land
Access, coordinate and liaise with other line departments. District
level monitoring reports will be floated for the same. There are
vacancies of 9 APD/DPM land, 9 Land Managers and 6 DEOs in
DPMU/TPMUs. SERP will take necessary steps to fill up the
vacancies to implement this project efficiently.
 State Level: The Land Access Unit in SPMU of SERP monitors the
progress. It conducts Training Programmes, Review Meetings,
Prepares Training Material and coordinate with the line departments
and other Units of SERP at state level in convergence mode to achieve
the purpose. There are vacancies of 2 P.Es and 1 APE and there is no
YP/Consultant in SPMU. SERP will take necessary action to position
the staff in the interest of this Project.

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 5.8 Sub-component 3: Access to Vulnerability Services
5.8.1 Gender

5.8.1.1 Current Situtation

As per the NHFS-3 data for Andhra Pradesh, 34% of women in the age
group of 15-49 years have experienced physical or sexual violence. Also,
35% of the women have experienced spousal violence or sexual violence
from their husband, while 13% reported spousal emotional violence.
Women with spouses who consumed alcohol were much more likely than
women whose husbands do not consume any alcohol to experience spousal
violence.
In Andhra Pradesh, the average female child sex ratio (0-6 years) is 943
according to 2011 census. A total of 3203 villages out of 5726 villages in
the 150 APRIGP mandals (48.51%) have child sex ratio below the state
average. 58 mandals have sex ratio lower than the national average of 914.

5.8.1.1.1 Invisibility of vulnerable children:

Among total 2217542 SC, ST households in APRIGP mandals there are
1406072 children between 0 to 18 years. Out of them 47.36% girls and
49.31% boys are in the school. 1.93% girls and 2.08% boys are dropped
out from the school. 52.64% girls and 50.69% boys of the total children
of the 0 to 18 years age group are out of school. There is a huge gap
between the dropout rate and out of school going children. (Data source
Unnathi unit - SERP). 0 to 6 year old population represent 22.20% girls
and 21.81% boys. When analysed only 7 to 18 years old population nearly
28.5% girls and 26.8% boys are invisible in the statistics. Hence it is
necessary in coordination with Panchayath to monitor every single child
by enquire where they are, what they are doing and mainstream them in
education system.
Table 29 School Dropout and out of school Data for combined state

Caste Years Total Male Female Total Male Female Female Total Total Male Female
No. of Children Children No. of Children Children No. of No. No. of No. of
of
Children in School in School Children in drop drop drop
Children school outs outs outs
in
School
receiving
Scholarships
Total(SC+ST) 0-5 years 391908 198346 193251 70998 36199 34749 1572 1018 509 509
Total(SC+ST) 6-10 years 581737 295502 285924 376330 191668 184497 4950 2627 1340 1286
Total(SC+ST) 11-14 years 566777 288130 278430 363523 186263 177147 5747 9760 4854 4905
Total(SC+ST) 15-18 years 567463 297118 270135 259696 139493 120133 13191 28932 15595 13331

(Table prepared by Gender unit-SERP based on Unnathi data)

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5.8.1.1.2 Young widows and child headed families:
According to NFHS survey 14.9% households are headed by women in
Andhra Pradesh. The crude death rate of aged adult men is increasing and
the rate is higher for men (9.3) than women (7.7) in both rural and urban
area, especially due to alcoholism. This has also resulted in high number of
widows (esp. young widows) and also reflecting an increase in female sex
ratio of all ages of women in AP (992 per 1000 males).
When we look at Unnathi data collected by SERP 1.82% households are
being headed by children, single women, young widows and deserted
/divorced/abandoned women by husbands of 18 to 30 years age group
among SC ST communities in 150 APRIGP mandals. With less or no
education these groups are very vulnerable to trafficking and sexual
violence. They face day to day challenges for Protection and Survival.
Accessing entitlements to these sets of people will enhance their physical
and financial security. The percentage of this vulnerability is almost equal
to the percentage vulnerability of disability (1.77%) existed in the
communities.
As per Census 2001, in united AP, the number of female widows in rural
areas was 25,13, 545 compared to the male widowers who were 4,54,229
in the same category. This shows that the number of male deaths in the
rural areas is up to 5 times that of female deaths which is a huge gap. This
high number of difference is mainly due to alcoholism and lower life
expectancy of men compared to women. The same trend is shown in the
study done by SS unit – SERP.
“The most prominent factor that emerged out of the analysis was the
existence of chronic habits like alcohol, gutka, smoking etc that could have
weakened the health of the deceased resulting in susceptibility to diseases.
AABY reported much larger number of cases (28.9 per cent) while it was
much lower in Abhayahastham (12.5 per cent).”(SS unit Study report)
To deal with this issue of early male death and increase in young
widowhood, we need to devise special strategies for alcohol reduction and
access of entitlements to the widows.
1) Family counseling against alcoholism must be provided at the village
level to the rural poor and target groups.
2) De-addiction centers must be established in each district which is
accessible to the rural poor.
3) Legal action against belt shops should be ensured.
4) More space must be created for the widows especially young widows in
the village so that they do not fall negative lines like trafficking and
high risk livelihoods like commercial sex work.
5) Young widows are highly vulnerable to violence. Hence, it is important
to create a safe environment in the village atmosphere and provide
protection against general violence to the widows, single, divorced and
deserted women.
6) Services like entitlements and credit access for single headed/women-
headed families must be provided at a priority basis. Two adult
members raising a family is different from just one woman raising the
family where the whole burden is on the woman alone. So widow
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 women must be prioritized among the target groups, especially from
SCs/STs.
7) According to SS Unit, 7843 women became widows in the year 2014
8) Under Insurance plus also counseling must be given to the widowed
women and their families.

5.8.1.1.3 Child Marriages and consequences:

According to NFHS 3 in united Andhra Pradesh the Median age at
marriage is 16.1 for women and 55% women of age 20-24 years got
married before the legal minimum age of 18 years. Among young women
18% are pregnant between the age 15 – 19 years. Young women in rural
areas (22%) are more likely to become mothers than the young women in
urban areas (13 %).9% women and 12% men want more sons than
daughters and most families would like to have at least one son. Girl
child mortality rate is higher than male child mortality rate in AP, between
the age of one and five years of children, girl child mortality at 13.2% is
higher than of boys at 9.2% . Infant mortality rate is also high among the
teenage mothers comparing to the mothers of 20 and 29 years. All these
figures are revealing the very poor status of the women and girl children.
Adolescent girls do not have access to information and services regarding
their personal safety, sexual and reproductive health, education and career
development. This makes them unable to take responsible and appropriate
decisions about protecting themselves from disease and early pregnancies.
The pregnant adolescents are at higher risk for premature labour,
haemorrhage, obstructed or prolonged labour, iron deficiency anaemia,
spontaneous abortion and resorting to unsafe abortion. Unwanted
pregnancies are leading to unsafe abortions, because they are performed
illegally, under hazardous conditions, and by unskilled practitioners.
There is lack of information and services about safe sex and protection for
youth in villages. Married adolescent girls are more vulnerable to HIV and
STI because they have little or no power to say no and to change their
sexual behaviour or abstaining from sex.
Child marriage is closely linked with poverty and families with limited
economic resources conduct child marriages to lessen their burden of
dowry and providing protection. But girls who marry young are more
likely to be poor and remain poor and enhance inter generational poverty.
Therefore enhancing the age at marriage for girls will prevent the negative
consequences of child marriage, depriving them from education,
meaningful work, violence within the family, illness, decease and death.
This will ensure brighter future for the girls to reach their full potential and
rights of the children are protected. Intergenerational poverty will be
reduced in their families, feticide, infanticide and child trafficking can be
controlled in their communities.
According the present law in AP every marriage must be registered at
village level. For registration purpose Panchayath may ask for application
one month before the marriage so that the details of the age of the bride
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 and bride groom will be known then it is possible to check the child
marriages. Only eligible marriages will be registered.

5.8.1.2 SERP activities and Gaps

Gender unit SERP, has formed a total of 1101 Social Action Committees
with 10 members in each committee at Mandal level across the state of AP.
These committees had consistently worked on gender related issues and
identified a total of 66603 cases out of which 54368 cases are solved till
now. In order to solve the cases effectively the SACs work in a natural way
with the line departments and avail services from them. In this process
they helped victims receive a total compensation (in the form of land,
house, gold, and cash) of worth Rs. 55,53,38,300 so far.
At present there is no reporting system of gender based violence cases at
village level. VO is having its own financial agenda and it is unable to
monitor the status of the vulnerable families in the village.
There is no gender disaggregated data readily available to track the status
of the girls. At present BangaruThalli scheme is monitoring only two
births and the new born eligible girl children. But, the children data of all
ages is available at different sources and hence monitoring the overall
status of the child cannot be done properly. Monitoring of the issues
related to violence on girl child at different stages of her life cycle in the
family, in the school become very difficult. Many of them are out of the
school.
The low female child sex ratio is influenced by a number of socio-
economic cultural factors like son preference, dowry, poverty, illiteracy
among girls, child marriages, forcible abortions, scanning - directly linked
with sex selective abortions and even sometimes female infanticide.
Neglecting girl child is resulting in female child mortality. Apart from
these factors non availability of health services and child care services in
remote villages and for backward communities at village level is also a
major reason for the increase in mortality of girl child.

5.8.1.3 Description of Activities:

Economic empowerment through bank linkage, interest free loans and
planned interventions of livelihoods could not result in SHG women reach
the Human Development goals. A specific intensive approach with gender
sensitivity is needed to address the vulnerability issues particularly related
to gender based violence on women and girls.
1. Using OSS to connect all vulnerable women and children to line
departments for accessing entitlements and services.
2. Panchayats will be made responsible to improve the situation of
girl child in their village. For this purpose a common register for all
girls shall be maintained at the Panchayat and monitor the status of
the girl children regularly by conducting review meetings once in a

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 month with all grassroot service providers. To enhance the
understanding levels of the Panchayath Sarpanches and ward
members Specific gender sensitization workshops on gender
monitoring will be conducted. Capacity building and Training will
be done for various stakeholders like ANM, AWW, health workers,
Sarpanches, Ward members and OSS managers on gender
perspective and improving girl child status in their villages.
3. Gender point persons will be setup in every SHG for conducting
Gender enquiries to identify vulnerabilities in SHG families and
update data in OSS on regular basis.
4. Several types of counseling services will be provided to all the
members in the vulnerable families through regular household
visits.
5. VO will provide financial support to vulnerable women and girl
children to meet their emergencies through establishing a special
fund for vulnerability reduction. ( this will be part of the village
HD fund)
6. BCC Campaigns will be done to create awareness among
communities to end violence on women and improve the status of
girl children.
7. IVRS system will be used for regular reporting and monitoring of
the status of the gender activities. This system will be extended to
all villages in APRIGP mandals through OSS.

5.8.1.4 Sequence of activities:

5.8.1.4.1 Mobilisation:
For collection of data related to vulnerable families in the villages and
putting it in OSS and for the regular updations of the same gender point
persons will be established in every SHG. They will be trained on
conducting regular gender enquiries. Adolescent girl groups will be
formed and maintain the groups on regular basis through conducting
monthly review meetings. They will act as change agents and demand
for services to improve the girl child status in their villages.
Adolescents with their risk-taking behaviour encounter problems
related to personal safety and health risks. To strengthen their demand
for awareness and redressal services within the community adolescent
girls groups to be formed at habitation level.

5.8.1.4.2 Adolescent girl groups formation:

Adolescence refers to the period of 10 to 19 years of age of a young
person. All the girls in this age group will be mobilized into adolescent
girls groups in each habitation and maintained regularly. This group
will meet every month and discuss about the school dropouts, child
marriages, violence on girls and other relevant issues.

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 Service providers and counselors have an important role to play inboth
educating young women and facilitating them for responsible decision-
making through the monthly meetings. Counselors and service
providers need to understand different stages of adolescence and
accordingly able to provide legal awareness on personal safety and
make the groups vibrant to deal with the issues like child marriage,
child labour, child trafficking etc and facilitate them to access Health,
Nutrition, Sanitation and Education services through their groups.

5.8.1.4.3 Vulnerability Identification and followup services:

Vulnerable families to be identified and they have to be connected to
several departments for different types of services and entitlements to
reduce their vulnerability to gender based violence within their families
like feticide, infanticide, trafficking, child labour, domestic violence,
child marriage, sexual violence, selling girl babies. These families need
counselling and entitlement services somebody has to follow up the
family for longer periods to see that they will not fall again into the trap
of vulnerability and have safe future.
For this purpose one gender point person will be appointed in every
SHG who will conduct gender enquiries to analyse the family situation
of the SHG members and identify gender based vulnerabilities and
prevent them. These gender point persons of all the groups together will
form a gender forum at the village level and through the forum they will
raise a demand for accessing the services and entitlements.
The gender forum will prepare a report and submit it to VO and
Panchayath by attending monthly review meetings. The gender forum
will recommend the victims for getting financial assistance from
vulnerability Reduction fund maintained by VO and operationalised by
Panchayath. The gender forum will create awareness among vulnerable
families about their entitlements and assist them to access entitlements.
 families having more than two girls,
 Women headed households with a large family
 divorced, single, deserted or abandoned by husbands and young
widows
 family with men heavy drinking
 families suffer with domestic violence
 Child marriage happened families
 families with child labour
 Families suffered with Basivini, jogini, Devadasi, mathangi
systems
 Old age destitutes
 child headed families
 Women living with HIV /AIDs.

5.8.1.4.4 Training Strategy:

Trainings will be provided to develop common understanding for
dealing with the cases and fixing individual responsibilities to enhance
the women and girl child status to all stake holders.
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 Gender Resource Teams: A state level gender resource person’s team
will be developed to conduct ToT for gender trainers for conducting
gender trainings to grassroot level functionaries in a cascading model.
Gender Trainer teams: Gender trainers teams will be developed by
involving local NGOs working with women. All the NGOs working on
women’s rights in each district will be drawn into a network to support
gender activities in the target area. Training experts on gender will be
selected from these networks and make them responsible for providing
trainings to all Sarpanches, Ward members, VROs, AWWs, ANMs,
ASHA workers, OSS managers in the target area. (in open market
getting gender specialist is very difficult and the cost is also at very
high level.)
 These selected gender trainers will go to villages along with
MSAC members and provide trainings to all the stakeholders in
Panchayath office.
 We will get regular meeting schedules of sarpanches with
MROs, MDOs and plan for one to two hours trainings during
their regular meetings.
 VO OBs and MSACs will be trained together during MS
meetings.
 Adolescent girl groups will be trained by MSAC members.
For this purpose, specific training calendars will be developed by the
gender DPM/Anchor person with the support from collector, Project
Director, ZS.
Each trainer will provide trainings for 250 days of training at village
level (per Village 10 times) and 16 days at mandal level in 2 years
period. If we provide a trainer on monthly consolidated remuneration
basis in consultation with local NGOs it will cost per 2mandals 15000/-
per month we will engage 50 persons for 50 mandals. In the second
phase the same people will work in the other 100 mandals.
Trainings through IVRS: Specific gender messages will be developed
and recorded for different categories of people on several subjects
separately and they will be sent through IVRS system

5.8.1.4.5 Training modules preparation:

Training modules will be prepared for 2 days sessions and for 2 to 3 hour
sessions for several categories of people based on their roles and
responsibilities towards women and children and accessing services and
entitlements for them. Details of the modules are as below:

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 Figure 19 Number of trainings to be conducted in two years to different categories of people

Training for MSACs will be conducted for preparing gender community in

villages to use one stop shops. Training to adolescent girl groups to
motivate them as change agents and demand for services for their growth,
opportunity, development and safety.
Gender sensitisation trainings to Panchayath sarpanches, ward members,
anganwadi workers, ANMs, ASHA Workers, VO secretaries at village
level to improve the status of women and girls in their village by providing
more safety and protection.
District level gender sensitisation for line department heads under the
leadership of collector for accessing entitlements and reduce gender based
vulnerability.
Another district level gender sensitisation meeting with all MROs and
MDOs under the leadership of collector to formalise the community
managed family counselling service system.

5.8.1.4.6 Providing counselling services:

Mandal level Social Action Committee members will act as counsellors for
cases related to gender based vulnerability or victims of violence. The
SHG women will utilise counselling services from MSACs through giving
alerts from OSS. Whenever the counselling services are required on
violence related issues then she can utilise these services at her household
level by using phone alerts may be given to the concerned counsellor to
reach the victim with immediate effect. Counselling will be provided in
person or by phone call.

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 Counselling to identified vulnerable families to mitigate the vulnerability
related to them through house visits. (Number of household visits done by
counsellors)
a. Pregnant and lactating women: Through planned household visits for
Demand for Counselling Services (Case Study):
D Solamula is a remote tribal village in Paderu Mandal of Visakhapatnam district
with 62 households. Out of them 59 families are below poverty line have
membership in SHGs and three families are above poverty line do not have
membership in SHGs. Out of these 59 families when we analysed their needs for
accessing entitlements and counselling services it is found that 14 families are found
with multiple gender based vulnerability (as defined above) and 13 families are
suffering with single vulnerability. In total 194 entitlement services like ration card,
Aarogyasri card, insurance services, financial assistance for education, ISL, pensions,
Scholarships, land and housing are needed. At least 57 one time counselling sessions
are needed.
prevention of forcible abortions, feticide, infanticide, domestic violence.
b. Adolescent girls: Adolescent girl group formation and capacity building
along with counseling to them regarding the protection from sexual
violence, child marriages, early pregnancies, child trafficking, child
labour and accessing health, nutrition and education services.
c. SHG community: Counseling services to the identified vulnerable
families among SHGs on various issues related to gender based
violence. (list of vulnerabilities is attached as annexure 1)
The counselling services are offered in different forms to the people at
household level they are: counselling on accessing services, against child
marriages, domestic violence, son preference, trauma management and
preventive counselling services about safe spaces, sexual abuse, HIV /
AIDS and alcohol addiction.
Adolescent girl groups will be formed and capacity building along with
counselling will be provided to them weekly once on a fixed day, time and
venue regarding the protection from sexual violence, child marriages, early
pregnancies, child trafficking, child labour and accessing health, nutrition
and education services.

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 Figure 20 Status of entitlements in a remote tribal village (D.solamula)

5.8.1.4.7 Facilitation:
Documentation for delivering services, follow up at Panchayath level,
Mandal level regarding the access of entitlements to gender based
vulnerable families will be done by MSAC members. Application for
accessing entitlements,financial services, for redressal linking to other
institutions and line departments will be done MSAC members.

5.8.1.4.8 Grievance Redressal:

In the state of AP there are a total of 655 Community Managed Family
Counselling Centres already established. They provide counselling
services to support the women to resist the violence, to create peace in
their families and to achieve intra family equity. They are working on fixed
days (one day in a week) and venue for taking up cases. The role of
CMFCCs include maintaining records of case details and status of the
cases, Convergence with the police, MRO, MDO, CDPO, health official
and local NGO along with the MSAC members to resolve the case.
The services provided by CMFCCs to the victim include financial
assistance to fight the cases in courts, shelter for the victim and the
children, support for filing FIR in the police station, continuous moral
support and follow up for 3 years, school and hostel facilities for children,
health services through PHC, compensation for the victim from the
opposite party or the government, livelihood to the victim through bank
linkage or employment.
But in tribal areas these CMFCCs at mandal level are yet to be established.
Out of 300 APRIGP mandals 166 mandals already have CMFCCs, in the
rest 134 mandals CMFCCs have to be established.
In PHCs de – addiction centres to be established to provide medical
counselling and de-addiction services. Till now there is no such facility in

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 government hospitals. In village at household level when counselling is
done demand for de-addiction service might be generated. Hence in order
to meet such demands de-addiction centres must be established at PHCs by
providing establishment cost to the Health department from the project.

5.8.1.4.9 Convergence with line-departments:

Convergence is needed with Social welfare, Panchayathi raj, education and
health departments for effective delivery system of services to the
community to enhance the protection for the girl children in the targeted
villages and to reduce the vulnerability among women.
Entitlements: Vulnerable women shall be accessed to entitlements like
Housing, job card, Aadhar card, Arogyasri card, Ration card, insurance,
scholarships for their eligible children, widow pensions, registration at
birth, death and marriage with specific arrangements between panchayath
and OSS.
Health: Strengthening PHCs to fulfil the demands of pregnant & lactating
women for accessing health& counselling services for self, spouse and
family regarding safe birth choices and against gender discrimination of
the unborn/newborn child.
De-addiction service units shall be established in every PHC to provide
services on demand from the communities.
Nutrition: In every village, a comprehensive community kitchen shall be
established as a public enterprise to function in hygienic conditions. For
this purpose all nutrition providing schemes like Anganwadis for pregnant
and lactating women, mid-day meals for school going children, NDCC
Centres for pregnant and lactating women under Rural Development
Department etc shall be merged. This will also ensure cost effectiveness
and avoid duplication. Such community kitchens should also then be in a
position to provide subsidized nutritious food to the elderly, and child
headed families.
Young widows who are in a very vulnerable situation having no assets
must be issued Anthyodaya cards to ensure their food security.
Water & Sanitation: Regarding Sanitation fulfilling the demand for toilets
for girls in all schools with water supply to reduce dropout rates among
girls, providing ISL for creating safety for the women and girls is
necessary. Most of the cases of sexual violence and rape happens in
villages when women are going for open defecation.
Low cost supply of Sanitary napkins for all adolescent girl groups shall be
ensured.
Sanitary napkin disposal bins in schools and village areas must be
constructed in coordination with the Panchayats and schools.
Education: Provide financial assistance like a scholarship and shelter or a
seat in a residential school for every girl child whose marriage is stopped
without looking into their level of education. In every mandal at least one
girl children school with residential facilities must maintain a separate
section to join such girls into their school where they can acquire formal
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 reading, writing skills and facility to appear for higher education or any
vocational training.

5.8.1.4.10 Activities for accessing entitlements through OSS:

5.8.1.4.10.1IEC:
A team of resource persons (from the panel developed by the SPMU) will
develop IEC materials posters, pamphlets, brochures, films, flip charts on
issues related to son preference, child marriages and its consequences ,
good touch - bad touch, safety precautionary measures etc.
Every household must know about the age of marriage, using ISL
compulsorily for enhancing the safety of girl children, how women are not
responsible for determining the sex of the child and men are responsible
(XY chromosomes), Child marriage Act 2006, PCPNDT Act, DV Act
2005, SC ST Act, MTP Act, illegal abortions, and safe methods available
with PHC, 498 A, AP MFI Regulation Act.Every girl child must know
what is good touch and bad touch to prevent violence on girls and to
enhance safety for them.
Behavioural Change Communication Campaign against female foeticide,
infanticide, abandoning of girls, about role of XY chromosomes, child
marriage, child labour and trafficking and gender-based violence, will be
conducted in the targeted areas. Brochures and pamphlets about Child
marriage act, DV act 2005, Anti women trafficking act, SC ST Act, MFI
law and other related women laws.
Frequently asked questions:
About child marriages – social, individual, economic consequences, legal
punishments, education and economic opportunities available
About early pregnancies - social, individual, economic consequences,
MTP act, illegal abortions, PNDT act and safe methods available with
PHC.
About Domestic Violence - social, individual, economic consequences,
DV Act 2005, 498 A, opportunities available for de-addiction, shelter,
education for children.
About MFI law – repayments, coercive methods of recovery, legal
measures can be taken, reporting to the police

5.8.1.4.10.2Information:
At present Bangaru Thalli scheme is monitoring only the new born eligible
girl children. But, the children data of all ages is available at different
sources and hence monitoring the overall status of the child cannot be done
properly. Monitoring of the issues like the dropouts, child mortality rate,
female infant mortality rate of children become very difficult. Hence,
baseline information of all the children shall be maintained at one place
i.e., at Panchayath to know the complete status of all children of 0 to 18
girls and 0 to 21 boys age groups.

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 At one stop shop, the information regarding all the services, rights,
entitlements, laws in the form of detailed brochures, pamphlets will be
available to all. From gender unit child marriage act, DV act 2005, Anti
women trafficking act, SC ST Act, MFI law and other related women laws.
The information will be available with one stop shop in the form of soft
and hard copy. Whoever wants they can avail free information.
Information will be available on triggers for getting counselling services.
For example, if any domestic violence case is identified then the victim
can approach one stop shop and ask for help then one stop shop will
immediately register the case and send message to local counsellor if it is
not resolved at local counsellor level then they will send message to
MSAC then MSAC will come to village and resolve the case, facilitate
necessary services like linking with police, legal aid cell, health, shelter
and education for children. After the completion of facilitation then the
reports will be submitted at one stop shop, in some entitlements one stop
shop itself will facilitate services and entitlements like financial services to
the victim, other entitlements within their range. In this case one stop shop
will act like a reporting agency this can be done through IVRS system
also.
Through IVRS system continuous monitoring at different levels from
village to state level 24*7 is possible. This will be helpful for giving
necessary directions to the grassroot level from higher staff to reduce
violence to take necessary actions in serious situations. Payments to the
counsellors based on services they have provided like number of cases
they dealt with, number of household visits done by counsellors.
In order to track and identify the status of the girl child at the village level,
registration of all the births, deaths and marriages in the village should be
done. The data of all the 0 to 18 year old girl children shall be available at
Panchayath level at this one stop shop for regular monitoring. This will be
like general service to the people in the village to avail the above
mentioned certificates.
Maintaining the above mentioned data envisages in tracing issues of child
marriages, foeticide, female infanticide etc. and helps in taking necessary
action on identifying such issues.
The data of residential schools, Hostels, shelters, homes run by
government and NGOs shall be available at One stop shop.

5.8.1.4.10.3Enrolment/Access:
 Enrolment of all the eligible girl children under BangaruThalli scheme in
the village.
 Enrolment of all vulnerable women in the village for accessing the
services and entitlements. Identification of these vulnerable women will be
done by gender point persons in every SHG with a specific survey/
baseline data collection tool. MSAC members will be trained to monitor
the data collection and take it to one stop shop. When data appears in
database of one stop shop then the data is considered as valid.

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  Application for entitlements and services at one stop shop under the
control of Panchayath.
 Weekly review at VO level and Monthly review at Panchayath level to
know the status and necessary instructions, facilitation and alerts for
higher authorities / committees for completion.
The list of vulnerable women in the village is as follows:
(a)families having more than two girls,
(b) Women headed households with a large family
(c) divorced, deserted, abandoned by husbands and young widows
(d) family with men heavy drinking
(e) families suffer with domestic violence
(f) Child marriage happened families
(g) families with child labour
(h) Families suffered with Basivini, jogini, Devadasi, mathangi systems
(i) Old age destitutes
(J) child headed families
(k) Women living with HIV /AIDs.
Enrolment can be done in person or by a phone call.

5.8.1.4.10.4Financial Services:
 Financial services to victims.
 Timely payments to counsellors for their services.
 Payments from any service to all the vulnerable women in the village will
be ensured.
 Scholarships for the girls in the group will be facilitated regularly in
coordination with education unit.

Vulnerability reduction fund:

A special fund shall be maintained by Village Organisation to support vulnerable
women
In and girl children in villages as part of immediate grievance redressal
system.Gender forums will recommend the cases in which financial
assistance to be provided in monthly review meetings of Panchayath.
Then Panchayath will finalise the decision and send it to VO for payments.
In the case of a child labour VO has to provide financial assistance to the
parents of the child for the loss of their daughters domestic and agriculture
labour and they have get sign a statement of commitment that they do not
conduct marriage till she attains 18 years age. The financial assistance
shall cover the cost of school fees, books and transport cost for the girl
child.

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 In the case of stopping a child marriage VO has to provide financial
assistance like a scholarship and shelter or a seat in a residential school for
every girl child whose marriage is stopped without looking into their level
of education. For this purpose in every mandal at least one girl’s
residential school shall open a separate section to join such girls into their
school where they can acquire formal reading, writing skills and facility to
appear for higher education or any vocational training.

In the case of stopping child trafficking or rescuing a trafficked child, rape

victim a complete rehabilitation package must be provided expenses
included trauma counselling, medical, legal aid, providing education and
shelter. Parents shall be given legally entitled compensation with
immediate effect.
VO shall provide financial assistance for getting De-addiction services.
For victims of violence financial assistance shall be provided for medical
and legal aid.
This fund will be maintained by VO and this will be part of the HD fund,
specifically allocated to vulnerable families described under component 3.

5.8.1.5 Monitoring and Reporting

5.8.1.5.1 Using IVRS:

IVRS system is currently used for monitoring and reporting of cases
related to gender based violence in SHG families. Apart from these
cases, some cases are being received by MSACs and ZSACs from
outside victims directly, or from collector (through Prajavani). At
present 11000 Social Action Committee members of 1098 mandals are
trained on this system.
The Social Action Committee members register a case through voice.
Immediately after the registration a case number is communicated. The
further developments related to this case regarding the number of
counselling sessions done is tracked through the case number, until the
resolution of the case is recorded, the case will be open. A workflow
ensures case escalation from village to Mandal and then to Zilla SACs
until the case gets resolved at any rung of the hierarchy. This system is
designed because a huge number of SAC members are illiterate and are
uncomfortable in writing. The verbal description of all the actions taken
by them regarding the case and support given by them to ensure the
victim gets justice.
The cases registered in IVRS are broadly categorised into ten
categories. Apart from the details of cases gender activities in the
village are also being reported for example rallies against violence,
training to SHG members or adolescent girls etc.

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5.8.1.5.2 Up-gradation of IVRS needed:
While registering the case, the details of identity – ration card /Aadhar
card/job card number shall be entered.
This IVRS reports can be used for payments to counsellors. The details of
number of counselling sessions, facilitations, house visits will be known
through IVRS system.
100 percent gender activities at village level shall be reported.
Data entry about the identified vulnerable families, all adolescent girls and
boys list in the village should be done by one stop shop.
IVRS system shall be utilised for creation of gender awareness through
sending specific gender messages developed and recorded for different
categories of people on several subjects.

5.8.1.5.3 Monthly review meetings in convergence with Panchayaths:

At present Monthly review meetings are being conducted with all ZSAC
members at district level and with staff along with one ZSAC member
from each district at state level. ZSAC is represented by one Social Action
Committee member from each mandal.
Mandal level CMFCC meetings are being held on request of the Social
Action Committees. MRO, MDO, SI, CDPO along with 3 MSAC
members are members in CMFCC. At present this system is running on its
own way but it should be formalised with a Government Order. Mandal
level CMFCC meetings shall be held mandatorily through issuing GO.
Regular monthly review meetings on women and girl child status in
villages in convergence with the Panchayat including participation from
VRO, AWW, ANM, ASHA, VHNSC, VO Leaders, One stop shop manager
and village level counsellors/facilitators of different subjects including
gender, Ward members, etc. will be conducted.
These convergence meetings will also be used to assess the vulnerabilities
identified in the village including child marriages, child trafficking, child
labour, infanticide, foeticide, health and safety issues as well as reviewing
of birth, death and marriage registers.

5.8.1.6 Technical Agency/Experts Partnership:

Technical agency (TISS) will be hired for the purpose of providing regular
analysis and evaluation of all activities every six months once and Impact
assessment study after completion of 2 years of implementation process.
A Resource panel will also be appointed at the state level which will help
in developing training modules, ECE materials for campaigns, conduct
ToTs and trainings.

5.8.1.7 Outputs
 100% Adolescent girls and boys will be listed and data will be
maintained by OSS. According to the POP data there are 682498

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 Girls & 723574 boys of 0 to 18 years age group in 300 APRIGP
mandals. Their marriage age will be monitored on regular basis.
 5726 adolescent girls groups will be formed and trained one per
habitation with all the girls in that village.
 100% child marriages will be stopped in the target area.
 3800 panchayath sarpanches will be trained on gender and girl child
protection.
 5726 Anganwadi workers and 100% ANMS and 100% ASHA
workers will be trained.
 100000 families experiencing gender based vulnerability will get
entitlements through Facilitation services by CMFCCs& OSSs.
 260000 counselling days will be available for household visits in
1300 panchayaths in 5 years time.
 IVRS system will be expanded to villages through OSS.
 In Each District at least in 10 Hospitals, deaddiction services will be
available on demand.
 80% SCST families will be covered under gender focus programmes
 100% identified gender based vulnerable people will access at least
one entitlement and 2 services from line departments.

5.8.1.8 Outcomes
Vulnerability reduction for girl children: With regards to ending gender
discrimination and reduce female child mortality rate among 0 to 6 years
age group children in targeted SHG families, the outcome verifiable
indicator will be – number of infanticides, forcible abortions, abandonment
cases reported vs vulnerable families identified and counseled.
Number of pregnancies registered vs number of births, deaths registered
and number of abortions occurred.
Increase in Age at marriage: Number of marriages happened for the girls
& boys between 11 and 18 & 11 and 21 years in the village in the given
period in the project implementation area verses total number of boys and
girls in the same age group in the same area and in the same period.
Number of child marriages stopped during the year in the target area.
Median age for marriage of girls will increase from present level 16.1
years (NFHS 3 AP) to 18 in targeted area in project implementation
period.
Reduction in gender based violence: Number of cases reported and
resolved vs population of the target area.

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 5.8.1.9 Roll out plan and phasing:
In the first phase of two years 100 APRIGP mandals will be covered under
gender focus program. The same will be replicated from third year in rest
200 APRIGP mandals.
District staff will attend MS Meetings to interact with VO leaders and
MSACs and inform them about the implementation plan. They will be
given formats to collect data of vulnerable families and adolescent girls in
the village. Each MSAC member will be allotted 3 villages of the mandal
and concerned MSAC member will be responsible for all gender related
activities in those three villages.
MSAC member shall visit those villages and establish Gender Point
Persons in each SHG with the help of VO and give them the format for
collecting the data of vulnerable families and adolescent girls.
After the collection of data all adolescent girls in the village, the MSAC
member shall form these girls into groups and give them trainings.
Table 30 Roll Out

0-6 7-12 13-18 19-24

S.No
Activity mont mont month month
hs hs s s
1 Resource teams formation at district level conducting
ToTs for them
2 Gender Point Persons establishment in each SHG and
identification of vulnerable families
3 Preparation of training modules, IEC material
4 Conducting gender sensitisation trainings -
Panchayath members, VRos, ANMs, AWWs, ASHA
Workers
5 Formation of adolescent girls groups and entering
their data into OSS
6 Conducting trainings to adolescent girls groups
7 Conducting trainings to MSAC members
8 Conducting trainings to VO OBs
9 Conducting trainings to OSS managers
10 Providing Certificates of births, deaths and
marriages from OSS in convergence with
Panchayath(Second half year)
11 Providing Counselling services and Facilitation
services
12 Establishing and strengthening CMFCCs in tribal
mandals
13 Establishing De-addiction centres in convergence
with PHCs
14 Documentation, evaluation and impact assessment

189
 Figure 21 Assessing Entitlements

Value chain for accessing entitlements for gender based vulnerabilities

Outputs
Database of vulnerable families
created
Database of all 0 to 18 years old
Identifying Identification Identification Gender Counselling Using Access to children
gender and collection of of counsellors sensitisation to services to the vulnerability entitlements Girl child register at
point data of Training to the PRIs identified fund for Panchayath
persons in vulnerable counsellors on vulnerable necessary MoU between Panchayath and
every SHG families listng service families financial VO regarding OSS
and the same at OSS delivery support to the Number of counselling services
Forming Collecting all systems and victims provided
Adoloscent children data processes. Facilitation Number of persons received
girl groups and maintain a services to the entitlements
by already register at vulnerable Number counsellors identified
exisiting Panchayath and families to and trained
MSACs track their access their Number of OSS established
progress on entitlements Number of training modules
regular basis. and IEC materials prepared
Number of girl groups formed
Number of girls sent back to
school

IEC material, Training modules preparation , Campaigns

Outcomes
Change in behaviours – Number of child marriages
stopped, Number of illegal abortions, Number of
domestic violence cases resolved, Number of persons
received de-addiction services, Number of children went
back to school

Impact
Age at marriage increased
Increased safety and protection for women and children
190 Gender based violence reduction
 5.8.1.10 Financing Plan
The program aims to leverage on the total proposed budget of Rs. 7.31
crores for creating an enabling platform with tie-ups and partnerships for
seamless delivery of entitlements and social protection services to PoP and
vulnerable communities from 150 mandals in a saturation mode. The
details are given in the table below.
Base Costs (in lakhs)
Gender Intervention
PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL
A Mobilization & Institution Building 53 53 53 53 53 265
B Capacity building to all the stakeholders 35 35 35 25 0 130
c Family counselling service centre 60 60 60 60 60 300
D Technical assistance to partner agencies 10 0 10 0 10 30
E Training on ICT system 3 3 0 0 0 6
Subtotal 161 151 158 138 123 731
Table 31 Financing Plan

191
5.8.2 Disabilities

5.8.2.1 Background

Inclusive development of people with disabilities (PWDs) is one the

critical components of SERP’s interventions, focusing on enhancing
livelihood, functioning, and community-integration of PWDs and their
families. The disability intervention programmes of Indira Kranthi Patham

Figure 22 Strategy

(IKP), one of the projects of SERP have enabled more than 0.89 million
persons with disabilities in the rural areas to be organized to develop their
own livelihoods. The key strategies to achieve the objectives are presented
in Figure above. It is the largest initiative in the state that intends to
enhance livelihood opportunities and quality of life of PwDs through
inclusive activities. The key objectives of the unit are:
 To take efforts towards prevention and early detection of children at risk
for disabilities and refer/provide suitable services.
 To enhance livelihood opportunities and Quality of life of PwDs and their
caregivers.
 To ensure optimum utilization of residual abilities by PwDs
 To improve capacities of PwDs to access and avail various entitlements
and services offered by the government
 To mainstream disability concerns in policy making and line departments

5.8.2.1.1 Evolution of the program

The disability interventions are currently being implemented in 656 mandals
in the State. Objectives of Project experiment was to evolve a model of
institutional relationship between Community Based Organizations (CBOs) of
Persons with Disabilities and various government and Non-government
stakeholders and make them as resource mandals to replicate the same in all

Page 192 of 584

 non Programme mandals throughout the State. In the early period of
intervention, the activities in the component focused mainly on entitlements
and social mobilization. Over a period of 8 -10 years, several innovative
initiatives were taken up to resolve issues on the multiple dimensions of the
disability issues at a local level. Based on the experiences and out come, a
comprehensive program was initiated in the year 2011 - 12 with a specific
focus on livelihoods and policy advocacy. Subsequently, the programme was
scaled up and by end of 2013-14, all the mandals were covered for Institution
Building of PwDs.
5.8.2.1.2 Institutional Structure Created
There has been a steady rise in the number of Self Help Groups (SHGs)
formed, and the number of members enrolled. As on March 2014, the total
number of PWD SHGs formed is 28414, with a total membership of 265000.
This institutional structure is the back bone of all implementation for the
project, and all benefits arising out of the project must be attributed to the
existence of this system. There are, as on date, 656 MVSs and 13 ZVSs,
creating a federated structure exclusive to the PWDs.
The Social Capital created through the project is the primary outcome- the
initial investments have been in building the structure. 656 IB CRPs have been
identified. There has been a significant increase in the number of CRPs In
addition to the IB CRPs, specialist point persons such as CMRS CRPs (210)
and Jobs CRPs (87) have been identified to mobilize the PWDs for these
specific interventions.

The mobilization of the PWDs into exclusive groups has resulted in an

increase in the amount of loans given to the PWDs. Access to finance to this
group has increased significantly since the project has been initiated. Bank
Linkages of Rs. 157.75 Crores have been made to 11990 groups, leading to an
average bank linkage to each group of Rs. 1,31,567. In addition, financial
support from CIF and Revolving Fund has been provided to the tune of Rs.
29.85 Crores and Rs. 8.89 Crores respectively.

5.8.2.1.3 Software for Assessment of Disability for Access Rehabilitation and

Empowerment (SADAREM):
All the Persons with Disability shall be assessed by recording percentage of
disability and all the existing Disability Certificates shall be replaced by re-
assessing the persons with disabilities by concerned District Medical Boards
through SADAREM process.
The Rural Development Department, in close collaboration with departments
of disabled welfare, Medical & Health and National Institutefor the Mentally
Handicapped (NIMH) have evolved a scientific computer aided disability
assessment strategy. This software is called SADAREM (Software for
Assessment of Disabled for Access, Rehabilitation & Empowerment), and
issued orders to take up assessment of all the disabled persons to generate
Medical Board certificates and ID cards
5.8.2.1.4 Community Managed Rehabilitation Services (CMRS)
CMRS services are a growing component of the Inclusive Development for
Persons with Disability Unit. It aligns with the World Health Organization’s
emphasis on community-based rehabilitation which integrates into various
sectors of society.
One of the main elements of CMRS services is to improve or retain the PWD’s
existing residual ability through
 assessment and surgical correction camps at the mandal and district level
 prescription of and facilitating access to suitable aids and appliances
 provision of nutritious food for malnourished or undernourished PWDs.
Further, CMRS services seek to be integrated with the current existing
service providers by
 capacity building of CBOs of PWDs to organize required arrangements
and access them on their own and
 collaborate with technical institutions like the National Institute of
NIMH,NIHH, local hospitals and concerned NGOs and Line Departments
such as Women and Child Development (WCD), Medical and Health,
Rajiv Vidya Mission (RVM) popularly known as Sarva Siksha Abhiyan
(SSA) in other states and Disabled Welfare Department.
Lastly, the program seeks to improve independent living of PwDs through
training in activities for daily living (ADL) skills through:
 therapy/ training to persons with mental retardation/developmental
disabilities (DD), speech, hearing and orthopaedic disabilities
 training for their caregivers on sustaining the learnt skills by their wards.
 development of support systems and respite care services among the
families by forming parent groups
5.8.2.1.5 Current Scenario:
As per the 2011 census, majority population of PwDs live in rural AP which is
890,000, of which 1,24,572 children are in the age group of 0-6 years. Of
these children, more than 50% live in the tribal and the backward mandals of
the state. (Census, 2011). The disability among these children could have
been prevented or their abilities could have been improved if timely
rehabilitation support would have been provided. Early detection and
intervention is a very much needed activity for curbing the incidence of
disability.
Prevention can be done through building awareness among the society. In
addition, it is imperative to improve the residual abilities of PwDs by
providing rehabilitation support through establishing Neighbourhood centres
(NHCs) managed by having qualified professionals. Providing assistive
devices and aids and appliances, provision for repairs of the assistive devices
where needed and access to all services under one roof is a primary need in
the rural communities.
Currently machinery/ structure for addressing these issues are initiated in 56
Mandals and there is a need to provide such services in bottom most Mandals.
 Working in the 56 Mandals has revealed that there is a need to develop
ecologically viable programmes and support systems that the PwDs can use
effectively in the area where they live. Some of the support systems suitable in
urban areas are not found appropriate for rural/tribal areas. There is a need for
innovation. It is therefore, through the APRIGP project it is aimed to reach out
and provide support systems that are suitable for the rural areas thus providing
better living conditions in addition to reducing the incidence of disability by
90% in the identified mandals and also to improve the residual abilities of
80% PwDs.
In order to consolidate the efforts of the disability Intervention there is a
demand for expanding the CMRS services to the bottom most mandals of the
state. This will be done with the aim to reduce the incidence of disability as
well as improve the abilities of the PwDs through appropriate rehabilitation
services.

5.8.2.1.6 Rationale:
Statistics as per the survey conducted by SERP in its current CMRS
interventions in 56 mandals shows that for every 85 children born there is one
child born with delayed development.
In the proposed 150 mandals the population of PwDs is approximately 37.2%
of the rural population (as per 2011 census) and the PwDs to a large extent be
have assessed (51%) the details are given as below:
Table 32 CMRS Intervention Statistics(Combined AP)

No of PwDs assessed under

No of PwDs as per
S.No Name of the state SADAREM (as per SADAREM
2011 Census
Database)
1 Telangana 1,98,501 1,18,344
2 Andhra Pradesh 2,85,647 1,18,664
3 Total 4,84,148 2,37,008

The entitlements reach among the PwDs in the 150 mandals has to be
improved. To cite a example the SADAREM assessment has been only 49%
against the state average of about 56%.
The awareness levels among the people on the awareness levels on the early
intervention and prevention aspects have to be improved. It is a need for
expansion of the Community managed rehabilitation services to be expanded
as only 56 mandals of the 150 mandals have these services.

5.8.2.2 Expected outcomes:

 80% of the children in the age group 0-6 years identified with
developmental disabilities and/or deformities including vision, hearing and
locomotor disabilities and mental retardation will have access to services..
 80% of children requiring training in ADL, communication and mobility
skills will be provided services through team of Professionals consisting of
Special Educator, Physiotherapist, and Speech Therapist
  80% of the target mandals will have parent organizations of children with
mental retardation and developmental disabilities formed and registered
and federated with National Trust for welfare of persons with Autism,
cerebral palsy, mental retardation and multiple disabilities of Government
of India.
 80% NHCs will be a model center with accessibility for pwds of different
disabilities. This will include the ecologically viable construction of
facilities such as ramps, toilets, signages, blind paths.
 80% of the Mandals will have Manopragati services by professionals
including Assessment, treatment and rehabilitation (ATR)
 100% CBO leaders capacitated on various national laws pertaining to
disability.
 90% PwDs in the targeted mandals will have access to information on
entitlements available through the kiosks established through Sthreenidhi
Kiosk.
 100% PwDs will be facilitated for Disability certification through
SADAREM through Sthreenidhi Kiosk.
 100% applications /Grievances received will be forwarded to line
departments and tracked for resolving the same through the Streenidhi
kiosk.

5.8.2.3 Key indicators

 No.of children provided with disability certificates
 No.of children identified with disability/at risk for developmental delay
 No. of children provided with aids and appliances
 No.of children having had surgical corrections
 No.of children given training/therapy for motor, communication and ADL
 No.of parent organizations registered and federated with National Trust.
 No.of Mandals having well equipped NHCs and functioning as per the
objectives
 No.of Mandals having model NHCs with accessible and barrier free
facilities with ecologically viable supports for all disabilities
 No.of Mandals having Manopragati programmes
 No. of PwDs have access to information on various entitlements available
through kiosk.
 No. of PwDs facilitated for SADAREM certificates through the kiosk
 No. of grievances received and forwarded to line departments.

5.8.2.4 Strategic frame work:

The strategy for implementation is mainly divided into four key
components i.e.
 Convergence with line departments
 Capacity building of the key stake holders (members of MMS, MVS,
families of CwDs, professionals, CRPs, AWW, ANM, ASHA, RVM
functionaries, Panchayati Raj Institutions)
 Service delivery to children with disabilities and their families through
different modes of service delivery
 Monitoring and evaluation through building robust MIS using state of art
technology (ICT) for systematic data collection. Periodic interaction with
the stake holders will be carried out to find out the consumer satisfaction
levels (families of the CwDs) and the other functionaries to find out the
effectiveness of the programme.
 Figure 23 Detailed Strategic Framework

Strategic Frame work for APRIGP ID for PwD

Capacity Rehabilitatio Convergence Access to

Building n Support with Line entitlements
Departments

Door to door
survey for WCD RD
identifying cases 1. Early Detection 1. Pensions
Training of staff 2.SADAREM certificate
working with PwDs 2. Nutritional 3. Enrolment into SHG
to update skills and All suspected support Disabled welfare Dept.
1. Scholarships
for CRPs on basic cases will be 3. preschool 2. Aids and Appliances
skills. referred to the education Transport
professionals SSA 1. Concessional passes
to parents/care givers
1. Assistive
devices
Training to care 2. Inclusive
givers and parents education
on home care Health Dept.
management. 1. Immunization
2. Medicinal

Intervention Referrals to
support by the National
project Institutions NIMH,
professionals NIHH, BIRRD
through therapy hospital, NIMS,
services at Indo American
NHCs Hospital, NGOs,

Regular follow up by EI
CRPs, Parent Training
CRPs and report the
progress periodically
5.8.2.4.1 Recruitment and Capacity Building:
To implement the strategy the first step is to recruitment of professionals with
qualifications in Disability rehabilitation, MR special education, Physiotherapists,
Speech and audiologist.
After the recruitment of staff then the Early intervention CRPs, ANMs and AWWs
have to be trained on early detection for all the children in the age 0-6 years. All
suspected cases should be referred to the professionals for intervention support.

5.8.2.4.2 Early identification and Intervention support:

After assessment all suspected cases will be referred by the EI CRP, ANM and
AWWs to the professionals within the project for intervention support through the
manopragathi camps being held at the Neighbourhood Centers. Some the cases are
further referred to institutions such as NIMH, NIHH, BIRRD, Indo American
Institute for Plastic surgery, NIMS and to various NGOs working in the
rehabilitation field for treatment.

5.8.2.4.3 Providing Assistive Devices:

In order to improve the residual abilities of CwDs providing appropriate assistive
devices will play a key role. After the assessment of the CwDs by the
professionals through the manopragathi camps at NHC centers the PwDs will be
referred for appropriate assistive devices. In case of remote areas where parents
have difficulty to bring children to the centre because of the nature of disability
efforts to provide mobile rehab services will be initiated as a priming activity it is
envisaged that the mobile van will have facilities for repair of aids and appliances
also such as calipers, crutches and hearing aids
Convergence with the Andhra Pradesh Vikalangula Corporation (APVCC),
ALIMCO, Baghwan Mahavir Trust and other agencies such as rotary clubs and
lions clubs have to be done to provide the assistive devices.

5.8.2.4.4 Training in Communication, Mobility and Activities of Daily

Living:
Manopragathi professionals will provide training in the above areas to parents for
those children’s who have mental retardation and Developmental delays. the
activist at the NHC and the CRPs will be trained to facilitate to carryout the
programme. As speech is a mode of communication the parents will be educated
on alternative modes of communication in the absence of speech in
developmentally delayed children. As an innovation intensive training in
alternative and augmentative communication (AAC) is planned in collaboration
with organizations having expertise in AAC.

5.8.2.4.5 Convergence with Line Depts.:

To leverage the support from the govt. it is essential for working in close
coordination with various line departments such as Women and Child Welfare for
building capacities of AWW for assessment for Early detection of all children in
0-6 years.
It is also important to work with Sarva Sikaha Abhiyan (SSA) and the Jawahar
Bala Arogya Raksha (JABAR) i.e. the School Health programme for screening all
the children if they have any deformities and all the children who have been
identified with deformities will be referred for appropriate institutions for
surgeries and assistive devices.
For strengthening the parents groups of children with mentally retarded, Cerebral
palsy and Autism the schemes of National Trust will be leveraged.

5.8.2.4.6 Availing Entitlements:

For availing the government schemes it is important that the staffs are trained on
various available government schemes for the disabled and ensure that all the
PwDs irrespective of age avail the required entitlements from the government.

5.8.2.5 Activities

Figure 24 Proposed Activities

5.8.2.5.1 Neighborhood Centre:
The proposed activities are all carried out at the NHC situated at the mandal
level. The definition of an NHC and functions of the NHC are as stated below
A Neighborhood Centre (NHC) is a place designed to have all members in the
community including those with and without disabilities to come together and
spend time in a relaxed and enjoyable manner. This center is a rehabilitation
centre at sub district level for Persons with Disabilities. Its functions are:
 To serve as a place where children and adults with and without
disabilities can be together for leisure and recreation activities.
 To function as a place where therapeutic equipment for Physiotherapy,
occupational therapy and so on are available for PwDs who need to use them
at the advice of the therapists.
 To serve as a play centre where small children with developmental
delays can receive stimulation activities.
 To function as a referral centre for medical, educational, certification
and legal issues for PwDs who approach with queries.
 To be a place where minor repairs of aids and appliances/assistive
devices of the PwDs can be done.
 To provide respite care services to parents of young children with
developmental delays.

5.8.2.5.2 Screening and assessment:

NHCs play a pivotal role in screening the PwDs and assess the required
needs through qualified doctors and professionals in order to enhance the
residual abilities of PwDs. Convergence with agencies such as SSA,
ICDS, NRHM and other relevant government department in order to
provide seamless services to PwDs is the primary focus of NHC. Tie ups
with all the institutions of national repute are being made for conducting
screening camps in rural sub districts of the state.

5.8.2.5.3 Detection of children with delayed development:

Through the existing social capital and resource pool of Community
Resource Persons (CRPs) children with delayed development are
identified and mobilized for assessment and provided required support
through qualified professionals. The CRPs play a critical role in ensuring
that the beneficiary is provided with follow up services.

5.8.2.5.4 Referrals and follow up:

Based on the assessment by the professionals, depending on the need,
PwDs are referred to various National institutes for disabilities and other
relevant institutes for further treatment services.

5.8.2.5.5 Day Care Centres/NHCs:

 For engaging the CwDs in various therapeutic and recreational activities,
the NHCs would serve as day care centres. Efforts for convergence with
MGNREGS are being made to provide work to the personnel employed for
running the Day care centre

5.8.2.5.6 Training in communication, mobility and Activities for daily living

skills.
 This will be provided at Manopragathi camps and parent training
programmes organised in groups as well as individually at NHC. The
professionals of Manopragathi would demonstrate to the parent and the
activist at NHC to implement the training.
 Innovation planned: As most parents do not understand that speech is one
mode of communication, and that children with mental retardation are poor
in speech because of their limited intellectual abilities. Lower the IQ in
these children, lower the ability to speak. To help parents understand
better, a training programme in Augmentative and alternative
communication (AAC) is found necessary. Training by AAC experts to
staff of SERP will be organised initially by calling experts from institutes
like Indian Institute of Cerebral Palsy (IICP). Training of trainers (ToT) in
AAC will help in having capacities built with in IKP functionaries.

5.8.2.5.7 Parent organisations of children with mental retardation and

developmental disabilities (DD)
 Innovation and convergence: Parents of children with MR and DDs need
to work together to form a group as they may avail benefits of National
Trust for welfare of persons with autism Cerebral palsy, mental retardation
and multiple disabilities Act (1999). Such parents in the mandal will be
assisted to form and register the parent association through the parents
meeting organised once a month. This organisation will be federated to
National trust so that they may avail the facilities and schemed.
 In addition the parent-to-parent interactions will be facilitated so that these
parents feel supported and empowered.
 Training for home based activities will be given individually to parents
tailor made to meet the needs of the child.

5.8.2.5.8 Accessible Neighbourhood centre:

 Innovation: Barrier free and accessible environment is the right of a person
with disability. A model centre will be developed using locally available
material with total accessible rooms, toilets, signage and ramps so that
parents can replicate at home where appropriate. (See: Disabled Village
Children by David Werner). Werner’s models will be followed where
possible
5.8.2.5.9 Setting up of single point service centre for PwDs:
It is proposed to set up a single point service centre for dissemination of
information on various entitlements available for PwDs and these centers
will provide information on causes for disability, prevention aspects of
disability and also has the details of the nearest service centers i.e.
Institutions, referral centers and details of organizations working in the
field of disability.
The service center also acts as a center for collecting applications on
various grievances of PwDs and forward to the concern line departments
for resolving these grievances within a specific time period.

5.8.2.5.10 Capacity Building of CBO leaders in disability advocacy

In order to create demand for the utilization of various services and
entitlements of available for PwDs there is a need to strengthen the
institutional structures created by SERP and therefore there is a need to
build the capacities of MVS leaders and the Zilla Vikalangula Samakhyas
(ZVS) leaders on the various national laws in force for PwDs.
There is also a need to strengthen their capacities on the various
entitlements available for PwDs and the ways of accessing those
entitlements from the Government and other NGOs working in the field of
disability.
For implementing this activity is proposed to use the technical expertise of
ADD India an International NGO working on strengthening the advocacy
skills on various national and international laws in force for PwDs.

5.8.2.5.11 Setting up of State level advocacy centre:

In order to consolidate the efforts of SERP disability unit and achieve the
goals of the Inchieon strategy and strengthen the implementation of the
World Health Organization (WHO) Community Based Rehabilitation
(CBR) matrix it is proposed to set up a state level advocacy centre by
recruiting advocacy coordinator who will be engaging the activists and
professionals working in the field of disability to discuss and debate out
the various concerns issues related to PwDs.
The centre will also work on identifying issues concerned to PwDs and
work for formulating solutions to emerging and long standing
issues/challenges in the field of disability. For implementing this activity is
proposed to use the technical expertise of ADD India.

5.8.2.5.12Mobile Rehabilation Unit/Services

This is an innovation that is proposed which will be providing audiology
services through qualified professional through mobile services. Currently
 Finance unit

the services for audiology services are very poor at the mandal level and
this mobile rehab unit will focus on providing audiology services which
has a sound proof room and the audiogram of all suspected cases will be
done at through this mobile unit. This will help in improving the hearing
capacity of suspected cases. Locally the support of SRAVANAM an NGO
working in this field will be used for getting the necessary technical
expertise.
The other Mobile unit will provide orthotics and prosthetic services for
locomotors disabled persons which will carry out assessments on various
orthotics and prosthetic services required for locomotors disabled persons
and refer cases to Baghwan Mahavir Seva Samithi for getting the required
aids in order to improve the residual abilities of PwDs. this mobile unit
will get regular technical assistance through Mobility India which has
technical expertise in orthotics and prosthetic services.

5.8.2.6 Implementation Plan

Figure 25 Overall Institutional arrangement and Process flow

SPMU

Inclusive Development for

Persons with Disability unit

Coordination for Timely release of funds

Director Disability
Director Finance authorises
the funds to DPMU with the
approval of CEO and
Monitors and reviews the project Director PwD
implementation with PM (IB)
PM (CMRS) and Consultants

PD releases funds in
PM (IB), PM (CMRS) consultation with DPM
and Consultants provide to Mandal Samakhya
Technical support and
admin support to DPMU

DPM Disability will implement

the programme with field staff

Mobilisation by field level staff

beneficiaries will avail services at
NHC
 Figure 26 Institutional Arrangement: at SPMU level

Chief Executive Officer

Additional Chief Executive

Officer

Director (Disability)

Project Manager (CMRS)

Project Manager IB

Consultant Consultant Consultant Consultant Consultant

(Disability (MR (Speech IB IB
Rehabilitation) Special and
Education) audiologist)
 Figure 27 Implementation Arrangement at DPMU Level

Project Director

Additional Project Director

DPM Disability Area Coordinator

Professionals team Assistant Project Managers

of 3 for 10 mandals

Community Community
Development Worker Coordinator

Early Intervention CRP

Beneficiaries avail services at

the Neighbourhood centre
 5.8.2.7 Rollout Plan for 1st Year :

Table 33 Roll Out Plan Year 1

S.N
Activities Tasks to be carried out

10

12
11
1

9
o.
1. Identify the technical
agencies /consultants
2. Develop draft ToRs
1 Developing ToRs
3. Finalize the Draft ToRs
4. Submit to HR for entering into
MoU
1. advertising for positions
2 Recruitment of staff 2. Interview and complete
selection and bring on board staff
1. Preparing training schedule.
3 Training of staff
2. organize trainings
1. procurement of all required
4 Infrastructure
items and other amenities
1. prioritizing 150 mandlas
Programme includes 75 from Andhra and
5
implementation Telengana Each
2. start the implementation
1. coordinate with ADD India,
NALSAR Disability Law unit and
Capacity building TISS
6
on Advocacy
2. finalize training Module and
start the trainings
Starting 1 Mobile 1. procurement of mobile unit with
Therapy unit all requirements
7 2. designing the route plan
3. publicity and operationalizing
the services

5.8.2.8 Roll out plan for 2nd Year

Table 34 Roll Out Plan Year 2
1

7
8

10

11

12

S.No. Activities Tasks to be carried out

Capacity 1. ToT of selected resource pool.
Building 2. Training to field staff by ToTs.
In 3 phases
Exposure visits 1. Exposure to various national
to staff and institutes
CRPs 2. Exposure to Chennai on Early
intervention
Door to Door 1. All trained CRPs will carryout
Survey door to door survey
2. Meeting with ANMs, ASHA
and AWWs for identifying cases.
3. Attending immunization days
to identify cases.
Assessment for 1. Assessment by professionals
suspected cases for all suspected cases
2. referrals to various
Institutions for Surgeries/Rehab
support.
3. Advise to CRPs and parents

207
 1

7
8

10

11

12
S.No. Activities Tasks to be carried out
for follow up
Availing of 1. Case history documentation
Services from by professionals.
Project at 2. Organising Manopragathi
Mandal level camps for therapy support.
(NHC)
Carrying out 1. Coordination with National
reconstructive Institutes /other hospitals for
surgeries organizing district level surgical
camps.
Organizing Constructing barrier free
NHCs facilities
Organizing 1.Talk to parents
parent group 2.Initiate the forming org
3.Federate with National trust

5.8.2.9 Financial Indications for Five years

Table 35 Financial Indicators

TOTAL
UNIT
COST for 5
S. No . ACTIVITY OUT PUTS COST (in No. of UNITS Remarks
years (in
Rs)
Lakhs)
1 Early detection of Converting NHCs with One time
children with barrier free accessible facility cost. Spread
50000 150 150
delayed (One time expenditure) over 1st two
development in the years
age group of 0-6 Parents groups of MR and Spread over
years Multiple disabled children 60000 150 900 5 years
formation (300)
Delayed development Spread over
assessment and therapy 5 years
100 6000 30
services (10500) through
professionals
Home Care Management for Spread over
Parents, including 150 3500 53 5 years
accessibility
AAC training for Selected 1st three
Lumpsum 60
staff by building ToTs years
No. of CRPs /Professionals Spread over
800 150 24
deployed and trained 5 years
2 Reduce the mile Assessment of children by
0 0 0
stone development professionals (10500)
gap. children referred to Rehab
800 1667 68
institutions,
Counseling to Parents. 0 0 0
3 Management for Therapy services for children
improved residual with Delayed Development 125 16.7 150
capacity. (10500)
Parents /Care Givers training
0 0 0
on Home Care Management
Providing Assistive Devices 0 0 0
4 Awareness on Provisions with entitlements
entitlements to like SADAREM Certificates 0 0 0
PwDs strengthened
5 Mobile Rehab Mobile rehab units for
Services provision of audiology,
3 325
prosthetics and Orthotics
services

208
 TOTAL
UNIT
COST for 5
S. No . ACTIVITY OUT PUTS COST (in No. of UNITS Remarks
years (in
Rs)
Lakhs)
6 Human Resource at 3 Specialist for CMRS and 1
100000 4 240
SPMU Advocacy coordinator
7 Consultancy and NALSAR Disability Law unit
Trainings of State and ADD India Lumpsum 290
level advocacy
Total 2290

209
 Chapter 6

6 Component 4: ICT and Partnerships

6.1 Objectives of ICT Component
 Objective is to create and operationalize a state of the art, efficient, effective ICT
platform for hosting and enabling the delivery of range of projects - for Human
development, Livelihoods and social development - with a focus on delivering last
mile services.
 To have an Integrated, single source of truth system, with IT Governance &
Accountability across the levels, enabling CBOs to access MIS based services to
evaluate and monitor their performance, linking Applications with line
departments, and facilitating emergence of DSS & Analytics culture in the
organization.
6.2 Outcomes of the ICT component
 Availability of ICT based last mile services
 End users (CBOs, DPMU and APMs) to make use the Analytics for the quick,
better and informed decision making
 Knowledge Management services to make information available across
organization
6.3 Outputs
 Integrated MIS application rolled out across the state
 MIS application for Producer groups (Value chains and Retail chains) for strategic
and operational decision making
 HD solution converged with Line departments (Health, Women welfare, Rural
development)
 Applications integrated with payment gateways.
 Users enabled for quick, better and informed Decision making with Analytics
tools.
 Users empowered with Knowledge management solutions (eg Digital Green,
Digital libraries etc.)
 Applications linked to Information services (Eg. Weather, crop mandi prices,
inputs prices and availability, Reuters marketlight) for better decision making
6.4 The subcomponents in ICT are:
 ICT Project Management Services:
o Technical assistance (eGov) - to provide IT related advisory services on
business, technical, legal services for conceptualizing, monitoring and
rolling out e-initiatives of SERP for 60 months.
o Transformation of existing MIS application – SHG centric & support
services (administration, Proc, HR finance etc).

210
 Data mapping, data cleansing & logical linking of the independent
SERP databases
 Redesign & integration of existing Applications - to re-engineer
existing independent modules and to develop a single portal with
integrated MIS based on SOA principles.
o Transformation of existing MIS application – non SHG groups & House
hold applications & Business Intelligence Solution
 Data mapping, data cleansing & logical linking of the independent
SERP databases
 Redesign & integration of existing Applications - to re-engineer
existing independent modules and to develop a single portal with
integrated MIS based on SOA principles.
o Transformation of existing Sthree Nidhi application into a single service
provider by integrating with
o Cloud services hosting applications - for server consolidation and
migration to new applications & related services.
o Technical support Agency - Data Analytics – Technical support for BI and
Analytics Solution & to Line Departments
o Procurement of HW & SW (Servers & RDMBS)
 ICT for component 1 - Value Chain Development through Producer Organizations
 ICT for component 2 - Human Development
 ICT for component 3 - Social Development, Safety Nets and Entitlements
6.5 Review of past ICT efforts at SERP
The primary goal of Indira Kanthi Patham (IKP, SERP) is to promote CBOs and self-
managed institutions of the poor. SERP is having 69,55,926 members by
organizing them into 6,52, 901 SHGs that federated into 26,881
VOs, 656 mandal samakhyas and 13 Zilla Samakhyas. SERP has
launched many Rural Livelihoods interventions. SERP has set out an agenda to reach
out, and mobilise POP & BPL households into self-managed Self Help Groups (SHGs)
and federal institutions and support them through livelihoods collectives. 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.
SERP developed a number of software applications at various points in time to meet the
computational requirements and applications were developed in silos. This resulted in
most of the databases were independent and were not able to share data across platform
as there are no common reference elements. The following are the existing modules and
service providers:
Table 36 SERP ICT Modules

Module Service Provider/ Data center

SHG centric modules (Phase I)

1. Workflow for e-file management APTS / APSDC
1
2. SERP Portal, MIS, BIS and DSS M/s TCS – SERP servers

211
3. Vehicle Management system M/s TCS - SERP servers

4. Bio-metric Attendance, Leave and Training M/s TCS - SERP servers

Management
5. Human Resource, Payroll, Personnel Assets M/s TCS - SERP servers
2
6. Annual Works & Finance plan, eFMS M/s TCS - SERP servers
3
7. Institution Building – Federations and audit M/s TCS - SERP servers
6
8. Score cards– SERP M/s TCS - SERP servers
7
9. SHG Bank linkages, VLR M/s TCS – SERP servers

10. CBO Training Bio-metric Attendance M/s TCS - SERP servers

11. M book keeping - Mobile application M/s Blue frog - CtrlS data Centre

12. VO, MS and ZS accounting M/s Techno-Brain

13. Tablet Book Keeping M/s Blue frog - on cloud

14. MMS - Accounting software M/s Sampath Software - CGG servers

15. Asset management system Internal to SERP

16. Knowledge management & Digital Library M/s StepLabs

17. Information Bureau services New

18. Procurement Management system New

19. Interface for the base line study of E&L New

Non-SHG groups & Household centric (Phase II)

20. Land information M/s TCS - SERP servers

21. Loan Insurance (BL & SN) interface M/s TCS - SERP servers

22. Insurance (ABH, ….) M/s TCS - SERP servers

23. Insurance claims M/s Progment – SERP servers

24. Interfaces of SERP databases M/s Blue frog - on cloud

25. NDCC - Web & Mobile application M/s Blue frog - on cloud

26. MCTS ++ Web & Mobile application NIC

27. CMSA - NPM - Mobile & Web application M/s Blue frog - on cloud

28. Unnathi (PoP) Web application M/s Blue frog - on cloud

212
 29. KRUSHE Rural Value Chains New

30. KRUSHE Rural retail Chains New

31. Skill development for PWD (Training) M/s Binary software solutions

32. Social Security Pensions (SSP) M/s Binary software solutions

33. PPK & BMCU M/s Aribiava - SERP servers

34. Community Managed Educational Services M/s Aribiava - SERP servers

35. Gender – web / IVRS applications M/s Evolgence

36. SADARAM M/s AP online - SERP servers

37. MFI database CGG / CGG servers

Sthree Nidhi related services

38. Sthree Nidhi – eFMS M/s TCS - SERP servers

39. Sthree Nidhi – Accounting M/s Sampath Soft. -SERP servers

40. Sthree Nidhi – IVRS application M/s Evolgence - SERP servers

41. SN Maintenance of Infrastructure M/s APonline - SERP servers

Presently, SERP focused on achieving inclusive growth to ensure reliable and universal
access to entitlements. The project would leverage on innovations, best global / national
experiences and technologies through technical assistance under the Proposed Andhra
Pradesh Rural Inclusive Growth Project (APRIGP) and would extensively depend on
ICT for effective management and monitoring of the APRIGP project and integrate
existing independent vertical based applications. Moreover, data integrity, plug & play
enabled architecture, integrated services delivery, MIS, DSS and Analytics are the
requirements under APRIGP project.

6.6 IT Strategy and Approach

Enterprise MIS - SERP will invest in a mission critical ICT enabled grassroots level,
process driven, community information mechanism for the MIS system along with
large scale deployment of front-end (including desktops, tablets, mobiles, etc.) devices
and applications for ensuring transaction based data capture at the source where it is
generated for maximum transparency and accuracy. This ‘MIS backbone’ is expected to
reduce the time and resources needed for data collection transportation and feeding
213
 directly into informed decision making processes at different levels, thus leading to
greater organisational effectiveness. The whole ICT architecture will be developed
following a modular approach to plugin any new interventions at any stage of the
project life-cycle.

Implementation Framework - A range of ICT applications will be made available to

the end client through this platform, necessitating multi-supplier environment to deliver
the expected services. Similarly, users of these applications will be located across the
State covering 150 Mandals, about 6,000 Village organizations in villages.

Outsourcing & Technical Assistance Agency - The ICT related development and
implementation consultancy will be outsourced to one consultancy agency as Technical
Support Agency (TSA) for Providing Technical, Management, Business and Legal
Consultancy for Re-Engineering of existing SERP IT Systems.

The role of TSA would be primarily to play IT related advisory role for SERP for
conceptualizing and rolling out e-initiatives of SERP. This would include support
for (i) scoping and defining overall ICT needs for SERP; (ii) support for procuring
application development agencies for developing and rolling out ICT applications
and solutions (RFP preparation, assist in evaluation of bids, contract preparation
and acceptance testing); (iii) management of enterprise architecture at state level,
(iv) integration of various applications through appropriate interface mechanisms
even with national level applications (vi) setting and compliance with the
standards for design, deployment, integration, maintenance of converged SERP
databases and (vi) governance of ICT systems and risk control across the SERP
applications.
Technical
 TSA will also help SERP in selecting Application Development cum system
Support
integrator Agencies (ADSIA) The diagram below shows the development, rollout
and maintenance approach for ICT applications in SERP.
Agency
(Business/Technica
l/Legal Advisory Application
Figure 28 ICT Workflow
for
Scoping, Defining, Development
Implementation Agency
Oversight, (Application Design,
Integration, Development, Maintenance,
Governance and and Support )
Risk Control)

State level

District level

Program 1 Program 2 Program 3 Program 4

Mandal level
214
Village level

Individual
6.7 Sub Component: ICT Project Management & Advisory Services -
Technical Assistance:
Technical Support Agency e-Governance (TSA (eGov)):
6.7.1 The objective of Technical Assistance (eGov)
The objective is to provide of Technical Assistance to SERP pertaining to ICT related
technical, management, business and legal services for establishing and managing
robust IT based MIS platform for SERP and meeting the overall objectives of
Component 4 (SERP-ICT). As illustrated in the IT strategy section, the approach
would be to outsource the PMU for ICT initiatives in SERP.

6.7.2 Technical Support (eGov) – Key outcome

The Key outcome of this outsourcing would be to make better technical, legal
decisions for conceptualizing and rolling out e-initiatives of SERP. This would also
lead to better day to day operational control in running ongoing deployed applications
and issue management.

6.7.3 Technical Support (eGov) – Key outputs

ICT Policy framework for SERP: to involve developing an overall ICT policy
framework based on (i) stocktaking of existing ICT investments and practices in large
livelihood programs in the other parts of country, particularly those managed by
Ministry of Rural Development, Government of India (ii) scoping and defining need
for ICT in SERP, (iii) areas of ICT intervention at various levels, (iv) assessment of
the as-is status, (v) SOA (platform) architecture, (vi) solutions framework and (v)
allied ICT initiatives. The policy will also include strategies for protecting and
building on the investments already made in ICT at the Centre and suitable integration
models, and provide road map for re-engineering SERP applications.
Managing enterprise architecture for SERP: A detailed note with methodology and
risk assessment for translation of the policy framework into enterprise architecture
and establishing a collaborative application life cycle management encompassing
requirements management, architecture management, change and software
configuration management, quality management, build and deployment management,
application portfolio plan, etc.
215
 Final detailed roadmap for ICT at SERP for the new set of applications required
for SERP including those for community service delivery like social empowerment,
financial empowerment, economic empowerment and entitlement, etc. and
elaborating their scoping and working out User Requirement Documents as and when
field level solutions emerge. A detailed document clearly defining a collaborating
framework for integrating ICT innovations at various levels abiding to common
standards and definitions for processes, artifacts, workflows and best practices.
A framework for review and Implementation oversight: This will establish a
framework for transition to implementation by reviewing/validating implementation
plan templates, SOPs and other documentation for implementation.
Better Risk management and compliance: This will establish a better Risk
management and compliance system for SERP’s ICT initiatives. One of the outputs
would be a risk management framework with regular alerts, updates and review
mechanisms broadly covering:
i. Application controls and security, data security and staging, IT infrastructure
controls and security,
ii. Work processes Compliance: All relevant processes required by stake holders
(e.g. UIDAI, IT&C department, GoAP, RD Department, Commercial Banks,
etc.) to utilize this platform including operational work flows and associated
procedures
iii. Data staging, integration and access: All processes compliance associated with
data capture, data migration and data conversion. In case of decentralized /
distributed databases define processes associated with data synchronization.
iv. Risk management: Data management plan, business continuity (BC) and
disaster recovery (DR) processes.
v. Risk identification through continuous control/process monitoring and
implementing mitigation plan across SERP during the development and
deployment phase and after going live.
vi. Compliance and checks: SOPs for period checks, including third party audits
for compliance and risk control.

6.7.4 Key activates & Tasks

o TSA Boarding
o ToR preparation
o ToR finalization
o Obtain NoC from WB
o Award of work

6.7.5 Reviews of TSA performance

 Facilitate discussion with TSA and SI
 Monitor TSA progress against deliverables
 Facilitate discussions between users & Agency
6.7.6 Composition of the team:
1. Team leader for the TSA
2. Enterprise architect cum Application Architect
3. e-Governance and GPR Specialist and Technology Expert

216
 4. Technology Infrastructure Expert
5. Procurement consultant
6. Legal consultant
6.7.7 Cost estimates:
A total of 128 Man months of the above combination will be used in 60 months period
of contract. The estimated cost of TSA for three Years is - INR 190.00 Lakhs

6.8 Redesign & integration of existing Applications - The transformation

of existing SHG centric & Support & Administration service
applications - integration with non-SHG applications and SN
application
Re-engineer existing independent modules, so as to develop a portal with integrated
Enterprise MIS based on SOA principles.

6.8.1 Objective
The objective of subcomponent is to rationalize the database structures and evolve
indexed and linked databases, so as to help in integration of data across the
application databases to change the current practice of MIS in silos to an Enterprise
MIS

6.8.2 Outcome
An enterprise MIS with plug and play model of Service Oriented Architecture (SOA)
based single solution , which can allow the use a range of front-end devices and
technologies, with interoperability into the livelihood applications, and other line
department applications.

6.8.3 Outputs
 Online Transactional databases
 Dashboards for each level (VO, MS,ZS, APM, DPMU and SPMU level)
 Centralized MIS based on the related parameters of the role
 KPI based Analytics - Performance measurement

6.8.4 Implementation Framework

o Considering a large number of service providers and databses the first
activity is database linking
o For effective database understanding, the selected service provider will
take over maintenance of the existing applications for 9- 12 months, till
the new system is ready to be deployed
o Multiple component application, the application design and rollout will be
phased, with pilot before rollout
o Transformation of existing system - Integrated databases and SOA enabled
application

6.8.5 Key Activities & Tasks

 Selection System Integration agency

217
 o TOR & RFP preparation, call proposals evaluate obtain NoC
o Award work
 Facilitate discussions between users & Agency
 Arrange cloud services by SI
 Complete process of takeover
 Re-design the SOA solution
 Train users & Pilot test the application
 Rollout as per rollout plan across all 150 mandals
 Agreement on Operations & Maintenance procedures and SLAs with Agency

6.9 Redesign & integration of existing Applications - The transformation

of existing non-SHG groups and Household centric & information
bureau services and data analytics – integration with SHG applications
and SN application
Re-engineer existing independent non-SHG groups and household based modules, so
as to develop a portal as a part of the SERP main portal with integrated Enterprise
MIS based on SOA principles.

6.9.1 Objective
The objective of subcomponent is to rationalize the database structures and evolve
indexed and linked databases, so as to help in integration of data across the
application databases to change the current practice of MIS in silos to an Enterprise
MIS.

6.9.2 Outcome
An enterprise MIS with plug and play model of Service Oriented Architecture (SOA)
based single solution, which can allow the use a range of front-end devices and
technologies, with interoperability into the livelihood applications, and other line
department applications.

6.9.3 Outputs
 Online Transactional databases
 Dashboards for each component / group (VO, MS,ZS, APM, DPMU and
SPMU level)
 Centralized MIS based on the related parameters of the role
 KPI based Analytics - Performance measurement

6.9.4 Implementation Framework

o Considering a large number of service providers and databases the first
activity is database linking
o For effective database understanding, the selected service provider will take
over maintenance of the existing applications for 9- 12 months, till the new
system is ready to be deployed
o Multiple component application, the application design and rollout will be
phased, with pilot before rollout

218
 o Transformation of existing system - Integrated databases and SOA enabled
application

6.9.5 Key Activities & Tasks

 Selection System Integration agency
o TOR & RFP preparation, call proposals evaluate obtain NoC
o Award work
 Facilitate discussions between users & Agency
 Arrange cloud services by SI
 Complete process of takeover
 Re-design the SOA solution
 Train users & Pilot test the application
 Rollout as per rollout plan across all 150 mandals
 Agreement on Operations & Maintenance procedures and SLAs with Agency

6.10 Redesign & integration of existing Sthree Nidhi Applications - The

transformation of existing Sthree Nidhi applications and integration
with non-SHG groups and Household centric & information bureau
services and data analytics
Re-engineer existing Sthree Nidhi applications and integrate with SHG applications
and non-SHG group household based modules. Develop a portal as a part of the SERP
main portal with integrated Enterprise MIS based on SOA principles.

6.10.1 Objective
The objective is to re-engineer the existing SN application by rationalize the database
structures and evolve indexed and linked databases, so as to help in integration of data
across the application databases to change the current practice of MIS in silos to an
Enterprise MIS.

6.10.2 Outcome
An enterprise MIS with plug and play model of Service Oriented Architecture (SOA)
based single solution, which can allow the use a range of front-end devices and
technologies, with interoperability into the livelihood applications, and other line
department applications.

6.10.3 Outputs
 Online Transactional databases
 Dashboards for each component / group (VO, MS,ZS, APM, DPMU and SPMU
level)
 Centralized MIS based on the related parameters of the role
 KPI based Analytics - Performance measurement

6.10.4 Implementation Framework

o For effective database understanding, the selected service provider will take
over maintenance of the existing applications for 9- 12 months, till the new
system is ready to be deployed

219
 o Multiple component application, the application design and rollout will be
phased, with pilot before rollout
o Transformation of existing system - Integrated databases and SOA enabled
application

6.10.5 Key Activities & Tasks

 Selection System Integration agency
o TOR & RFP preparation, call proposals evaluate obtain NoC
o Award work
 Facilitate discussions between users & Agency
 Arrange cloud services by SI
 Complete process of takeover
 Re-design the SOA solution
 Train users & Pilot test the application
 Rollout as per rollout plan across all 150 mandals
 Agreement on Operations & Maintenance procedures and SLAs with Agency

6.10.6 TSA for Business Intelligence Solution

6.10.6.1 Background
The existing MIS of SERP has been in operation for the last 6 years. Not only a
number of data elements are being captured every month, a large volume of historical
database is also available. Thus, a lot of opportunity exists for enabling users to
analyse information better, so as to make better and faster decisions. Also, the users
now need to be enabled to search and drill down autonomously to get to the root of
problem. A BI solution would not only facilitate this but also provide to-the-minute
information in real-time reports that show the state of the business in this very
moment - not a historical view of how it looked days or weeks ago. An predictive
analytics framework would help the users in looking into relationships between
various data elements and then make appropriate decisions for performance
improvement. The current BI usage in SERP is limited to MIS silos and limited to
classification based on percentage achievements of various parameters. Thus, there
exists an urgent need of a comprehensive BI solution that provides actionable and up-
to-date information, with built in predictive analysis.

6.10.6.2 Objective:
 To design a DSS based on the Analytics on the project objectives for better analysis
of project outputs to ensure effective decision making. Making analytics pervasive to
help Community in decision making and for SERP at large.
6.10.6.3 Scope & Outcome:
 Availability Analytics effective decision making as a pert of the Phae I SoA
application.
6.10.6.4 Outputs:
Availability of following outputs:
 Dashboards for each level ( VO, MS,ZS, APM, DPMU and SPMU level)
 MIS based on the related parameters of the role

220
  KPI based Analytics - Performance measurement

6.10.6.5 Component IV - Sub-components

 TSA sub component:
o The consultants will be deployed based on the requirement as agreed in
the Contract
o The period of the contract is 60 months
 The SOA based converged application sub component for SHG &
support & Admin services
o Applications will be developed in a phased manner
o The external interfaces will be designed for easy sharing of data
o Hardware, System software will proposed by System Integrator (SI)
and will be procured by SERP
o The service provider has to take over and maintain all applications, the
SI on the hired Cloud Services for hosting the applications
o The service provider has to take over and maintain all applications, the
SI has to propose additional resources for the support of the existing
applications before the re-engineered application is installation and
commissioned.
o The modeling will be done by one agency and the preparation of
analytics by agency
o The data analytics will be prepared on a SaaS model of cloud services.
SERP will not invest on the HW, Tools
o External interface to non SHG database
o BI and analytics

 The SOA based converged application sub component - for non-SHG

groups and House hold services
o Applications will be developed in a phased manner
o The external interfaces will be designed for easy sharing of data
o Hardware, System software will proposed by System Integrator (SI)
and will be procured by SERP
o The service provider has to take over and maintain all applications, the
SI has to hire Cloud Services for hosting the applications
o The service provider has to take over and maintain all applications, the
SI has to propose additional resources for the support of the existing
applications before the re-engineered application is installation and
commissioned.
o Considering the state separation and space availability, We may ask the
service provider to host the servers on SI data center.

 The SOA based converged application sub component – Sthree Nidhi –

integrated with SHG applications and non-SHG groups & House hold
services.
o The external interfaces will be designed for easy sharing of data
o Hardware, System software will proposed by System Integrator (SI)
and will be procured by SERP

221
 o The service provider has to take over and maintain all applications, the
SI has to hire Cloud Services for hosting the applications
o The service provider has to take over and maintain all applications, the
SI has to propose additional resources for the support of the existing
applications before the re-engineered application is installation and
commissioned.
o Considering the state separation and space availability, We may ask the
service provider to host the servers on SI data center.

 Infrastructure hiring model (Paas or SaaS) :

SERP will operate on Platform as a Service (PaaS) model of Cloud computing for
bespoke applications. SERP plans to follow this model as the PaaS service delivery
model would allow SERP to rent virtualized servers and associated services used to
run existing applications, or to design, develop, test, deploy and host applications. To
help out in the development, testing and ongoing operations phases in an application
life cycle.
However, for non-core competency type applications like COTS products, Retail
chain application, MIS for PGs, mini ERPs etc, SERP would also explore the SaaS
model which would mean that, the entire application or service is delivered over the
web through a browser and or via an API. In this service model, the consumer only
needs to focus on administering users to the system.

222
6.10.6.6 Cost estimates -Component IV
Table 37 Component IV Cost Estimates

Component 4 ICT
Description PY1 PY2 PY3 PY4 PY5 Unit PY1 PY2 PY3 PY4 PY5 Total
Cost
TSA services
1 TSA for SERP consultancy services 56 14 12 12 34 84 22 19 18 52 195.00
2 TSA BI Analytics & Consultancy 72 72 48 48 48 1.5 108 108 72 72 72 432.00
Hardware & System Software with 4 years
Support
1 Hardware with 4 years Support 12 1 1 1 1 50.00 600 50 50 50 50 800.00
2 RDBMS Licences & Support 5 1 1 1 1 110.0 550 110 110 110 110 990.00
3 BI software 4 0.5 0.5 0.6 0.6 20 80 10 10 12 12 124.00
Cloud services - server consolidation
4 Cloud Services for pre installation 80 1 0 0 0 2.5 200 2.5 0 0 0 202.50
SOA Software Development 0 0 0 0 0 0.00
1 SOA Software Development, - SHG group 250 400 300 300 300 1 250 400 300 300 300 1,550.00
& SERP support services a analytics and
information bureau
2 SOA Software Development - Household 250 400 300 300 300 1 250 400 300 300 300 1,550.00
databases of existing applications
3 Software development -sthreenidhi 40 60 40 20 20 1 40 60 40 20 20 140.00
4 Software for Component I & II pilots 75 0 0 0 0 1 75 0 0 0 0 75.00
5 Software for Component I rollout 0 125 125 50 50 1 125 125 50 50 350.00
6 Software for Component II rollout 0 125 125 50 50 1 125 125 50 50 350.00
Procurement of devices 0 0 0 0 0 0.00
Infrastructure at SERP Office 30 30 15 10 10 0.7 21 21 10.5 7 7 66.50
Sub Total 746 1144 907.5 732.6 732.6 2258.00 1433.50 1161.50 989.00 1023.00 6825.00

223
6.11 Sub Component I - ICT for Value Chain Development through
Producer Organizations
6.11.1 Proposed Software solutions:
The objectives of ICT, the proposed ICT solution, detailed bill of materials (BoM)
and the implementation plan is in the Component I. The proposed software:
 Rural producer groups (value) Chain Management
 Rural retail Chain
 The Project MIS and Project accounting will be part of the central SoA
application.
6.11.2 Objective:
To implement a central solution for the Value chain development through producer
groups so that transactional data of the producer groups are captures and
accounting is managed as a pert of the Phase II SOA application.
6.11.3 Outcome:
A central solution for the Value chain based transactional data of producer groups.
6.11.4 Outputs:
 Online Transactional databases
 Dashboards for each level (VO, MS,ZS, APM, DPMU and SPMU level)
 Centralized MIS based on the related parameters of the role
 KPI based Analytics - Performance measurement
6.11.5 Key activities & tasks:
 Award of work
o ToR preparation / finalization
o Award of work
 Development & implementation
o Facilitate discussion between users and Agency
o Monitor development and implementation progress
o User training and rollout
o Ongoing enhancements in queries and dashboards
6.11.6 Assumptions:
 Market needs to be exploited for COTS products for Value chains and Retail
chains. If suitable, we go for COTS integrated with the application
developed in the Phase II SOA application.
 One Solar charger is provided to every tablet purchased. SIM is purchased
for Voice and data, so that the same device can be used for voice and data
capture.
 Infrastructure support ( PC, Printer and UPS ) to Mandal office
 SME ERP for the value chains will be purchased or built on custom
requirements as a pert of the Phase II SoA application.
 The cloud services are scaled as the progress of the PG/FG are increased
 Rural Retail Chain:

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  One Solar charger is provided to every tablet purchased. SIM is purchased
for Voice and data, so that the same device can be used for voice and data
capture.
 One PoS with bar code reader, printer and weighing machine are proposed
 The number of retail value chain (groups) centers started are
6.11.7 Rollout plan
 Cost estimates – enclosed
 Schedule of work
 October 2014 - TOR approval
 February 2015 - Award of work
 System study & Development
 Training the Kiosk users
 Service delivery
6.11.8 Procurement of Proposed Infrastructure
 ERP for the value chains will be purchased or built on custom requirements.
 The cloud services are scaled as the progress of the PG/FG are increased
 The procurement of the devices will be done by the Community following the
community procurement
 Electronic & Electrical equipment for the PG are defined in the
component I of the project
 The server side infrastructure will be sourced from a cloud service
provider to accommodate the Scaling requirements.

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 6.11.9 Cost estimates - Component 1
Table 38 Component 1 Cost Estimates

Unit
UnitQuantities Cost Base Costs (in lakhs)
PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL (lakhs) PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL
ICT for Rural Value Chains & Rural Retail Chains
Rural Retail Chain
Tablet Device 18 122 160 300 ₹ 0.070 1.260 8.540 11.200 - - 21.000

Laptop Device 32 69 72 173 ₹ 0.300 9.600 20.700 21.600 - - 51.900

Printer Device 5 6 4 15 ₹ 0.150 0.750 0.900 0.600 - - 2.250

Desktop Device 5 6 4 15 ₹ 0.250 1.250 1.500 1.000 - - 3.750

12.860 31.640 34.400 - - 78.900

Rural value chain
4,280 ₹ 0.070 - - 300
Tablet Device 240 2,320 1,720 17 162 120
₹ 0.300 - - 166
Laptop Device 30 302 220 552 9 91 66
59 ₹ 0.150 - - 9
Printer Device 7 28 24 1 4 4
59 ₹ 0.250 - - 15
Desktop Device 7 28 24 2 7 6
UPS ₹ 0.200 14.80
12 34 28 2.40 6.80 5.60
PoS ₹ 0.700 52.50
75 52.50
371 2,712 2,016 - - 4,950 2 84 271 202 - - 556

371 2,712 2,016 - - 4,950 2 96 303 236 - - 635

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6.12 Sub Component II - ICT for Human Development
 Proposed Software solutions
The objectives of ICT, the proposed ICT solution, detailed bill of materials (BoM) and
the implementation plan is in the Component I. The proposed software:
 The Project MIS and Project accounting will be part of the central SoA
application.
 Proposed Infrastructure
 The end devices are proposed by the end users.
 The server side infrastructure will be part of the MCTS ++
 Education services
The Project MIS and Project accounting and education services will be part of
the central SoA application.

6.13 Convergence of common beneficiary information in MCTS, Bangaru

Talli, JSY, MCP Card&“Maarpu” – social empowerment mission
6.13.1 Background:
Mother and Child Tracking is a central initiative started in 2009 under National Rural
Health Mission program, with the objective of reducing the MMR, and IMR through
targeted delivery of Health and Nutritional Services to pregnant mothers and children
upto 5 years of age, at village, block and district levels.
“Janani Suraksha Yojana” (JSY) – initiated in 2005, is a safe motherhood intervention
under NRHM, which provides cash assistance to beneficiaries who have achieved
institutional delivery. JSY is administered by Health Department and is a 100% centrally
sponsored scheme.
“Maarpu” is a State level scheme initiated in 2012 with the objective of accelerated
reduction in MMR, IMR and Malnutrition in A.P. One of the 8 “Maarpu” componentsis
“Focus on 20 Key Interventions to reduce MMR & IMR”. ”Maarpu” attempts to
converge the efforts of Health, Women Development & Child Welfare, Panchayati Raj,
& Rural Development Departments, Self Help Groups (SHGs) and their federations at
village level.
“Bangaru Talli” scheme is a State level scheme started in 2013, provides financial
incentives to girl children on achieving certain health and educational milestones from
their birth till the age of 21 years.
The Health and Nutritional services of the above Central and State level schemes,
pertaining to pregnant women and children upto a certain age, are operationalized
through common state institutional structures (such as SCs,PHCs, CHCs, SHGs, VOs,
etc.) and functionaries (such as ANMs, AWWs, ASHAs, etc.) at the village, block/mandal
and district levels.

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6.13.2 Need for harmonizing common beneficiary information across Schemes&
Departments:
At present, there are 11 registers being maintained by AWW and 20 Registers by the
ANM and out of which 7 registers pertain to the same information about mother and
child which both AWW and ANM record separately, though the event is the same. The
duplication of data entry and drudgery of data entry is evident at the field level.

6.13.3 Levels of existing digitization:

Health Department: MCTS Software database exists. Rest of the data related to
communicable disease, family planning, school health, village Sanitation etc., are not
automated.
Women & Child: No digitization except the Shadnagar pilot where mobile device based
data entry and digitization of 11 registers was achieved.
SERP: Bangaaru Thalli scheme Rules itself makes it mandatory for online data entry.
JSY payment is made by the Govt hospital in which delivery has taken place, otherwise
by ANM in case of PHC. Now, DBT is being launched for JSY for which ADHAAR UID
and bank account number are being registered in all districts of the state in mission mode.
MCTS also has fields for JSY payment date.
ANMs record data points pertaining to MCTS parameters manually in a register which
are then entered into MCTS at Cluster level. About 35 - 45 Sub Centers are grouped in
one cluster.

6.13.4 Challenges in current model of data entry:

a. The distance of a sub-center from the data entry point of CHC can be anywhere
between 5 km to 40 km. So they travel weekly once or twice to ensure data entry
b. The Data Entry Operator is also not available in all PHCs.
c. Power back and network connectivity are also issues. Unique Identities (i.e. Mother
ID & Child ID) for Mother and Child beneficiaries are generated by MCTS for
tracking events related to delivery of Health & Nutritional Services Mother & Child
IDs are 16 Digit numbers generated by MCTS using Village Code, Block Code,
District Code, Year of entry, etc..
d. SERP which is the implementing agency for Bangaaru Thalli scheme is currently
collecting data manually village wise and then entering it in an online portal at the
Mandal Samakya level.
e. When the beneficiary information from the Sub Center Registers is transferred to
MCTS for the first time, the Mother and Child IDs are assigned. However such IDs
are not transferred back to manual registers maintained by the ANMs. And the Mother
Ids are not shared with AWW or VO at present.

6.13.5 Need for harmonization of beneficiary information

Various MIS Reports used by HM&FW, WD&CW, SERP Departments for tracking
and monitoring the service delivery parameters are based on aggregate numbers
which need to be linked to individual beneficiaries for any targeted subsequent action.

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 Unique identifiers such as Mother and Child IDs generated by MCTS and used in
MCP Cards, SERP “Bangaru Talli” Schemes can provide the required linkages and
facilitate smooth harmonization.

6.13.6 Objective of the sub component HD - MCTS+:

a. Convergence of all health related components by using ICT
b. To reduce burden to the stakeholders involved in the process
c. To enhance effective monitoring of the components with the help of MIS reports
d. Enhancing capacities of the people with help of technology

6.13.7 Other Objective & Need of Integrated System:

Design, development and implementation of a unified Woman & Child Beneficiary
Registration & Tracking System for Health & Nutrition Welfare Schemes, for
meeting the functional requirements of MCTS, JSY, “Maarpu”, MCP, ICDS, and
“Bangaru Thalli” by providing role based access to the different line departments
involved. The monitoring the progress and status of different initiatives can also be
tracked at the same level. The performance and monitoring of the field level staff can
also be done with the help of the convergence system.

6.13.8 Key Activities to be covered in Proposed System:

The proposed unified system shall incorporate features for facilitating all data
acquisition and maintenance tasks related to Health and Nutritional Service Delivery
Milestones, pertaining to the Pregnant Woman and Child Welfare Schemes
administered by HM&FW,WD & CW Departments and SERP.
 The system shall also cater to the data requirements of “Maarpu” Scheme to the
extent of Health & Nutritional services related to pregnant women and children.
 For acquiring all data related to delivery of Health & Nutritional services of pregnant
woman and children upto 6 years of age, at the source point, the proposed system
shall provide a common interface.
 The proposed system shall be based on the existing MCTS system and shall use
Mother & Child ID for initial registration of beneficiaries as done by the current
MCTS system.
 The proposed system shall incorporate features to quantify Health & Nutritional
benefits provided to target beneficiaries.
 The Sub Center or Village level (Village Organisation / Anganwadi) or the last mile
interface shall allow Health & Nutritional Service Delivery data pertaining to MCTS,
ICDS, JSY, MCP Card to be entered.
 Nutritional Events or Intervention Points at the time of Registration of the
beneficiaries.
 The Sub Center or Village or Last Mile level interface shall be deployable through
mobile/Tablets as well as through Desktops or Laptops.
 The system shall generate periodic alerts based on the configured events for the
beneficiaries each of which requiring a Y/N response which shall be fed back into the
system.

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 The proposed system shall ensure that data entry at the source / sub-center level is
limited to an essential minimum and shall incorporate usability features that facilitate
error free data entry by ANMs/ AWWs/ ASHAs.
 System shall provide necessary interfaces for WD&CW, SERP & MCTS / HM&FW
systems to acquire data for their pre-determined requirements.
 The last mile interfaces shall incorporate the capability to operate in Offline mode and
synchronize with the unified system subsequently.
 The system shall generate daily duty roster for ANMs, AWWs, & ASHAs based on
the beneficiary & scheme information configured.

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Picture 2: BT Workflow

 The proposed system shall facilitate one time configuration of Health & The The
proposed system shall facilitate acquisition of data at the source for all MIS reporting
requirements of end user systems/departments – HM&FW, WD&CW, Maarpu, MCP &
“BangaruTalli”.
 The last mile interface shall be based on MCTS with enhancements to address the data
requirements of ICDS, “Maarpu”, & “Bangaru Talli”.
 The system shall provide features for entry & update of master data related to Schemes,
Beneficiaries, Delivery Centers (Sub Centers, Primary Health Centers, etc.),
Functionaries (ANMs, AWWs, VO etc.).

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  The System shall provide necessary interfaces for Birth Registration through UBD
System by the ANMs / VOs, Private / Government Hospitals, etc.
 The system shall facilitate batch upload of data in the appropriate formats.
 The System shall ensure that Mother ID, Child ID, Birth Registration No., Aadhaar No.
form a unique combination for each beneficiary.
 The system shall provide queries& search facilities based on Sub Center Location
IDs, Mother & Child IDs, Scheme IDs etc.
 The unified system shall facilitate seeding of “Aadhaar IDs” as required by the
respective schemes by establishing appropriate interfaces with SRDH systems.

6.13.9 Capacity Building:

1. Awareness Workshops, Hand-On Trainings shall be conducted to respective target
groups in parallel with the UAT of the proposed system
2. User Manuals, & Instruction Manuals for all stakeholders shall be made available
3. CB programs may be delivered through multiple channels such as “Mana” TV, Video-
Conferencing, etc.

6.13.10 Process Changes:

1. The respective departments and organizations shall analyses and implement process
changes required to facilitate smooth implementation of proposed system.
2. MCTS guidelines, SERP - “Bangaru Talli” - implementation guidelines may be used
as reference.
3. The operation guideline may include Standard Operating Procedures for ANMs,
AWWs, VO related to data collection and entry.

6.13.11Outputs
The output will be a system which will be converging different components under an
indicative high level functional architecture as shown below:

6.13.12 Pilot
The pilot will be done in all VOs of 9 mandals in the Seemandhra and Rayalseema
region respectively.

6.13.13 Roll Out

Roll Out will be done in all 150 mandals each in Seemamdhra and Rayalseema
regions under APRIGP.

6.13.14 Funds requirement: cost sheet is enclosed:

a. Phase I - 10 Mandals ( 150 VO, 500 ANM, 400 AWW, 25 MO)
a. Procurement of the Tablets with charges in (800)
b. SIMs for the tablets for 5 years – recurring cost
c. Data cards for the laptops for two year – recurring cost
d. Laptops for the MO ( 30)

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  Phase II –:140 mandals :
e. Procurement of the Tablets with charges in
SIMs for the tablets for two year – recurring cost
f. Data cards for the laptops for two year – recurring cost
g. Laptops for the MO

6.13.15 Procurement
 Procurement under this component - end devices - Community based procurement.
 The Software solution will be developed and the implementation will be done using the
state government funds.

6.13.16 Assumptions made in the HD component

It is considered that the project pilot is already under testing. The fine tuning is
proposed in three more non-project area. For covering the project area environment,
the project will be piloted in 10 mandals, with following assumptions:
 Mandal is having 33 VOs – provided with Tablet & solar charger
 Mandal is having 10 ANMs – provided with Tablet & solar charger
 Mandal is having 45 AWW– provided with Tablet & solar charger
 Mandal is having 3 Medical Officers (MO) will be provided with laptop and
data cards
 ANM, VO, AWWs are provided with Tablet, Solar charger, SIM is purchased
for Voice and data, so that the same device can be used for voice and data
capture.
 First phase in the year one with 10 Mandal’s
 2nd phase is in the remaining 290 mandalas in the end of the first year
 HD Software development , maintenance will be done by the line departments
using the state government funds

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 Cost estimates - Component II
Table 39 Component II Cost Estimates

Unit
Quantities Cost Base Costs (in lakhs)
PY PY PY (in
PY 1 2 3 PY 4 5 Total lakhs) PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL
HUMAN DEVELOPMENT
HD Services
1 Tablets for VO (150 Mandals ) 100 300 600 0 1000 0.1 10 30 60 0 0 100
2 Tablets for ANM (150 Mandals ) 100 300 600 0 0 1000 0.1 10 30 60 0 1 101
3 Tablets for AWW(150 Mandals ) 100 300 600 0 1000 0.1 10 30 60 0 2 102
4 Tablets for VHNSC ( 150 mandals) 100 300 600 0 1000 0.1 10 30 60 0 3 103
5 Tablet for PHC medical Officer 25 25 100 0 150 0.1 2.5 2.5 10 0 0 15
6 Solar chargers for 150 Mandals 425 1225 2500 0 4150 0.03 12.75 36.75 75 0 0 124.5
Laptops for state level experts &
7 consultants/YPs 15 0 0 0 0 15 0.3 4.5 4.5
Printers cum Scanner for State level
8 staf 15 0 0 0 15 0.12 1.8 1.8
Laptops for 3 level district
9 coordinators in 13 districts 25 14 0 0 0 39 0.3 7.5 4.2 11.7
Printers cum Scanner for district
10 level staf 13 0 13 0.12 1.56 1.56
11 Laptops for YPs in districts 6 7 0 0 0 13 0.3 1.8 2.1 3.9
12 Laptops for 150 Mandals 0 0 0 0 0 0.3 0 0 0 0 0 0
Printers cum Scanner for 150
13 mandals 25 25 100 0 150 0.12 3 3 12 0 18
14 UPS 1 KV 4 years support 125 125 460 460 1170 0.2 25 25 92 92 0 234
15 1 desktop to MS 25 25 100 0 150 0.25 6.25 6.25 25 0 0 37.5
16 1 desktop to GP 100 100 400 0 0 600 0.25 25 25 100 0 0 150
Services 0

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1 SIM for 150 Mandals 25 25 100 0 0 150 0.0084 0.21 0.21 0.84 0 0 1.26
2 SIM cost previous year 0.21 0.21 0.84 0 1.26
3 Data Cards for 150 Mandals 25 25 100 0 0 150 0.024 0.6 0.6 2.4 0 3.6 7.2
4 Previous Data cards 0.6 0.6 2.4 3.6 7.2
5 Data cards for state level staf 15 0.0084 0.126 0.126 0.126
6 Data cards for district level staf 31 21 0.126 0.126 0.126 0.378 0.378
7 HD Software Services 0
8 TSA for Mahila Shishu (MCTS ++) 25 25 100 0 0 150 1 25 25 100 0 0 150
Sub total for HD Component 1320 2842 6360 460 0 3.8308 157.596 251.546 658.176 95.366 13.704 1176.39

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6.14 Sub Component III - ICT for Social Development, Safety Nets &
Entitlements
 The objectives of component III, detailed bill of materials (BoM) and the
implementation plan is in the Component III chapter.
 The Project MIS and Project accounting will be part of the central SoA application.

This component will have multiple solutions with access to the one stop solution (OSS)
kiosk. The proposed software to cover the major services proposed are:

 Delivery of Services and Entitlements: Delivery of key services and entitlements

through a one stop shop
 Access to Productive Safety Nets: Land access and convergence with MGNREGS
 Delivery of Specialized Services
 Targeted mobilization through IEC and Counseling
 Setting up of One Stop Shop (Mee-Seva + BC Services)
 Service Development - Application Development, Business Process Reform,
GAC
 Grievance Redressal Call Centre
 Citizen charter
 Intermediation of grievance redressal
 DBT Cell
 Other services proposed are :
(a). Information, Education and Communication (IEC) (b.) Enrolment (c)
Counselling (d) Service delivery/ Financial services (e) Grievances Redressal (f)
PDS (g) NREGS (h) Pensions (i) Insurance (j) Bangaru Thalli (k) Scholarships (l)
PwD (m) Certificates including UID (Aadhar)
 Innovations in Disability Services
 Piloting mobile therapy centers
 Gender
 Community managed family counselling and de addiction services
 Gender sensitization including BCC campaign of last mile service delivery
providers, VOs & PRIs

The objectives of ICT for component III:

 The objectives of ICT for the component III is to create one stop solution
(OSS) for the rural poor, with access to information, financial and entitlement
services.

Outcome:
 Availability of service delivery at the one stop solution (OSS) for the rural poor,
with access to information, financial and entitlement services within the village.

Outputs:
 Information services – weather, commodity market rates
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  Counselling & gender services
 Financial services
 MIS of the community & individual

Scope of the solution:

 Software solution is proposed to cover the kiosk service delivery, knowledge
management services, gender services information service. The data at the SOA database
will be used for the KM, gender, community information services. The database of
value chains, retail chains will be used for the commodity services. The subscribed
services like weather market rates etc. will be from the respective service providers.

Key activities & tasks – is a part of the phase II SoA application

Assumptions made for the Entitlement and safety nets component:

Depending on the success of the OSS in the second year, the expansion will be
proposed

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 Cost estimates – sub Component III
Table 40 Component III Cost Estimates

Quantities Unit Cost Base Costs (in lakhs)

PY PY PY PY
PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL (in lakhs) PY 1 2 3 4 5 TOTAL

Tablets for Gender 150 150 ₹ 0.12 18.00 - - - - 18.00

Tablets for Bhimamitra 150 150 ₹ 0.12 18.00 - - - - 18.00

PoP - Laptops 150 150 ₹ 0.35 52.50 52.50

PoP - Printers &
Scanners 150 150 ₹ 0.35 52.50 52.50

Sub Total 600 - - - - 600 1 141.00 - - - - 141.00

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Financing Plan:

The total project is managed as two components. The first one is IT platform for converged
solution and the other is the component based solutions.
The project is scheduled for 5 years and the year wise expenditure is given below:

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 Table 41 Cost Estimation Year Wise for All Components

Unit
IT Unit Quantities Cost Base Costs (in lakhs)
(in
PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL lakhs) PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL

Sub Components
ICT
3,037 6,698 9,284 1,193 733 5,550 6 2,653 1,988 2,056 1,084 1,037 8,817
Innovations & Partnerships
2 2 2 2 2 10 120 120 120 120 120 120 600
Technical Assistance for Line
Departments - - - - - - - 1,800 - - - - 1,800
Centre of Excellence
- - - - - - - 500 - - - - 500

Sub Total 3,039 6,700 9,286 1,195 735 5,560 126 2,773 2,108 2,176 1,204 1,157 11,717

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6.15 The Human resources for the component
The ICT component will be supported by a small team at SPMU and at the DPMU /
TPMU by the existing one IT anchor person. The SPMU will be supported by two
MIS coordinators and two TSAs. The first Technical Support Agency (TSA) to
provide technical, management, business and legal consultancy for establishing and
managing robust IT based MIS platform for SERP. The second consultancy will be
for Agency to Prepare Business Intelligence and Data Analytics for SERP.The Job
chart of the MIS coordinators is given below:
 Job title: MIS coordinator (1) & Data Analytics (2) :
 Job description summary: The Coordinator of Management Information Systems
(MIS) is responsible for application development activities and supervises the design,
development, testing, implementation and maintenance of computer systems which
support operational and administrative functions. The incumbent manages the training
and evaluation of the management information systems, coordinates the introduction
of all new computer systems.
 Minimum Qualifications: A Bachelor’s degree in engineering / MCA with MBA is
Preferred
 Experience:
 A minimum of five-8 years of experience in systems design of major system.
 Demonstrated successful experience managing complex e-governance projects.
 A minimum of three years of supervisory experience is required & one year of
project lead experience is required.
 Work experience in a big Software development firm / environment is preferred.
 Skills:
 Understanding of RDBMS, SQL, web development, technology security issues,
mobile computing, strong technical skills and current technical knowledge.
 Effective interpersonal, organizational, and team-building skills
 The ability to maintain confidentiality in regard to information processed, stored,
or accessed by the systems is required.
 Essential duties and responsibilities:
 Is responsible for researching new technologies, including hardware, software or
telecommunication components, to improve efficiency with the information systems
operational structure, creating specifications for system and software upgrades,
purchasing and leasing of information systems equipment.
 Supervises the delivery & installation of new systems.
 Provides for continued growth and improvement of the Computer Services by
assisting in the development of short - and long-range goals for the SERP and by
evaluating progress toward accomplishment of those goals.
 Facilitates users obtaining new systems or modifications to existing systems by
understanding the functions of the user department and analyzing current processing
and procedures, advising them on appropriate alternatives to meet their computing
needs, assisting them in the preparation of associated requests.
 Ensures the success of new management information systems by coordinating the
implementation of all new systems introduced on campus.
 Effectively resolves complex programming problems by conducting a thorough
analysis of the problems and employing strategies for resolution.

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  Ensures the availability of computer resources by managing recovery from data loss
caused by events like power outages, hardware failures, etc.
 Coordinates the administration, maintenance, and training associated with the
database management system.
 Contributes to the overall success of Computer Services by performing all other
duties as assigned by the Chief Information Officer.
IT anchor person at the DPMU / TPMU will be continued and no additional resources
are proposed for APRIGP.
6.15.1 ICT organogram
Figure 29 Organogram

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 Chapter 7
7 Component 5: Project Implementation Support
This component will strengthen the project implementation and will finance
dedicated staffing for the project activities that are attributable to outcomes of the
project, consultancies, training and related material, office equipment, and
operational costs. It will also support establishing Monitoring, Evaluation and
Learning (MEL) systems, Financial Management systems, Procurement
Management, Governance and Accountability Systems, Knowledge Management
and Communication, etc.
7.1 Monitoring, Evaluation and Learning Systems
APRIGP will be underpinned by a solid monitoring, learning, & evaluation
system, which will feed into decision support systems, business analytics, and in-
depth studies. The project’s phased rollout will be exploited to evaluate the overall
impact of its multi-sectoral approach. Furthermore, the first two years of the
project will be the learning phase. During this learning phase, various proposed
interventions will be piloted and evaluated (randomized where possible). Based on
these results, the pilots will be scaled-up from the third year onwards.
Learning/Analytics: Beyond progress and exception reports produced
automatically, data from MISs can be used to conduct more in-depth analysis,
especially where systems identify persistent problems. SERP has been exploring
strategic partnerships for this work and will be pursuing “Actionable Analytics” as
a Decision Support System function in the APRIGP project.
Process Monitoring: Analytical work on quantitative data from MISs could very
usefully be complemented by process monitoring, as was done during the AP
Rural Poverty Reduction Project as well as in other livelihoods projects such as
Bihar's Livelihoods Project. Terms of Reference (ToR) have been prepared for a
process monitoring agency. Initial discussions were also held with agencies that
have experience in process monitoring and have a presence in Hyderabad. It is
particularly important to get on board process monitoring support on time due to
the innovative nature of pilots that will be rolled out under this project.
Evaluation: The vision for the evaluation framework of the project includes
various types of evaluation. First, an overall project evaluation will be conducted
to assess the project's contribution to key development outcomes at completion.
Second, APRIGP has a large list of innovative activities, which need to be
evaluated. Thirdly, panel data was collected in 2003, 2006, 2008 as part of an
impact evaluation of APRPRP, which provided useful insights into the impact of
the program; however, no follow-up survey has been conducted since 2008.
Resurveying these households before the start of the project would provide an
additional wave to the panel and yield interesting insights on the longer-term
impact of the overall RPRP/IKP program.

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 This topic is dealt with in more detail in Chapter 13.
7.2 Governance and Accountability
Given that the project aims to work in convergence with the other departments for
improving the last mile service delivery, the governance and accountability
arrangements under the project require mechanisms to be put in place at a) the
project level b) across multi departments and c) at the community level. It would
be critical to develop some strategic partnerships with agencies that have existing
experience of designing and implementing such governance and accountability
mechanisms especially in the delivery of public services. It is in this context that
partnerships with 3 such agencies have been initiated. The agencies and likely
support to be extended by them are as follows:
a) CGG (Centre for Good Governance): The Centre for Good Governance shall
provide support the project is the development of the Governance and
Accountability action plan which will include
 Overall Governance Framework encompassing multiple departments.
 Mechanism for making community institutions accountable.
 Service standards and monitoring the service delivery.
 Robust Grievance Redress System
 Establishing a feedback loop.
b) SSAT: Create a dedicated centre to support mainstream social audit and
accountability systems across the project.
c) APARD: APARD shall support SERP in systematically capturing field based
feedback and in training key community level stakeholders on social
accountability for the APRIGP.
Chapter XX expands on this topic with more detail
7.3 Knowledge Management
Knowledge management is the processing of information into useful knowledge
(including feedback processes). It is thus closely related to monitoring and
evaluation and decision making, as well as to learning processes and capacity
building processes, as well as having a fundamental link to communication of
knowledge. SERP and the associated livelihoods programs and projects have been
intensely generating and processing knowledge, fundamental to achieving the
myriad outcomes and change that has taken place in AP. These processes include
many user driven reports and studies, exposures and cross visits, learning and
exchanges across all levels from community, practitioners to policy makers, and
using their vast store of tacit knowledge to innovate and scale up, as well as
websites, emerging digital libraries etc.
The proposed project will as assist SERP and the State to strengthen such
processes: to develop more organized and accessible information and knowledge
base; strengthening knowledge sharing processes at various levels, including
internal and external; supporting processes for accelerating the identification and
refining and communicating of innovations, good practices, policy findings, and
converting information to high quality knowledge and learning materials for
different audiences.

244
 Chapter XX on Knowledge Management will go into this topic in much more
detail.
7.4 Financial Management
SERP already has experience of implementing earlier WB operations, viz. APDPIP
and APRPRP and is acquainted with the requirements of the Bank. The project will
be using Annual Work and Finance Plan which was developed during the previous
project, for planning, budgeting, fund flows (EFMS) and accounting and reporting.
Centre for Good Governance (CGG) is also being considered as the implementing
agency and funds might flow to implement some parts of the project. Detailed
examination of the Financial Management of the project can be found in Chapter
XX.
7.5 Procurement Management
Given the project’s multi sector approach, complex nature, large IT interventions,
procurement risk assessment and past experience, this project requires a strong
procurement team to expedite procurement and reduce transaction cost. A
procurement cell comprising of procurement support agency and professional
procurement staff will be put in place for the project. This part of the project
management is detailed in Chapter XX.

245
 Chapter 8
8 Overall Implementation Arrangements
The bifurcation of the State into Andhra Pradesh and Telengana has resulted in
SERP being divided into two separate institutions for each of the States. This
implies that once the project is effective there will be two Project Management
Units. For RIGP, a dedicated and exclusive Project Management Unit (PMU) will
be set-up for two States, which will be headed by the CEO of SERPs in respective
States.
8.1 Governance and Management Framework under APRIGP
For the overall project governance and policy guidance a Steering Committee will
be constituted and institutionalized under the Chairpersonship of the State Chief
Secretary and this committee will be represented by Secretaries from the various
line departments.
However, as the project is multi-sectoral in nature there will be significant
coordination and intensive dialogue required between line departments on a
regular basis. For this specific reason, there is a need to establish a Project
Implementation and Review Committee. This Committee will comprise of the
head of departments of various line departments and will be convened by CEO –
SERP.
The figure below describes the governance and management arrangements to be
put in place under the project
Figure 30 Governance and Management Framework under APRIGP

8.2 Arrangements to enable sharing of key staff for both states

Having two separate PMUs may result in depletion of competencies and skills
mainly at the State level and the quality of human resource available could be
skewed towards one of the States, as a result the competency gap in one State vis-
246
 à-vis the other can be significant. Therefore, a common pool of such human
resource (with required competencies) will be anchored in an institution like
Centre for Good Governance (CGG) and they will be available to work in both the
States. The details of such an arrangement will be part of a MoU that the project
will be signing with CGG for providing support during implementation of the
project.
8.3 Competency assessment for sourcing staff from SERP
Apart from the CEO, PMU would comprise of multi-disciplinary team of experts
as per required competency and skills for achieving the outcomes of the project.
These experts with adequate experience in the relevant competencies and skills
would be drawn from the existing SERP staff based on a competency test and
accreditation process, from the open market and government departments on
contractual basis for the life of the project. On an urgent basis, keeping the June 2,
2014 deadline on formal bifurcation of the State, SERP has initiated the process of
hiring a competency mapping consultant agency for carrying out the competency
mapping and screening test for existing SERP staff for fulfilling the staffing
requirement for RIGP. This process needs to be completed by appraisal.
8.4 Organization Structure
The PMU would be governed by a RIGP customized HR Guidelines and Manual,
which will lay out the principles of staff management. The HR Guidelines and
Manual will include provision of deployment of staff on secondment through
technical support agencies and hiring of retainer consultant. The HR Guidelines
and Manual will ensure better remunerations with rigorous performance based
accountabilities. The management of staff will be outcome oriented and the project
will be setting up a result based performance management system from the
beginning.
The exact staffing pattern(s) at various levels would be based on a service area
approach that will be derived based on geography, number of mandals taking up
each commodity, population density, roll out strategy and phasing of the project.
The staff to be taken in the PMU will be hired through a professional human
resource agency.
The PMU will comprise of eight distinct functional units or cells. These are:
 Livelihoods Cell;
 Human Development Cell;
 Social Protection & Entitlement Cell;
 Monitoring & Evaluation;
 Information, Communication and Technology Cell;
 Program Support Cell;
 Knowledge Management Cell; and
 Governance Cell;
Apart from the above in-house functional units and down the line functions based
implementation arrangement in terms of spear head teams and technical staff for
various components of the project there will be partnership and hiring of selected
number of technical support agencies that will provide technical assistance and
implementation support to the project. The requirement, scope and nature of the
requirement for each component are elaborated further in the component

247
 descriptions. A detailed diagram describing the organization structure is given
below.

In addition, the project will also make provision through CGG in placing certain
number of dedicated staff in various line department for providing technical
assistance and implementation support to the project.
Proposed Organogram

Figure 31 Organogram

Steering Committee

Implementation Review & Support

Committee

Project Management Unit

Livelih Human Social

Social M&E & ICT Program
Program
Livelih Human M&E & Data
Data ICT
ood Develop Protection
Protection &
& Analytics & Support
Support
ood Develop Analytics &
ment Entitlements
Entitlements Knowledge
ment Knowledge
Management
Management

Rural
Rural Health
Health ,, Financial
Financial
Value
Value Nutrition
Nutrition NREGA Manage
NREGA Manage
Chains
Chains &
& Pre-
Pre- ment
ment
School
School
Education
Education PDS
PDS
Rural
Rural Procure
Procure
Retail
Retail Pensions ment
ment & &
Pensions
Chains
Chains Contract
Contract
Manage
Manage
Insurance
Insurance ment
ment

HR
HR &&
Bangaru
Bangaru Thalli
Thalli Administra
Administra
tion
tion 248
Scholarships
Scholarships
9 Knowledge Management and Communications
Knowledge Management is the process of capturing, developing, sharing, and
effectively using organisational knowledge.[1] It refers to a multi-disciplined approach
to achieving organisational objectives by making the best use of knowledge. The
knowledge includes tacit knowledge and explicit knowledge. Tacit knowledge
represents internalized knowledge that an individual may not be consciously aware of,
such as how he or she accomplishes particular tasks. Explicit knowledge represents
knowledge that the individual holds consciously in mental focus, in a form that can
easily be communicated to others.
A successful Knowledge Management effort needs to convert internalized tacit
knowledge into explicit knowledge to share it. The same effort must permit
individuals to internalize and make personally meaningful any codified knowledge
retrieved from the knowledge Management effort. For knowledge to be made explicit,
it must be translated into information. Knowledge process interaction between
explicit knowledge and tacit knowledge follows a cycle in which implicit knowledge
is 'extracted' to become explicit knowledge, and explicit knowledge is 're-internalized'
into implicit knowledge.[2]
Knowledge Management is closely related to monitoring and evaluation, decision
making, learning processes, capacity building processes, as well as having a
fundamental link to communication of knowledge. Overview of information,
knowledge, communication triangle is given below:

Figure 32 KM(C) Cycle

Overview of KM(C) cycle

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 Chapter 9
Objectives of Knowledge Management and Communications (KMC)
The proposed project will as assist SERP and the State to strengthen such
processes: to develop more organised and accessible information and knowledge
base; strengthening knowledge sharing processes at various levels, including
internal and external; supporting processes for accelerating the identification and
refining and communicating of innovations, good practices, policy findings, and
converting information to high quality knowledge and learning materials for
different audiences.
Activities of KMC: Core priority activities and required resources will include:
 Inventory and organization of existing information and knowledge and
prioritising needs;
 Strengthening the capacity to transform existing information into knowledge,
action and learning;
 Developing an information exchange and knowledge access system for
practitioners (wikis, community of practice) linked to information and
knowledge base etc;
 Developing a rigorous local, national and international exchange and visit
system for generating best practice and strengthening capacity, including at the
international level (AP must be exposed to global best practice as well as
shown as global best practice;
 Based on the above, compiling develop innovative knowledge and
communication products and processes;
 Put in place a system for tracking KMC effectiveness and incentives for all
stakeholders, particularly staff to engage in KMC.
The KMC system will also need to build in structured links with M&E, MIS
analytics, thematic teams and HR, as all are closely engaged in information
generation as well as knowledge and learning. Particular support will be to
thematic components with their own plans for knowledge management.

9.1 Knowledge Management Strategies

SERP and the associated livelihoods programs and projects have been intensely
generating and processing knowledge, fundamental to achieving the myriad
outcomes and change that has take place in AP. These processes include many user
driven reports and studies, exposures and cross visits, learning and exchanges
across all levels from community, practitioners to policy makers, and using their
vast store of tacit knowledge to innovate and scale up, as well as websites,
emerging digital libraries etc. Existing SERP Knowledge Management and
Communication (KMC) strategies are:
 Innovations and scaling up, has happened with knowledge management
 District level meetings with federations

250
  Component teams using MIS data
 Thematic studies feeding into new systems
 Impact assessment reports, evaluations are used, actions taken
 Exposure and cross visits at all levels
 Guidance material
 Strategic approach required
 Thematic silos to some degree
 Less external communication of lessons and impacts
 Tracking of knowledge generation, use and influence
 Sharing of information and reports – high class and powerful
communication material
Strategic Needs of SERP in KMC Area: Strategic needs of SERP in KMC
are:
 Strengthen common institutional memory, wide range of resource materials
available
 Exchange on processes and practice (both tacit to explicit), building
communities of practice
 Synthesis for strategic decision making (short and medium term), evidence
based
 Identifying innovation, good, ‘best’ practice – as well as useful lessons
from failure
 Feed into capacity building: learning materials
 Resource for policy and programme analysis (AP is the cutting edge)
 Create reference point for partner awareness
Processes and Systems for KMC: Key Process and Systems for KNOWLEDGE
MANAGEMENT
 Basic information storage and access system (not data/MIS)
 Generating new knowledge material (videos, learning notes, case studies,
etc) in innovative ways, involving community
 Information exchange system
- Website, Intranet and Wikis (see options)
- Guided cross visits, feedback and documentation
- Structured community-to-community exchange
- Series of knowledge exchange and learning fora (thematic)
 Capacity to transform existing information into knowledge and action
 Capacity to transform knowledge material into communication material
(influence), including visualization and mapping
 Tracking effectiveness of KMC (e.g. after action review, feedback,
utilization of products)
 Incentives for knowledge sharing (visibility, authorship, further exposure)
 Thematic silos to some degree
 Less external communication of lessons and impacts
 Tracking of knowledge generation, use and influence
 Sharing of information and reports – high class and powerful
communication material
251
Communication Strategy
Strategic Communication involves active solicitation of people’s perspective to help
consider options to shape the formulation of policy, ensuring that the mechanisms are
in place for a two-way flow of information and to build consensus among stakeholders
about the development agenda. In order to ensure a two-way flow of information, both
internal and external factors that influence human communication are taken into
account. Internal factors include various human aspects such as culture, psychology,
behavior and attitudes, while external factors include various technological or non-
technological vehicles such as print and broadcast media, information and
Figure 33 Communication Flow

Communication
flow in the
preparation and
implementation
of Strategy

communications technology (ICT), folk media, and interpersonal, face-to-face or

group communication. These are the factors that help develop appropriate messages,
identify the right channel or vehicle to deliver these messages and gather feedback in
effective and meaningful ways so that it can be used in the formulation,
implementation and monitoring of poverty reduction strategies. Relevant information
or messages need to be translated into the local language/dialect so that they can be
understood by people on their own terms at all levels. The strategic communication
flow in the preparation and implementation of the Development Strategy is
represented in the above Figure. The Communication Strategy has two components:
 Communication for Behavioral Change: Communication for Behavioral Change
ensures that beneficiaries are empowered and motivated to participate in their own
development. It also prompts an interactive, dialogue mode to effect sustained
behavior transformation, leading to positive action.

252
 Information & Documentation: Information Component aims to ensure that
information flows within the project and between the project and the outside world
i.e. intra and external communication with regard to objectives, vision,
components, finances, processes, final outcomes and impact of the project.
While both the components have different scopes, the outcomes of each feed into the
other. On one hand, information about the project flows to the grassroots, facilitating
behavioral change and on the other, periodic assessment provides feedback into the
information infrastructure and monitoring and learning system. These new learning is
fed back and operationalized in the project.
Communication Objectives: The following are the objectives of the
communication component of the project:
1. Disseminating to the project beneficiaries and the outside world the
earnestness of the State about poverty alleviation.
2. Ensuring participation of beneficiaries and other stakeholders in the process.
3. Ensuring timely/quality dissemination of project components to aid timely
interventions.
4. Transforming women's groups into learning centres.

The objective is for a two way communication among all the stakeholders of the
project. An illustration of the two way communication among different players is
given in the following figure:
Strategies for Communication: The strategies for communication are:
 To detail types of information to disseminate and the target audience, processes
for communicating, methods and timing
 Flow of learning, information from the grassroots – vertical and horizontal.
 To ensure transparency, accountability, compliance with the Right to
Information Act.
 To support participation and capacity building of poor communities.
 Encourage partnership – NGOs, Private Sector, Experts/consultants
 Information/Documentation Depository and response time at the District and
Mandal levels
 Responsibility for generation and dissemination of information
Communication Processes / Activities in the State and at the District level:
 Monthly Newsletter of SERP.
 Publication of ‘Indira Kranthi Patham’ quarterly Magazine to disseminate
information about the project processes / activities
 Publication of IKP Annual Report
 Development of Communication materials and translating various project
materials so that process knowledge reaches the target group.
 Collection of success stories from districts
 Conducting writers workshops to develop skits and songs forartists.
Identification of artists, selection and imparting trainings to artists at district
and zonal levels.
 Conducting press tours and documentation. Collecting press clippings from
both state and district level.
 Publishing brochures and pamphlets on various project components.

253
  Selection and training of Community Reporters. Development of appropriate
syllabus for the Reporters. Training has been imparted to Community
Reporters of Ranga Reddy district in video production.
 Production of films, CDs and audiocassettes on various project components.
Creation of a series of case studies and training in audio-visual medium
focusing on diverse themes like Institution Building, Federations and
functioning, bank linkages, emerging livelihoods and income generation best
practices and success stories.
 Utilizing the KU band Government ‘Mana channel’ to disseminate information
to the community.
 Training of communication staff in ‘Coordinating TV production’ at Marri
Chenna Reddy Institute of Human Resources and Development.
Community Media: Community media transfers strategic communication tools
to the women themselves. The project has enabled print reporters, radio reporters,
Kalajatha teams and has also trained video reporters from the community.
Community Newsletters: Community Newsletters, a voice for the poor and
marginalized communities, are being encouraged at the district (DPMU) level,
completely managed by the SHG women. ‘Navodayam’ a community magazine
brought out by the SHG women of Chittoor district offers right way of not only
presenting the issues of poor and vulnerable communities but also an important path to
empower the rural women. The four major aims ‘Navodayam’ has laid out for itself
are – (a) to amplify the voice of the rural poor, (b) to put rural women in charge of
news coverage, (c) to place information within the reach of the rural poor, and (d) to
adapt journalism as a tool for empowerment of women.
Community Video: Training of reporters from the community in digital camera
usage and editing by international trainers. Release of monthly video magazine
reflecting their needs and voices in some of the districts is being proposed.
Documentation Centre at the State level: The proposed Documentation centre will
function as an Information Hub. The Centre will be the repository for project materials
and other documents from both the State and district levels including films, CDs, print
materials, posters, books and booklets.
Technologies Available for KMC: Early knowledge management technologies
included online corporate yellow pages as expertise locators and document
management systems.[3] Combined with the early development of collaborative
technologies (in particular Lotus Notes), knowledge management technologies
expanded in the mid-1990s. Subsequent knowledge management efforts leveraged
semantic technologies for search and retrieval and the development of e-learning tools
for communities of practice (Capozzi 2007).[4] More recently, development of social
computing tools (such as bookmarks, blogs, and wikis) have allowed more
unstructured, self-governing or ecosystem approaches to the transfer, capture and
creation of knowledge, including the development of new forms of communities,
networks, or matrixed organisations. [5] [6]
Implementation Arrangements
To do this, the project will fund under the M&E unit a knowledge management
leader, with key support on communications and documentation support, as well as
specialised agency support on networking, product development and events, and

254
communications. It will support hardware and software and training for
information and knowledge IT platforms, events and fora, travel costs for
exposures (including international), as well as development of high quality
knowledge and media products. Action: Over the next six months SERP should
hire an agency with specialist experience in knowledge management (primarily,
rather than communication only) to assist with an inventorying of existing
information and knowledge, and review associated processes ongoing and
planned, and develop strategy. They should also provide direct guidance to ensure
core accessibility to the inventory, test an initial practitioner exchange platform as
well as prepare with the SERP team a number of priority high quality and practical
knowledge products. This is essential also to preserve a core knowledge in the face
of possible state bifurcation.
Initial work plan
 KMC review and inventory of KMC processes and materials
 KMC strategy
 Basic information storage and organisation
 Initial information and knowledge exchange system development (wiki
etc)
 Documentation of existing priority information
 Startup stakeholder learning workshops across themes
 Identify and support thematic communities of practice
 Initial communication messages and materials
 Establish KMC monitoring system
Core links KMC: KMC is closely associated with all aspects of Monitoring,
Evaluation and Learning. The areas of association are:
- With M&E: case studies, thematic studies, impact assessments – what
really works, and why notResources / structure
- With process monitoring: understanding ‘what’ and causes
- With analysis and MIS: link with thematic analysis, data mining
- Close link into strategic planning: annual, mid-term, programme level
- Learning and capacity building processes: for community and staff,
and awareness building of key partners
- Developing guidance material
Human resources: Communication team at SERP will work under the guidance
of Monitoring, Evaluation and Learning and will be supported by:
 Knowledge Management and learning expert - SPM level
 Communications specialist – Project Manager level
 Human networking, documentation and technical writing specialist –
Young professional
The manpower requirement for KMC in both the States of Telengana and Andhra
Pradesh is given below:

255
 Table 42 KMC Statewise

State SPM PM YP/PE Total

Andhra
1 1 1 3
Pradesh

While no explicit manpower is planned at District and sub-districts levels, the

manpower of MEL at district levels will support the KMC efforts in the districts
wherever necessary. In addition, concerted effort will be made to utilize the
services of the Community Members and Community Based organizations as
explained in the text.
The tem will support SERP in KMC in terms of:
 Learning/workshop/fora events support
 Documentation, technical writing support
 Web-management for communication
 Audio visual support
 Structurally ensure links resources to/within:
- Capacity building and learning routes
- M&E and MIS/analytics
- Thematic/Components KNOWLEDGE MANAGEMENT and
communication
Hardware and software:
- Servers, info mgt, wiki, web,
- Video, radio, publications
- Events

Project Costs: The total estimated cost of KMC at SERP over the next 5 years for
both the States of Telangana and Andhra Pradesh is Rs. 883.00 lakhs. The details of
these costs are given below:

256
 Table 43 APRIGP Budget (Values in Rs Lakhs)

Heads Sub Components PY 1 PY 2 PY 3 PY 4 PY 5 TOTAL

Knowledge Servers, Information 10 10 10 10 10 50
Management management, wiki, web
etc.
Video, Radio, Publications 10 10 10 10 10 50
Events 5 5 5 5 5 25
Printing and Stationary 5 5 5 5 5 25
Trainings and Capacity 5 5 5 5 5 25
building of MEL Staff
Sub Total 150.00
30.00 30.00 30.00 30.00 30.00

257
 Chapter 10
10 Financial Management System
10.1 Objectives
APRIGP Financial Management System (FMS) aims at assisting project
management in:
 Ensuring effective and efficient use of resources;
 Highlighting on financial aspects and key performance indicators.
 Ensuring accountability at various levels.
 Enhancing transparency on financial aspects;
 Establishing satisfactory internal controls to ensure that policies and procedures
outlined by project management on various operational aspects are adhered to;
 To account for and report on sources and uses of project funds and meet
Bank’s fiduciary requirements; and
 Assisting in meeting the financial reporting requirements of Government of Andhra
Pradesh, Government of India, the World Bank and other stakeholders.

10.2 Implementation Arrangements

The main implementing agency for the project is Andhra Pradesh Society for
Elimination of Rural Poverty (APSERP), a society registered under the Societies
(Telengana) Act. APSERP has also implemented the Bank-funded AP DPIP project
(CR 3332-IN) and APRPRP (Cr. No. 3732-IN, Cr. No. 3732-1-IN and Cr.No:46750-
IN). The State Project Management Unit (SPMU) set up for the implementation of
APDPIP and RPRP will coordinate the proposed project. The SPMU will be
assisted by District Project Management Units (DPMUs) Autonomous ITDAs
(Integrated Tribal Development Agency) set up in each district will implement the
project components relating to tribal development. Tribal Project Management Unit
(TPMUs) will implement the RPRP under Tribal Sub Plan areas under the
administrative control of the Project Officer, ITDA.

The Sub-Project Implementing Agency (SPIA) will implement sub projects. The
SPIA can be a Village Organization (VO — federation of Self Help Groups at the
Village Level), Mandal Mutually Aided Cooperative Society (MMACS) or Producer
groups.
Table 44 Cost and Means of Verification

Estimated
Nature of Accounts
cost in US Cost
Component Transaction/ recorded Means of Verification
Million center
Activity at
Dollars
1.Livelihood Promotion 60.00 Monthly Financial
2.Human Development 30.00 Statements in respect of
3.Access to Entitlements 15.00 each cost Centre, quarterly

258
 4.TA,ICT & Partnerships 30.00 SPMU At SPMU progress report ,internal
5.Project Implementation 15.00 SPMU Salaries & At SPMU audit, external audit, M&E
Support Operational
Expenses
Total 150.00

10.3 Fund flow arrangements

The SERP will operate within the existing financial management systems of
GoAP, which operates through the centralized eFMS and AWFP. The project has
invested in Electronic Fund Management System that integrates transaction
processing in the project with cash management services offered by the banking
system on Core Banking System (CBS) platform. This system has allowed real
time monitoring of fund flows and utilization across accounting units.
No separate bank accounts will be established for the project and the authorization
to honor project related payments will be derived from the appropriated budget.
The funds-flow process is summarized below.
a) Government of India (GOI) would pass on Funding Agency funds to the
Government of Andhra Pradesh (GOAP) in accordance with the prevailing
policies and procedures applicable to passing on of Funding agency -funds
from GOI to States. GOI & GOAP would bear the foreign exchange risk.
b) GOAP would provide funds for the project through annual budgetary
allocation under
to the SPMU. This would include both Funding Agency funds and
Government counterpart funds.
c) The APSERP SPMU would retain part of the funds for activities managed
directly by the SPMU, and disburse funds to the 300 Mandal Samakhyas
/Concerned VOs.
d) SPMU will release funds to the 300 mandals against agreed Annual Works
&Finance Plan and as per FM provisions of MoU which will be signed between
SERP and World Bank. Funds will be made available in four tranches each year
through budget authorizations to Mandal Samakhyas or Zilla samakhyas.
Wherever funds are released in advance, the MSs /ZSs will be required to
submit utilization certificates from end users, as per established GoAP
procedures.
e) Funds flow from SPMU to Mandal Samakhyas/Village Organisations will be
through Electronic Fund Transfer system. Under this system, annual budgetary
allocations will be approved by SPMU for each cost-center against specific
budget lines. The cost-center will generate sanctions and draw down from a
centralized state level bank account using the online banking systems up to the
budgetary limits and within the agreed delegation of financial powers. Fund
releases from the state to SHG federation/s and other institutions (producer
companies, NGOs etc.,) will be made through electronic transfer systems, based
on the terms and conditions for fund releases as documented in the MoU or
financing agreements, as the case may be.
Accounting Policies, Procedures and Systems

259
 Project expenditure at national level will be as per standard government systems
of Andhra Pradesh and subject to controls as per General Financial code of AP. All
fund releases approved in the Annual Work& Finance Plan will be recorded as
expenditure in accordance with existing GoAP rules.

The following general principles will apply:

 SPMU and its constituent district and block units and SHG Federations will
maintain its books of accounts on a cash basis following the double entry principle
of accounting;
 a common set of `back office’ rules on financial management, including
accounting and financial rules at the State, SHG federation and SHG level will
apply uniformly across all activities and all sources of funds;
 SRLMs will put in place acceptable internal audit arrangements, commensurate
with the size of the operation;
 all funds released to the district and block level units will be treated as inter unit
transfers until expenditures are incurred at these levels;
 financial controls including delegation of financial powers and financial rules will
be followed as documented in the Financial Management Manual; (Attachment-
1)
 all fund releases to SHG Federations against Community Investment Support/Seed
capital which are in the nature of grants to be used for on-lending purposes will be
accounted for as grants (expenditures) in the books of accounts of SPMU;
 SHG federation will maintain books of accounts for the receipts and loans
provided to SHGs and will prepare regular financial statements. SHGs will in turn,
provide loans to their constituent members to fund economic activities to enhance
livelihoods or other consumption needs as described in the Community
Operational Manual which lays down the fiduciary arrangements at the
Community level.
 The project will invest in (a) developing detailed assessment criteria for grading of
SHGs and Federations; and (b) providing handholding accounting technical
assistance (bookkeepers, accounting hubs etc.,) to the federations to help maintain
accounting records and prepare monthly/annual financial statements for the loan
portfolio. The federation annual accounts will be subject to statutory audits as
required by the state laws;
 the accounting for fund releases to other institutions, including Producer
Companies, NGOs and service providers will be guided by the terms and
conditions of respective the contractual arrangements or financing agreements; and
 A separate platform shall have to be developed for accounting and financial
reporting for village Organizations (and SHGs). This will ensure standardization
and consistency in the quality of accounting. This will also provide online access
to financial information for community level at the aggregate as well as standalone
basis. The accounting system at the SHG/federation level will be automated
through m-book keeping.

10.4 Sub- Project Agreements

The financial management arrangements for the implementation of the sub-projects
will comprise of the following:

260
 SPIA/SERP will open a separate Project Bank Account for project funds. The funds
in this bank account will only be used for project related payments. Operations and
maintenance contributions, savings from subproject and related payments will not be
made into this Project Bank Account.
The sub-project agreements will be based on lump sum contracts with payments
linked to achievement of physical milestones. The milestones and the payment
installments will be defined in the agreements. The Agreements will also need to
indicate the beneficiary contributions in cash, material or labor required for each of
the milestones.
To take care of the possible delay, in issue of Utilization certificates by specified
agencies, as to the attainment of the specified milestone, 10% of the cost of
subproject will be released as additional advance together with the first installment.
This additional advance will be adjusted in the last installment. (For example: If the
3 installments are 30%, 50% and 20% of the approved amount of the sub-project
then in the 1st instalment 40% would be disbursed and in the last installment only
10%.). This design of the funds release mechanism, takes into account. the objectives
of ensuring that there is sufficient amount of funds available at the village-
level/Mandal level for payments on sub-projects and that the number of installments
are maintained at a reasonable level, while at the same time ensuring that internal
controls are maintained and that amounts are being promptly and regularly
accounted for.
The lump sum agreements based on achievement of physical milestones will allow
the SPIAs to retain savings, if any which arise from efficiency and economy in
project implementation.
The release of the payments will be subject to (i) signing of the Agreement; (ii)
opening of Project bank account; (iii) deposit of cash contributions for each
milestone into the bank account; (iv) services of trained book-keeper; (v)
certification of achievement of physical milestones; (vi) submission of regular
financial reports.
Though contributions in kind form part of the project costs, these do not qualify as
eligible expenditures for reimbursement from the Bank Credit. This will, however be
factored into the disbursement percentage.
In cases where the actual cost of the sub-project is less than the original
estimate, the excess amount advanced would be in the sub-project itself and
utilized for the project by SP1A.

10.5 Staffing
Given that the scope of work will increase from managing the financial affairs of 300
Mandals, the capacity and number of staff required to handle the additional
responsibilities will need to be substantially enhanced. The Financial Management
Organizational Structure is at Attachment 1
Since the finance functions are substantially decentralized, it will be important
to ensure that the DPMU/TPMUs are staffed with competent District Finance
Managers (DFMs) with suitable experience in modem accounting and financial
practices. The DFMs will have the overall responsibility for all accounting and

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 financial aspects viz., accounting and reporting arrangements for the
MSs/ZSs/TPMUs. The DFMs will be assisted by APMs and DMGs (Fin), as per the
requirement.
10.6 Audit Arrangements
Notwithstanding the statutory audit of SERP and other agencies by the Comptroller and
Auditor General of India, the independent auditors for the financial audit of the
project would be five firms of Chartered Accountants, appointed by SERP. The
qualifications of the firm of chartered accountants would be subject to review by
IDA. The Terms of Reference of the auditors will be agreed with the Association and
will form part of the Financial Management Manual. The audit will be carried out in
accordance with the International Standards of Auditing. The Terms of Reference for
the Auditors is at attachment 2.
For further details on Accounting Policies, Procedures, Chart of Accounts, Reporting,
Monitoring. Impact of procurement Arrangements, Disbursement Arrangements,
Computerized Financial Management System, Financial Management Reports the
Financial Management Manual of APRPRP may be referred to.

10.7 Financial Reporting

SPMU will be responsible for compiling and preparing consolidated project
financial progress reports on a quarterly basis. These Interim Unaudited Financial
Reports (IUFRs) will aggregate the financial reports for the following: (a) SPMU
level expenditure; (b) fund releases toZSs/MSs/VOs by SPMU; (c) State
level/District level/MS level/VO level financial reports, as obtained from their
financial management systems. The SRLM financial reports will reflect all sources
(World Bank and State) and uses of funds with detailed statement of related
expenditures. The quarterly consolidated project IUFRs will be submitted to the
Bank within 45 days of end of each quarter. The reporting formats (IUFRs) will be
agreed upon and included in the Financial Manual.

10.8 Disbursement Arrangements

An initial advance with a fixed ceiling (to be determined by appraisal) would be
deposited into the segregated designated account maintained in US dollars at
Reserve Bank of India, Mumbai by CAA&A, GOI. Withdrawals from the
Designated Account will be on receipt of quarterly withdrawal applications from
SPMU and to the extent of reported expenditures during the period. As per the
standard Centre-State mechanism for Central Sponsored Schemes, Go1 funds to
the States will be on a grant basis with 25% counterpart funding by the States
(10% in the case of North East and hilly states). Fresh advances into the
designated account would be based on actual expenditures reported as per the
IUFRs, thus replenishing the Designated Account to the fixed ceiling and would be
processed by CAA&A. The fund releases to the States and accounted for at MoRD
level as `Grants-in-Aid’ will not be considered as eligible expenditures for
purposes of disbursement under the project.

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10.9 External Audit
The annual statutory audit of SPMU will be conducted by Chartered Accountant
firms acceptable to the Bank, as per terms of reference agreed with the World
Bank. These CA firms will be empanelled by MoRDand accepted by AG. The
SPMU shall submit annual project financial statements to the Bank by 30th of
September every year for previous financial year. The annual audit report shall be
submitted to the Bank within six months of the closure of the financial year; and
will consist of (i) audit opinion;(ii) annual financial statements; and (iii)
management letter highlighting significant issues to be reported to the
management.

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 Chapter 11
11 Procurement Arrangements
Procurement for the proposed project shall be carried out in accordance with the
World Bank's "Guidelines: Procurement of Goods, Works and Non-Consulting
Services under IBRD Loans and IDA Credits & Grants by World Bank Borrowers"
dated January 2011 revised July 2014(Procurement Guidelines); and "Guidelines:
Selection and Employment of Consultants under IBRD Loans and IDA Credits &
Grants by World Bank Borrowers" dated January 2011 revised July 2014 (Consultant
Guidelines) and the provisions stipulated in the Financing Agreement. For each
contract to be financed by the Bank, the different procurement methods or consultant
selection methods, the need for prequalification, estimated costs, prior review
requirements, and time frame are agreed between the Borrower and the Bank project
team in the Procurement Plan. The Procurement Plan will be updated at least annually
or as required to reflect the actual project implementation needs and improvements in
institutional capacity.

Items to be procured:
Procurement of Goods:. Goods procured under this project would include office
equipment ,furniture, IT equipments ,Tablets,UPS,Datacards,Solar charges etc While
some software being proprietary in nature will be procured by direct contracting, other
goods and software will be procured by ICB,NCB, shopping and or using Directorate
General of Supply and Disposal (DGS&D) rate contract within shopping threshold.
The NCB standard bidding documents of the Bank as agreed with GoI task force (and
as amended from time to time) will be used for procurement of all NCB Goods. For
ICB/LIB contracts, the Bank’s latest SBDs will be used.

Procurement of Works: While no major operational works are envisaged under this
project there may be some small works, not exceeding NCB threshold and may
involve shopping in some cases. No ICB civil works are envisaged under the project.
The NCB Standard Bidding documents of the Bank as agreed with GOI task force
(and as amended from time to time) would be used for procurement of all NCB civil
works.

Selection of Consultants: Some major consultancies are likely to be procured by SERP

are technical support agency for various activities , and M&E agency ,Short lists of
consultants for services estimated to cost less than $800,000 or equivalent per contract
may be composed entirely of national consultants in accordance with the provisions of
the Consultant Guidelines. The Bank's Standard Request for Proposal Document will
be used as a base for all procurement of consultancy services to be procured under the
Project.

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The procurement of any goods and consulting services from any government
department/agency which does not fulfill provisions of Para 1.7 (c) of Procurement
Guidelines and Para 1.13 (b) of Consultant Guidelines, payment of centage charges to
any agencies, if any, will not be eligible for the Bank financing. It was agreed that
such expenditure will be met from SERP own funds. During implementation also if
such requirements arise, those will be financed from SERP’s own resources.

Assessment of the agencies’ capacity to implement procurement

The implementation responsibility of the proposed project lies with SERP. While
SERP has been previously engaged in APDPIP and APRPRP projects funded by Bank
but given the State bifurcation the staffing and capacity has significantly reduced..
Presently Telengana has one procurement official supported by an individual
procurement consultant. For executing multi sector engagement and complex IT
procurement under the project requires adequate and qualified staffing arrangement
which has been agreed as part of mitigation measure.

Presently no other partner or implementing agency is envisaged to carry out any

procurement under the project . Should the need arise for engaging any IA for carrying
out procurement a procurement assessment shall be carried out to determine the risk
and capacity of that IA.

Procurement Risk Mitigation: The main procurement risks that can be perceived at
this stage, based on the general public financial management in the country and in the
states where project is likely to be implemented and the assessment carried out at
SERP are: (i) procurement of goods and works at SERP/MS level has normal
fiduciary risks of transparency, fairness and varying capacity, (ii) varying capacity in
designing appropriate qualification requirements as per Bank’s SBD Goods and Works
with an ability to influence the market in receiving appropriate pricing and delivery
commitments, (iii) inadequate complaint monitoring system, (iv) lack of established
system of public disclosure of information on procurement actions, and (v) possible
collusive practices in procurement of works.

The above and the other applicable deficiencies have been addressed in the ORAF
risk mitigation measures. The overall project risk for procurement is ‘High l’. After
mitigation measures implemented, the residual risk will be ‘Substantial’.

Procurement Arrangements and Mitigation measures

Nodal agency and supervision of the project: SERP will act as the nodal agency, a
single point of contact for the Bank for the purpose of appropriately implementing the
agreed procurement processes and procedures. SERP will be coordinating with other

265
IA if applicable for all procurement activities and related information, as and when
required and will proactively engage with all IA to ensure its appropriate
implementation.

Procurement Staff and training: The Procurement Cell at SERP would have a
procurement officer to handle and /or coordinate all purchases under the project. This
cell would be supported by a consultant firm having experience in Bank funded
procurement. Capacity building is an important aspect for the project. As part of sound
governance and good project management, there is need for strengthening the capacity
of SERP so that procurement is handled with efficiency and effectiveness. The pre-
requisite for staff to handle project procurement would be attending procurement
training following Bank Procurement Guidelines. SERP will discuss with ASCI,
Hyderabad for customized procurement trainings for all concerned officials in the
project. A training plan shall be worked out for staff at SERP who will undergo
training.

Procurement Plan (PP): Based on the agreed cost tables SERP has prepared the
draft procurement plans for project implementation for the first 18 months of the
project which provide the basis for the procurement methods and review by the
Bank..These initial procurement plans shall be agreed between the Borrower and the
Bank's project team before negotiations and would also be published on the SERP
website and on the Bank's external website. For certain specialized assignments SERP
has envisaged hiring certain agencies on SSS basis. The sole source justification to be
sent by SERP shall be reviewed by the Bank on case to case basis.

Procurement Manual: Procurement Manual: SERP has prepared a Procurement

Manual which will have the objective of ensuring consistency in procurement
activities and will be an integral part of the PIP. It will present clear understanding of
the agreed procurement procedures, community participation in procurement and
related processes and procedures and mitigation measures based on the lessons learnt
from the predecessor project. The Manual shall also detail the internal control
mechanism to ensure timely and regular oversight of project procurement.. Once
cleared by Bank it will provide necessary guidance for procurement under the
project .The manual shall be reviewed and agreed prior to negotiations. Once agreed
no amendment to the procurement manual shall be carried out without review and
clearance from the Bank.

E-procurement: On receiving a request from SERP for carrying out assessment for e-
procurement, the system shall be assessed by the Bank. Upon Bank clearance SERP
and other IA shall be able to use eprocurement system for the project. On the basis of
the Model Bidding Documents agreed with between the GoI and the Bank and
updated from time to time, Bidding Documents for all critical procurements during
first 18 months will be prepared by SERP and submitted for review by Bank . Once
cleared by Bank these can be used as model documents for other similar procurement
under APRIGP . In case eprocurement is agreed then SERP shall prepare the draft

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ebidding document for works and goods and the draft RFP document for consultancy
services for the project and send them to Bank for clearance.

NCB Conditions: The following conditions must be met in order for the bidding
process under NCB to be acceptable to the Bank

(a) only the model bidding documents for NCB agreed with the GoI Task Force (and
as amended from time to time) shall be used for bidding;
(b) invitations to bid shall be advertised in at least one widely circulated national daily
/newspaper, at least 30 days prior to the deadline for the submission of bids;
(c) no special preference will be accorded to any bidder either for price or for other
terms and conditions when competing with foreign bidders, state-owned enterprises,
small scale enterprises or enterprises from any given state;
(d) except with the prior concurrence of the Bank, there shall be no negotiation of
price with the bidders, even with the lowest evaluated bidder;
(e) extension of bid validity shall not be allowed without the prior concurrence of the
Bank for the first request for extension if it is longer than four weeks; and for all
subsequent requests for extension irrespective of the period;

(f) re-bidding shall not be carried out without the prior concurrence of the Bank. The
system of rejecting bids outside a pre-determined margin or “bracket” of prices shall
not be used in the project;
(g) rate contracts entered into by DGS&D will not be acceptable as a substitute for
NCB procedures. Such contracts will be acceptable however for any procurement
under Shopping procedures; and
(h) two or three envelop system shall not be used.

Disclosure: The following documents shall be disclosed on the SERP website: i)

Procurement plan and updates, ii) Procurement manual iii) invitation for bids for
goods and works for all ICB and NCB contracts, iv) request for expression of interest
for selection/hiring of consulting services, iv) contract awards of goods, works and all
consultancy services, v) list of contracts following DC or Single Source Selection
(SSS), vi) short list of consultants, (vii) contract award of all consultancy services,
(viii) list of contracts following DC or CQS or SSS on a quarterly basis, and (xi)
action taken report on the complaints received on a quarterly basis, (ix) action taken
report on the complaints received on a quarterly basis. The following details shall be
sent to the Bank for publishing in the Bank’s external website and United Nations
Development Business (UNDB): (a) invitation for bids for procurement of goods and
works using ICB procedures, (b) request for expression of interest for consulting
services with estimated cost more than $300,000, (c) contract award details of all
procurement of goods and works using ICB procedure, (d) contract award details of all
consultancy services with estimated cost more than $300,000, and (e) list of

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contracts/purchase orders placed following SSS or CQS or DC procedures on a
quarterly basis.. Further SERP will also publish in their websites, any information
required under the provisions of suo moto disclosure as specified by the Right to
Information Act.

Complaint Handling Mechanism: To deal with the procurement complaints received

by the SERP, a complaint handling mechanism for the project shall be developed and
will be published in the SERP website. On receipt of complaints, immediate action
would be initiated to acknowledge the complaint and redress in reasonable time frame.
All complaints would be dealt at levels higher than that of the level at which the
procurement process was undertaken. Any complaint received would be forwarded to
the Bank for information and the Bank would be kept informed after the complaint is
redressed.

Methods of Procurement
The table below gives highlight of the various procurement methods to be used for this
project. These along with agreed thresholds would be reproduced in the procurement
plan. The thresholds indicated in the following table is for the initial 18 months period
and is based on the procurement performance of the project, these thresholds would be
modified as and when required.
Procurement Methods

Category Method of Threshold (US$

Procurement Equivalent)
Goods and ICB >3,000,000
Non-
LIB wherever agreed by
consultant
Bank
services
NCB Up to 3,000,000 (with
NCB conditions)
Shopping Up to 100,000
DC As per para 3.7 of
Guidelines
PPP Services As per para 3.14 of
Guidelines
Force Account As per para 3.9 of
Guidelines
Framework As per para 3.6 of
Agreements Guidelines
Works ICB >40,000,000
NCB Up to 40,000,000 (with
NCB conditions)

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 Category Method of Threshold (US$
Procurement Equivalent)
Shopping Up to 100,000
DC As per para 3.7 of
Guidelines
Community As per para 3.19 of the
Participation in guidelines
Procurement
Force Account As per para 3.9 of
Guidelines
Consultants’ CQS/LCS Up to 300,000
Services
SSS As per para 3.9-3.11 of
Guidelines
Individuals As per Section V of
Guidelines
QCBS/QBS/FBS for all other cases
Shortlist may Up to 800,000
comprise national
consultants only

Review by the Bank: The Bank will prior review following contracts:
Procurement Prior review Post review
Threshold threshold
Works All contracts more All contracts below
than US$5 million US$5 million
equivalent
Goods All contracts more All contracts less
than US$0.5 million than US$0.5 million
equivalent equivalent
Services (Other than All contracts more All contracts less
consultancy than US$0.5 million than US$0.5 million
equivalent equivalent
Consultancy > US$200,000 < US$200,000
Services equivalent for firms; equivalent for firms;
and and
> US$100,000 < US$100,000
equivalent for equivalent for
individuals individuals
The first contract issued by SERP for each category i.e Goods, works and consultancy
will be prior reviewed by the Bank, irrespective of value. In addition, the justifications
for all contracts to be issued on LIB, single-source (>US$10,000) or direct contracting

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(>US$10,000) basis will be subject to prior review. These thresholds are for the initial
18 month period and are based on the procurement performance of the project could
be modified over the course of implementation. The prior review thresholds would
also be given in the Procurement Plan. The Procurement Plan would be updated at
least annually and would reflect the change in prior review thresholds, if any. In
addition, the Bank would conduct an annual ex-post procurement review of the
procurement falling below the prior review thresholds mentioned above. any.

Post Review by the Bank: For all contracts for contracts not covered under prior
review , the Bank would conduct an annual ex-post procurement review of the
procurement falling below the prior review thresholds mentioned above

Frequency of Procurement Supervision: The Bank will normally carry out the
implementation support mission on semi-annual basis. The frequency of the mission
may be increased or decreased based on the procurement performance of the Project.

Government owned enterprises or institutions in India may be hired for unique and
exceptional nature if their participation is considered critical to project
implementation. In such cases the conditions given in clause 1.10 of Procurement of
Goods, works and non-consulting guideline and clause 1.13 of Consultant Guidelines
shall be satisfied and each case will be subject to prior review by the Bank. Similarly
goods, non-consultancy services or works supplied/carried out by a government-
owned unit that is not managerially, legally or financially autonomous shall be
considered as a Force Account for which paragraph 3.9 (Force Account) of the
Procurement Guidelines will be applicable with prior review of the Bank.

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 Chapter 12
12 Strategy for Environment Management Framework
Introduction
The EMF for the APRIGP is an integral part of the implementation arrangements related to
activities concerned with environmental implication. An Environment study was undertaken
and an Environment Management Framework has been developed for the APRIGP to ensure
that the project interventions are environmentally sustainable and are in compliance with
applicable laws and regulations and policies of the Government of India, the Government of
Andhra Pradesh and triggered safeguard policies of the World Bank.
The EMF is applicable to 2 components of the project, component 1 – Livelihood Promotion
and Component -2 Human Development as the activities proposed under these 2 components
are likely to have a bearing on the surrounding environment. EMF is also applicable to the
component -4 ICT and partnerships as an innovation forum is proposed on ‘Green Business
Opportunities’.
The objective of EMF for APRIG is:
To Ensure Environmental Sustainability of livelihood and Human Development
interventions proposed under APRIG and to contribute to economic enhancement by
accessing premiums through Climate friendly (energy efficient and water efficient)
practices in value chains and KRuSHE enterprises.
The approach is:
 Greening of the value chains as part of livelihood promotion
 Integrating environmental management into relevant activities under the Human
Development component
 Scouting for and partnership building with agencies for technical support on Green
Business Opportunities
12.1.1 Overview of the EMF Report:
The structure of the report is as follows. The report is presented in 2 volumes. Volume
1 - Chapter 1 provides an overview of the Objectives and components of APRIGP.
Chapter 2 provides legal and regulatory framework that is applicable to the project
activities and chapter 3 provides the Environment Guidelines for the Value chains
and value chain specific guidelines in the form of annexures.
Chapter 4 provides Environment Management Framework. It provides technical and
institutional strategy and procedures for environment planning. The relevant details
under each chapter are attached as Annexures. Volume 2 – provides an overview of
environmental situation of the state in context of rural livelihoods, and initiatives of
SERP in different sectors – Agriculture, Livestock, Health and Nutrition, Water and
Sanitation

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12.2 Legal and Regulatory Framework for APRIG Project
The objective of the project is to bring in value addition interventions into different
Value chain and Human Development activities that would help the producer groups
and federations to increase their household incomes. Meanwhile it is very important
to keep in mind that all the interventions by the producer groups and federations
should be compliant with the laws and regulations of the country and the state i.e. the
legal and regulatory frameworks based on Government of India and Government of
Andhra Pradesh and Safeguard policies of World Bank. Compliance with these rules
and regulations ensure alignment of these investments with sustainable management
of concerned natural resources.
This chapter lists out the applicable Acts, Rules and Regulations of Government of
India and Government of Andhra Pradesh. A negative list of activities is developed
based on the Legal and Regulatory framework applicable to APRIG which is
provided as Annexure 1.
Table 45 Legal and Regulatory Framework applicable for APRIG

S. Act, Policy or
No Government Order
1 Environment (Protection)
Act, 1986 and EIA
Notification, 2006
Amended: 1991
2 Wildlife (Protection) Act,
1972
Amended: 1993 and No.16
of 2003, (17/1/2003) – The
Wild Life (Protection)
Amendment Act, 2002
Relevance to APRIGP Status
Emission or discharge of pollutants beyond the
specified standards is not permissible. Applicable.
(Environmental Impact Assessment (EIA) is APRIG will promote setting up of
required for specified categories of food food processing units where
processing industries. necessary permissions are to be taken
as applicable.
To provide for the protection and improvement
of the environment. It empowers the Central
Government to establish authorities {under
section 3(3)} charged with the mandate of
preventing environmental pollution in all its
forms and to tackle specific environmental
problems that are peculiar to different parts of
the country.
Destruction, exploitation or removal of any wild
life including forest produce from a sanctuary of Applicable
the destruction or diversification of habitat of
any wild animal, or the diversion, stoppage or
enhancement of the flow of water into or outside
the sanctuary is prohibited without a permit
granted by the Chief Wildlife Warden.

The Act provides for protection to listed species

3 Forest (Conservation) Act,
1980
The Act is an interface
between conservation and
development.
Permits judicious and
regulated use of forest land
for non-forestry purposes.
4 Forest Rights Act 2006.
Scheduled Tribes and other
Traditional Forest
Dwellers (Recognition of
Forest Rights) Act, 2006.
of flora and fauna and establishes a network of
ecologically-important Protected Areas (PAs)
The APRIGP is unlikely to involve diversion of
forest land for non-forest purposes. However,
while supporting activities related to
establishment of storage structures, processing
centres or procurement centres, it is necessary to
ensure that that land is not forest land.
The Act seeks to recognize and vest certain
forest rights in the forest dwelling Scheduled
Tribes and other traditional forest dwellers such
as collection of Minor forest produce, access to
grazing grounds and water bodies, traditional
areas of use by nomadic or pastoral
communities.
Applicable
The APRIGP is unlikely to involve
diversion of forest land for non-forest
purposes. However, while supporting
activities related to establishment of
storage structures, processing centres
or procurement centers, it will be
done in accordance with Forest
Rights Act given below.
Applicable
Activities like infrastructure
facilities, irrigation and water
conservation structures are likely to
happen under APRIG as part of Value
chain enhancement through Producer
Organisations and Human

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S. Act, Policy or
Relevance to APRIGP Status
No Government Order
Development components.
The Central Government can provide for
diversion of the forest for infrastructural
facilities managed by Government which involve
felling of trees not more than 75 per ha such as
schools, hospitals, fair price shops, drinking
water, irrigation, water harvesting structures, non
conventional sources of energy, roads, vocational
and skill training centres, community centres etc.
5 Insecticides Act, 1968 A license is required for the sale, stock or
exhibition of sale or distribution of any Not Applicable
insecticide. The use of certain insecticides are APRIG will not involve in activities
Amendment: Insecticides prohibited or restricted under this Act. like procurement, stocking and sale
(Amendment) Act, 1977 To regulate the import, manufacture, sale, of insecticides as all the crop
(24 of 1977) transport, distribution and use of insecticides productivity enhancement is planned
with a view to prevent risk to human beings or through non chemical methods.
animals, and for matters connected therewith.
6 The Fertilizer (Control) Registration is required for selling fertilizer at
Order, 1985 any place as wholesale dealer or retail dealer. Applicable.
The Non Chemical Pest Management
Shops may involve in selling of
fertilisers at a very small scale. Also
applicable where collective
procurement and distribution happens
through Producer Groups.
7 The Seed Act, 1966 Selling, bartering or otherwise supplying any
seed of any notified kind or variety, requires that Applicable.
– APRIG will promote seed production
a) Such seed is identifiable as to its kind or farms at ----- level that supply seeds
variety; to all member farmers of Producer
b) Such seed conforms to the minimum limits of Groups. Also applicable in cases
germination and purity specified where mass procurement and
c) The container of such seed bears in the distribution of seed is done through
prescribed manner, the mark or Label containing Producer Groups.
the correct particulars.
To provide for regulating the quality of certain
seeds for sale, and for related matter
8 The Air (Prevention and To provide for the prevention, control and
Control of Pollution) Act, abatement of air pollution in India. Applicable.
1981 APRIG will involve in setting up of
Amended: 1987, 1992 and processing mills and food processing
2003 units which may require following
prescribed standards as per the Act.
9 Public Liability Insurance To provide for public liability- insurance for the Not Applicable.
Act, 1991 purpose of providing immediate relief to the Activities under APRIG are not likely
Amended: 1992 person affected by accident occurring while to involve in handling of any
handling any hazardous substance and for hazardous substances.
matters connected therewith or incidental
thereto.
10 Noise Pollution To regulate and control noise producing and Applicable
(Regulation & Control) generating sources with the objective of Activities under APRIG such as
Rules, 2000 maintaining the ambient air quality standards in mills and processing units shall take
respect of noise. into consideration all aspects of noise
pollution to avoid noise menace.

11 Indian Forest Act, 1927 To consolidate the law relating to forests, the Applicable.
transit of forest-produce and the duty leviable on Applicable to APRIG where shifting
timber and other forest-produce. cultivation is in practice by
No fresh clearings for cultivation or for any other beneficiary members.
purpose shall be made in such land except in
accordance with such rules as may be made by
the State Government in this behalf.
In the case of a claim relating to the practice of
shifting cultivation, the Forest Settlement-officer

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S. Act, Policy or
Relevance to APRIGP Status
No Government Order
shall record a statement setting forth the
particulars of the claim and of any local rule or
order under which the practice is allowed or
regulated, and submit the statement to the State
Government, together with his opinion as to
whether the practice should be permitted or
prohibited wholly or in part.
In the case of a claim to rights of pasture or to
forest-produce, the Forest Settlement-officer
shall pass an order admitting or rejecting the
same in whole or in part.
12 The Water (Prevention and To provide for the prevention and control of Applicable.
Control of Pollution) Act water pollution, and for the maintaining or Applicable to activities under APRIG
1974 restoring of wholesomeness of water in the where water from small scale
Amended: 1988 country. industries and food processing units
No person shall knowingly cause or permit any release wastes that have pollutants
poisonous, noxious or polluting matter that are likely to enter into water
determined in accordance with such standards in bodies.
to stream or well or sewer or on land.
No person shall cause or permit to enter into any
stream any other matter which may tend, either
directly or in combination with similar matters,
to impede the proper flow of the water of the
stream in a manner leading or likely to lead to a
substantial aggravation of pollution.
13 The Biological Diversity To provide for conservation of biological Applicable.
Act, 2002 diversity, sustainable use of its components and Applicable to APRIG where
fair and equitable sharing of the benefits arising collection of minor forest produce
out of the use of biological resources, knowledge and processing is involved.
and for matters connected therewith or incidental
thereto.
14 The National Green The National Green Tribunal Act 2010 is Applicable.
Tribunal Act, 2010 approved by the President of India on June 2, Applicable in areas where damage to
2010. It provides for establishment of National property, environment happens due
Green Tribunal- a special fast-track court for any to development activities.
speedy disposal of environment-related civil
cases.
Industrial operations and processes shall be
carried out as per the safeguards under
Environment Protection Act 1986. Compensation
and relief for any damage to people (death or
injury), property and environment.
15 Coastal Regulation Zone The new notification replaces CRZ 1991.The Applicable.
Notification 2011, and Government of India declares the coastal Applicable in areas where processing
Island Protection Zone stretches of seas, bays, estuaries, creeks, rivers units are to be located near Coastal
Notification 2011 and backwaters which are influenced by tidal Regulation Zone.
action up to 500 metres from the High Tide Line
(HTL) and the land between the Low Tide Line
(LTL) and the HTL as Coastal Regulation Zone
(CRZ) and imposes restrictions on the setting up
and expansion of industries, operations or
processes, etc., in the CRZ. In the latest
notification the no development zone' is being
reduced from 200 meters from the high-tide line
to 100 meters only to meet the increased
demands of housing of fishing and other
traditional coastal communities.
16 Indian Fisheries Act 1897 Use of dynamites or explosives or poison for Applicable.
fishing is an offence. Applicable to APTIGP where capture
fisheries is involved.
17 Fruit Product Order (FPO) Fruit Products Order -1955, is promulgated Applicable.
1955 under Section 3 of the Essential Commodities Applicable to all fruit based
Act - 1955, with an objective to manufacture processing units are planned under
fruit & vegetable products maintaining sanitary APRIG.

274
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
and hygienic conditions in the premises and
quality standards laid down in the Order. It is
mandatory for all manufacturers of fruit and
vegetable products including some non fruit
products like non fruit vinegar, syrup and
sweetened aerated water to obtain a license under
this Order. Following minimum requirements are
laid down in the Fruit Product Order for hygienic
production and quality standards:
(i) Location and surroundings of the factory
(ii) Sanitary and hygienic conditions of premises
(iii) Personnel hygiene
(iv) Portability of water
(v) Machinery and Equipment with installed
capacity
(vi) Quality control facility and Technical staff
(viii) Product Standards
(viii) Limits for preservatives and other additives
18 The Food Safety and The Food Safety and Standards Authority of Applicable.
Standards (Food Products India (FSSAI) has been established under the Applicable to food manufacture and
Standard and Food Food Safety and Standards Act, 2006 as a processing units under APRIG.
Additives) Regulations statutory body for laying down science based
2011 standards for articles of food and regulating
manufacturing, processing, distribution, sale and
import of food so as to ensure safe and
wholesome food for human consumption.
19 Prevention of Food Broadly, the PFA Act covers food standards, Applicable.
Adulteration Act, (PFA) general procedures for sampling, analysis of Applicable to food manufacture and
1954 food, powers of authorized officers, nature of processing units and KRuSHE marts
penalties and other parameters related to food. It selling food products under APRIG.
deals with parameters relating to food additives,
preservative, colouring matters, packing and
labelling of foods, prohibition and regulations of
sales etc.
20 Agricultural Produce To Provide for the grading and marketing of Applicable.
(Grading and Marking) agricultural and other produce. Applicable to agricultural produce
Act, 1937 (Act No. 1 of marketing under APRIG.
1937) (as amended up to
1986)
21 The Bureau of Indian An Act to provide for the establishment of a Applicable
Standards Act 1986. Bureau for the harmonious development of the Applicable to agricultural produce
activities of the standardisation, marking and marketing under APRIG.
quality certification of goods and for matters
connected thereto.
22 The Export Inspection The Export Inspection Council (EIC) was set up Applicable.
Council of India and the by the Government of India under Section 3 of Applicable to value chains where
Export (Quality Control Export (Quality Control and Inspection) Act, export of commodities or processed
and Inspection) Act 1963 1963 (22 of 1963), in order to ensure sound products is planned under APRIG.
development of export trade of India through
Quality Control and Inspection and for matters
connected thereof.
23 Hazardous Waste It is mandatory under the provisions of the Applicable.
(Management & Handling) Hazardous Waste (Management & Handling) Applicable to small scale enterprises
Rules1989. Rules, 1989 framed under section 6, 8 and 25 of under APRIG which may involve
Environment (Protection) Act, 1986 for any handling of Wastes from Dyes and
person handling hazardous wastes, as Dye intermediate containing organic
categorized in the Schedule-I & II to obtain chemical compounds (50 kgs per
authorization of the State Pollution Control year), waste oils and oil emulsions
Board for collection, reception, storage, (100 kgs per year) phenols (5 kgs per
transportation, treatment and disposal of such year), acid alkaline slurry (200 kgs
wastes. per year). The list of banned dyes is
attached as Annexe 2 of Annexure 5.

275
 S. Act, Policy or
Relevance to APRIGP Status
No Government Order
24 Plastics Wastes Rules, Manufacture, sale and use of recycled and Applicable.
1999 coloured plastic carry bags less than 20 microns Applicable to Rural marts where use
in thickness in the state is banned and levying of plastic bags is possible during sale
penalties for violation under Environment of provisions etc.
Protection Act, 1986.

25 e-waste (management and
Handling) Rules, 2011
26 Classification of industries
for consent management
[Red, Orange & Green
Categories]
Consumers or Bulk consumers of electrical and Applicable to APRIGP as tablets will
electronic Schedule I shall ensure that e-waste be purchased under ICT component.
generated by them is channelized to the
authorised collection centre(s), or registered
dismantler(s) or recycler(s) or is returned to the
pick up or take back service provided by the
producers; and Bulk consumers shall maintain
record of e-waste generated by them in the Form
2 and make such record available for scrutiny by
the State Pollution Control Board or the
Pollution Control Committee concerned.
Consent is required for setting up and operation Applicable.
of different categories of industries from State Applicable to APRIG where mills,
Pollution Control Board. Category wise list processing units and small scale
placed in Annexure 3. enterprises will be set up.

27 The Disaster An Act to provide for the effective management Applicable.

Management Act, of disasters Applicable to small scale enterprises
2005 and construction projects that need
prescribed standards.
National Policies
28 National Forest Policy To ensure environmental stability and
1988 maintenance of ecological balance (direct Applicable
economic benefits being considered)
 Area under forests
 Afforestation, social forestry, and farm
forestry
 Management of state forests
 Rights and concessions
 Diversion of forest lands for non-forest
purposes
 Wildlife conservation
 Tribal people and forests
 Shifting cultivation
 Damage to forests from
encroachments, fires and grazing
 Forest-based industries
 Forest extension
 Forestry education
 Forest survey and database
 Legal support and infrastructure
development
 Financial support for forestry
29 National Water Policy, To ensure that planning, development and Applicable
1987 and 2002 management of water resources are governed by
national perspectives.
Environmental safeguard policies of the World Bank
30 Environmental The Bank requires environmental assessment Applicable
Assessment (OP 4.01) (EA) of projects proposed for Bank financing to
ensure that they are environmentally sound and

276
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
sustainable, and thus to improve decision making.
31 Natural Habitats (OP The Bank does not support projects that, in the Applicable
4.04) Bank‘s opinion, involve the significant conversion
or degradation of critical natural habitats
32 Pest Management (OP In Bank-financed agriculture operations, pest Applicable.
4.09) populations are normally controlled through The commonly used pesticides in
integrated pest management approaches, such as India and their status as per WHO
biological control, cultural practices, and the classification list is attached as
development and use of crop varieties that are Annexure 4.
resistant or tolerant to the pest.
The Bank does not finance formulated products
that fall in WHO classes IA and IB, or
formulations of products in Class II, if (a) the
country lacks restrictions on their distribution and
use; or (b) they are likely to be used by, or be
accessible to, lay personnel, farmers, or others
without training, equipment, and facilities to
handle, store, and apply these products properly.

33 Forests (OP 4.36) The Bank distinguishes investment projects that Applicable
are exclusively environmentally protective (e.g.,
management of protected areas or reforestation of
degraded watersheds) or supportive of small
farmers (e.g., farm and community forestry) from
all other forestry operations. Projects in this
limited group may be appraised on the basis of
their own social, economic, and environmental
merits. The Bank finances plantations only on
non-forested areas (including previously planted
areas) or on heavily degraded forestland.

State Regulations

34 The Andhra Pradesh The Government may constitute any land as reserved
Forest Act 1967. forest by publishing a notification in the Andhra Pradesh Applicable.
Gazette and in the District Gazette concerned specifying Applicable to APRIGP in
the details of the land, declaring the proposal to make it tribal areas where the
reserved forest, and appointing a Forest Settlement activities involve interaction
Officer to consider the objections against the declaration with reserve forest areas for
and to determine and settle the rights claimed to the land any of the activities under
or to any forest produce of that land. value chains.
During the interval between the publication of a
notification in the Andhra Pradesh Gazette and the date
fixed in the notification, without the written permission
from the Forest Settlement Officer, in the land specified:
 No right shall be acquired by any person in or
over the land except by succession or under a grant or
contract by the Government or any person who had such
a right before the publication of the notification of the
land to be reserved.
 No new house shall be built or plantation
formed, no fresh clearing for cultivation or for any other
purpose shall be made, and no trees shall be cut for the
purpose of trade or manufacture. Also, no person shall
set fire or kindle or leave burning any fire in such
manner as to endanger or damage such land or forest
produce.
 No patta in such land shall be granted by the
Government.
 If the claim relates to a right of way, right to
watercourse or to use of water, right of pasture, or a right
to forest produce, the Forest Settlement Officer may
admit or reject the claim. If the claim is admitted, the
Forest Settlement Officer may ensure the continued

277
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
exercise of the rights subject to certain conditions agreed
upon with due regard to the maintenance of the reserved
forest.
The following are prohibited in reserved forest (except if
the act is done with the written permission of the
Divisional Forest Officer or if it is done as part of the
exercise of rights ensured by the Forest Settlement
Officer):
 Set fire, kindle fire or leave any fire burning in
such manner as to endanger such forest
 Kindle, keep or carry any fire except at seasons
and conditions specified by the Divisional Forest Officer
 Trespass, pasture cattle or allow cattle to
trespass
 Cause any damage, either wilfully or
negligently in felling or cutting any trees or dragging any
timber
 Fell, girdle, lop, tap or burn any tree or strip off
the bark or leaves from or otherwise damage the same
 Quarry stone, burn lime or charcoal
 Collect or subject to any manufacturing
process, any forest produce
 Clear or break up or plough any land for
cultivation or for any other purpose
 Hunt, shoot, fish, poison water or set traps or
snares
 Damage, alter or remove any wall, ditch
embankment, fence, hedge, or railing, or
 Remove any forest produce
It prohibits absolutely or regulates, subject to such
conditions in the entire state of Andhra Pradesh or within
such local limits as may be specified, the establishment
The Andhra Pradesh of pits or machinery for sawing, converting, cutting,
Forest (Amendment) burning, concealing or making of timber, the altering or
Act, 1997 effacing of any marks on the same, of the possession or
carrying of hammers or other implements used for
marking timber.
35 Andhra Pradesh The following are prohibited in a protected forest (except Applicable.
Protected Forest when the act is done in accordance with any Government Applicable to APRIG in
Rules, 1970 order or with permission of the Chief Conservator of tribal areas where the
Forests, Conservator or Forests or Divisional Forest activities involve interaction
Officer): with protected forest areas
 Clearing, ploughing or breaking up of land for for any of the activities under
cultivation or any other purpose value chains.
 Kindling of fire
 Cutting, sawing, conversion and removal of
trees and timber and collection and removal of natural
produce
 Quarrying of stone, the boiling of catechu or
the burning of lime or charcoal
 Cutting of grass, or the pasturing of cattle, and
 Hunting, shooting, fishing, poisoning of water
and setting of traps or snares
Persons belonging to scheduled tribes are eligible for the
following concessions:
The removal of timber, bamboos, and forest produce
from the protected forests for domestic and agricultural
purposes on payment of the fee fixed for the purpose.
Agricultural purposes includes the use of:
 Timber for agricultural implements
 Poles and thorns for hedges
 Bamboo for fencing and roofing of huts and
sheds in fields, and

278
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
 Leaves for green manure

Domestic purposes includes the use of:

 Fuel for heating and cooking
 Timber and other forest produce for the
erection and repair of permanent and temporary
dwellings, cattle sheds, pandals and fencing of
compounds and fields
36 The Andhra Pradesh The Andhra Pradesh Land, Water and Trees Act and Applicable.
Water, Land and Trees Rules, 2002 are to promote water conservation and tree
Act, 2002 and the cover and to regulate the exploitation and use of ground
Andhra Pradesh and surface water for protection and conservation of
Water, Land and Trees water sources and land.
Rules, 2002. State, District and Mandal authorities are constituted
under these rules. The Ex-Officio Chairman of the
District Authority is the District Collector and the Ex-
Officio Member Secretary is the Project Director,
Drought Prone Area Programme / District Water
Management Agency. The Ex-Officio Chairman of the
Mandal Authority is the Mandal Revenue Officer and the
Ex-Officio Member Secretary is the Assistant Executive
Engineer, Rural Water Supply.
Ground Water Owners of all wells (including those which are not fitted
Protection with power driven pumps) and water bodies in the State Applicable.
Measures. shall register their wells/water bodies with the Village Applicable to productivity
Secretaries of the Gram Panchayats. enhancement activities under
No person shall sink any well in the vicinity of a public agriculture commodity value
drinking water source within a distance of 250 metres, chains where interventions
without permission from the Authority, and if the well is may involve sinking of bore
to be used with a power driven pump, without wells, and Human
permission from APTRANSCO. Sinking of any well for Development interventions
public drinking purpose and hand pump for public or involving drinking water
private drinking water purpose is exempted from this. supply.
In areas declared as overexploited by the Authority, no
person shall sink a well without the permission of the
Authority.
Every rig owner shall register his machinery with the
Authority.
Land and Soil No brick manufacturing shall be taken up in areas where Not Applicable.
the soil is prone to erosion and depletion. No brick manufacture or
Wherever coal based thermal power plants are in sand mining related activities
operation, all constructions within a radius of 10 are proposed under APRIG.
kilometres shall be taken up with bricks made only of fly
ash. Sand mining shall not be permitted in I, II and III
order streams except for local use in villages or towns
bordering the stream. Transportation of sand from these
notified I, II and III order streams through mechanical
means out of the local jurisdiction shall be banned. In IV
order streams, sand mining shall be restricted to specified
areas. In V order and above rivers (eg: Godavari,
Krishna, Penna) sand mining may be permitted without
affecting existing irrigation, drinking water or industrial
uses.
Sand mining shall not be carried out within 500 metres
of any existing structure (such as bridges, dams, weirs, or
any other cross drainage structure) and within 500 metres
of any groundwater extraction structures (either for
irrigation or drinking water purposes).
Sand mining shall not be permitted within 15 metres or
1/5th of the width of the stream bed from the bank,
whichever is more.
In streams and rivers where the thickness of sand is quite
good (more than 8 metres), the depth of removal may be
extended up to 2 metres. Sand mining shall not be

279
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
permitted in streams where the thickness of sand
deposition is less than 2 metres. In minor streams, where
the thickness of sand deposition is more than 3 metres
and less than 8 metres, the depth of removal of sand shall
be restricted to one metre. Sand mining shall be
restricted to depths above the water table recorded during
monsoon and in no case shall effect/disturb the water
table.
Surface Water No undesirable wastes including liquid wastes shall be Applicable.
allowed to be dumped in the water bodies by any person Applicable to APRIG
or organization. activities such as food
processing, milk chilling
units and small scale
enterprises that may involve
disposal of wastes into
surface water bodies.
Trees Tree plantation and landscaping shall be adopted in all Applicable.
public and private premises. Applicable to APRIG where
No felling of the trees or branches is permitted without felling of trees may happen
prior permission of the Authority. for infrastructure provision –
Compulsory planting in residential areas, procurement centres, storage
commercial/institutional areas and industrial areas as per godowns, mills and
the following details is to be taken up: processing units.
For residential areas with an area of:
Below 100 sq. metres 3 trees
101 to 200 sq. metres 5 trees
201 to 300 sq. metres 10 trees
More than 301 sq. metres 10 trees, plus 5 trees for every
increase of 100 sq. metres
For commercial and institutional areas with an area
of:
Below 200 sq. metres 2 trees
201 to 500 sq. metres 4 trees
501 to 1000 sq. metres 6 trees, plus 2 trees for every
increase of 100 sq. Metres
37 The Andhra Pradesh Saw mill means a mechanical contrivance for sawing, Not applicable.
Saw Mills cutting or conversion of timber with the aid of electrical APRIG will not support any
(Regulation) Rules, or mechanical power but does not include a contrivance saw mills.
1969 operated solely by manual power.
No person shall install, erect or operate a Saw Mill for
cutting, converting or sawing of timber without obtaining
a licence for such installation from the Divisional Forest
Officer.
No licence for setting up fresh saw mills within a
distance of 5 km. from the boundary of any Forest under
the control of the Forest Department shall be granted.
38 Andhra Pradesh No forest produce shall be moved into or from or within Applicable.
Forest Produce the State by land or water unless such produce is Applicable to the activities
Transit Rules, 1970 accompanied by a permit. which involve transport of
Timber exceeding 25 cm in girth at its thickest part and forest produce or fuel wood
one metre in length, except timber sawn into sizes shall for any manufacture,
not be moved into or from or within the State of Andhra processing units or small
Pradesh, unless such timber bears a distinguishable scale enterprises.
Government transit mark authorizing the transit.
(Firewood means all timber below 25 cms in girth at it
thickest end and one metre in length.)
39 The Andhra Pradesh Minor Forest Produce means any forest produce other Applicable.
Minor Forest Produce than timber, trees (excluding bamboos) and charcoal. Applicable to small scale
(Regulation of Trade) No person other than the Government or an authorized enterprises under APRIG
Act, 1971 officer of the Government or an agent appointed by the based on Minor Forest
Government shall sell or purchase or cure or otherwise produce.
process or collect or store or transport any minor forest
produce. Any sale to or purchase from the Government,
the authorized officer or the agent appointed by the

280
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
Government of a minor forest produce is permitted.
Every grower, other than the Government, shall, if the
quantity of the minor forest produce grown by him
during a year is likely to exceed such quantity as may be
prescribed, get himself registered with the Divisional
Forest Officer.
A registered grower may collect any minor forest
produce from any land belonging to him on which such
produce is grown and may transport the minor forest
produce to the nearest depot.
No grower shall carry on any trade or business in or any
industry with the use of the minor forest produce except
in accordance with the provisions of this Act and the
rules made there under.
Every manufacturer of finished goods using minor forest
produce, and every exporter of minor forest produce
shall get himself /herself registered.
40 The Andhra Pradesh The object and purpose of the Regulation was to create a
Scheduled Areas State monopoly in the trade of minor forest produce in Applicable.
Minor Forest Produce Scheduled Areas through Andhra Pradesh. Applicable to activities
(Regulation of Trade) No person other than the Girijan Cooperative involving collection and sale
Regulation, 1979. Corporation, Ltd., shall sell or purchase or cure or of minor forest produce.
otherwise process or collect or store or transport any
minor forest produce.
Any sale to or purchase from the Corporation of a minor
forest produce is permitted.
1 The Andhra Pradesh The Forest area situated in Patta land is a Private Forest. Applicable.
Preservation of No permission for felling of the following prohibited Applicable to infrastructure
Private Forest Rules, trees is granted: related activities that require
1978. 1. Vepa (Azadirachta indica) cutting of trees for
2. Ippa (Madhuka latifolia) construction.
3. Mamidi (Mangifera indica)
4. Kunkudu (Sapindus emarginatus)
5. Mushti (Strychnos nuxvomica)
6. Chinta (Tamarindus indica)
7. Panasa (Artocarpus integrifolia and Artocarpus
hirsuta)
8. Karaka (Termalia chebula)
9. Tuniki (Diospyrosmalonaxylon)
10. Kanuga (Pongamia glabra)
Permission to cut the following reserved trees shall not
be granted unless the trees exceed 120 cm in girth at 1.3
m height from ground level (Also, the felling should be
as close to the ground as possible):
1. Bandaru (Adina cordifolia)
2. Billudu (Chloroxylon swietenia)
3. Jittegi (Dalbergia latifolia)
4. Yepi (Hardwickia binata)
5.Raktachandanam (Pterocarpus santalinus)
6. Yegisa (Pterocarpus marsupium)
7. Chandanam (Santalum album)
8. Salwa (Shorea robusta)
9. Kusum (Schleichera trijuga)
10. Teku (Tectona grandis)
11. Maddi (Terminalia tomentosa)
12.KondaTangedu (Xylya dolabriformis)
42 Andhra Pradesh Public premises means any area under the control of Applicable.
(Protection of Trees Government Department and includes road sides; Applicable to infrastructure
and Timber in Public premises of institutions and public buildings, public related activities that require
Premises) Rules, gardens, porambokes, barren lands, panchayat lands, cutting of trees for
1989. irrigation project sites and canal banks, tank bunds, tank construction, and
spread and foreshores, etc. Unless it is in accordance manufacture or processing
with any order issued by the Government or with prior activities that require fuel
written permission of the Forest Officer, the following is wood.

281
S. Act, Policy or
Relevance to APRIGP Status
No Government Order
not allowed in public premises:
 Felling, girdling, lopping, tapping or burning
of any trees
 Stripping off the bark or collecting leaves or
otherwise damaging a tree
 Removing any produce from such trees
existing in public premises
 Damaging, altering, removing any fence or live
hedge fence
43 Andhra Pradesh The area upto 8 km from the shore is reserved for Applicable to APRIGP where
Marine Fisheries act traditional craft. interventions in marine
1994 (ii) Mechanised boats are allowed to operate beyond 8 fishing are proposed.
km.
(iii) Mechanised fishing vessels of 25 Gross tonnage and
above or 15 m and above of length shall be
allowed to operate only beyond 15 km from the coast.
(iv) No vessel to be engaged in fishing using nets with
mesh size below 15 mm.
(v) Shrimp trawlers engaged in fishing without Turtle
Excluder Device (TED) shall be liable for
confiscation of entire catch and impose a fine of Rs.
2,500/-.
44 The Marine Fishing Ban or closed season to be observed from 15 th April to Applicable to APRIGP where
(Regulation) Act 31st May during breeding season in order to conserve fish interventions in marine
1994. stocks and biodiversity. fishing are proposed.

The mesh size of net used by traditional and mechanised

vessels should not be less than 1/2 inch.

Traditional crafts are not allowed to fish beyond 8 kms

from the shore. Mechanized vessels below15 mts OAL
should operate beyond 8kms only and above 23 OAL
beyond 23 kms.

All mechanized fishing boats and other vessels operation

should be registered or notified to the Fisheries
Commissioner. The vessels with license will only be
permitted to conduct fishing.
Owner shall you only the chemicals that are permitted
for preservation
45 The Andhra Pradesh No person shall make charcoal, or cut or cause to cut Not Applicable.
Charcoal (Production trees for the purposes of making charcoal, without the No charcoal related activities
and Transport) Rules, previous written permission of the Divisional Forest are proposed under APRIG.
1992 Officer concerned.

12.3 Applicability of EMF to APRIGP Components - Environment Impact

of Activities under APRIGP and Environment Friendly Alternatives
This section discusses applicability of EMF to the components of APRIGP, presents
environmental issues that might arise from the proposed activities under APRIGP
along with the recommendations/mitigation measures. The environment guidelines
to help in bringing in sustainability to project activities are provided.
EMF is applicable to 3 components of APRIGP.
Table 46 EMF APRIGP

Component Applicability of EMF

282
 Component 1 – Value chain The value chain enhancement has several
enhancement through producer steps like productivity enhancement,
organizations. processing, manufacture storage etc. EMF is
applicable at every stage of value chain
Component 2- Human Development Green interventions in Health and Nutrition,
Water and Sanitation.
Component 4 – ICT and Partnerships Innovation forum under Partnership
component for ‘Green Business
Opportunities’

12.4 Component 1: Value Chain Enhancement through Producer

Organizations:
This component has two sub-components viz. Rural Value Chains and Rural
Retails Chains/Small Enterprises.
Subcomponent 1 – Rural Value Chains
The sub component ‘Rural Value Chains’ deals with value chains of 6
agricultural commodities and 4 animal husbandry activities listed below:
1. Paddy
2. Red gram
3. Turmeric
4. Cashew nut
5. Pine apple
6. Coffee
7. Dairy
8. Small ruminants
9. Poultry
10. Fisheries
The value chain activities will broadly include interventions for
productivity enhancement, processing, storage and marketing. These
interventions are likely to have a negative impact on environment by:
 Possible over exploitation of the resources such as ground water
for irrigation to enhance the productivity
 Introducing high yielding varieties which need intensive
irrigation, fertilization that have negative impact on soil and
water
 Setting up mills, processing units and storage structure which
need high energy requirement and may release wastes that are
harmful to the environment.
The negative impacts need to be addressed or can be avoided by opting
for an environment friendly alternative available.

283
The ‘environment guidelines’ or ‘environment friendly alternatives’ for
the commodity value chains are presented hereunder:
You could include a table here like this, with generic issues which would
impact each commodity in some form or other. The interventions would
of course be different and you could refer to the specific Annexes … this
is just an example

284
Environmental Guidelines for Agriculture Commodity Value Chains
Agriculture Commodity value Chains: Environmental issues and
best practices in Interventions for Productivity enhancement,
Storage, Processing etc.
Table 47 EMF for Agriculture Commodity Value Chain

S. No Interventions Environmental Impacts Measures

1 Demonstration  Improper use or  Proper methods along with technical
Plots, FFS demonstration of Non chemical knowledge will result in higher adoptions.
methods will not yield in desired results
and thus will affect the confidence of
the target members.
2 Commercial Seed Improper Varietal selection may have  Suitable varieties based on soil and climatic
Production through impact on land races besides input cost conditions as recommended by Agriculture dept to be
Seed village and yield. selected.
concept  Replacement of traditional  Good yielding traditional varieties having
seed varieties with High Yielding demand in market to be encouraged with the help of
Varieties will lead to loss of vital suitable technical agencies.
germplasm.Any technical lapse in seed  Seed replacement to be considered as a
production might lead to low quality resort only when traditional varieties do not respond to
germplasm or local land races might be improved cultural practices.
contaminated when improved varieties  In cases where traditional varieties are being
are produced without proper replaced maintain gene banks of traditional varieties
precautions. for any future use.
 Partnering with institutions for technical
support. Eg: KVK, Agriculture department at Mandal
level etc.
3 Productivity Interventions for productivity
enhancement enhancement might lead to the
following impacts  Use water efficient methods of irrigation
 Excess use of ground water like drip especially for horticultural crops.
for intensive cropping  Restrict to non chemical methods of Pest
 Increased use of pesticides management. Avoid use of pesticides banned and
restricted by World Health Organisation (WHO).

 Soil degradation due to  Adapt organic manuring practices.

fertilizer use and high uptake of
nutrients.
4 Drying  Storage of grains and products Dry the product to attain prescribed moisture level.
like turmeric, cashew, coffee etc. needs Drying on cement platforms, mats etc. will protect the
drying to attain prescribed moisture produce from contamination. Use solar dries wherever
level to avoid pest and disease possible.
infestation which may call for chemical
use for management.
 Drying on open grounds may
contaminate the produce with dirt,
microbes etc.
5 Storage  Storage facilities when not  Storage facility should be well ventilated
properly ventilated will attract pest and and free of moisture seepage.
moisture which will spoil the produce  Follow natural methods of storage pest
 Storage pest infestation is a control such as impregnating gunny sacks in neem oil,
common problem during storage. The using dried neem leaves, repairing all crevices cracks
chemicals used to control stored product in the godown etc.
pests are not allowed under the project.
 Chemicals stored along with
food commodities may contaminate the
produce or give off flavours
 Organic produce stored along  Chemicals/pesticides/weedicides / fertilizers
with non organic produce may lead to should not be stored along with food commodities
adultration

285
S. No Interventions Environmental Impacts Measures

 It is advisable to store organic produce

6 Milling  Noise pollution to the workers
and in the neighborhood due to milling
 Fine dust during milling will
lead to health issues like allergy, asthma
in long run.
7 Processing and  Processing and value addition
value addition may require high amount of energy and
water
 Accidents and health hazards
are possible during processing involving
machinery.
separately.
 Noise protective equipment should be
provided to the operator of the machines.
 Silencer should be attached to the equipment
to reduce noise from the equipment to surrounding
areas.
Person using these machines must wear mask for
preventing the problem related to inhalation
 Use enenrg efficient equiepment for
processing (such as steam boilers in turmeric, steam
roaster in cashew or aqua pulper in coffee)
 Take safety precautions and use safety gear
during processing.

 Unhygienic environment or  The processing environment should be kept

8 Transport
9 Waste disposal
practices at processing will contaminate
the food products
 Organic produce may get
contaminated when transported along
with other commodities.
 Disposal of wastes after
milling or waste (water, seed coats,
peels, etc.) after processing
clean and personal hygiene is must among the
workers.
 Vehicles used for transport for chemicals
should not be used for transport of edible produce.
The vehicle should be cleaned and dried before
transportation of food grains etc.
 Explore the alternate uses for the wastes, in
cases where they cannot be put to alternate use
dispose the wastes as per the prescribed procedures.

Environmental Issues and Best practices in creation and

maintenance of common infrastructural facilities provided to
support the value chains.
Table 48 Environmental Issues and Best Practices

S. No. Interventions Environmental Impacts Measures

1 Upgraded Custom  Spread of weeds and pathogens through
Hiring Centres farm machinery and implements
 Use of some of the machinery such as
Power Weeders, Power sprayers and Power tillers
will increase use of fuels and will cause emission of
GHGs (Green House Gases).
 There can be some safety hazards owing
to use of machinery.
2 NPM shops  Storage of botanical ingredients like
neem seed for long time without proper drying etc.
Will lead to spoilage of the raw material through
molds or even have impact on human health
 Clean machinery and tools after
every use to ensure no weed seed, pathogens
etc. are carried over to next field
 Ensure purchase of fuel efficient
models of this equipment.
Proper maintenance (regular cleaning and
service) would lead to enhanced efficiency
 Awareness on safe use and first
aid requirements.
 Proper drying and storage in a
dry and shaded place will ensure longevity
of the raw material.

 Continuous handling of botanical

extracts, raw materials like neem, tobacco etc. might
cause health hazards. Though neem is a plant with
numerous health benefits its overuse and constant
exposure may lead to some allergic reactions such as
rash or hives, itching, swelling of the mouth or
throat, wheezing, difficulty in breathing etc. Neem
can be toxic to children and its consumption may
lead to vomiting, loose stools, drowsiness, anaemia,
seizure etc.
 Collection of plant material for
preparation of botanical extracts in excess quantities
might affect the regeneration capacity of the specific
plant species in the area.
 Use of safety gear like gloves
and nose masks and proper hand washing
with soap should be promoted after handling
of botanical extracts and their ingredients.
 Collection should ensure enough
propagules are left for regeneration so as to
ensure sustainable harvest of raw materials.
Compensatory plantation of the plant
species used to ensure sustainable use.

286
 S. No. Interventions Environmental Impacts Measures
 Untimely use of NPM principles and non  Proper use in proper dosages
usage in optimum quantities may not result in should be ensured for better results.
desired outcome.

 Preparation of botanical extracts involves

use of fuel wood for boiling and generates smoke
which is harmful to health.
3 Procurement centre  Movement of vehicles to and fro may
at Mandal level result in dust
4 Storage warehouse at  Construction of a brick and mortar
Mandal level structure for the outlet would involve following
(this storage structure negative environmental impacts:
will also act as a  Construction waste, solid waste and heat
point to wholesale and pollution.
marketing point for  Possible clearing of vegetation or cutting
the grains) of trees to set up the structure would involve
negative impact to the environment.
 Lighting equipment with high energy
consumption.
Environmental impacts during operation of the
storage warehouse might have the following impacts
 Flocking of vehicles around the
warehouse will generate air pollution and noise
pollution.
 Smokeless chulha can be
promoted for reducing its ill effects on
health.
 Frequent water sprinkling on the
road and near ground to avoid excessive
dust.
 Careful selection of site in order
to avoid trouble for neighboring people
 Minimize the need for cutting the
trees and damage to native vegetation
 Compensatory plantation if there
is any vegetation loss
 Frequent water sprinkling near
storage area and approach road to avoid
excessive dust.
 Use of LED lighting can reduce
the electricity consumption drastically.

 Collaborate with municipal

authorities for temporary or permanent road
widening to cater to the additional truck
traffic and future traffic.
 Avoid truck traffic during
 Improper storage may lead to loss of morning and evening rush hours
produce
 Store the grains on elevated
structures (dunnage) to avoid direct contact
with floor and to provide aeration.
 Bags should not touch the walls
to prevent the absorption of moisture and
hiding places for rats.
 Fix Zinc sheets at the bottom of
the wooden doors to prevent entry of rats.
 Block all drainage holes with
wired mesh and use rat traps.
 Rats can be killed with bait of
balls made of horse gram flour and cotton
thread or flour mixed with cement.
 Mix leaves of Neem, Karanj,
 Water leakage in godowns will Custard apple, Adathoda and Tulsi to protect
encourage molds. grains from storage insects.
 Storage location should be high
 Lack of proper ventilation and improper and not prone to flooding.
stacking of bags will encourage storage pests and
molds.
 Jute bags are placed in lots of 6
(Breadth) x 10 (length) x 7 m (Height) on
wooden platform or concrete blocks on the
ground with a gap of 15 cm between the
floor and the bag.
5 Hiring transportation Transportation agency with old and ill serviced Collective transportation by transportation
agency for vehicles may cause more emissions. agency using well serviced vehicles will
aggregation and lead to efficient utilization of vehicles, will
transportation. minimise fuel consumption and will
ultimately lead to less emission of green
house gases.

287
Environmental Guidelines for Livestock Value Chains
Environmental Issues and Best practices in Livestock (dairy, small
ruminants, poultry and fisheries) related value chains:
Table 49 Environmental Issues and Best practices in Livestock

S. No. Interventions Environmental Impacts Measures

1. Legal requirements
2 Selection of breeds
and varieties
3 Shed, spacing etc.
4 Feed management
5 Waste management
6 Disposal
carcasses
7 Value addition (milk
cooling, fish
processing etc.
 Permission etc. may be required
for grazing, fishing etc.
 Breeds and varieties that are not
suitable to the location may not perform
well and increase the resource for
maintenance.
 Improper spacing, over stocking
leads to disease spreads and there by use of
curative drugs etc.
 Over grazing livestock or wastage
during stall feeding leads to stress on
environment
 Open disposal of wastes leads to
unhygienic environment
of  Open disposal leads to
contamination of water resources and leads
to spread of diseases in case of diseased
animals
 Energy use and waste disposal
could be an environmental issues in value
addition
 Red norms should be met as per
the recommendations given in legal and
regulatory framework and commodity wise
guidelines.
 Select locally suitable breeds and
varieties that respond well to the local
conditions there by reducing external inputs
and maintenance.
 Recommended ratio of spacing,
stocking etc. to be followed for health of
the animals.
 Grazing or feeding of livestock
should be as per the recommendations
(provided in the Annexure 5)
 Waste disposal should be through
composting or putting to alternate use etc.
as provided in activity specific guidelines.
 Recommended methods of
disposal such as burying or burning should
be followed
 Prescribed standards are to be
followed as suggested in commodity wise
guidelines.

Commodity wise environment guidelines are presented in

Annexure 5, along with list of support agencies.
Subcomponent 2 – Rural Retail Chains/Social Enterprises
The subcomponent Rural retails chains deals with small scale enterprises
and rural retails marts. A brief over view of the environment context of
these enterprises is presented as part of Volume II of this report. This
section discusses the potential environmental issues and environment
friendly alternatives (environment guidelines) for small scale rural
enterprises and KRuSHE marts.
KRuSHE Enterprises:
KRuSHE Enterprises are divided in to two major categories – farm
products and nonfarm products.
1. Farm products: Farm products include food products like
highly nutritional products, value added agriculture products,
processed value added horticulture products eg: pine apple
juice, jam, jelly, powders like turmeric, chilli, coriander etc.,
pickles, dry fish and fresh fish etc.
2. Non Farm products: Non farm products includes chemical
products eg: phenyl, detergent, liquid blue, soap, agarbatti,
candles, pain balm, chalk piece etc, textile products and

288
 handicraft eg: Dwacra crafts leather crafts, wrought iron crafts
etc.
The farm and non farm products that KRuSHE enterprises will deal with
are presented below:
Table 50 KRuSHE Enterprises Products

Farm Products Non Farm products

Ginger products Textiles
Hill brooms Handlooms
Leaf plates Hand bags
Tamarind School bags
Chilli powder Candles
Masala powder Bangles
Turmeric powder Agarbathi
Cashew nut Rangoli
Pickles Soaps
Rice mill Detergents, washing powder
Bengal gram dal Phenyl
Dry copra Pain balm
Herbal products Chalk pieces
Redgram dal Shampoo
Sesamum oil Paper plates
Mango jelly Acids
Coconut oil Liquid blue
Ground nut Salt
Honey Paper covers
Vermicelli Footwear
Sweet, milk products Basket making
Snacks and bakery Mineral water
Papads Coir products
Dry fish
Same comments as previous sectionEnvironment Impacts of KRuSHE
Enterprises:
Negative impact on environment is possible during various steps in
processing and manufacture of farm and non farm products. The
environmental impacts and eco friendly alternatives for different activities
allied with KRuSHEE Marts and the mitigation measures are presented
hereunder:

Environment Guidelines for Processing and value addition of Farm

products
Potential Environmental issues and Environment friendly alternatives in farm
based food product preparation include:

289
 Table 51 Environment Guidelines for Processing and Value Addition of Farm Products

Activity in the value chain or

S. No
steps in the process
1 Registration, licenses
permissions
2 Storage of raw materials and
finished products
3 Manufacture
4 Use of additives, preservatives
5 Energy use
6 Use of water
7 Maintenance and upkeep of
machinery
8 Waste disposal
9 Facilities at processing
manufacturing centres
Possible issues
and Manufacturing and selling of
chemical products without
registration and license is illegal.
Food processing units also need
licenses.
Improper storage of raw materials
leads to spoilage or contamination
of surroundings and chemical raw
materials poses health risks to the
people around. Few materials lead
to explosions and fire hazards when
not stored in required manner.
Manufacture without following
prescribed standards under health
and hygiene affects the quality of
produce.
Use of non permitted additives and
preservatives is illegal and pose
health risks
Energy is required for heating,
boiling, grinding, extraction, drying
etc.
Water is required for cleaning,
washing, boiling etc.
Irregular cleaning or maintenance
will lead to contamination and
improper functioning.
Possibility of accidents during
handling machinery.
Open disposal of decomposable
wastes leads to contamination of
surroundings.
and Lack of required basic amenities
will affect health of workers
Interventions, Best practices
Registration of unit under DIC
Pollution Control Board (PCB)
permissions are required based on type
of activity. Food processing units
should obtain licenses.
Raw materials should be properly
stored in containers with lids in clean
and dry place (prescribed standards are
to be followed for each material).
Finished products should be properly
labeled with manufacture and expiry
date and stored in clean and dry place.
The machinery should be kept clean
and the workers should follow the
prescribed standards of hygiene such as
bathing, hand washing, using gloves,
masks and hair caps etc.
Only the permitted additives and
preservatives should be used as per the
recommendations given in activity
specific guidelines in the Annexe 2 of
Annexure 5.
In case of cooking fuel efficient
devices should be used. Biomass or
solar devices can be promoted to
conserve energy.
Water efficient devices should be
promoted.
Regular upkeep should be followed as
per the prescribed standards.
Personnel should be well trained and
first aid kit should be available.
Wastes should be properly disposed as
per the recommendations given in
activity specific environment guideline
s given in Annexure 6.
The work space should be ventilated to
the extent possible. Should have
drinking water and toilet facilities.

Environment Guidelines for Manufacture of Non Farm products

Potential Environmental issues and Environment friendly alternatives in
nonfarm based enterprises include:

290
 Table 52 Environment Guidelines for Manufacture of Non Farm products
Activity in the value chain or
S. No
steps in the process
1 Registration, licenses
permissions
2 Raw material (Chemical)
3 Storage of raw materials and
finished products
4 Processing and manufacture
5 Energy use
6 Use of water
7 Maintenance and upkeep
machinery
8 Waste disposal
9 Facilities at processing
manufacturing centres
10 Packaging
Possible issues
and Manufacturing and selling of
chemical products without
registration and license is illegal.
Poor quality raw material lead to
burning of hands, breathing problems
etc. during preparation and end use
of the product.
Improper storage of raw materials
leads to spoilage or contamination of
products.
Manufacture without following
prescribed standards affects the
health of workers.
Energy is required by machinery for
heating, running mixing, packing,
Water is required for cleaning,
washing, boiling etc.
of Possibility of accidents during
handling machinery.
Open disposal of chemical wastes or
cleaned water leads to contamination
of surroundings.
and Lack of required basic amenities will
affect health of workers
Use of un decomposable packaging
material further cause the soil
pollution
291
Interventions, Best practices
Registration of unit under DIC and
chemical license and testing for toxic
material is required.
Authentic source of raw material and
suppliers and training on proportion
of raw material to be mixed up can be
given.
Raw materials should be properly
stored in containers with lids in clean
and dry place.
Finished products should be properly
labeled with manufacture and expiry
date and stored in clean and dry
place.
Hand gloves, nose masks and goggles
should be used while handling the
raw materials or finished products.
Green sources of energy can be
promoted to conserve energy based
on feasibility.
Water efficient devices should be
promoted.
Personnel should be well trained and
first aid kit should be available.
Wastes should be properly disposed
as per the recommendations given in
activity specific environment
guideline s given in Annexure 6.
The work space should be ventilated
to the extent possible. Should have
drinking water and toilet facilities.
Bio degraded able ingredients and re-
useable packaging should be
promoted.
 Environment Guidelines for Rural Retail Chains: KRuSHE Marts
Potential Environmental issues and Environment friendly alternatives for KRuSHE marts
include:
Table 53 Environment Guidelines for Rural Retail Chains: KRuSHE Marts

Key aspects in Rural

S. No Possible issues
marts
1 Rural mart structure Poor ventilation, possibility of moisture seepage
etc. will favor the pest and mold growth
2 Storage of provisions The large scale storage of provisions attracts
pests and offers scope for fast multiplication.
Contact with moisture will lead to fungal growth,
off flavors etc.
Interventions, Best practices
The marts should be well ventilated, moisture
proof.
The provisions should be stored in air tight packed
conditions to the extent possible and should be
placed on a cement or wooden platform.

Banned chemicals are not allowed in project for Natural precautions like adding neem leaves,
any storage pest control. spraying the container and floor with neem seed
kernel extract etc. should be followed.

Consumable items when stored with products of Consumable items should not be stored with goods
chemical nature may contaminate the product or of chemical nature such as mosquito coils, pest
give unfavorable odors. repellent liquids or tobacco products.

Flammable items should be stored separately in

3 Product durability, labeling
4 Package material
Flammable items when not stored in required
condition may lead to accidents.
Out dated products or products that are stored for
long time will lead to health issues when
consumed.
Use of plastic bags under thickness of 20 microns
is not allowed for packaging due to their non
recyclable nature and potential negative impact
on environment.
prescribed conditions.
Each product packed and sold by the KRuSHE
mart should have mention of expiry date. Any pest
or mold infested or outdated products should be
cleared and disposed safely on regular basis.
Use news paper wrapping or cloth bags for
supplying the provision to the consumer.
Encourage the consumers to bring cloth bags.

The activity specific Environment Guidelines for farm and nonfarm activities
under Rural retails chains and are attached as Annexure 6 along with list of
support agencies.
This section can remain here but needs more detailing
12.5 Component 2- Human Development
The human development component, by strengthening both community demand and
access to services and strengthening health, nutrition and early childhood education
(ECE) service delivery, will support the Government of Andhra Pradesh in the
reduction of (a) malnutrition in children 0-3 years of age, (b) anemia in adolescent
girls and pregnant and lactating women, (c) low birth weight and (d) the
improvement of learning outcomes and school readiness in children 5-6 years of age
in target areas.
It is proposed to adopt a two pronged approach to implement the project in all the
300 mandals across two states:
1. In 200 mandals (100 mandals from each state), the entire HD plan will be
implemented which includes interventions pertaining to health, nutrition,
water and sanitation, pre-school education, gender, ID for PwD, social
protection, safety nets and entitlements.
2. In the remaining 100 mandals (50 mandals from each state), the focus will be
on piloting few innovations while implementing the HD plans proposed
under the prong one.
292
 The HD project in 300 mandals of two states of Telengana and Andhra Pradesh
will focus on:
1. Improving health and nutrition outcomes
2. Improving early childhood education outcomes
3. Improving coverage and access to social protection services
There are 5 sub components under the component Human Development.
1. Convergence with line-departments
2. Capacity building
3. Behaviour Change Communication
4. Community based monitoring and review
5. Linkages with other sectors for improved nutritional intake
The activities under each sub component and applicability of EMF is presented here
under:
Table 54 Subcomponent and Applicability of EMF

S. No Component Activities Applicability of EMF

1 Convergence with line-departments
2 Capacity building for strengthening
community demand for services as
well as strengthening supply of key
services.
3 Behavior Change Communication
4 Community based Monitoring and
review
5 Linkages with livelihood sectors for
improved access to nutrient intake
and improved nutrition outcomes
 Converging on all relevant
programmes to achieve HD objectives in
all 300 APRIGP mandals
 Capacity Building the CBOs
(VO-Sub-committees, PRIs, VHNSC
etc.) for sensitizing the committees of
their responsibilities, roles of the service
providers, public accountability, regular
monitoring of the HD indicators and use
of exception reports.
 Capacity building of front
line workers on counseling on health and
education.
 Nutrition counselor offering
nutrition counseling, cooking
demonstrations, discussions in farmer
Field Schools (FFS) on nutritious food.
 Facilitate construction of
Individual Household Latrine (IHHL)
and use
 Ensuring vulnerable
Households to access safe drinking water
 Promotion of environmental
Sanitation and hygiene practices
 Review of progress on HD
interventions at different levels
 Farmers Field Schools (FFS)
on nutrition sensitive agriculture
 Creating Extension Advisory
Services
 Leveraging Information and
Communication Technology (ICT)
Not applicable
 Capacity building programmes
will cover nutrition, safe drinking water and
sanitation aspects. The following
Environmental guidelines need to be to be
integrated into the capacity building
modules:
o Importance of environmental
sanitation, guidelines for waste management,
environment aspects in toilet construction
and maintenance
o Water pollution, importance of
safe drinking water
o Environment friendly nutrition
gardens
 Environmental aspects to be
integrated into nutrition gardens and cooking
nutritious food
 Environmental guidelines are
required to be followed in construction and
use of IHHLs
 Guidelines on environment
sanitation and hygiene practices
 Integration of environment
guidelines in to review of progress on –
nutrition gardens, safe drinking water, IIHL
construction and use and environmental
sanitation and hygiene.
 Integration of environment
guidelines into FFS on nutrition sensitive
agriculture, nutrition gardens

293
 Environment Guidelines for Nutrition Cum Day Care Centers (NDCCs) and
Community Kitchens:

Table 55 Environment Guidelines for Nutrition Cum Day Care Centers (NDCCs) and Community Kitchens

S. No Component Possible Issue Intervention or best practice

1 NDCC or community Lack of proper ventilation needs more
kitchen facility energy for lighting and will not be of
convenience for cooking, eating etc.
2 Raw materials, ingredients Products from chemical farming will
used for cooking have negative impact on health
Well ventilated spaces should be hired
or ventilation should be given
importance during construction.
Organic products or the products from
CMSA should be used to the extent
possible.

3 Storage of cereals pulses, oil
etc.
Improper storage of the ingredients
leading to contact with moistures,
exposure to pests like rats etc. will
spoil the quality there by showing
impact on health.
No chemicals should be used to control
storage pests like cockroaches, rats etc.
as they may contaminate the food.
Storage should be in clean, dry places
with in tightly packed containers or
containers with lids, covers. Outdated
raw materials or raw materials stored for
long periods should not be used.
Raw materials should be inspected at
regular intervals and any spoiled
materials should be safely discarded.

Non chemical pest management

Storage pest control
4 Cooking practices
Cooking and serving in unclean, not
properly washed and dried vessels may
lead to contamination of food.
Cooking and serving without washing
hands may also contaminate the food.
methods like neem leaves, dry chillies
etc. can be used for storing the raw
materials.
Cooking should be done in clean and
dry vessels. The vessels should be
washed properly after cooking and
serving and dried in sun.
Wearing gloves and hair cap while
serving is advisable.

Eating food without washing hands Hand wash facilities (soap and water)
will allow bacteria and virus present on should be provided at nutrition centre.
hands to contaminate the food.

In case of children it is advisable to taste

the food before serving them.

5 Cooking and washing place
6 Waste disposal
7 Indoor air pollution
8 Toilet facility
Un clean cooking and washing place
will encourage flies and pests
Open disposal of wastes attracts stray
dogs, pests and flies and creates un
hygienic conditions due to
decomposition.
In places where fuel wood stoves are
used the smoke will lead to respiratory
and eye problems
Lack of toilet facilities at NDCC or
community kitchen will cause
inconvenience as pregnant mothers and
small children attend and also to
workers at community kitchen.
Surrounding environment may be
spoiled due to lack of facilities
Cooking pace should be kept clean.
No water stagnation should be allowed
at washing place. Soak pit should be
constructed or waste water should be
diverted to plants or nutrition garden if
available.
The wastes should be composted in a pit
and the compost can later be used for
the garden.
For liquid waste proper drainage
facilities with cement canals (preferably
closed) should be provided.
Fuel efficient smokeless cook stoves or
bio gas can be promoted depending on
feasibility.
Toilet with water facility should be
made compulsory at NDCC and
community kitchens.

294
 Environment Guidelines for Nutrition Gardens:
Table 56 Environment Guidelines for Nutrition Gardens

S. No Component Possible Issue Intervention or best practice

1 Selection of varieties Varieties not suitable to local conditions
and hybrids may not provide better
nutrition but may increase costs for pest
and disease management.
2 Pest and disease Use of chemicals for nutrient, pest and
management disease will lead to harmful chemical
residues in food and soil, affect local
biodiversity.
3 Water use Flood method of irrigation need more
quantities of water.
Grow locally available good yielding
varieties.
The kitchen garden should be grown by
organic methods only.
Drip method or IDA drip method can be
followed to conserve water.

Facilitation of construction of IHHL – environment guidelines:

Environment Guidelines for construction of IHHL:

Table 57 Environment Guidelines for Construction of IHHL

S. No Component Possible Issue Intervention or best practice

1 Location of Toilet location near to the drinking
the toilet water source has high chances of
contaminating the water.
Safe distance from drinking water sources to be followed.
The location of the septic tank should be downhill from
the water source depending on feasibility. The safe
distance depends on local hydrological conditions,
however 30 mts is treated as safe distance12.
Appropriate location should be selected which will not
discourage the use in consultation with the household.

Location too far from the house or

too near to the house may deter the
use.

2 Water facility Lack of water facility inside
in side toilet discourages the use and affects
cleanliness.
Water facility should be provided inside to the extent
possible.
2 pit system toilet with Pan with steep slope 25 0-280 and
trap with 20 mm water seal as designed by Sulabh
International will reduce the usage of water (required 1-
1.5 lits for flushing)13.
In areas with water scarcity water efficient toilets like
ecosan toilets can be constructed.

3 Hand wash Practice of not washing hands after
facility toilet use will cause fecal
contamination of food and water
while handling, eating etc.
4 Ventilation Poor ventilation discourages use by
children and affects cleanliness and
maintenance.
5 Construction Cost and availability of space and
models water is a constraint for toilet
Hand was facility outside the toilet should be made
integral part of design or facility of water and soap should
be made available outside.
Proper ventilation to be ensured as lack of ventilation or
electricity discourages the use
The following low cost options can be explored based on
need:

12
Septic Tanks, http://www.who.int/water_sanitation_health/hygiene/emergencies/fs3_9.pdf viewed on
28th March 2014.
13
Two Pit System, viewed at http://www.sulabhinternational.org/content/two-pit-system, on 28th March
2014.
295
S. No Component Possible Issue Intervention or best practice
construction in many areas. Plinth level toilet with temporary super structure can be
constructed which is of low cost.
Use of hollow bricks will reduce cost
Eco san toilets – in water scarce areas.
Biogas linked toilets depending on acceptability.
Child friendly anganwadi toilets with easy access to water
tub, provision of opening from inside and outside, small
Anganwadi toilets are not used when 14 inches pan, water storage at 1 feet ht.
not designed specific to child needs.
6 Disposal of Open disposal of debris near the The debris should be disposed away from the site
construction toilet itself sometimes block the preferably though land filling.
debris access and acts as hiding place for
snakes etc.

Environment Guidelines to be integrated into the awareness programmes

facilitating use and proper disposal of Sanitary napkins:
 The sanitary napkins should not be disposed openly into garbage as it
poses health hazards. They should but burnt or buried. Burial is
recommended as safe practice as burning leads to harmful gases
because of plastic. A deep burial pit can be constructed for burial in a
common location.
 Providing identifiable disposable bags along with the napkin packs
and in village as common disposable point would facilitate hygienic
handling of used napkins
 Low cost environment friendly napkins should be explored for
promotion in the villages. Reusable cloth sanitary napkin production
by SHGs is being explored in Trichy, Tamil Nadu14.
Environment Guidelines for ensuring and monitoring safe drinking water
supply:
Table 58 Environment Guidelines for Ensuring and Monitoring Safe Drinking Water Supply

S. No Component Possible Issue Intervention or best practice

1 Source of drinking water
2 Supply system
3 Fecal contamination in
monsoons
There is possibility of contamination of
the surface water source with fecal
matter and other organic pollutants,
debris etc.
Inorganic pollution is also possible
through fertilizer runoff, high
concentration of fluoride, arsenic, nitrate
etc. in cases where ground water is the
source.
In the piped supply system leakages are
possible which leads to contamination
with sewage water near drains etc.
Fecal contamination is possible in
monsoon causing diarrhea
Water should be testing in the lab before
arranging for the supply.
Water testing should be done by the VOs
(sending the samples to laboratory) on
regular basis as part of monitoring.
The concerned committee in the VO
responsible for monitoring should
regularly check for any leakages at
regular intervals and get the issues solved
with help of PRI and the department of
Rural Water Supply.
The monitoring committee in the VO
should be equipped with H2S vials for

14
Environment Friendly and Low cost Sanitary pads viewed at
https://onepercentclub.com/en/#!/projects/environment-friendly-and-low-cost-sanitary-pads/plan on
28th March 2014.
Another link: http://ecofemme.org/about/media/
296
S. No Component Possible Issue Intervention or best practice
checking water quality at regular
intervals.
4 Water storage and Even if water supplied is safe Awareness programmes to be planned at
handling at household contamination and ill health is possible village level on practices like boiling
level at household level due to wrong water in monsoon, safe storage, handling
practices in storage and handling water. water through ladle, using clean tumblers
etc.
Practices like household level purification
should also be promoted.
5 Deflouridation treatment In villages where deflouridation units are About 80-100 gms of sludge is generated
plants in villages with established disposal of sludge may pose per 1000 liters of water in electrolytic
fluoride contamination. and serious environment hazard. deflouridation units. Feasible options for
sludge treatment and disposal are to be
explored – such as brick making and
sanitary landfills. Dewatering the sludge
allows for safe storage for a period of
time which can be used for dryland
filling.

Environment Guidelines for electrolytic defluoridation plants:

Discharge of the sludge collected in the treatment plants is an issue of
concern.
12.6 Component 4 – TA, ICT and Partnerships:

12.6.1 Innovation forum on Green Business opportunities

The objective of this component will be to enhance the environment
benefits by organizing an innovation forum to address the critical issues
identified through environment assessment and that will be identified
during the project period. The theme of the innovation forum will be –
Green Business Opportunities’ and the objective will be to identify high
impact environment management related innovations on value chains and
to form productive partnership with Technical Agencies that can provide
support on energy efficient processing, improving water use efficiency,
waste utilization and recycling, green labeling and marketing etc.
The innovation forum will be organized inviting high impact solutions for
the 8 critical environmental issues that are identified during the
environment assessment of the value chains which are mentioned below:

Table 59 Critical Enviornmental Issues

Interventions
S. Environmental issues to be Issues planned to be addressed Residuary issues need to
/Value
No. addressed by SERP be addressed
Chains
1 Paddy Value  Use of chemicals to  Plan for Non Chemical Nil
Chain enhance productivity and to manage methods for crop management
pests and diseases  Promotion of System of
 Use of high quantities of Rice Intensification (SRI) to
water conserve water
 Plan for charcoal Nil
briquettes

 Waste management issues

297
 Interventions
S. Environmental issues to be Issues planned to be addressed Residuary issues need to
/Value
No. addressed by SERP be addressed
Chains
in the processing, milling  Can plan for
biomass gassifiers and
energy produced can be
used for running the mill
and by product charcoal can
still be put to suitable use.
2 Red gram  Use of chemicals to  Plan for Non Chemical Nil
enhance productivity and to manage methods for crop management
pests and diseases
3 Turmeric  Use of chemicals to  Plan for Non Chemical Nil
enhance productivity and to manage methods for crop management
pests and diseases
 Energy and water  Use of steam
requirement for boiling boilers to conserve water
and energy.
4 Cashew Nut  Use of chemicals to  Plan for Non Chemical
enhance productivity and to manage methods for crop management
pests and diseases  Not planned
 Open roasting and rum  Steam roaster
roasting consume high quantities of should be introduced.
energy and have potential health
hazards.
5 Coffee  Use of chemicals to  Plan for Non Chemical Nil
enhance productivity and to manage methods for crop management
pests and diseases
 Coffee pulper for wet  Modern pulper
processing needs high quantities of which use less quantities of
water water to be used.
 Disposal of waste water is  The waste water
an environmental issues due to huge can be used for biogas
quantities and chemical nature generation using technology
developed by Indian
 Open dry processing Institute of Science.
affects quality and possibilities of  Solar dries can be
contamination are there used.
6 Pine apple  Use of chemicals to  Plan for Non Chemical  Solar driers can
enhance productivity and to manage methods for crop management be used.
pests and diseases
 Open drying contaminates
the product
7 Dairy  Fodder cultivation, breed  Plan for fodder Nil
and vaccinations play key role on cultivation and breed upgradation
animal health
 Waste management poses  Biogas plants can
environmental problem when be planned through CDM
disposed openly which is the project
common practice
8 Fisheries  Waste disposal after Nil  Manufacture of
processing poultry feed from fish waste
or organic manures can be
planned.
9 Small scale  Safety issues for the Not planned.  Measures to be
enterprise workers and waste disposal problems planned after individual
activity assessment.

The procedures and standards for announcement, identifying technical

support agencies, implementing the high impact solutions etc. will be in
line with those that are set for innovation forum.

298
12.6.2 Green tools for rating and certification of green products:
For rating the greening of value chains, green business opportunities
green tools will be developed by a third party certification agency after
setting green standards for each product. Software for green rating need to
be developed under ICT component. The traceability mechanism for
green products will also be developed under ICT. Further details on these
are discussed in EMF implementation chapter.
12.6.3 Environment Guidelines for ICT interventions – Use of tablets and e- Waste
management.
 The E waste if not disposed properly it may pollute ground water, soil
and air. The heavy metals like cadmium, lead etc may leach from the
waste and may pollute the ground water. The presence of metals like
cadmium, mercury, lead causes air pollution through harmful
emissions. According to e-waste (management and Handling) Rules,
2011that e-waste generated by them is channelized to the authorised
collection centre(s), or registered dismantler(s) or recycler(s) or is
returned to the pick up or take back service provided by the producers;
and Bulk consumers shall maintain record of e-waste generated by
them in the Form 2 and make such record available for scrutiny by the
State Pollution Control Board or the Pollution Control Committee
concerned.
 During the purchase required clauses should be included in the
contract conditions to ensure that the producer provides SERP with a
list of authorized collection centers/dismantlers/recyclers.
12.7 EMF Implementation Arrangements
12.7.1 Approach to development of Environment Management Framework (EMF):
EMF is designed in consultation with various stakeholders – the project
teams, concerned departments, community representatives through field
consultations. Respective thematic teams in SERP are involved in the process
of EMF development including Community Managed Sustainable Agriculture
(CMSA), Livestock and Poultry Development (LPD), KRuSHE teams.
Comments on the draft report are obtained from the World Bank team. This
section details the following aspects of the implementation of the
Environmental Management Framework (EMF):
 Environment Appraisal for ensuring integration of Environment guidelines
into the value chains and Human Development components. The
following plans will go through the process of Environmental Appraisal
 Business Plans developed by Producer Groups
 Village Infrastructure Plan (VIP) under HD component developed
by HD teams
 Innovation forum on ‘Green Business Opportunities’
 Institutional arrangements for implementation of EMF
 Monitoring strategy

299
  Capacity building plan
 Budget
 Timeline
12.7.2 Environment Appraisal and Environment Guidelines for greening value chains
and HD interventions:
Greening the Value Chains
The Producer Group (PG) will be facilitated by the Village Producer
Group (VPG) facilitator with support of Community Resource Persons
(CRPs). The commodity specific Spear Head Teams (SHT) functioning at
cluster level (comprising of experts in institution building; production and
productivity management; and marketing and logistics, Extension
Specialist etc.) provides support to Producer Group in developing the
Business Plans on Value chains for the commodities at cluster level –
Paddy, Red gram, Turmeric, Cashew nut, Coffee, Pine apple, Dairy, Small
ruminants, Poultry, Fisheries and KRuSHE Enterprises and Marts.
Environment Guidelines will be integrated into the value chains by
Producer Groups with the support of Green Community Resource Persons
(GCRPs) under the guidance of Extension Specialist who is the anchor
person for EMF at cluster level as part of SHT.
The value chains prepared by PGs with help of Spear Head Teams will go
through the process of Environment Appraisal in order to verify if the
compliance requirement and environment guidelines are duly integrated
(any compliance requirements and any possible the negative impacts of
the activities proposed under value chain and suggestion of appropriate
mitigation measures or environment friendly alternatives) into the
business plan or not. The responsibility of conducting the environment
appraisal of the value chains is with the Extension Specialist who
operates at Cluster level as part of SHT. Productivity Enhancement expert
operation at Supra District level is responsible for any guidance and
monitoring.
Greening of the Producer Group’s Business Plan, which is verified by the
process of Environment Appraisal, serves as one of the trigger for release
of the fund for Producer Groups.
Environment Appraisal of HD Plans
The following Village Infrastructure Plans (VIPs) developed under HD
component will go through the process of Environment Appraisal to
ensure if the plans have due integration of Environmental Guidelines for
the activities – Nutrition cum Day Care Centres (NDCCs), Nutrition
gardens, Individual Household Latrines (IHHLs) and provision of Safe
drinking water.
The responsibility of integration of Environment Guidelines into HD
plans lies with the Green Community Resource Person and the
responsibility of Environment Appraisal of VIP lies with the Front Level
Worker (FLW) trained on EMF operating at cluster or mandal level.

300
3.3. Steps in Greening the Value Chains, HD interventions and
Environment Appraisal
Greening of the Value chains involves three steps, 1. Screening 2.
Integrating Environment guidelines into the value chains or HD Plans
(VIP) 3. Implementation of sustainability measures or environment
friendly alternatives.
Screening:
Screening is done to ensure that no activity on the environmental negative
list is taken up as part of value chain. It should also assess the activities
being proposed and ensure that the mitigatory measures provided in the
EMF meet the requirements. The Legal and Regulatory Framework and
the Do’s and Don’ts list will assist in screening. The negative list of
activities is attached as Annexure 1.
Integration of Environment Guidelines into PG Business plans and
VIPs:
Greening of the Value chains and HD plans is done by referring to the
commodity or sector wise Environmental Guidelines for identifying the
potential issues and mitigation measures and environment friendly
alternatives. The identified mitigation measures (or sustainability
measures) are integrated into the respective plan along with additional
costs if any. All the relevant guidelines to aid in this exercise (list of
negative activitieis, guidelines,) are provided in Annexure 5 and 6. Any
technical support for implementation of mitigation measures (training,
convergence with main stream programmes etc.) will be provided by the
Sector or commodity specific Support Organizations and the concerned
thematic units in SERP.
Environmental Appraisal
Environmental Appraisal is the process of verifying whether the
environment guidelines specified are duly integrated into the business
plans of PGs, HD plans by HD teams – VIPs. An appraisal format will be
provided to aid in this. The format is attached as Annexure 7.
Environment Appraisal acts as one of the trigger for release of funds.

301
Environment Appraisal of value chains and HD plans:

Greening Rural Inclusive Growth

Figure 34 Greening Rural Inclusiv Growth

Business HD Plans
Plans
Greening
Greening value

By Green
Community Resource
Persons (GCRPs)
value chains

HD
Greening
HDplans
Greening the
plans
chains

the
Screening and EA Extension
Extension Front
Front level
level Screening and EA
Specialist
Specialist worker
worker

Implementation of Producer
Producer Village
Village Implementation of
Group
Group Organizati
Organizati
measures on
on Guidelines

Internal monitoring By GCPs, Project staff Internal monitoring

once every year and SERA once every year.

External Monitoring External evaluation

and green rating, By Technical and rating by
certification once Agency technical Agency
every year

Green labeling,
marketing

302
 Innovation forum on Green Business Opportunities:
Innovation forum on the 8 critical issues identified will be conducted within 6 months
after the project inception as per the norms and standards decided under the project.
The State Environment Expert has the responsibility of organizing the innovation
forum. The selected Technical Agencies will provide technical guidance and hand
holding support to the PGs. Based on the new issues that may emerge a second
innovation forum can be conducted after 2nd year of the project inception.
Green Audits and Third party certification for accessing premiums:
As the business plans and HD plans will start integrating environment guidelines and
green business opportunities as part on innovation forum, the environmental benefits
accrued will be measured with the help of green rating tools which will be developed
under ICT component. Initially during year 1, the standards / criteria will be set by a
third party technical agency. Green tools will be developed based on the criteria by the
agency which will be used by the GCPs and Extension Specialists to rate the value
chains and HD plans at every crop season or on 6 monthly basis for HD plans. The
State Environment Agency will also conduct green audits once every year using the
green rating tools.
For the plans where the implementation of measures and guidelines is up to the
desired level green rewards will be presented.The third party agency will certify the
products from the value chains and provides endorsement which may help in
accessing the premiums in market through green labeling. The authenticity of the
product will be ensured through traceability mechanism which will be worked out
with the help of third party technical agency. The third party certification will happen
through green audits from year 2 or 3 onwards, once every year.
12.8 Institutional Arrangements for Implementation of EMF:
The following cadres will be responsible for implementing EMF at various
levels with specified roles and responsibilities:
Figure 35 EMF Implementation Arrangements

At State level:

303
State Environment Expert in Project Management Unit (PMU) will have the overall
responsibility for implementation of EMF. A State Environment Resource Agency
(SERA) will be hired for support in Capacity Building and Internal monitoring (green
audits). The ToRs for State Environment Expert and SERA are attached as Annexure
8.
At Supra district level:
Productivity Enhancement Expert positioned at Supra district level will have the
responsibility of ensuring EMF implementation (Environment Appraisal of Business
plans, VIPs and VLLPs and Green business opportunities at respective district levels)
At Farmer Producer Organisation Level (FPO) level – Cluster Level:
Extension Specialist (ES) from the SHT has the responsibility of ensuring greening of
all value chains by Green Community Resource Persons (GCRPs) and conducting
environmental appraisal (and providing support in implementation of mitigation
measures. In case of HD plans GCRPs will integrate environment guidelines and the
Front Level Worker (FLW) will have the responsibility Environmental Appraisal of
VIPs (HD plans).
Technical support agencies:
Technical Agencies (TAs) selected through innovation forum will have the
responsibility of providing required technical support in implementation of mitigation
measures or eco friendly alternatives on critical issues identified.
Technical agencies will also be selected for setting standards for green rating and
certification through audits. The inputs for ToR for Techncial Agencies is attached as
Annexure 8.

Village Producer Group (VPG) Level:

The (GCRP) has the responsibility of integrating environment guidelines into the
business plans by producer groups (greening the value chains) using the environment
guidelines and integrating environment guidelines into VIPs (HD plans).
Table 60 VPG and EMF Responsibility

Responsible
EMF activities
person/agency/group
VPG level
Green Community Greening the value chains (rural value chains and rural retail chains) and HD plans
Resource Persons (VIP).
(GCRs) Internal monitoring and village level.

Extension Specialist in Facilitating greening the value chains.

the SHT Conducting Environmental Appraisal of the value chains and ensuring
implementation of Environment Guidelines.
HD - Front Level Facilitating integration of Environment Guidelines into HD plans (VIP).
Worker (FLW) Conducting Environment appraisal of VIP.
Ensuring implementation of environment guidelines.
Cluster Level
Extension Specialist Overall responsibility of ensuring EMF implementation at cluster level.
Facilitating Capacity Building Programmes on EMF for GCPs at cluster level and
for Producer Groups at village level.
Monitoring of EMF implementation in the cluster and feed back to the PMU at
State level.
Front Line Worker Overall responsibility of ensuring EMF implementation at cluster level.

304
 Responsible
EMF activities
person/agency/group
(FLW) Facilitating Capacity building programmes on EMF for GCPs and Village
organizations (VOs)
Monitoring of EMF implementation at cluster level and feed back to PMU.
Supra district level
Productivity Overall responsibility of implementation of EMF at respective district levels.
Enhancement expert Facilitating capacity building programmes for Extension Specialists at district or
supra district level.
Monitoring at district level and feed back to PMU.
HD (Yet to be decided)
State Level
State Environment Overall responsibility of integration of EMF into Value chains and HD
Expert components
Organizing Capacity Building Programmes for Cluster level and supra district
level teams.
Monitoring the EMF Implementation across the state.
Ensuring EMF related data management, consolidation and documentation.
State Environment Facilitating EMF implementation.
Resource Agency Developing EMF operational manual.
Developing IEC material
Conducting Capacity Building Programmes at State level, Supra district level and
Cluster levels as per the CB plan.
Monitoring the EMF implementation as per internal Monitoring Plan (yearly
green audits).
Commodity Specific Technical support and linkages for implementation of Sustainability measures,
Support Organization environment friendly alternatives.
Works in coordination with State Environment Expert and State Environment
Resource Agency.

12.9 Monitoring Strategy:

Monitoring of EMF implementation will be done at two levels, internal and external.
12.9.1 Internal monitoring (green audits):
During the implementation, the activities will be monitored for integration of
mitigation (sustainability) measures or environment guidelines into business plans
(value chains) and HD plans. . The monitoring will also focus on the systems and the
capacities at all levels in the PMU for EMF implementation..
Monitoring of EMF will be done by GCRPs at PG level (100% sample) and Extension
Specialist at Cluster level (50% of sample) and Productivity Enhancement Expert at
District level (25% of the sample) and State Environment Resource Agency at State
Level (10%) and State Environment Expert at State level (5%). The monitoring will be
done once every year. The internal monitoring will involve desk review of plans, field
visits to producer groups and use of green rating tools for the activities visited.
Table 61 Monitoring EMF Implementation

Monitoring aspect Level of monitoring Sample Staff responsible

Greening of Value Village level 100% Green CRPs
Chains and integration
of environment Extension Specialist for value
guidelines into HD Cluster level 50% chains and FLW for HD plans
plans. Productivity enhancement
expert at relevant district level
Capacity Building for and for value chains and ----
project teams. District level 25% for HD plans.
State Environment Resource
State level 10% Agency

305
 State Environment Expert
Implementation of Village level 100% Green CRPs.
Measures and Extension Specialist for value
Environment Cluster level 50% chains and FLW for HD plans.
guidelines in value t Productivity enhancement
chains and HD plans – expert at relevant district level
Measured through District level 25% and for value chains and ----
Green rating tools. for HD plans.
State level 10% State Environment Resource
Agency
State Environment Expert

12.9.2 External monitoring

For Value Chains: External audits will be conducted by hiring a third party external
agency once every year from year 2 or 3 onwards.
The methodology can be a combination of desk reviews (to check the management
aspects) and extensive field visits (to check on technical aspects) and stakeholder
interactions. Desk review of Business and HD Plans will be conducted for 20 % of the
PGs.
Green rating will be done after every audit against a pre set criteria developed by third
party agency during year 1.A sample of 10% of PGs of all commodities or sectors will
be field visited as part of the external audit. The external audit will follow by
certification of the products and setting up traceability mechanism for marketing as
green products.
For HD plans: External audits will be conducted by hiring an external agency during
along with value chains. The methodology involves desk review of HD plans (VIP)
and field visits to a sample (as decided by State environment Exert based on number at
that time) of HD plans for verifying integration of environment guidelines. The
staffing, Capacity Building aspects will also be evaluated.
The key aspects that will be monitored and the monitoring indicators are given below:

306
 Table 62 Monitoring Indicators

Key Aspects to be monitored Monitoring Indicators

Value chains
Compliance of project activities with Legal and Percentage of activities in compliance with legal
Regulatory Framework and regulatory framework
Implementation of Environment guidelines. Number of PGs implementing Environment
guidelines and rating as per green rating tool.
Implementation of Environment friendly Number of PGs implementing Environment
alternatives or Green Business Opportunities friendly alternatives or Green Business
Opportunities
Green rating of the value chains Percentage of value chains qualify under green
rating.
Internal Monitoring System and frequency of internal monitoring
(green audits)
HD Plans
Integration of environment guidelines into VIPs Percentage of VIPs that have environment
and VLLPs. guidelines integrated
Environment Appraisal of VIPs Percentage of VIPs underwent EA
Implementation of Environment Guidelines Percentage of VIPs with environment guidelines
integrated.
Capacity Building of GCRPS and project staff at The percentage of GCRPs and project staff
different levels underwent Capacity Building programmes.

12.10 Capacity Building Plan:

Capacity building is required for the Project functionaries (VPG facilitator,
Extension Specialist and Productivity Enhancement Expert), Green
Community Resource Persons (GCRPs) and Support Organisations to
execute the functions pertaining to the EMF in an efficient manner. The
capacity building programmes will be conducted on regular basis both
through integrating into the general induction training programmes (for all the
staff under the project) as well as through focused training for relevant staff
and project functionaries on the EMF.
12.10.1 Identification of Resource Agency:
Resource Agency will be hired at the State/Regional level for conducting the
capacity building programmes for project functionaries. Field level presence,
working experience with community or SHGs, technical expertise will be
considered while selecting the agencies. The responsibility of the Resource
Agency includes:
 Designing the Capacity Building modules (for project functionaries
and CPs) and conducting the training programmes for project
functionaries at state and district levels (which includes cluster
level staff as well). Support organizations will also be part of
district level trainings.
 Development of IEC materials for the project functionaries and for
CPs.

307
12.10.2 The Capacity Building Curriculum:
The Capacity Building curriculum should include the following (the design
and delivery of the modules will be according to the needs of target groups –
Project functionaries and CP, PGs.):
EMF aspects:
Environmental issues in the context of livelihoods
Purpose and components of EMF for the APRIG
Greening value chains and integrating guidelines into HD plans.
Environmental Appraisal process – screening, environmental appraisal
Implementation of environmental guidelines
Green ratings – standards and tools and green certification
Innovation forum and Green Business Opportunities
Institutional arrangements for EMF
Key aspects for monitoring of EMF in the APRIG
Thematic aspects:
 Agriculture: importance of Sustainable Agriculture, Commodity wise
environmental interventions required in the value chain process.
 Livestock: breed selection, fodder management, manure management,
environmental interventions required in dairy value chain.
 KRuSHE: Environment aspects in identified nonfarm enterprises and
environmental interventions required in KRuSHE Marts.
 Environment guidelines for NDCCs, safe drinking water and sanitation
interventions proposed.
 Energy: use of renewable energy and fuel efficient devices in processing.
 Infrastructure: environmental issues concerning location, construction and
waste disposal. Guidelines for custom hiring centres.
 Green standards and ratings under each tool.
IEC material:
The following IEC materials will be developed by the appointed State
Environment Resource Agency.
 A manual on Environment Management Framework outlining the
process, and tools
 Booklets on value chains for all commodities – Agriculture, Dairy and
KRuSHE enterprises and marts.
 Posters and calendars on environmental guidelines for various
commodities (commodity wise posters)
 Posters and calendars on sustainable dairy management

308
  Posters and calendars in environmental aspects in nonfarm
enterprises
 Posters and calendars on Water and Sanitation
 Videos of good practices – to be shown during PG meetings by
GCRPs and in CRP trainings. but the question is can they be
shown somewhere at regular intervals?
12.10.3 Capacity Building Plan:
The Capacity Building Plan is given below:
State level:
A state level orientation will be organized for PMU staff and support
organizations on EMF. This will cover the purpose of the EMF, components,
procedures for environmental assessment, monitoring, capacity building and
institutional arrangements. The state level Environment Expert is responsible
for conducting the training programme. EMF will also be integrated into
progress review meetings and other training or orientation programmes as per
the requirement. Refresher programmes will be organized once every year.
A state level training for Productivity Enhancement Experts functioning at
Supra district levels will be organized once every year by the State
Environment Resource Agency in coordination with State Environment Expert.
District Level:
2-3 day district level training will be organized for the Extension Specialists
on EMF, components, procedures for environmental assessment, monitoring,
capacity building and institutional arrangements. Intensive trainings will be
organized on relevant commodities with support of State Environment Agency
and respective Commodity Support Organisations. The Productivity
Enhancement Expert with support of the State environment Expert is
responsible for organizing these trainings with support from district project
management. Refresher trainings will be organized once every year.
Cluster Level:
2 day cluster level trainings will organized for Green Community Resource
Persons (at district level depending on the number of GCRPs) on the respective
sector or commodity. Refresher trainings are organised once every 6 months.
The training for GCRPs are organized by Extension Specialist with support of
Commodity Support Organisation and other institutes like KVKs, NGOs etc.
Refresher trainings will be organized once every year.
Village Level:
1-2 day training will be organized for the members of Producer Group at
village level by GCRPs with support from Extension Specialist. Exposure
visits to the Best practitioner farms and enterprises is part of this. Refresher
trainings will be organized once every year.
Knowledge exchange for GCRPs will be facilitated between villages and
cluster through exposure visits etc. The exchange between states will also be
facilitated, which will be theme based.

309
 Knowledge exchange between states theme based.
12.11 Time Line
The following is the key time line proposed for the key activities under EMF.
Table 63 APRIG EMF Implementation Time line

Year 1 Year 2 Year 3 Year 4 Year 5

S.
Task Responsibility 6- 0- 6- 6- 6- 6-
No 0-6 0-6 0-6 0-6
12 6 12 12 12 12
1 Hiring State Environment State PMU
Resource Agency (SERA)
2 Developing EMF manual and SERA
EA tools (including local
versions)
3 Developing IEC Materials and SEAR
Training modules
4 State level orientation SERA
programme – for PMU staff
4.a. State level orientations SERA with
(refresher programmes) support from
State
Environment
Exper
5 State level orientation for -----
Productivity enhancement
experts
5.a. Refresher training for -- --- --- ---
Productivity enhancement
experts
6 District level trainings for State PMU
cluster teams (Environment
expert with
support from
SERA,
Commodity
Support
organizations)
6.a. Refresher trainings for cluster Do
teams at district level
7 Training programmes for District Project
Green Community Resource Unit with
Persons (GCRPs) Extension
Specialist
7.a. Refresher trainings for Do
Community professionals
8 Training Programmes for Community
Producer Groups professionals
with support of
Cluster level
extension
agents
9.a. Refresher trainings for
Prodcuer Groups
8 Setting up green standards for --- ---
value chain products with help --
of third party agency and
developing green rating tools
with support from ICT unit.
8 Internal Monitoring (green State
audits using green rating tools) Environment
Expert, SERA,
CEA and CPs
(separately)
9 External Monitoring followed
by endorsement and setting
traceability mechanism
10 Documentation, final report

310
12.12 Budget Estimate (tentative):
The overall budget for EMF implementation is estimated to be Rs. 4, 60,
20,000 (rupees four crore sixty lakhs twenty thousand only). The breakup is
provided in the table below:
Table 64 Budget Estimate

Head Unit cost (Rs.) Total Cost

Staff at State and Clusters 1 State Environment Integrated into overall
1 Productivity Enhancement Expert at Supra project staffing costs.
district level
Extension Specialist at Cluster level.
Costs of State Environment Resource Agency
Staff costs
I Team leader (part time) Rs. 30,000 per month for a period of 36 10,80,000
months
2 Team members (full time) Rs. 20,000 per month for a period of 54 21,60,000
months for 2 persons.
IEC material development (manual on Lumpsum (including printing) 20,00,000
environmental assessment, booklets, posters,
video documentation of best practices etc.)
State level orientation for PMU staff and Logistics by PMU (material costs etc. by 50,000
yearly refresher programmes SERA).
Rs. 10,000 per orientation for 5 programmes.
State level training for Productivity 50,000 per programme for 5 programmes 2, 50,000
enhancement experts
Training of at extension specialists at district Rs. 20,000 per district for 22 districts 4,40,000
or cluster levels for Cluster teams (logistics by the project management)
Refresher trainings at district or cluster level Rs. 10,000 per district for 22 districts for 3 6,60,000
rounds (3 years)
Internal monitoring Rs. 10,000 per district per monitoring visit for 8,80,000
22 districts for 4 rounds of monitoring visits
Administration, reporting, documentation Lumpsum 10,00,000
and other miscellaneous charges
External agency costs (technical agencies)
Technical agency for setting up green Lumpsum 50,00,000
standards for products and developing green
tools
Technical agencies for green business Lump sum (approximate) 2,00,00,000
opportunities (on 8 environmental issues) Rs. 25,00,000 per agency for 8 agencies
External monitoring
Costs of External Monitoring and Rs. 25,00,000 per monitoring for 4 monitoring 1,00,00,000
certification by third party agency studies.
Other costs
Other costs of GCRP and VPG Trainings To be integrated into the project
and monitoring by Project teams (internal implementation costs.
audits by GCRPs, Cluster and district
teams).
Software development for Green rating tools To be integrated under ICT component.
and traceability mechanism, purchase of
tablets etc.
Costs on the infrastructure (energy and water To be integrated into value chain costs or PG
efficient equipment for processing) fund.
Total 4,40,20,000
Contingency 20,00,000
Total 4,60,20,000

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 Chapter - 13
13 Monitoring, Evaluation and Learning Framework
13.1 Background
The culture of Monitoring and Evaluation at Society for Elimination of Rural
Poverty (SERP) is very strong. Over a period of time, SERP has built in a good
database on routine Management Information System (MIS). In addition to regular
MIS, Impact Assessment Studies, Process Monitoring Studies, Thematic studies and
Qualitative studies were conducted at different phases of the project. Base Line
Surveys, Mid Term Assessments and Project End Evaluations were undertaken by
external agencies separately for both Andhra Pradesh District Poverty Initiatives
(APDPIP) and Andhra Pradesh Rural Poverty Reduction Project (APRPRP). Process
monitoring was also conducted for both APDPIP and APRPRP. Thematic studies
covering around 15 themes of SERP initiatives were conducted through external
agencies as well as internal resources.
Many of the results of these studies were utilized to incorporate mid course
corrections into the project and in the preparation of Implementation Completion
Reports (ICR) of the World Bank for APDPIP and APRPRP. The results of these
studies also facilitated the formulation of APRIGP focusing on Poorest of Poor.
Gaps & Needs
SERP has developed an MIS system to track the progress of the important elements
of the project. Howver, this is done through multiple databases and platforms
making it difficult to utilize analytics to review the progress of the project
comprehensively. Thus, although excellent efforts were made to establish a system
of Monitoring, Evaluation and Learning at SERP, certain gaps that need to be
addressed in APRIGP are:
 Lack of Internal Capacity
MEL at SERP basically concentrated on administration of routine
activities of SERP and the capacity either in terms of numbers or
technical competence was not enhanced. There is a need to bring in
professional expertise on Monitoring and Evaluation at different levels.
APRIGP proposes an MEL structure at SERP that caters to the needs of
MEL that includes all the basic elements of Monitoring, Evaluations,
Data Analytics and Knowledge Management and Communication.
Manpower structure is proposed accordingly.

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 Lack of rigorous research
SERP has facilitated many studies including large scale impact
assessment studies on the basis of methodologies developed for the
purposes. However, rigorous econometric methods were not built into
the methodology as essential part of rigorous analysis of the results
and, hence, the results remained at qualitative level or at averages level.
APRIGP proposes to correct this anomaly by incorporating the need for
rigorous analysis as part of the methodologies. APRIGP proposes to
utilize the services of the best available resources, nationally and
internationally, to work on rigorous analysis of the databases either
existing or to be developed as part of the MEL at SPRIGP.
 Lack of analytics
SERP has started using Analytics with its operational data but the
capacity of the applications is limited by the fact that there are multiple
databases and multiple platforms and these databases are not linked to
each other. Further, not all the databases are being used at present.
There is a lot of scope for betterment in use of analytics. The drill down
systems do not facilitate:
 Business Intelligence needs such as viewing, analysis, interface
with spreadsheet,
 On-the-fly calculation according to view,
 Multidimensional Analysis such as trend analysis, graphics,
exception reporting, comparative reporting, modeling,
forecasting etc.,
 Multi-user support (Sharing & Selective access).
With the proposed analytics for operational decision making and
performance management, SERP is expected to move from a
Reporting, monitoring, analysis to a more mature phase - predictive
analytics to enable itself to take remedial measures in advance.
 Lack of data visualization
Until recently, SERP was concentrating on the implementation of
programmes for better results and the need for the use of information
technology for MIS and data mining was not visualized. In view of the
scale of the project (involving more than 11 million SHG members and
related Community Based Organizations) efforts were made to use IT
by different components at SERP to take care of their immediate data
needs and this resulted different databases on different platforms. In a
way, the need for a comprehensive database on all components to
facilitate integrated analytics was not visualized. Plans are built into
the MEL system of APRIGP to correct this.

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13.2 Objective of proposed MEL System for APRIGP
APRIGP will be underpinned by a solid monitoring, learning, & evaluation system,
which will feed into decision support systems, business analytics, and in-depth studies.
Broadly, it will have three pillars: 1) Concurrent monitoring; 2) Decision Support
System; and 3) Impact assessments. The figure below provides a summary of the
M&E framework of the program.

Decision Support Systems: While a wealth of project data is publicly available,

vertical nature of this data and lack of integration are issues that need to be tackled for
improving the monitoring systems in the project. Beyond progress and exception
reports produced automatically, data from MISs can be used to conduct more in-depth
analysis, especially where systems identify persistent problems. This type of data
analysis is not well established in SERP, and the shared vision is that some capacity
building, as well as collaborations with outside consultants and agency, which has
expertise in ‘big data’ would be setup. This pillar would be led by Director, IT at
SERP with support from the evaluation and learning team (led by Director, M&E,
APRIGP), with inputs from all implementing components of the project.
Concurrent Monitoring: Analytical work on quantitative data from MISs could very
usefully be complemented by process monitoring, as was done during the AP Rural
Poverty Reduction Project as well as in other livelihoods projects. In addition, a
tracking survey would be regularly carried out to mirror of the various MIS outputs
and to track some select outcome variables every quarter (or six months). During the
first 6-9 months, a few qualitative studies will also be commissioned to better
understand the impacts of the pilots. This pillar would be led by the Director, M&E,
APRIGP with inputs from all implementing components of the project.
Evaluation: The shared vision for the evaluation framework of the project includes
various types of evaluation. First, an overall project evaluation will be conducted to
assess the project's contribution to key development outcomes at completion. A broad
baseline survey will be conducted with resurveys at mid-term and at the end to create
a panel of households.

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Second, APRIGP has a large list of innovative activities, which need to be evaluated.
The project’s phased rollout will be exploited to evaluate the overall impact of its
multi-sectoral approach. The first two years of the project will be the learning phase.
During this learning phase, various proposed interventions will be piloted and
evaluated (randomized where possible). Based on these results, the pilots will be
scaled-up from the third year onwards. Currently, thematic experts have expressed the
desire to conduct four different thematic evaluations(value-chain, agri-nutrition
linkages, Health Plan & One-Stop Shop).
Third, panel data was collected in 2003, 2006, 2008 as part of an impact evaluation of
APRPRP, which provided useful insights into the impact of the program; however, no
follow-up survey has been conducted since 2008. Resurveying these households
before the start of the project would provide an additional wave to the panel and yield
interesting insights on the longer-term impact of the overall RPRP/IKP program and
will also be useful for the wider community of livelihoods programs. These impact
assessements would be led by Director, M&E, APRIGP with inputs from all
implementing components of the project.
The specific objectives of the MEL system are to:
 Provide a periodic measure of inputs, activities and outputs in different
project components;
 Assess the process of implementation (conversion of inputs into
outputs) and identify factors critical for that conversion;
 Verify project related assumptions particularly in the early stages of the
project;
 Provide an assessment of the pre-project situation in thematic areas;
 Assess the achievement of the project objectives at different points of
time and make the primary stakeholders (the CBOs of the poor) an
integral part of the ML&E system;
 Facilitate regular management review and adaptation
 Ensure that MIS data are made an integral part of project management
by collecting appropriate information and providing staff and
community members from the village level, mandal, district and state
level access to dashboards that can analyze data relevant to their
specific purposes from the MIS. Similarly provide dashboards for each
thematic area team so that the MIS data can be used for project
management; and
 Assess the livelihood outcomes and the impact of the project on
different social groups of the state.

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13.3 Key Activities of proposed MEL in APRIGP:
 ICT Management Information System
 Data Analytics
 Process Monitoring
 Impact Evaluations
 Thematic Studies
 Tracking surveys
 Qualitative Studies
 Knowledge Management and Communication
 Trainings to M&L staff
13.4 ICT Management Information System
APRIGP will invest in robust monitoring and learning systems leveraging the
accumulated investments made under previous operations. The project will support
transformation of independent databases into a comprehensive information bureau
with capability of generating household, institutional, thematic or geography based
analytical profiles and patterns/trends to help various stakeholders.The APRIGP will
require a MIS linked to, but separate from the overall SERP MIS, focusing on the
300 project mandals. Opportunities to capture information automatically at
transaction points should be exploited to the maximum extent possible. (For
example, it is possible to measure milk fat content at collection points and record
production and revenues by farmer).
13.5 ICT Based Data Analytics
A commendable step for analysis and decision making is that SERP has started using
Analytics using its operational data. The drill down framework enables the user to
identify the non-performing districts/ mandals/ VOs/ members on various
parameters, so as to enable staff and community workers to take remedial steps in
those specific areas. However, as a number of multiple databases exist on different
platforms, not all databases, are being used to generate and more improvement is
possible in this area. Thus, there is still a lot of scope for betterment in use of
analytics. Also, the functionality and horizon of BI needs to be expanded beyond drill
downs to include Flexibility (viewing, analysis, interface with spreadsheet, on-the-fly
calculation according to view), Multidimensional Analysis (Trend analysis, graphics,
exception reporting, comparative reporting, modeling, forecasting etc.), Multi-user
support (Sharing & Selective access). Now that the organization is using Analytics
for operational decision making and performance management, SERP needs to move
from a Reporting, monitoring, analysis to a more mature phase - predictive analytics
to enable itself to take remedial measures in advance.
Livelihood Development: Value chain projects require specific business
analytics support. The primary objective would be to generate enterprise-level
dashboards and visual charts. An agency/institute with prior experience with private
sector and of business analytics would be a suitable partner for this assignment. The
agency will help SERP move beyond basic dashboard to more flexible drill-down

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charts. It should provide multi-dimensional analysis and multi-user support.
Eventually, SERP should be able to use this data for informed decision-making at all
levels. It will also help the producer groups and communities to asses their own
performance.
MIS for Producer Groups: One of the major areas that APRIPGP will concentrate is
on Producer groups (PGs). The Component-1 of the project namely ‘Value Chain
Development’ will involve economic mobilization, aggregation to achieve economies
of scale, community extension and productivity enhancement, and Producer group
formation and operation would constitute a major portion of this initiative. Thus,
MIS pertaining to Producer groups would be an important element for successful and
efficient functioning of the PGs. The MIS should be able to actively support the basic
objectives of Producer groups encompassing production activity planning,
productivity enhancement, provision for advisory on crop, weather, marketing
information and also act as a marketing platform for collective input procurement &
distribution and output marketing. Thus, few major elements of MIS for PGs would
be Funds management system for PGs, Order management system, Monitoring
system for storage locations and their inventories, Real-time data on crop prices in
various mandals /districts. A major startup task would be database creation of
member wise land/crop/soil/ data, vendor directories and prices for demand
aggregation of inputs. In addition the MIS will have to capture real-time transactional
data like inputs inflow and their distribution, crop production, logistics and sales.
Human Development: Monitoring for the HD component poses some
challenges and opportunities. Several Departments are involved in providing
services relevant to some programs, including the implementation of Maarpu,
Bangaru Thalli, and others. At present, linking the databases of various departments
and programs is difficult at best. Information on services delivered is very seldom
captured electronically when and where services are provided, and even when it is it
is mostly in the form of numbers. So for example ANMs (the front-line workers for
the Dept. of Health/MoH) enter information on the total number of children
vaccinated, ante-natal consultations, etc. only once or twice a month, by traveling to
CHCs where there are computers. Anganwadi Workers (AWW, the front-line
workers of the Dept. of Women and Children (DoWC)/MoWCD) provide monthly
information on the total number of pregnant and lactating women etc. DoWC is
implementing a mobile tracking system to track daily the number of meals provided
under Indiramma Amrutha Hastham (IAH, GoAP's cooked meal program), but
reporting is incomplete (on Jan. 24, 2014, for example, only about 25% of AW
Centers had sent in data).
The "MCTS+" pilot being conducted jointly by DoH, DoWC, and SERP in one
mandal aims to address some of these issues. A tablet with applications developed
for various programsis provided to Village Organizations, who can then assist service
providers in entering data every day at the point of transaction (in the Anganwadi
Center when meals are provided, during the Nutrition and Health Day where
vaccinations take place, etc.). The data could then feed both into the national system
and a local system that staff at various levels can use. The pilot will be assesses as to
its capacity and time requirements for front-line staff, technical and financial
viability, and scalability and, if it proves successful, will be expanded to project
areas. In parallel, thought should be given to the role of GPs in monitoring service
provision.

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 Social Safety and Entitlements:
A tablet with application developed for Insurance Plus is provided to Bhima Mithras
who can then assist the CBOs in entering the data every day at the point of
transaction (status of each activity under Insurance Plus). The data could then feed
both the server and the local system that staff at various levels can use. After period
of 6 months, it will be assessed as to its capacity and time requirements
TA, ICT and Partnerships: Currently ICT at SERP supports applications &
their functionality along with service delivery initiatives like Financial services/
eGovernance), IT & communication devices/technologies being used (Desktop,
laptop, tablet. Mobiles, Kiosks, IVRS, Radio) at each level
(State/District/Mandal/VO/SHG) and ICT related knowledge management
initiatives. Under APRIGP, it is proposed to:Additional ICT support required
Increase coverage of existing applications with new applications to be rolled out in:
 Functionality & coverage
 Outputs required
 Description & sequence of activities including roll out plan
 Facilitate new device requirements (level wise) and Introduce
further ICT related Knowledge management initiatives (Digital
green etc...)
 Convergence of data with concerned departments along with data
storing and infrastructure sharing
The new analytics required are:
 Dashboards at various levels(state, district, mandal, communities
organizations, producer groups etc.
 Analytics generated for various stakeholders(state to communities)
 Secondary data sources relevant(names required)
 Other Analytics requirements
Thus, an integrated analytics based MIS will be developed.
13.6 Learning and Research Fund for MEL at SERP
APRIGP includes a learning and research fund that allows SERP to strengthen its
capacity and commission some studies over the course of the project. SERP will
make data available to young researchers who are willing to spend some time in
SERP and pass on some of their knowledge and expertise to SERP staff. Analytical
work on quantitative data from MISs could very usefully be complemented by
process monitoring, as was done during the APRPRP as well as in other livelihoods
projects such as Bihar's. Terms of Reference for a process monitoring agency will be
developed.
13.6.1 Data Visualization Agency
Learning/Analytics. Beyond progress and exception reports, data from MISs can be
used to conduct more in-depth analysis, especially where systems identify systemic
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problems. This type of data analysis is not well established in SERP, and some
capacity building, as well as collaborations with outside institutions, would be
required. Two topics for in-depth analysis to be carried out during project
preparation clearly emerged during discussions:
Data Analytics. It is recommended that the Business intelligence (BI) be outsourced
to a company specializing in BI rather than develop and maintain a in-house team for
the same. The outsourcing option is in line with the prevalent outsourcing of
Analytics in the industry, that yields benefits of reduction in costs, access to skills
without having to hire resources on its own, ease of scaling up/down expensive BI
technical resources. It was also agreed that the vendor responsible for managing the
analytics part of application, will have to study the user requirements of various
departments (institution building, microfinance, HR, finance, M&E etc) and
accordingly design the system to extract data from the current databases, design &
build datamarts, transform and load the data and then generate requisite reports,
dashboards and scorecards for various levels in the SERP for strategic, tactical and
operational decision making. The data-refresh of data of datawarehouses could be
done at on a daily basis during the night, so that the users could get the updated
reports the next morning. It was also discussed and agreed that the outsourcing
would include design, development, testing, implementation of the BI system. After
the rollout and operationalization, the vendor will also run the system on 24x7 basis
and be responsible for maintenance and operations of the system. The vendor will
also be asked to provide resources (on Time & material basis), dedicated to SERP
and attached to departments so that each department head can dynamically address
business changes and get new customized analytical reports.
13.6.2 Process Monitoring
Need for Process Monitoring: APRIGP is a process intensive project. The
culmination outcomes of the project would depend mainly on the strength of the
processes adopted. Therefore, process monitoring would be undertaken to help the
project management and others involved to understand how and through what
process inputs get converted into outputs, what issues are critical in that conversion
process and what action is necessary to increase effectiveness.
Objectives of Process Monitoring: The objectives of process monitoring are:
 To understand how project inputs result in project outputs and identify
issues critical to such conversion;
 To provide information necessary to the management to increase the
effectiveness of the project in the areas of:
 Inclusiveness;
 Evolution, implementation and management of sub-projects;
 Identification, mobilisation and mainstreaming of OOS children;
 Convergence efforts in the areas of health, education, nutrition,
NRM and anti-poverty programmes;
 Livelihood assets and sustainable opportunities created;
 Inclusion of PRIs and civil society organisations in the project
implementation; and
 Identification, rehabilitation and empowerment of disabled people.
 To verify the process related assumptions of the project;

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  To assess whether activities/processes as planned are carried out;
 To generate a learning and feedback mechanism, which would enhance
prospects for adaptation, especially at the early stages of the project;
and to
 Assess whether the style of work and management is the best way to
achieve the objectives.

Assumptions of Process Monitoring: Process monitoring is especially important

in APRPRP because the project does not have pre-determined targets. The project's
success hinges on how well these assumptions hold. Some of these assumptions are:
 The poorest of the poor have information about all components of the
project including CIF, health, education, insurance, child labour;
 SHGs and their federations would effectively and function inclusively;
 Project would converge its efforts with the line departments in health,
education, child labour, sanitation, water supply, etc.;
 Project Management would respond quickly and objectively to the
needs of the poor including the CIF sub-projects; and
 Line Departments and other service providers would respond
adequately to the needs of SHGs.
Thus, process monitoring would verify the quality of the project implementation on a
continuous basis by analysing the information gathered at all levels of the project.
Methodology of Process Monitoring: The methodology for the proposed process
monitoring is given below:
 The participatory analysis would be conducted in a manner that
encourages self assessment by the community members i.e., the
identification of project processes that the community members
themselves regard as important, analysis by them of the extent to which
these processes are operating according to plan. The process monitoring
would be conducted at all levels of the project agencies (the
programme, district, mandal and frontline community staff) as well as
the community. The participatory techniques would be explored
depending on the context.The specific activities of this component
would include:
 Identification of processes and indicators for all project components;
 Designing the process monitoring system;
 Development of process monitoring tools;
 Capacity building of field organisations;
 Conduct of process monitoring once in four months in all districts on
sample basis;
 Submission of reports at the end of each round of process monitoring;
and

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  Develop rating system that would allow inter-district comparison in
different project components
The processes that are expected to be covered by the proposed process monitoring at
APRIGP under various components are:
Livelihood Development: The tentative list of indicators under this component is:
 Attendance, results and outcomes of TOT Training to village-level
resource person(VRPs)
 Results and outcomes of training on production system by VRPs to
producers/farmers
 Delivery of farmer-field school and the performance resource persons
versus the guidelines. If possible, assessment of the training on farmers.
 Farmer’s exposure visits organized by VRPs
 Quality and effectiveness of the demonstration plots prepared by the
VRP, with a special focus on PoP
 Key aggregation activities carried out by VRPs in a village for all
commodities.
 Organization and co-ordination of logistics activities
 Cluster level spear head team
 Procurement of commodity at storage facilities in a cluster
 Track processing activities facilitated by spear head team member at the
identified mills
 Whether CKCs have followed the guidelines for selection of kirana
outlet
 Asses compliance of guidelines by KRuSHE mart owner for consumer
survey given through SERP
 Whether CKCs have surveyed the KRuSHE marts for working capital
and infrastructure requirement
 Asses if the training module for demand of nutritional products in the
village has been carried out
 Whether producer groups/entrepreneurs have followed the quality
parameters for product standardization
 Whether CKCs have followed guidelines given by SERP for association
of KRuSHE mart owners- CKC level
 Whether entrepreneurs and KRuSHE mart owners have met for linking
of products
 Whether products are packaged according to standards given by SERP
in KRuSHE mart

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Human Development: The tentative list of indicators under this component is:
(a) Key activities at various levels for village HD plans such that problems
in roll out can be identified
(b) MAARPU monthly meetings and issues in institutionalization of these
meetings
(c) Institutionalization of VHND– coverage, service delivery, reasons and
gaps in poor service delivery.
(d) Key gaps in the training of front-line workers and community
organizations’ to increase the role of communities, and its impact
(e) Bottlenecks in the use of ICT for effective monitoring and review
(f) Institutionalization of “Balabadi”
(g) AWW trained as pre school educators
(h) One model ECE built per Mandal
(i) Monthly lesson plan trainings (attendance of AWW or number of
trainings.
Social Safety and Entitlements: The tentative list of indicators under this
component is:
 No of members Counseled
 No of Widow pensions sanctioned
 No of members provided with Livelihood support
 No of members provided with Education Support
 No of Members provided with Training and Job Support
TA, ICT and Partnerships: The tentative list of indicators under this component is:
 Dashboards at various levels (state, district, mandal, communities
organizations, producer groups etc.
 Analytics generated for various stakeholders(state to communities)
Project Implementation Support: The tentative list of indicators under this
component is:
 Staff selection, recruitment and placements
 Trainings to staff
 Financial budgets and costs
 Timelines for important activities
13.6.3 Project Evaluations
The objective of impact evaluation would be to establish the net contribution of the
poor with enhanced risk management ability. Measuring impact would involve
comparing the livelihood outcomes of the poor "before" and "after" the project, and
between the "project" and "control" areas. Since the livelihood outcomes would
depend on a number of factors, some within the control of the project and several
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outside, an effective impact evaluation would try to estimate the "net effect" after
controlling for the non-APRPRP interventions/factors to the extent possible. Even
then, attributing the net effect to the project interventions would be difficult.
However, care would have to be taken to segregate the influence of non-project
interventions and estimates would be provided within a reasonable level of
confidence. The changes in livelihoods of the poor would be assessed through
appropriate sustainable livelihood indicators cutting across the livelihood capitals
(natural, human, physical, financial and social capitals). The assessment would also
capture the change in the vulnerability of the poor to different risks and their risk
management capacity. In addition to capturing household level outcomes, the impact
evaluation would assess the group level and the community/village level changes.
The impact evaluation component would be carried out in three stages:
i. Base Line Survey,
ii. Mid Term Review; and
iii. Project End Evaluation.
The activities in this respect would include:
 Identification of outcome and impact indicators for all project
components;
 Designing a system for impact evaluation;
 Development of suitable tools for baseline survey, follow up survey &
impact evaluation;
 Conduct of Base Line Survey in five sample project districts;
 Conduct of follow up survey in the five sample districts;
 Conduct of end of project evaluation; and
 Submission of Base Line Survey, Follow Up Survey and impact
evaluation reports
A rigorous impact evaluation of the health and nutrition interventions will be an
integral part of the project. The evaluation will be a randomized controlled trial with
two treatment arms (corresponding to the two approaches outlined above i.e. (i)
NDCC+MAARPU with existing ICDS and (ii) MAARPU wit h existing ICDS). It
will cover a total minimum sample of 600 VOs: 200 treatment VOs each for each
intervention arm and 200 control VOs (with only ICDS). The exact number of VOs
to be randomized to the intervention arms will be finalized after the project coverage
is determined.
The evaluation will answer critical questions related to the relative effect on nutrition
outcomes of the two approaches, which will provide valuable feedback to the
existing national nutrition program (the ICDS) in India. It will also provide
information on the important issue of whether strengthening community engagement
(VOs) in monitoring services (strengthening demand) improves nutrition and health
outcomes. Essentially, this evaluation will compare the efficacy of the bottom-up
nutrition delivery system (that is, NDCCs) with the top-down system of nutritional
delivery (that is, ICDS).

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While capacity to articulate, contract out, and supervise evaluations should be built
in SERP, including through bringing in one or more people with some relevant
expertise in survey implementation, data management and analysis, evaluation,
specialized capacity to design and carry out evaluations should be identified
externally and contracted in when needed. The overall vision of the evaluation
framework involves two types of evaluations:
A broad baseline survey is proposed on a random sample of households, with
resurveys at midterm and at the end to create a panel of households. The baseline
survey would capture the current livelihood situation of the potential target
community vis-à-vis the control group in all its dimensions. The subsequent mid-
term and end-term evaluations would also be expected to cover the project and
control groups studied as part of the baseline. While all evaluations will have a
baseline and end-term survey, the need for a midterm survey will be assessed. A
focused analysis of key indicators that measure the Project Development Objectives
will be undertaken so that bases for comparison are at parity. Great care shall be
taken in designing the impact evaluation so that causal attribution can be made to
changes introduced by the project using scientific methods such as randomized roll
outs, discontinuity designs or propensity score matching.
Impact Evaluation on Pilot Interventions: Specific quick-turnaround Impact
Evaluation studies are proposed on pilot interventions where randomization can be
done. These impact evaluations would cover small samples within short timeframes,
with results available in a timely manner to inform decisions.
Longitudinal Study: In addition to the standard impact evaluation format, the project
would also commission a longitudinal study of a select subset of a cross-section of
households using a panel system of sampling. The empanelled households drawn
from the baseline sample would be revisited at yearly/ biannual frequency to track
the full range of changes taking place in the quality of life (QOL) and wellbeing of
the households measured in terms of QOL, HDI, deprivation index, empowerment
index and poverty index. SERP will seek assistance from the national social
observatory team in defining the group of households that will be drawn from the
baseline sample. This longitudinal study will also be complemented by Thematic
Studies and Qualitative Studies that explain specific findings from the longitudinal
survey. Indicators that can be tracked under various components of APRIGP are
explained below.
Livelihood Development: Indicators to be tracked under this component are:
 Percentage incremental increase in household income and producer
income
 Improved productivity measure through indicators such as yield, in
quintals/area, liters/animal
 Additional value captured by producers from commodity
processing/marketing
 Enterprise-level analysis such as ROI, labor productivity, profitability
etc.
 Rate of adoption of improved practices (by number and percent of
targeted producers)

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  Higher level community organization for input, marketing or
processing, delivering self-financing service to XX no. of producers
(sustainability indicator)
 Enhanced and improved quality of consumption of a PoP household in
the nutritional, personal & hygiene products in the KruSHE mart areas.
 Increased access to energy, and other essential services by organizing
retails outlets and home based enterprises
Human Development: Indicators to be tracked under this component are:
 Reduction of malnourished children (Underweight, Stunting and
wasted)
 Reduction in anemia among children, adolescent girls, Pregnant and
lactating mothers.
 Increase of HHs with daily use of 3 food groups
 Increase of villages declared as ODF
 Increase in learning outcomes amongst of 3-6 years children
 % of access to pre-school services to SC/ST children
 % improvement in children’s learning levels
 % of eligible children’s transition to primary schools

Social Safety and Entitlement: Indicators to be tracked under this component are:
Improved access to select entitlements
Improved access to formal financial sector and higher frequency of transactions.
More responsible financial behavior
Reduction in time spent on various transactions
13.6.4 Thematic Evaluations
Specific quick-turnaround IEs on pilot interventions, where randomization could be
done, for example different approaches to providing pre-school education. These IEs
would cover smaller samples and shorter timeframes, with results available in a
timely manner to inform decisions.
A few thematic studies would be commissioned as part of the evaluation component
to assess the impact of specific innovations and interventions that transcend the
CBOs such as promotion of CMSA, health insurance and nutrition programs. Finally,
small subsamples of communities would be tracked for in-depth qualitative data
collection and analysis with frequent revisits by trained qualitative field
investigators. Various Thematic Studies are proposed under APRIGP.
Livelihood Development: One of the core investment under APRIGP project is to
building and supporting community managed extension systems. These extension
systems will use various participatory methods to infuse modern technology amongst
the target farmers in a sustainable manner. Currently, the project intends to use three
innovative community-extensions methodologies. 1) Farmer field schools, facilitated

325
by village resource persons and CMSA’s activist. This is usually conducted in small
groups that helps farmers adopt and customize technologies according to their
individual needs. 2)Demonstration plots, which are an important group techniques
used for extension purposes. These are useful in showing to farmers that the new
practices are superior to the current one. 3) Community screening methods are a new
and upcoming extension methodology, which use participatory methods to generate
agriculture-related videos through the local villagers. These videos are then
disseminated through low-cost technologies. The objective of this thematic
evaluation through a randomized method would be to assess and compare the impact
of these various methods in the first two years on adoption of the technology, farm
productivity and cost per farmer. Eventually, the most cost-effective and sustainable
combination would be scaled-up for the rest of Mandals based on the result of these
evaluations. Additional studies under this component are:
 Impact of various aggregation activities on profitability of producer
groups
 Impact of KRuSHE on self-employment and skills in the treatment area
 Formation of new enterprises and their use of capital and labor in the
treatment area
 Impact of the package of services offered through the value chain
activities
 Impact and efficacy of various training under the value chain
components
 Off-take of nutrition products within the KRuSHE marts areas, which
have a focus on nutrition products
Human Development: Thematic studies proposed under this component are:
 The impact of capacity building of frontline workers & CBOs on HD
plans
 Community score cards versus Community monitoring using ICT
 Impact of village HD plans with HD Investment Fund (INR 10 lakhs)
 Impact of communication campaigns for behavior change and its effect
 Contribution of ECEs to Children’s outcomes
 Level of school readiness among children of ECEs.
Social Safety and Entitlements: Thematic studies proposed under this component
are:
 Impact of one stop shop during the first two years
 Impact f the dairy asset protection program for the poor
 Impact of grievance redressal system on the delivery of select programs
and comparison of its efficacy with other activities
 Impact of Sthree Nidhi and additional activities (BC etc.) on financial
indicators at a households & SHG level

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  Impact of various gender-related training activities on key gender
indicators
 Impact of setting-up a single point service center of disability and its
effect on the indicators related to PwD;
 Impact of enrollment in insurance schemes after Capacity Building of
CBOs;
 Impact of Insurance Plus activities on the bereaved families.

13.6.5 Qualitative Studies

Qualitative exploration would be undertaken in particular to understand changes in
marginal, excluded and vulnerable communities. Tools such as open ended Focus
Group Discussions (FGDs) would be used to assess the integrated impact that the
project has had overall on jobs in the village, the average rate of interest charged and
softer indicators such as women’s empowerment as measured by their physical
mobility.
Livelihood Development: Qualitative studies proposed under this component are:
 Business case studies on successful KRuSHE marts, producer groups
and KRuSHE enterprises
 Case studies on community organizations that have successfully
facilitated producer groups
 Assessment of consumer satisfaction of quality products
 Perception study of KRuSHE branded product versus non-KRuSHE
products
Human Development: Thematic studies planned under this component are:
 Case studies of “Balabadi” children currently in primary schools.
 Project preparatory study to investigate the relationship between
characteristics of ECE in different settings and children competencies
to develop a benchmark for ECE system.
Other Qualitative Studies proposed under APRIGP are:
Development Audit Reports by Community: In addition to the external evaluation
and stand-alone studies, SERP would make efforts to institute social/ development
audit systems to articulate community perceptions on the impact of the project.
Assessments can be sought from the community at half yearly frequency. The
services of an external agency would be required to design the social/development
audit systems and to mainstream them.
Best Practices: Preparation of a report on best practices in the project from all the
districts through community participation. External agencies are expected to be
engaged for facilitation.
Case Studies: Important Case Studies from all the districts at regular intervals.
These can be undertaken by engaging the community resource persons. External
agencies will be engaged to conduct, train and facilitate the process.

327
 Profiles of SHG Members: Profiles of SHG Members who have come out of poverty
after joining the project. Selective case studies from all districts are to be prepared
through community resource persons with an external agency for facilitation and
report compilation.
Additional Monitoring Support
Livelihood Development: Additional support required for a comprehensive MEL
system in APRIGP is given below:
 Market share analysis of KRuSHE marts: One of the main objectives
of KRuSHE mart is to promote community-owned retail chain and
these community-owned retail chains should command a bigger share
of the retail market in the state, especially in the target mandals. The
project will explore innovative ways to asses the market share of
KRuSHE marts through existing databases like IMRB and Nielson.
 LQAS monitoring for health service delivery indicators: Lot Quality
Assurance Sampling (LQAS) by CRPs/Supervisors –mapped with
ISSNP areas to be funded under ISSNIP
 Financial Diaries: One of the main objectives of various interventions
under component 3 is to improve the regularity of cash-flows from
various government schemes. As static survey instruments cannot
measure cash flows, financial diaries would be used to see the cash
flow for participants and non-participant households.

13.7 Knowledge Management & Communications

For knowledge management all products like – training case studies, presentations,
videos etc. need to be identified to be bundled as Training modules. Also, one needs
to plan for a digital library which could have digital films on POPs (Package of
practice) for various crops. Knowledge Management and Communications details
are given in separate chapter on Knowledge Management and Communications.
13.7.1 Internal Management Review and Learning System
SERP experience has revealed that internal review and monitoring systems
established by different district project units are worth replicating in the APRIGP.
The system however, would need to be standardized, with sufficient scope for
introducing district specific innovations. The activities of this component would
include:
 Development of internal monitoring and review system;
 Preparation of tools & reporting formats; and
 Capacity building of M&E units at DPMUs, APMs and CCs.
13.8 Institutional Arrangements
As part of Project Management Unit (PMU), SERP will support basic staffing for
MEL at SERP head office and at the district level. To help strengthen SERP's capacity
to commission and use evaluations, a concurrent evaluation cell would be set up. Its
primary objective would be to reinforce the culture of result-based management and
evaluation in the project and provide the basis for evidence-based decision-making
328
 processes, of both strategic and operational nature, at all levels including community
institutions. The ToRs has been finalized and will be advertised shortly. The CEC
would report to Director, M&E, APRIGP .

ToRs for Studies: Currently SERP is working on the development of ToRs for:
 Longitudinal Survey of APDPIP and APRPRP areas
 Process Monitoring
 Base Line Survey
 Qualitative Studies.

In due course, SERP will develop ToRs for Impact Assessment Studies and Thematic
Studies proposed under various components.
Management Information System: The services of external agencies would be
utilised to develop an MIS system including the software. The agency would also be
responsible for building the capacities of the staff to utilize web based MIS on
continuous basis. The state, district and mandal level management units would be
responsible for monitoring of the project through web based MIS. The system would
be computerised at all levels of CBOs i.e., the SHG Members, SHGs, VOs, MSs and
ZS. The staff at all levels from Community Activist to the CEO will be able to
access data and information relevant at their level. Further, detailed quantitative
information on livelihood activities of the SHG members will be tracked in the 300
project Mandals. Please refer to Annexure 19.3 for the TOR for qualitative tudy.
Data Analytics: The services of young professionals with some experience and
exposure to data analytics will be utilized to gain insights into working of the project
on a continuous basis.
Process Monitoring: The services of a competent professional organisation would
be contracted for undertaking continuous process monitoring, following the
methodology developed by APRIGP. Applicant organizations expressing interest in
the assignment and satisfying the criteria indicated would be short-listed by SERP.
Impact Evaluations: For conducting Impact Evaluations including Base Line
Survey and Mid Term Appraisal and Project End Evaluation, competent professional
organizations would be contracted on the basis of TOR prepared by SERP.

13.9 Knowledge Management and Communication

The services of young professionals with communication and knowledge
management skills will be utilized to plan and bring out occasional papers and other
communication materials.

13.10 Project Costs

As part of Project Management Unit (PMU), SERP will establish an MEL unit and
will support one person to lead the MEL unit and point persons in each district.

329
APRIGP will support all the other costs of MEL including the cost of MEL experts at
different levels and all other related costs. A Technical Support Agency will help in
recruiting and provide support to MEL unit at SERP. The total estimated cost of the
proposed MEL framework at under APRIGP is Rs. 9.00 Crores (Table below). In
addition to this, under various components, budget has been assigned for specific
thematic evaluations, process monitoring and tracking surveys.

330
 MEL Orgonogram
Basic requirement of manpower for MEL at SERP is given below:
Figure 36 MEL Organogram

Estimated manpower Requirement

A summary of manpower requirement in the States of Andhra Pradesh is given
below;
Estimated manpower for Monitoring, Evaluation and Learning
Table 65 Manpower Requirement for MEL

Computer
State Director SPM PM YP/PE DPM PS AA Total
Operator
SPMU 1 3 3 4 0 1 1 1 14
Srikakulam 1 1
Vizianagaram 1 1
Visakhapatnam 1 1
East Godavari 1 1
West Godavari 1 1
Krishna 1 1
Andhra Guntur 1 1
Pradesh Prakasam 1 1
Nellore 1 1
Chittoor 1 1
Kadapa 1 1
Anantapur 1 1
Kurnool 1 1
Total: 1 3 3 4 13 1 1 1 27

Assuming full fledged MEL systems in both the States, the total required number of
persons is 50 in both the States. There is a possibility that the positions of people up
to a certain level can be considered as common persons for both the States for the
next 5 years, if not more. However, this needs to worked out in consultation with
all the Stakeholders like SERP Telangana and SERP Andhra Pradesh, CGG,
Governments of Telangana and Andhra Pradesh and the World Bank.

331
 Chapter - 14

14 Governance and Accountability (GAC) in APRIGP

14.1 Introduction
The vision of APRIGP is to achieve inclusive growth and human development
outcomes by linking the community with improved service delivery through line
departments and the Panchayats. Good governance and accountability is a
cornerstone in achieving the outcomes of this project.
Governance is good when the systems and the processes are Accountable,
Transparent, Just, Responsive & Participatory.
The vision of Governance and Accountability (GAC) in APRIGP is to facilitate
efficient governance of resources (human and financial), with a foresight to
undertake assessments of risks and vulnerabilities and tackling them. This will be
achieved through effective tools of decentralised transparent monitoring &
deployment of mechanisms for timely response to address grievances. GAC is
important for the benefit of the stakeholders, mainly the SHG members.
The objective of the Governance and Accountability component is to put up a
Governance Architecture to improve the services delivery in the project and create
accountable institutions. This component suggests SERP and line departments
functioning by enabling convergence and last mile service delivery. This can
be achieved by implementing the project with Governance and Accountability
principles of transparency, equity, accountability and performance.
Levels at which GAC issues will emerge: The GAC framework first separates
between two core clusters/levels at which GAC issues may arise as each of these
have different vulnerabilities and require different attention. The two core
levels/clusters identified are:
 The community level – that includes all community institutions (SHGs,
federations, producer groups, etc.) and
 The Project level – which includes all the project machinery in the
participating State (state societies, district and mandal facilitation
teams, community facilitators, etc.).

332
 Figure 37 Good Governance

GAC response mechanisms to be used to address each risk – The GAC framework
then articulates the various GAC mechanisms that will be employed to address each
risk/vulnerability. These mechanisms have been classified into those that are meant
for:
 Prevention (e.g. design stage interventions in the project preparatory
stage , business processes, disclosure mechanisms, HR systems, and
capacity building/participatory processes),
 Detection (e.g. monitoring, grievance redress, fiduciary controls), and
 Response (e.g. sanctions, performance incentives).

14.2 Applied GAC components in SERP and the learnings15

14.2.1 Community Auditing:
Community Auditors at all levels- Zilla, Mandal and Village are involved in
conducting audit for all CBOs across the state.
The Village Organizations takes decisions regarding the matters of interest to
the villages as a whole, deciding and prioritizing on how the community
funds can be put to use for various development activities. These ‘CBOs’
promote the habit of thrift and encourage their members to take up income
generating livelihood activities with financial resources available with them.
However, due to lack of knowledge on bookkeeping and accounting aspects,
the SHG members are not able to utilize the available financial resources

15
Derived from “Understanding Governance and Accountability Risk. Adam Smith International.
World Bank. July 2008” and Discussions with Institutional Building Unit, SERP and Society for Social
Audit, Accountability and Transparency (SSAAT)

333
 effectively. In order to create financial and accounting literacy among
Community Based Organizations & the SHG members and conduct internal
audit of SHG accounts on a regular basis, SERP has decided to promote
Community Auditing.16
The objective for implementing community auditing is to create Financial
Literacy among SHG members & leaders, Promotion of transparency,
accountability and ownership among SHG members & Leaders, Enhancing
effective utilization of funds and Enhancing performance
of SHGs.
The strategy adopted by the Community Auditor is to educate all SHG
members & CBOs on VO, MS and ZS bye-laws and APMACTs through
Registration CRP strategy providing financial literacy to all SHG, VO & MS
members through Audit CRP strategy. Total 195 teams are placed in all 22
districts and they have covered 820 Mandals and audited 15326 VOs and 820
Mandal Samakhyas. They also streamlined the books of accounts of MSs
since inception in 820 MSs and established Monthly internal auditing system
by Auditing CRPs. Out of 820 MSs, 582 MSs are in profit and 238 MSs are
in losses as per the balance sheets, income and expenditure and receipts and
payments Statements.
Hence, Community Auditing is an effective tool for creating accountability in
the organizational bodies.
14.2.2 Social Auditing:
Community Based Organization (CBO) & District Project Management Unit
(DPMU) play an important role at the village level in the service delivery.
Social Auditing was done in 959 mandals under Social Security Unit (SSU)
scheme (April 2013 to February 2014). The overall expenditure audited was
Rs. 3,308,141,825 crores. In the course of the audit process, the deviation
found was of Rs. 70,571,790 lakhs which is 2.13% of the overall expenditure.
This includes grievance issues which lead to financial deviation.
The Society for Social Audit Accountability & Transparency (SSAAT) has
been also conducting social audit of Social Security Pension (SSP) scheme
and Stree Nidhi schemes implemented by SERP.
The governance and accountability issues related to CBO, DPMU and
especially VO through these social audits were:
 Lack of dissemination of information by the VO to the beneficiaries on
various aspects like enrollment, renewal of scholarships and
insurances.
 Not providing applications or lack of guidance on filling of
applications leading to rejection of application or information
mismatch.
 Insurance amount is credited into VO a/c. There are instances where
VOs hide these information and they just say amount has not yet been

16
Business process re-engineering for Community based organizations. SERP. Draft report. February
2014.

334
 released. In many cases it has occurred due to ignorance and few
intentionally.
 Not maintaining the bookkeeping properly.
 Political interference and subjective approach heavily influence the
functioning of VO, MS and ZS. Few VO leaders sometimes misguided
the beneficiaries due to personal grudge/threaten to not renew
insurance and scholarships.
Therefore, Social Auditing is an effective GAC tool to make the service
delivery organizations accountable to the community and maintaining
transparency through feedback mechanism.
14.2.3 GAC Assessment Studies undertaken in APRPRP Project: 17
In the Andhra Pradesh Rural Poverty Reduction Project (APRPRP)
previously implemented by SERP, the Governance and Accountability related
risks and their mitigation measures were not identified18 in the project design
but were evolved during the implementation of the project. The Project
Implementation Plan (PIP) of APRPRP did not have a separate segment on
Governance and Accountability, however, certain measures were proposed
under individual components like Gender, Procurement, Livelihoods, etc. to
maintain accountability and transparency in the project.

In 2008, Adam Smith International carried out a review of the APRPRP from
the perspective of Governance and Accountability, titled “Understanding
Governance and Accountability Risks”, consisting of two papers - A Review
of GAC Risk in APRPRP and Review of GAC Risks in Livelihood Projects –
Andhra Pradesh, Madhya Pradesh and Bihar 19,20.

The review stated that in the project, SERP was clearly mandated to be a
support organization to facilitate self governance and self management by the
SHGs and the project staffs working with the CBOs were strictly instructed
not to interfere with the decision making of the CBOs.
Based on initial design conditions, this project evolved into a community-
based and community-driven project. The presence of the project
organization (SERP) in the day to day functioning of the communities and
their institutions was also visibly reduced. The visibly stronger community–
building noticed in the state is probably a result of this evolutionary process.
As per the review (Also refer Annexure 19.39 for details), it was increasingly
evident that most of the traditionally known GAC risks do not appear to be as

Based on Understanding Governance and Accountability Risk. Adam Smith International. World
17

Bank. July 2008

18
Ibid.
19
“Understanding Governance and Accountability Risk-A Review of GAC Risk in APRPRP”. Adam
Smith International. World Bank. July 2008.
20
Understanding Governance and Accountability Risk-Review of GAC Risks in Livelihood Projects –
Andhra Pradesh, Madhya Pradesh and Bihar”. Adam Smith International. World Bank. July 2008

335
 “risky” as believed. In fact, community-driven organizational forms or
delivery system effectively mitigated these risks to a significant extent. The
Panch Sutras (PS) or the 5 cardinal principles of an SHG – weekly meeting,
weekly saving, internal lending, regular payments and healthy bookkeeping-
were in themselves effective measures for creating accountability within the
groups (Refer Annexure 2).
The main residual risk identified was that of sustainability of these forms and
structures once the ‘benign’ and largely ‘invisible’ hand of the project was
withdrawn, and sustainability still remains a risk.

14.3 GAC framework in APRIGP

Principles for GAC framework in APRIGP
An Overall Governance Framework encompassing multiple departments will be
developed for APRIGP with the following key principles:
a. Governance and Accountability for Service Delivery Improvement
The key services of the project have to be standardized with due consultation
with line departments. This would include defining the service delivery
standards, capturing the present delivery, capturing the deviation and
improving the service delivery. The standardization of the service delivery will
be as per Citizen Charter & Sevottum standards. Technical assistance to each
component in APRIGP by the districts to identified mandals and the
villages/SHGs will also be provided directly based on their needs. It is also
important to establish link between the villages and technical providers during
implementation.
b. Community Accountability for participatory monitoring, transparency and
social accountability
All budgets and decision making under the project are to be publicly
announced and available on information boards. High Service standards and
the role of participatory M&E for service delivery, social accountability and
transparency tools like community scorecards, social audits, budget notice
boards, and grievance redress systems, will be recognized as an important
determinant of the success of APRIGP. Mechanisms for making community
institutions accountable will also be developed.
c. Feedback Mechanism for Corrective Action
A robust grievance redress mechanism is important for Community Driven
Development. This system is for use by the community members to report on
any form of corruption or graft, and complain in case the selection and
planning process was not participatory or inclusive. This redress system will
operate independently of the project implementation setup and local
government structure. A feedback loop to capture community perception will
also be established.
Table 66 Governance and Accountability

S.No Component Details

A. Overall Governance and Accountability

336
 Service Efficiency &  Convergence planning – Maarpu, SCSP / TSP
Effectiveness  Business Process Re-engineering & Systems Development
 Governance Structures, Roles & Responsibilities
Performance  Development of Key Performance Indicators / Service standards
Management and Performance measurement systems
 Results Framework Documents
 Performance Review mechanisms
 Awards/ Rewards mechanisms
Risk Assessment &  Fiduciary Risks
Mitigation Plans  Procurement Risks
 Convergence Risks
 Governance Risks
Financial Management  Budgeting
 Double-entry Accounting
 Budget & Expenditure Tracking
 Internal Audits & Financial Audits
Procurement  Procurement Guidelines
Management  Procurement Manuals
 E-Procurement
Staffing Support to Line  HR Support for Placing Professionals in Line Departments
Departments  Monitoring the Accountability and performance
Data Analytics Support  Data Analytics Support
 Decision-support Systems
Grievance Redress  Grievance Redress System
Mechanism  Call Centre approach
 Computerization / IVRS / Mobile technology
B. Community  Proactive Disclosure
Accountability  Social Accountability
 Participatory Monitoring
C. Feedback Mechanism  Household Diagnostics
 Community perception on service delivery
 Trainings for making community institutions accountable.

Methodology to develop GAC Framework:

Following methodology will be used to develop the GAC framework in APRIGP as
discussed above and the components will be measured based on the Governance and
Accountability Performance Benchmarks

METHODOLO
GY

Performance Benchmarking

337
 Figure 38 Roadmap for developing GAC Framework in APRIGP:

Bringing Social Accountability

Across the thematic of
HD/LD:-
Access and Coverage,
Secondary information Service levels and
through the Quality,
Performance Financial Sustainability,
Assessment Format of Efficiency in Service
the key services based Operations Creating Accountable Institution
benchmarking Equity related aspects Creating a Cadre of
Insight into service professionals through
delivery and ToT for strengthening
institutional accountability of select
performances coming public services and
through Village Action entitlements in the last
mile for HD , SD and State Level Improvement
Plan process from 1 Identify the key service
village in the key Access to entitlements the line departments
identified mandals. Conducting third visualize to be
Conducting party audits through delivered through VO
community score card community cadres Design the VO model
for key services facilitated by SAC in as a enterprise on
included in the project the Gram Panchayats business principles Standardize service
from 1 villages from Conducting community Empower the VO to delivery as per
the key identified score cards onducting deliver the services Citizen charter &
mandals. community score cards Empowering includes Sevottum standards
for sample Gram capacity building , Evolve overall
Panchayats hand holding with IT Governance and
 support Accountability
Documentation of framework for the
social accountability project
practices


Conducting community
score cards for sample
Gram Panchayats

Documentation of
social accountability
practices

Conducting community
score cards for sample
Gram Panchayats

Development of individualDocumentation
GAAPs
social by eachof
accountability partner
department: Using the overall
GAC framework it would be encouraged that the
practices implementing agency and the
partnering line departments develop the individual Governance and Accountability
Action Plans (GAAPs), which will outline the specific actions, timings, and
responsibilities that will be undertaken to tackle different GAC issues during a
particular year. These GAAPs will be monitored and updated on an annual basis.
14.4 Activities undertaken in the design stage
During design stage of APRIGP, the following activities were undertaken under
GAC:
1. Diagnostic study of ICDS:
The Centre for Good Governance (CGG) conducted a diagnostic study of
Integrated Child Development Services (ICDS) programme implemented
by the Department of Women Development and Child Welfare (Govt. of

338
 AP) for functional mapping leading towards a road map for determining
the probable areas of convergence and areas of intersection. The CGG
team accessed the secondary data of multiple departments and prepared a
learning note for the key thematic interventions. Based on correlation and
in-depth data analysis the assumption was strengthened for the service
delivery.
The study was conducted in 4 Districts (Ranga Reddy, Visakhapatnam,
Nalgonda and Kurnool). The methods used were
(i) Interviews and focused group discussion (FGDs) with Women
& Child beneficiaries, their family members, community elders
and youth, ICDS Staff ( Village, Mandal and District), PRI
Functionaries and CBO Members,
(ii) Observations: Services, facilities, functioning, Information and
(iii) Desk Study: Project and Government Documents
The key findings of this study were (More findings in Annexure 19.43):
 Less number of beneficiaries were served than registered
 The upkeep for the buildings was poor and not suitable for health
and nutrition environment
 The space was crammed for the Activities- PSE, Play Area, Women
Education, Meetings , Stores, Kitchen
 Poor/No Toilet and Drinking Water facilities
 Insufficient and poor food quality
 Project staff resisted involvement of CBOs and PRIs
The study concluded that systematically planned and process driven
convergence programme has potential to yield sustainable results in the
implementation of ICDS and suggest convergence roadmap to achieve the
same.
A similar study for other line departments (Department of Education,
Social Welfare, Tribal Welfare, Water & Sanitation) and SERP will be
undertaken subsequently during the design stage itself.
2. Thematic Situation Analysis:
A thematic situational analysis of 5 Gram Panchayats from the selected
APRIGP mandals in the districts of Adilabad, Nizamabad, Srikakulam,
Prakasam and Nellore was carried out by APARD on human development
components like health, sanitation, nutrition, education and livelihoods.
This study was conducted to provide field insight to the design team for
developing a comprehensive human development plan using the data
collected in the study.
The methodology used was field discussions and data collection through
APARD trained Bharat Nirman Volunteers (BNVs) wherein the data
collection format was guided by SERP to collect the required information.
The key findings of the situation analysis were :

339
  Lack of information on government schemes in the villages
 Majority of people are not aware of their entitlements
 Lack of transparency in selection, sanction process and financial
disbursement of government schemes like Nirmal Bharat Abhiyaan
(NBA) for constructing ISLs.
 Lack of accountability on part of government officials
 Non- Inclusion of marginalized and vulnerable community in all
the processes of project implementation.
 Lastly downgraded quality of service in all the process of
government schemes implementation.

14.5 GAC activities proposed in the implementation stage

In APRIGP, the Governance and Accountability will be implemented through the
following mechanisms, partnering with the suitable agencies:
1. Development of Governance and Accountability Framework, Data
Analytics and Professional Staffing Support
A detailed GAC framework, as given above will be developed.
For APRIGP, a Knowledge Unit (CGG-KU) will be established – a platform for
integrating policy makers and Community of practitioners (COPs) and academics
and likeminded stakeholders for learning out of the informed experiences of SHG
revolution in the state. The resultant analytics may be used to share it among
decision makers for policy formulation and with researchers and like- minded
stakeholders to be able to leverage on the findings.
The Centre for Good Governance (CGG) is being suggested to be taken as as an
implementing partner for GAC with aim to seek services for institutionalizing
Governance and Accountability in the APRIGP, as detailed above.
In addition, CGG will assist in providing Professional Staffing support to the line
departments as per the skills and competencies envisaged in the project.
A Detailed ToR is attached in Annexure 19.45.
Innovations proposed
Group-Community of Practice: Sarpanches from successful model villages in other
states will be brought on board and invited to visit select villages in identified
mandals of APRIGP and provide their consultation on best practices to improve the
governance and accountability framework in the project at village level.
Validation: Quality assessment will be carried out of all the key service delivery
systems in the project and grading will be done on GAC for all the GPs.
New ICT/Media based GAC tools: To enhance the GAC in APRIGP, several ICT and
media-based tools that will be used in the project like SMS based
feedback/grievance hotlines, community radio, TV & Radio ‘Talk-back’ shows,
regular reports from citizen journalists/reporters, etc.

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Establishing an information repository: An information repository (based on World
Bank’s Open Knowledge Repository) can be established for the research outputs and
information dissemination under the APRIGP project.
2. Community Accountability
To make service delivery organization accountable to the community and quality
implementation of programmes with transparency, it is utmost necessary to create
the framework which explore innovative mechanism like community auditors,
participatory monitoring, feedback tools like community score cards to be built into
the project DNA. This calls for rolling out a blueprint for mainstreaming social
accountability.
A framework will be prepared which helps SERP put in place social accountability.
This will include putting up community based grievance redress system,
transparency and feedback mechanism.
Once the framework is in place during the project, support would be provided to the
project to put up the accountability mechanism in place. The dedicated centre will be
created and also act as third party to overview the accountability across the
community institutions and producer groups.
Support will also be provided to the project institutions like VO, MS and producer
groups to perform as accountable institutions.
The Society for Social Audit, Accountability and Transparency (SSAAT) has been
identified as the partner agency to implement this component in APRIGP.
A Detailed ToR is attached in Annexure 19.46.
Innovations proposed
Comprehensive Social Audit Process integrated in MIS: APRIGP will also consider
institutionalizing a social audit process into its core design like being done in
National Rural Employment Guarantee Scheme (NREGS). The results of this social
audit will be made a part of the Management Information System (MIS), hence the
feedback from this social accountability tool can become a core element of the
decision making set up for the project at the state level.
Digitization of grievance redress mechanism: Setting up a digitized interactive
system through IVRS (Gram Vani–Voice of the Village), making it accessible to
anyone in the village with a mobile phone, to record and forward the grievances of
the community to the concerned department and ensuring follow-up of the
grievances in a time bound manner. A Soochna Kendra (Information Centre) will be
established in each Panchayat to record these grievances through Gram Vani.
3. Feedback mechanisms
It is important to capture community perception and facts on service deliveries for
all components at required frequencies across the project timeline.
Under APRIGP, an exclusive dedicated small unit for capturing field based feedback
and training the stakeholders on social accountability for the project will be created
with the aim to complete a feedback loop on the service delivery of the project and
line departments to make the right policy interventions.
It is suggested that during the project preparation, diagnostics on various themes
including value chains, health and nutrition, entitlements, service delivery should be

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 undertaken to capture the demand side perspective, which sometime does not get
captured through the secondary data on the service delivery. The partner agency
would support the project team in taking up situation analysis through integrated or
thematic base, by using dedicated team created in all the 300 APRIGP mandals to
undertake exercise in the selected Gram Panchayats of the project area.
The Andhra Pradesh Academy of Rural Development (APARD) has been identified
as the partner agency to implement this component in APRIGP. APARD has been
already working with SERP in the Situation Analysis through their team of Bharat
Nirmaan Volunteers (BNV) on the existing service delivery.

Innovations proposed
Service Delivery Competition/GAC Awards: Annual competitions between the Gram
Panchayats (GPs) will be conducted in key service delivery sectors and performance
awards will be institutionalized e.g. Best Anganwadi, Best VO, etc.The results of the
standardized GAC monitoring mechanisms like social audit, annual user report card
or GAC barometer will be used as indicators to judge the same and BNVs (in
association with APARD) shall be used to carry out the performance assessment in
the GPs.
This inititaive can be based on the ‘Sant Gadge Baba Gram Swachhata Abhiyaan’ of
the Government of Maharashtra. This award was an open invitation to villages to
participate in a competition for ‘clean village’. The campaign received
overwhelming response and triggered phenomenal change in rural Maharashtra.
Through Sant Gadge Baba Gram Swachhata Abhiyaan the government took the role
of a ‘facilitator’ in place of its previous role as a ‘provider’ (Refer Annexure 19.48
for more detail on this initiative).
14.6 Implications for APRIGP component
The GAC framework has the following implications for each of the APRIGP
components. The activities promote good governance because transparency and
accountability are embedded in the process and APRIGP will provide local
governments a model for better service delivery toward poverty reduction.
Component 1: Value Chain Enhancement through Producer Organizations: This
component will work with those small and marginal producers. The Producer group
will be enabled to become accountable institutions to serve the purpose they are
created for. Under component one, the project would help communities create their
own private sector through federations of organized community institutions named
as producer groups.
Component 2: Human Development: Building on component initiatives of life
cycle approach, the GAC will help strengthen community mechanisms to improve
the functioning of school systems and their social accountability, health system at
PHC and accountability towards the patients, Child & Women welfare centre and
accountable services delivered to those using the service directly.
Component 3: Access to entitlements and social development: The project will
leverage institutions’ experience and expertise like Center for Good Governance
(CGG), Society for Social Audit, Accountability and Transparency (SSAAT) for
strengthening accountability of public services and entitlements in the last mile.

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GAC would leverage ICT for predictable service delivery and social accountability
mechanisms.
Component 4: ICT & Partnerships: The objective of this component will be to
improve the performance of project implementation and enhance coordination
mechanisms. Under GAC, through the partnership suggested in the component 3, it
will invest in ICT and social accountability mechanisms for improving service
delivery in a sustainable manner. The project will make strategic investments in ICT
and m-Governance systems to develop state of the art IT platform for hosting and
delivering variety of project services.
Component 5: Implementation Support: This component supports establishing
overall Governance and Accountability Systems through the framework, across the
implementing agency and the line departments.

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 Chapter 15
15 Risks and Risk Mitigation
This is a complex project, straddling multiple sectors, involving the active
participation of several government departments and private organizations. It also
stretches SERP’s capacity in areas relatively new to it.
In addition to the risks intrinsic to the project, there are also uncertainities in the larger
political environment in which the project is situated. We list below the key risks and
measures to mitigate them.
15.1 State Bifurcation
The reorganization of Andhra Pradesh into two states AP and Telangana has
implications on the total number of projects, financial outlays and institutional
arrangements. Discussions have been done with GOAP officials on the risks
associated with preparation, appraisal, negotiation and implementation of the project.
Elections to State Assemblies for the two states have been conducted in May and
new State Governments will be in place in both states by 2nd June, 2014. This has
implications on the ownership and preparedness of the two new states.
1. Two separate projects would have to be prepared and negotiated for states of AP and
Telangana. SERP and the Bank Team have collected various background data for AP
and Telangana to ensure that two projects are ready with less transaction costs since
core design will remain the same. However, it is possible that the two state projects
might have different preparation /finalization timelines.
2. SERP would also be reorganized into two organizations, SERP (Telengana) and SERP
(Andhra Pradesh). The split would mean that the staff (especially the senior staff)
would be distributed among the two new agencies, resulting in a reduction in the
implementation capacity of the two new agencies due to depletion of competencies
and skills mainly at the State level. The quality of human resource available could be
skewed towards one of the States and as a result the competency gap in one State vis-
à-vis the other can be significant.
One way to mitigate these risks would be to embed some of the key experienced staff
within the Centre for Good Governance (CGG shall act as the convergence secretariat
for the project) so that their expertise could be available to both the Telengana and
Seemandhra SERPs. The details of such an arrangement will be part of a MoU that
the project will be signing with CGG for providing support during implementation of
the project.
3. New appointments shall be made for the all the key positions (Chief Secretary,
Principal Secretaries of all the key departments, CEO and Addl. CEO SERP) that play
a critical role in the finalization of the project preparation and implementation.

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15.2 Convergence with Govt Departments
Working in co-ordination with other government departments is vitally important to
achieving the project objectives. It is conceivable that the relevant Departments and
other stakeholders involved in the program may not demonstrate the commitment
required to bring about the proposed convergence. For instance, the Maarpu program
initiated through AP Government Order 249 seeks to promote convergence among
relevant stakeholders in order to improve the health and nutrition status of women and
children. However, though the Government Order was issued in September 2012, its
implementation on the ground has been very patchy.
In order to mitigate this risk, the following actions will be taken:
1. The project will actively engage with all relevant departments from an early stage. It
will seek and incorporate their inputs into the project design and implementation. To
facilitate this, the high-level Steering Committee of the project will include the
Secretaries of these departments under the Chairmanship of the Chief Secretary.
2. The project will work proactively with them to identify opportunities and gaps, and
will help to improve capacity among their front-line workers. The CEO has already
help talks with the Principal Secretaries/Commissioners of several departments,
including those of Women and Child Welfare, Health and Family Welfare,
Agriculture, etc. The project will also support the sensitization of and regular
interactions among the concerned ministries and district officials who are tasked with
the operationalization of the Maarpu program.
3. The project will support knowledge exchange and learning from other contexts where
such convergence has been successful. The project will devote additional effort to
develop multi stakeholder arrangements for learning, knowledge management and
implementation.

15.3 Multi-sectoral nature of project interventions.

As the project seeks to simultaneously address income and human poverty outcomes,
it will have to make investments in multiple interventions in diverse sectors such as
livelihoods, health, nutrition, education, etc. SERP will
(i) rejig its HR to bring in required skill sets and competencies for achieving project
outcomes
(ii) organize HR around thematic verticals, and
(iii) simplify intervention design for enabling greater community involvement and
synchronize interventions to minimize implementation challenges.
Apart from the CEO, PMU would comprise of multi-disciplinary team of experts as
per required competency and skills for achieving the outcomes of the project. It was
agreed that these experts with adequate experience in the relevant competencies and
skills would be drawn from the existing SERP staff based on a competency test and
accreditation process, from the open market and government departments on
contractual basis for the life of the project.
15.4 Partnerships with the private and social enterprise sector.
Strategic partnerships with commercial banks, private and social entrepreneurship
sectors needs to be supported not only to provide smooth and preferential access to
services by the poor but also capture growth opportunities amplifying the livelihood

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 impacts. There is a risk of slowing down the pace of the project as each partnership
needs to be uniquely tailored. The project will periodically organize innovation
forums and knowledge events to identify best practices and innovators (including
those in Government and public sector) that allow sourcing of partnerships on a
systematic basis. The project will also develop a partnership management framework
for supporting this effort.
15.5 Linkages with Local Government Institutions
So far, SERP-supported CBOs and Panchayati Raj Institutions have maintained a
distance between them. This project will require them to work closely together.
However, Panchayats and community institutions have not been entirely without
interactions. Partnerships between them have been developed for implementing
entitlement schemes and programs such as MGNREGS, sustainable agriculture
development on private lands, etc. Resource persons from SHG networks actively
participate in social audit of various Government programs. A number of women
belonging to poorest households from Dalit and poorest communities by virtue of
their functional leadership skills contest the local government elections and many of
them have been elected. Though there is a need to study this systematically, the ICR
of APRPRP points to a significant improvement in the quality of local governance.
The project will leverage existing relationship to develop complementarity of the two
structures for effective delivery of public services a7ind entitlements. Learning
exchange program with Kudumbashree in Kerala and elsewhere will be arranged to
systematically learn lessons in convergence strategies at various levels of local
governances.

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 16Chapter
ANNEXURES

16.1 Social Inclusion in Institution Building Component

To enhance the incomes and quality of life of rural POP and poor especially SCs, STs
and vulnerable sections viz., single women and persons with disability, the project has
initiated promotion and strengthening of SHGs, Village Organizations, Mandal
Samakhyas and Zilla Samakhyas. Some of the Key strategies adopted to mobilize all
POP and poor into SHG fold and provision of financial, technical and social
development services to them are as follows:
1. Identified the target participants through Participatory Identification of Poor (PIP) and
got approval in Grama Sabhas.
2. Conducted a special drive as part of POP Strategy for identification of all POP HHs
especially SC's and STs in 1098 mandals and creation of a database.
3. Positioning of one project professional viz., Community Coordinator for every 6-7
villages for providing intensive handholding nurturing support to SHGs and their
federations.
4. Formulated a special POP Strategy for providing intensive handholding and nurturing
support and facilitating them in accessing all project components and their
entitlements from all anti-poverty programmes of the government.
5. Positioning of one exclusive Project professional viz., Community Coordinator for
every mandal for providing intensive handholding nurturing support to SC and ST
HHs in all POP mandals and a senior project professional viz., District POP Strategy
Coordinator for coordinating all project components and line departments in
providing services to POP Families especially SC and ST HHs
6. Provision of financial support to VOs for hiring one exclusive community activist in
all POP mandals viz., POP – CA for every 100 HHs to mobilize all left over PoP,
provision of continuous handholding support, conducting trainings and ensuring all
POP HHs access financial, human development services and their entitlements.
7. Implementation of a special CRP strategy i.e. SHG Trainers strategy in all POP
mandals for mobilizing all left over SCs and STs HHs into SHG fold, conducting
trainings and provision of intensive handholding nurturing support to SHGs especially
SC and ST SHGs.
8. Sensitization and facilitation of all CBOs in adoption of 10 PoP HHs by each VO in
their jurisdiction and assist them by providing CIF for taking up livelihood activities
and possible ways to come out of the poverty situation.
9. Implementation of a special campaign for training, reviving and strengthening of C &
D grade SHGs especially SCs and STs SHGs through project staff.
10. Allocation of 50% of IGA CIF to SC/ST HHs another 10% to single women, women
headed families and PwD families in the SHG fold.
11. Establishment of POP fund in all PoP VOs for providing extra financial support to all
SC&ST families in the POP Strategy
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12. Amendment of CBO bye-laws to address the issues of leadership positions of SC/ST
social category in CBOs by making provision for SC/ST members to get into 3 out of
the 5 leadership positions especially powers like cheque signing authority right from
SHGs to ZS.
13. Establishment of 196 Community Managed Area Level Training Centers (CMALTCs)
in all the Area Coordinator clusters, with a pool of various levels of community
resource persons and para-professionals for providing continuous trainings to the
SHG and VO Office Bearers and SHG members especially SC/STs. In the CMALTCs,
the trainers shall train VOLTs (VO level trainers) who intern provide training to the
SHG members.
14. Promotion of 8 best performing MSs/Mahasamakhyas/ ZSs as Regional Resource
Centres for training newly elected MS Office Bearers and MS Functional Committee
members.
15. Establishment of special RRC in the tribal area for giving trainings on tribal
entitlements.
16. With the inputs of Commissioner Tribal Welfare and TPMU Girijana samakhyas, a
special CRP strategy has been formulated to address both livelihoods and IB issues in
tribal areas. As part of this strategy, a team consisting of IB CRP and Marketing CRP
shall visit the field and shall try to identify the problems in the field and try to
strengthen them around IGA related intervention.
17. Developed convergence with the tribal welfare department for giving special
attention to the tribal population.
18. Conducted series of workshops to identify the problems of the tribal population.
Exceptions are provided in the formation of VOs in the tribal areas i.e. even 5 nearby
SHGs could form into a VO.
19. To increase the efficacy of the tribal strategy, additional 2 new TPMUs were
established
20. To address the problem of continuity in providing enabling leadership and
institutional memory in all TPMU project management units, the best performing 9
Project Managers were promoted as APDs and posted in all TPMUs. Also 30% extra
allowance is provided to the project staff to motivate them to work in the TPMUs.
21. Provision of social category and economic category wise reports on the coverage,
financial status, loan disbursements and recoveries, members access to various IKP
programmes and performance of members and SHGs in the m-bookkeeping data.
and sending SMS to staff.
22. It was observed that due to lack of proper identification cards some of the PoP
households were unable to join in SHGs. To address this issue, instructions were
given both to project staff and bankers not to make identification cards mandatory to
join SHGs in case of PoP households. Necessary modifications were made in M-book
keeping application for enrollment of PoP families without ID cards. Also necessary
instructions were given to district collectors and project staff to saturate the
mobilisation of left over PoP into SHG folds on a priority basis.
The above strategies have been formulated to increase the inclusion rate among the 15%
non covered (as per the analysis) SC/ST households.
Social Inclusion - Analytics
An analysis was done to understand the coverage of the PoP population by comparing
the Census data, PoP data and Mobile Bookkeeping data. From the census data, total
no of rural SC&ST households were taken. The SERP 2014 data is from the m book

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 keeping source. The PoP data consists of the total no of SC and ST female population
between 18 - 60 years and households identified during the PoP survey.
As the SHG membership is
mandatory for accessing both project
services and all government
antipoverty programmes, it is one
the important indicator for assessing
the social inclusion in the project. As
per census data, the SCs and STs
Population is counted for 16.5% and
7% respectively in the state. As per
mobile bookkeeping data, from the
total 1.16 crores SHG members,
22% and 9% of members belongs to
SC & ST Communities.
Analysis with Census Data:
The total no of households in census
data include the non eligible households i.e. households which are having members
with government jobs and which doesn’t have women in the family to join the SHG
fold. Thus there is a chance for the coverage percentage to go up after the exclusion is
done. Also there can be a chance of two women from the same household getting into
the SHG fold; this also needs to be discounted for.

Total population as per Total HHs as per Members in Coverage %

Census Census SHGs
Scheduled Caste 1,38,78,078 28,15,731 24,96,496 88.66
Scheduled Tribe 59,18,073 13,24,737 10,33,776 78.04
Total 1,97,96,151 41,40,468 35,30,272 85.26

The analysis of
social inclusion as
per census data
clearly indicates that 89% SC HHs and 78 % ST HHs are having SHG membership in
the project. As HH data is not available in m-bookkeeping data, it is assumed that
one member is equivalent to one HH.

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Analysis with PoP Data:

Total Population in Members in Coverage

POP Data SHGs %
Scheduled Caste 29,77,782 24,96,496 83.84
Scheduled Tribe 13,15,860 10,33,776 78.56
Total 42,93,642 35,30,272 82.22

The population in the above table is from the PoP survey and consists of females in
the age group 18-60 years of age. This shows that in population terms, the coverage of
the SCs and STs by the project is 82.22% and Household terms are around 91%
throughout the state. Also, it clearly indicates that from the total population of POP,
84% and 79% of SHG members are from SC & ST community.

Total HHs as per Members Coverage

POP Data in SHGs %
Scheduled Caste 25,25,749 24,96,496 98.84
Scheduled Tribe 13,27,223 10,33,776 77.89
Total 38,52,972 35,30,272 91.62

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16.2 SHG Bank-Linkage (BL) and Interest Subvention

The SHG Bank-linkage program which started effectively in the state of Andhra
Pradesh in 1999-2000 with a meagre loan amount of Rs 88.63 Crs is Rs 13,000+ Crs
annually, at present. The credit worthiness of these groups, having no collaterals, has
been built on their group discipline, repayment culture, internal lending and
accumulated corpus funds.

With a view to incentivize prompt payment, and to make the rural enterprises more
remunerative, Government of A.P started interest subvention programme (known as
Pavala Vaddi) under which interest paid by SHGs on their Bank loans, over and above
3% per annum, was reimbursed to SHGs, which have repaid the loan on time. From
1st Jan 2012, the Pavala Vaddi scheme was converted into ‘Vaddil Leni Runalu’ under
which total interest reimbursement was to be made by the Government to further
strengthen the viability of rural enterprises. Effective from July 2012 SHGs have to
pay only the principal portion, called SHG portion of the EMI, and the rest of the EMI
is credited directly by the Government into loan accounts of SHGs.

16.2.1 BL Initiatives
In order to ensure quality in credit access from the banks, the IKP has been
encouraging following processes:
1. Setting up the Community Based Recovery Mechanism (CBRM) at the bank
branch level with Branch Manager chairing and having members representing each
Village Organization (federation of SHGs at village level),
2. For supporting the bank branches which are poorly staffed, the institution of Bank
Mitra (an educated woman from the community) at each bank branch to work as an
interface between the community and the bank has been set up. The Bank Mitra is
paid by the community.
3. Institutionalising the Bank Linkage committees at the federation level (village,
Mandal and District) to monitor bank linkage progress,
4. Identifying and deploying Community Resource Persons, who are the best
practitioners themselves and came out of poverty, @ one team for every two bank
branches to train SHGs in credit planning and credit discipline.
5. Deployment of professionals under IKP to support communities in bank linkage.
All the SHGs in a cluster of Village Organizations (5 to 6 VOs) are assigned to a
Community Coordinator (CC), who is not only responsible for bank-linkage but also
responsible for prompt repayment. Last year their performance was also measured
based on reduction of NPAs.
6. Undertaking a systematic Village Investment Opportunity Survey to identify all
investment opportunities in the village economy; and linking it up with the Household
Investment Plan and in the MCP of the SHG, and

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 7. Web based real time status reports through data sharing arrangement with partner
banks. Reports are available on target and achievements, Overdue, NPA and interest
subvention. Analytical reports provide information across the project on the
performance of various socioeconomic categories of SHGs.
16.2.2 IS Implementation Process
The whole process is technology driven with banks sharing transactional information
of all SHG loans in the state on a monthly basis using FTP and SERP picks relevant
info from this dump to generate not only the reports on performance and delinquency
but also on the eligibility of SHGs for their interest subvention. The interest
subvention so arrived is paid directly into the loan accounts of SHGs through
NEFT/RTGS and for which SERP maintains adequate amount in escrow accounts
opened for this specific purpose. The NRLM has appointed SERP as NRO to create
National Web Portal on similar lines.

16.2.3 Inclusive Growth- Analytics

All Mandals:
One of the major agenda of the project is to reduce the poverty levels of the poor with
special focus on the PoP. Credit access and IS eligibility are good indicators for
measuring the success in this direction. Though BL achievement is highly satisfactory
in case of majority of the poor, it is marginally less in case of SHGs of SCs and
substantially less in case of STs.

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 There is no significant improvement in BL and IS in percentage terms though
improvement is visible in absolute amounts.
BL and IS - All Mandals
Year No. of % SC and No. of Amount % of % of No. of VLR % of % of
SHGs ST SHGs SHGs (Cr) SHGs amount SHGs amount SHGs VLR
linked linked eligible (CR) eligible amount
for VLR for VLR
2011-12
All SHGs 1075727 346612 8109.39 759175 745.16
SC SHGs 213256 19.82% 67397 1471.09 19.44% 18.14% 148701 134.55 19.59% 18.06%
ST SHGs 82613 7.68% 23164 418.96 6.68% 5.17% 45426 29.64 5.98% 3.98%
2012-13
All SHGs 1201600 384828 9839.77 839823 928.05
SC SHGs 251059 20.89% 78284 1849.62 20.34% 18.80% 169385 164.01 20.17% 17.67%
ST SHGs 97208 8.09% 27474 535.23 7.14% 5.44% 53340 37.13 6.35% 4.00%
2013-14
All SHGs 1206537 370697 11328.7 834604 1197.65
SC SHGs 252274 20.91% 73112 2070.84 19.72% 18.28% 166363 211.07 19.93% 17.62%
ST SHGs 97638 8.09% 22561 520.92 6.09% 4.60% 52379 49.07 6.28% 4.10%

Delinquency: Significantly high overdue and NPA in case of STs has resulted in low
IS eligibility and BL.
Loan Outstanding (as on Overdue
31.03.14) NPA NPA% Overdue %
No .of Amount No .of Amount No .of Amount Amount
accounts accounts accounts
All SHGs 979125 15885.4 117364 1451.38 11.99% 9.14% 793.85 5.00%
SC SHGs 210701 3206.65 38801 506.61 18.42% 15.80% 274.37 8.56%
ST SHGs 74889 954.97 18928 230.96 25.27% 24.19% 118.94 12.45%

Select Mandals:
Though the focus on select 150 PoP mandals has not resulted in noticeable growth, it
has stopped further deterioration in the portfolio quality in these mandals. There is
significant increase in the IS amount received by SC and ST SHGs, though not by
percentage terms as there is overall growth in these mandals. It is also true with the
BL amount.
BL & IS performance - 300 select Mandals in united AP

Year No. of % SC/ST No. of Amount % of % of No. of VLR % of % of VLR

SHGs SHGs SHGs (Cr) SC/ST amount SHGs amount SC/ST amount
linked SHGs eligible for (CR) SHGs
linked VLR eligible for
VLR
2011-12
ALL 281946 76397 1575.2 159115 130.76
SC 55148 19.56% 14660 289.96 19.19% 18.41% 30576 24.27 19.22% 18.56%
ST 57870 20.53% 13087 211.12 17.13% 13.40% 24089 13.02 15.14% 9.96%
2012-13
ALL 287074 86199 1955.8 180699 167.3
SC 56311 19.62% 17172 374.25 19.92% 19.14% 35510 30.39 19.65% 18.16%
ST 58748 20.46% 15307 265.47 17.76% 13.57% 28988 16.33 16.04% 9.76%
2013-14
ALL 288096 78618 2133.9 180756 219.52
SC 56587 19.64% 15431 396.11 19.63% 18.56% 35400 39.71 19.58% 18.09%
ST 58920 20.45% 11943 238.46 15.19% 11.17% 28361 21.5 15.69% 9.79%

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 Delinquency: NPA as well as overdue is quite high in select mandals compared to
other mandals.
Outstanding (as on
31.03.14) NPA NPA % Overdue
No .of Amount No .of Amount Accounts Amount Amount %
accounts accounts
All SHGs 228959 3290.44 37780 462.69 16.50% 14.06% 236.37 7.18%
SC SHGs 46605 657.79 9145 117.52 19.62% 17.87% 57.53 8.75%
ST SHGs 43704 504.72 12809 152.49 29.31% 30.21% 77.2 15.30%

16.2.4 IS eligibility in the last 3 years:

The eligibility percentage has been increasing among all sections including SCs and
STs. But, it is still less in case of 300 select mandals in united AP.
IS: Select 300 Mandals
% eligible for IS Average IS/SHG (Rs)
Month All SC ST All SC ST
Dec-12 58.56 53.55 43.29 770 759 597
Dec-13 61.11 57.06 42.59 1083 1083 910
Dec-14 65.47 61.01 47.59 1437 1437 1113
IS: All Mandals
% eligible for IS Average IS/SHG (Rs)
Month All SC ST All SC ST
Dec-12 64.89 57.1 48.83 858 822 676
Dec-13 68.47 61.07 48.84 1246 1152 1011
Dec-14 72.42 64.14 53.14 1689 1567 1302

16.2.5 Information made available to the Staff to address anomalies:

The following information is made available to the project staff at all levels – from the
state to the district to the mandal to the VO to the SHG:
1. SC and ST population in AP/District/Mandal/Village
2. No. of SC SHGs (% of the SHGs) and ST SHGs (% of the SHGs)
3. SHG bank-Linkage loan outstanding
SHG BL to SC groups – loan outstanding
SHG BL to ST groups – loan outstanding
Current year linkage
SC SHGs (%) and Amount (%)
ST SHGs (%) and Amount (%)
4. Non -performing Assets (NPAs)
Total NPAs – accounts and Amount
SC SHGs – accounts (%) and amount (%)
ST SHGs – accounts (%) and amount (%)
5. Vaddi Leni Runalu (IS)(Month)
Overall Eligibility – amount
SC SHGs – amount (%)
ST SHGs – amount (%)
It is also possible to get the reports of performance of the SHGs belonging to various
sub castes among SCs and STs. The information helps in identifying hotspots, which

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need immediate attention of the project staff. It also helps the project in its focus in
addressing the issues of the PoPs.

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16.3 Evolution of CIFSP from LEAP Processes

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 Figure 39 LEAP Process- CIFSP

Important segments of the LEAP Process

Figure 40 Segments of the LEAP process

16.4 MKSP
The objective of this component of MKSP is to empower the tribal women
NTFP collectors through an integrated approach of institution building around
livelihoods, capacity building and livelihood interventions programmed
together.
Producer Centric De-centralized Supply Chain Management for Tribal
Women’s Sustainable Economic, Food and Health Security
Expected outcomes are additional income up to Rs.27000/-, decreased health
expenditure through revitalization of traditional health care system and
tradition healers network for targeted 12000 NTFP/MAPs collectors.
Support extended: improved access to support services like technical
,marketing, information services, and package of practices to improve
productivity.
NTFP/MAP resources: Kalmegh, Amla, Palm fiber, Podapathri, Phoenix
brooms, Tippateega, Tanikaya and Nannari and practicing
Cultivation of sustainable agriculture: SRI Paddy & Annapurna Model of
Cultivation, growing of Gum Karaya, Kitchen garden, Hill brooms, Medicinal
& Aromatic plants and Lac. The geographical area of project is ITDA
mandals of Visakhapatnam, East Godavari, Chenchu area of Kurnool, Yanadi
tribal area of Chittoor Districts.

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Planned Interventions
 Promotion of Lac cultivation
 Collective procurement of NTFPs
 Agricultural Diversification like Hill brooms Cultivation
 Establishment of model Turmeric & Pippalla modi seed supply and
farm/nursery
 Practicing the sustainable and improved techniques in Paddy & Ragi
cultivation and reduction in health expenditure
 Provides additional income of Rs. 45,000 to 60,000 per family for 3000
families during lean agriculture season in July and January with less
drudgery in less number of days.
 Health intervention encouragement of local health practitioners for
treatment of different common ailments as first aid and reduction in health
expenditure up to Rs. 2500/- by creating food and nutritional security
through establishment of Kitchen garden and Practicing half acre
Annapurna model of agricultural practices at both irrigated and rain fed
areas by the all Lakh farmers.

Annapurna method of agricultural practices and practicing local health

practices for reduction in health expenditure:
The Annapurna ½ acre crop model is one system of crop cultivation. It ensures
improved food security to tribal and other marginal farmers. Expected
additional net income of Rs.50,000/- to Rs.100000/- in irrigated land, as well
as Rs.30,000/- to Rs.50,000/- in rain fed areas per family for 3000 families.
The Annapurna crop model evolved and developed by Jattu Trust from the
experiences gained in Community Managed Sustainable Agriculture. The
project areas cover three Mandals of ITDA, Parvathipuram, Visakhapatnam
District. Common health problems also will be addressed through local health
healers as first aid and in turn health expenditure will be reduced up to Rs.
2500/- per households.
Promotion of Large scale Tasar sericulture based livelihoods in Andhra
Pradesh:
TASAR rearing on the host flora Terminalia Arjuna /Terminalia tomentosa of
forest is one of the promising activity for improving the income with very
minimal investment especially for land less and marginal farmers in East
Godavari. There is a good potential in these areas: presence of tasar host plants
and traditional rearers.
The major producers in the sector include silkworm rearers, graineurs, yarn
producers and weavers. Expected additional income Rs. 23000 per household
for 5928 families.
Project Area: ITDA mandals of East Godavari cover 5928 Households.

MKSP-NTFP projects cover 23928 households in 9 Districts of Andhra Pradesh with

total budget of Rs. 3831.65 lakhs for three years period.

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 16.5 List of Mandals in Andhra region targeted for APRIGP (2013-18)
Version 1 (12-12-13)
%
%SC+ST Female %
Sl. DPMU/ populatio illiteracy Unirrig %Combin
No District name Mandal name TPMU n >7years ated ed score
1 East Godavari Maredumilli TPMU 94% 54% 92% 97%
2 East Godavari Y Ramavaram TPMU 92% 63% 91% 97%
3 Visakhapatnam Chintapalle TPMU 95% 73% 89% 86%
4 Visakhapatnam Munchingiputtu TPMU 94% 72% 86% 84%
5 Visakhapatnam Ananthagiri TPMU 92% 71% 87% 83%
6 Visakhapatnam Pedabayalu TPMU 96% 74% 79% 83%
7 Visakhapatnam Dumbriguda TPMU 95% 70% 80% 82%
8 Srikakulam Seethampeta TPMU 95% 61% 84% 80%
Gangaraju
TPMU
9 Visakhapatnam Madugula 93% 73% 73% 80%
10 Visakhapatnam Hukumpeta TPMU 96% 68% 73% 79%
11 Visakhapatnam Araku Valley TPMU 96% 60% 79% 78%
Gudem
TPMU
12 Visakhapatnam Kothaveedhi 94% 67% 72% 78%
Gummalakshmi
TPMU
13 Vizianagaram puram 93% 57% 74% 75%
14 Visakhapatnam Koyyuru TPMU 82% 59% 80% 74%
15 Visakhapatnam Paderu TPMU 90% 54% 75% 73%
16 East Godavari Gangavaram TPMU 74% 49% 91% 64%
17 Prakasam Konakanamitla DPMU 31% 63% 90% 61%
18 East Godavari Addateegala TPMU 72% 47% 83% 61%
19 Prakasam Maddipadu DPMU 40% 45% 96% 60%
20 Prakasam Tangutur DPMU 41% 43% 97% 60%
21 Kurnool Tuggali DPMU 25% 61% 95% 60%
22 Anantapur Vajrakarur DPMU 29% 54% 97% 60%
23 Vizianagaram Pachipenta TPMU 56% 64% 59% 60%
24 Vizianagaram Kurupam TPMU 78% 53% 48% 59%
25 Kurnool Gudur DPMU 25% 59% 94% 59%
26 Krishna A Konduru DPMU 51% 53% 74% 59%

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27 Kurnool Aspari DPMU 21% 67% 89% 59%
28 Vizianagaram Salur TPMU 65% 64% 47% 59%
29 Kurnool Srisailam DPMU 28% 45% 100% 58%
30 Krishna Veerullapadu DPMU 41% 48% 85% 58%
31 Prakasam Zarugumilli DPMU 39% 47% 87% 58%
32 Kurnool Devanakonda DPMU 19% 67% 87% 58%
Rampachodavar
TPMU
33 East Godavari am 92% 50% 73% 58%
34 Anantapur Gooty DPMU 22% 54% 95% 57%
Hanumanthunip
DPMU
35 Prakasam adu 36% 55% 81% 57%
36 Prakasam Voletivaripalem DPMU 34% 57% 80% 57%
37 Anantapur Uravakonda DPMU 21% 55% 95% 57%
38 Kurnool Krishnagiri DPMU 19% 62% 89% 57%
39 Prakasam Veligandla DPMU 32% 54% 84% 57%
40 Anantapur Tanakal DPMU 26% 53% 90% 57%
41 East Godavari Rajavommangi TPMU 60% 47% 69% 56%
42 Anantapur Kambadur DPMU 31% 48% 89% 56%
43 Kurnool Alur DPMU 23% 53% 93% 56%
44 East Godavari Rowthulapudi DPMU 25% 54% 68% 56%
45 Anantapur Gudibanda DPMU 25% 51% 91% 56%
46 Guntur Edlapadu DPMU 31% 44% 91% 56%
47 Kurnool Veldurthi DPMU 22% 57% 88% 55%
48 Kurnool Bethamcherla DPMU 27% 54% 85% 55%
49 Prakasam Donakonda DPMU 31% 62% 72% 55%
50 Kurnool Nandavaram DPMU 21% 67% 76% 55%
51 Kadapa Peddamudium DPMU 18% 50% 96% 55%
52 Prakasam Kanigiri DPMU 30% 56% 78% 55%
53 Anantapur Mudigubba DPMU 22% 53% 88% 55%
54 Kurnool Kolimigundla DPMU 21% 56% 85% 54%
55 Kurnool Holagunda DPMU 19% 69% 74% 54%
56 Anantapur Nallamada DPMU 24% 53% 86% 54%
57 Anantapur Gummagatta DPMU 20% 57% 85% 54%
58 Krishna Kanchika Cherla DPMU 28% 42% 90% 53%

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 Brahmasamudr
DPMU
59 Anantapur am 20% 53% 87% 53%
60 Guntur Amaravathi DPMU 33% 45% 82% 53%
61 Krishna Chandarlapadu DPMU 31% 51% 78% 53%
Naguluppalapad
DPMU
62 Prakasam u 39% 43% 78% 53%
63 Kurnool Kowthalam DPMU 19% 69% 71% 53%
64 Anantapur Singanamala DPMU 27% 53% 79% 53%
65 Kurnool Kosigi DPMU 13% 76% 68% 52%
66 East Godavari Devipatnam TPMU 64% 45% 57% 52%
Kambhamvaripa
DPMU
67 Chittoor lle 19% 53% 85% 52%
68 Srikakulam Bhamini TPMU 43% 56% 58% 52%
69 Visakhapatnam Golugonda DPMU 25% 54% 75% 52%
70 Kadapa Rajupalem DPMU 26% 46% 81% 51%
71 Guntur Achampeta DPMU 34% 56% 63% 51%
72 Guntur Bollapalle DPMU 45% 71% 37% 51%
73 Anantapur Somandepalle DPMU 23% 55% 75% 51%
74 Kadapa Yerraguntla DPMU 19% 41% 92% 51%
75 Chittoor Thamballapalle DPMU 14% 49% 89% 51%
76 Kurnool Pedda Kadubur DPMU 16% 73% 64% 51%
77 East Godavari Kotananduru DPMU 24% 53% 50% 50%
78 Kadapa Mylavaram DPMU 17% 53% 80% 50%
79 Vizianagaram Komarada TPMU 50% 53% 47% 50%
80 Nellore Rapur DPMU 46% 48% 55% 50%
81 Kadapa Kondapuram DPMU 21% 46% 82% 50%
Jupadu
DPMU
82 Kurnool Bungalow 31% 51% 67% 50%
83 Guntur Pedanandipadu DPMU 33% 37% 78% 49%
Merakamudida
DPMU
84 Vizianagaram m 13% 60% 75% 49%
85 Kurnool Kothapalle DPMU 31% 51% 65% 49%
Peddathippasa
DPMU
86 Chittoor mudram 18% 47% 82% 49%
87 Kadapa Galiveedu DPMU 13% 53% 79% 49%

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88 Krishna Vissannapet DPMU 35% 39% 71% 48%
89 Srikakulam Meliaputti TPMU 36% 50% 58% 48%
90 Chittoor Yerravaripalem DPMU 19% 48% 76% 48%
91 Chittoor Peddamandyam DPMU 17% 54% 72% 48%
92 Nellore Sydapuram DPMU 48% 49% 46% 48%
Mulakalacheruv
DPMU
93 Chittoor u 16% 48% 78% 47%
94 Nellore Duttalur DPMU 22% 48% 72% 47%
95 Vizianagaram Therlam DPMU 17% 60% 65% 47%
96 Chittoor B Kothakota DPMU 14% 46% 81% 47%
97 Krishna Reddigudem DPMU 34% 46% 61% 47%
98 Chittoor Chowdepalle DPMU 21% 45% 75% 47%
99 Chittoor Baireddipalle DPMU 23% 44% 73% 47%
100 Chittoor Thavanampalle DPMU 35% 35% 70% 47%
101 Nellore Kaluvoya DPMU 35% 49% 55% 47%
102 Vizianagaram Dattirajeru DPMU 13% 61% 66% 47%
103 Chittoor Chinnagottigallu DPMU 21% 44% 75% 47%
104 Kadapa Sambepalle DPMU 21% 55% 64% 46%
105 Krishna Vatsavai DPMU 37% 45% 55% 46%
106 Krishna Gampalagudem DPMU 33% 48% 52% 46%
Ramabhadrapur
DPMU
107 Vizianagaram am 18% 57% 61% 46%
108 Vizianagaram Parvathipuram TPMU 27% 54% 56% 46%
109 Nellore Kondapuram DPMU 28% 53% 52% 44%
110 Nellore Marripadu DPMU 25% 47% 60% 44%
111 Nellore Chejerla DPMU 28% 49% 55% 44%
112 Chittoor Bangarupalem DPMU 33% 34% 64% 44%
113 West Godavari Buttayagudem TPMU 73% 36% 22% 44%
114 Nellore Ojili DPMU 48% 44% 38% 44%
115 Srikakulam Kaviti DPMU 9% 49% 72% 43%
116 Srikakulam Vangara DPMU 20% 58% 51% 43%
117 Vizianagaram Makkuva TPMU 33% 55% 39% 43%
118 Guntur Veldurthi DPMU 36% 63% 29% 42%
119 Guntur Amruthalur DPMU 50% 32% 44% 42%

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120 Kadapa Chakrayapet DPMU 18% 56% 52% 42%
121 Srikakulam Hiramandalam TPMU 26% 51% 47% 42%
122 Nellore Vakadu DPMU 54% 46% 25% 41%
123 Nellore Balayapalle DPMU 46% 49% 29% 41%
124 Visakhapatnam Nathavaram DPMU 27% 55% 42% 41%
125 Prakasam Pullalacheruvu DPMU 41% 60% 23% 41%
126 Srikakulam Mandasa TPMU 21% 43% 58% 41%
127 Prakasam Gudluru DPMU 40% 53% 29% 41%
128 East Godavari Katrenikona DPMU 33% 39% 49% 40%
129 Guntur Bellamkonda DPMU 32% 58% 31% 40%
130 Visakhapatnam Madugula DPMU 24% 52% 45% 40%
131 Guntur Durgi DPMU 25% 58% 42% 40%
132 Guntur Macherla DPMU 34% 57% 27% 40%
133 Nellore Dakkili 41% 51% 26% 39%
134 Srikakulam Kothuru TPMU 29% 53% 35% 39%
135 Srikakulam Vajrapukothuru DPMU 2% 46% 69% 39%
136 Kadapa Chitvel DPMU 27% 52% 37% 39%
137 Srikakulam Pathapatnam TPMU 27% 47% 42% 39%
138 Prakasam Dornala DPMU 38% 54% 25% 39%
139 Srikakulam Veeraghattam DPMU 27% 50% 39% 39%
Yerragondapale
DPMU
140 Prakasam m 35% 57% 23% 38%
141 West Godavari Jeelugumilli TPMU 49% 37% 27% 38%
142 Prakasam Ballikuruva DPMU 33% 54% 27% 38%
Jiyyamma
TPMU
143 Vizianagaram Valasa 30% 53% 27% 36%
144 Kadapa Veeraballe DPMU 22% 53% 32% 36%
Dwaraka
DPMU
145 West Godavari Tirumala 38% 34% 31% 34%
146 West Godavari Chintalapudi DPMU 42% 37% 22% 34%
147 West Godavari Penugonda DPMU 22% 26% 47% 32%
148 West Godavari Gopalapuram DPMU 38% 34% 23% 32%
149 West Godavari Polavaram TPMU 39% 34% 18% 30%
150 West Godavari Thallapudi DPMU 34% 32% 20% 29%

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16.6 Detailing of Seed Treatment
For direct sowing with Drum seeders: Treat the seed with a mixture of Beejamrutham (200
gm/kg seed) and Trichoderma viridae (8 gm/kg seed). Dry the seed in shade. Once again treat
the seed with Azspirillum and PSB (Phosphate Solubilising bacteria) bio fertilizer (10 gm
each per kg of seed) and dry the treated seed again in shade. These seeds should be sown
within 6-8 hours of their treatment. Panchgavya can also be used in place of Beejamrutham.
Seeds are soaked in Panchgavya for 20 minutes, dried and then treated with Trichoderma
viridae, PSB and Azospirillum.

For seed sown in nursery: Soak the seeds in a mixture of Beejamrutham, Azospirillum,
Trichoderma viridae and PSB for 20 minutes and keep them in a clean and moist bag that is
folded tightly and kept in a shaded place. Stir the seeds every 12 hours for better air
circulation and while stirring, sprinkle water over them as well. An incubation period of 24 to
36 hours in required before sowing in the nursery beds.

16.7 Managing soil fertility

Other organic manures and fertilisers that can be applied are Farm yard manure (2-5
t/ha), vermin-compost (5-10 q/ha), bio fertilizers such as Azospirillum (2 kg/ha) and
PSB (2 kg/ha) added to soil at the time of puddling (in traditional method of
cultivation), goat droppings (1.25 t/ha), poultry manure (1.25 t/ha), wood ash (1.25
t/ha) etc.
Glyricidia leaf manure is very good for rice. It is a leguminous plant which is used as
a green manure crop. Application of 1 ton/h gliricidia leaf manure provides 21 kg N,
2.5 kg P, 18 kg K, 85 g Zn, 164 g Mn, 365 g Cu, 728 g Fe besides considerable
quantities of S, Ca, Mg, B etc. Six feet tall Glyricidia plants on the bunds around one
hectare field (on 400 m bund) can provide 22.5 kg N/ha after 3 years and up to 77 kg
N/ha from the 7th year onwards. Amount of Gliricidia leaf manure application
depends on the growth of boundary plantations. Usually about 1 to 2 Tons/h leaf
manure can be applied.

16.8 Insects, pests and disease management

Use of pest predators such as Trichogramma (50,000 eggs/ha), Chrysoperla (5,000 eggs/ha)
can also keep a large number of insect-pests below ETL. Trichogramma are very small
parasitic wasps (0.1 to 0.5 mm long) which attack the eggs of lepidopterous insect pests. In
case of paddy they are known to act against Stem Borer and Leaf-folder. Chysoperla (Green
lacewings) are aggressive predators of aphids and other soft-bodied pests.
Botanical extracts are found to be effective against many pests and diseases. Some examples
can be given as follows:
Ginger (10 kg)-chilli (5 kg) garlic (5 kg) extract mixed in 70 litres of water can be used
against leaf eating caterpillars. Ginger garlic chilli extract can also be used against Leaf
folder. Some of the control measures can be given as follows:

364
 Blast: 10% of cow urine extract (twice in 10 days)
 Rust virus: Cow’s urine + Buttermilk extract (1 litre butter milk + 1 litre of cow’s
urine +8 litres of water)
 Bacterial leaf spot: 10% vermiwash + 5% cow’s urine in 10 litres of water.

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16.9 Dairy

Dairy sector in India has acquired substantial growth momentum from 9th Plan
onwards as a result of which India now ranks first among the world’s milk producing
nations, achieving an annual output of about 127.3 million tonnes of milk during
2011-12 compared to 121.8 million tonnes in 2010-11. This represents sustained
growth in the availability of milk and milk products for our growing population.
Dairying has become an important secondary source of income for millions of rural
families and has assumed the most important role in providing employment and
income generating opportunities particularly for marginal and women farmers. The
per capita availability of the milk has reached a level of 281 grams per day during
year 2010-11, but it is still lower than the world average of 284 grams per day. Most
of the milk is produced by small, marginal farmers and landless laborers. About 14.46
million farmers have been brought under the ambit of 1, 44,168 village level dairy
cooperative societies up to March 2011.21
Scope of the project
The project is planned to implement in total of nine Districts of Andhra pradesh. Total
of 10 cluster level producer organizations will be formed by considering the existence
of Bulk milk cooling center managed by Mandal Samakya in the mandal as the
selection criteria. The project also aims at the utilization of the Bulk milk cooling
centers to the fullest installed capacity by encouraging 20,000 milk producers into the
formation of producer groups. Once the producers shows more interest in increasing
the milk production and all the pourers pour their milk to the community managed
milk collection centers, it will result in the utilization of the Bulk milk cooling centers
to their fullest capacity ensuring that the both forward and backward linkages are
established.
Interventions by the Government
Government of Andhra pradesh provides preventive and curative health care, breeding
services and trainings for the farmers through field veterinary institutions, providing
mobile veterinary clinics for backward and tribal areas. The government is
strengthening the veterinary institutions through supply of essential
drugs/vaccines/equipment. It also organizes extension and training programmes and
conducts fertility camps and deworming of milch animals. The department is also
supplying fodder seed mini kits of improved variety and concentrate feed on
subsidized cost.
Establishment of integrated livestock development centers to provide breeding
services to the entire breedable livestock population is being implemented. Few
schemes namely pashukrantipathakam, mini dairy units, “sunandini” calf feed subsidy
programme, milch animal/heifer units, paavalavaddipathakam (Interest subvention) to
the beneficiaries are also being implemented.
Interventions by SERP includes financial assistance for purchase of milch animals by
SHG women, establishment of bulk milk cooling units, perennial fodder development,
organizing fertility camps, training of Community managed livestock extension
21
http://dahd.nic.in/dahd/division/dairy-development.aspx

366
worker(CLEW), providing breeding bulls, establishment of mini feed mixing plants &
Paala pragathi kendralu (PPK – mini dairies).
Gaps
The dairy sector is largely unorganized with only 30 percent of the milk is being
procured and marketed by the organized sector. The remaining produce is procured
and marketed by local vendors and small private players, which are not regulated by
government. The local vendors usually follow exploitative practices and don’t fairly
compensate the dairy farmers. Furthermore, the small rural producers are heavily
fragmented with no access to institutions that could help them get better terms of
trade.
Small rural producers in the dairy sector do not have access to the urban market. They
lack critical assets, such as knowledge, finance, infrastructure and organization, which
hinder their ability to participate in modern supply chains. In addition, due to the
limited scale of their production, high transaction costs, and inability to provide
consistent high quality goods, small producers struggle to meet the requirements of
sophisticated urban buyers. These constraints to access the urban market have further
increased their dependence on local vendors.
Around two-thirds of animals in Andhra pradesh are local or indigenous, with low
milk yields (800- 1000kg/lactation). 22 The state is having shortage of green fodder and
concentrate feed required to reach maximum productivity of even these indigenous
animals.
Government provided animal health and breeding services are not being able to meet
the requirements of dairy farmers in the state. Many villages do not have any animal
husbandry institutions or gopalamitras (Inseminators). The lack of these services has
further lowered the productivity of the dairy sector in Andhra pradesh.
There are discrepancies in quality and quantity measurement of milk poured by
producers at Village Milk Procurement Centre and the milk supplied from VMPC to
BMCU and to milk chilling centre due to lack of high precision latest equipment and
regular maintenance of existing equipment. There are many instances of delay in the
payment of milk bill amounts the producers.
The attitude of the dairy producers is still in the mode of traditional practice rather
than scientific dairy production which helps for encouraging entrepreneurship among
the producers.

Strategies & Approaches

Formation of community institutions
The project includes formation of community institution at three levels which
includes village producer groups at village level, these producer groups are federated
at cluster level into producer organization. These producer organizations will be
federated into Producer Company at a later stage. Producers from targeted
communities will be organized into producer groups with a view to secure better
backward and forward linkages. A cadre of village resource persons will be created by
project who will further train village members. Village level producer groups will be

22
http://www.cess.ac.in/cesshome/wp/RULNR-working-paper-16.pdf
367
federated at cluster level to form the producer organization. These institutions will be
strengthened to manage the production, collection of milk at village milk procurement
centre, supplying the milk to bulk milk cooling centre, productivity enhancement,
quality improvement of milk, higher unit value realization through collective
marketing of clean milk and linkages for credit.
Enhancement of productivity of animals by improved breeding, veterinary health
services and assured fodder supply.
With the help of technical agency and convergence with state animal husbandry
department better veterinary health services and better breeding services will be
provided at the doorstep of the farmers. Producer groups will be encouraged to
cultivate perennial green fodder to ensure round the year green fodder supply which
helps them in increasing the quality and reduction in the production cost of the milk.
The capacity building of the producer group members will be taken up for better
utilization of available resources and scientific production.
Providing Market linkages to all producer groups to market their milk
Establishing linkages with urban markets and with cooperative dairies like Vijaya
dairy and also with private dairies for ensuring the better price for milk produced and
pooled by the producers. It also helps for aggregation and procurement of inputs by
producer group.
ICT solution for transparency in measurement of milk quality &quantity and timely
payments
In order to reduce the discrepancies in measurement of the quantity & quality of milk
at various levels, a technology service and equipment will be provide through a
technology service provider under the project and tie up will be established with
banks like HDFC for effective disbursement of payments to the members of producer
groups.
This technology includes installation of automatic milk testing and collection centers
with Micro ATM or cash dispenser facility placed at Village Milk Procurement
Centre. This system has the provision to automatically tests the milk for fat%, SNF
and weight, which is sent to central server electronically and the resulting due
payment (on the basis of the rate chart with dairy and dairy authentication) is credited
into the milk pourer account without any time lapse.
Tablets will be provided for each producer group in order to facilitate recording of the
each transaction details at point of sale.
Convergence and Partnership building for technology services
Convergence will be made with State Animal Husbandry department for leveraging of
schemes and services of the department, APPDDCF for purchasing of the procured
milk, streenidhi and other financial institutions for availing the facility of the bank
loans. Hiring of technical agency like BAIF will take place to provide better
veterinary health & Breeding services at doorstep of the farmers.

Outcome
The project outcome would be organizing 20000 milk producers into 400 producer
groups to produce 2 .34 lakh MTs of milk per annum by using best livestock

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management practices, by getting access to better veterinary health & breeding
services and establishing marketing linkages will result in a turnover of Rs 77.6 crore,
it results in net income of Rs 46.56 crore per annum leading to a additional income of
Rs 19900/- per producer per annum. (Details are attached in Annexure I)

The
details about the above interventions are as follows: The current income of a dairy
farmer whose herd holding size is two lactating animals is Rs 26,640/-. (Annexure II).
A dairy producer having an average of two lactating animals, whose average milk
yield is 3.7 litre/day, lactation period of the animal is 240days and milk sold at the rate
of Rs 30/- will result in a revenue generation of Rs 26640/-. Considering the cost of
production at the rate of 50%, his net income per animal is Rs 13320/-. As he is
having two lactating animals, his net income is Rs 26640/-.
Feed & Fodder management:
At present the farmers are maintaining the milch animals on dry fodder, green fodder
and concentrate feed incurring 70% of the production cost on the feeding only. The
remaining expenditure is on other management practices and health care. By taking
certain steps in the major expenditure field we can reduce the cost of production up to
Rs 2200/- per animal per annum. By calculating exact requirement of concentrate feed
for each animal considering its maintenance and production status including
pregnancy can considerably reduce the feeding cost. If the green fodder consist the
recommended levels of leguminous and non leguminous portion, the milch animal
does not require any additional concentrate feed up to the production of five litre milk
per day.
Chaff cutter usage
At present, most of the dairy farmers of Andhra pradesh are not using chaff cutters for
chaffing of fodder. The chaffing of both dry and green fodder saves the wastage up to
20-30% fodder fed to the animals. The chaffing also helps in reduction of utilization
of energy by the animal for mastication and for digestion. It also helps in production
of VFA (Volatile fatty acids) in proper ratio in the rumen which are responsible for
milk and milk fat production. With the above interventions Rs 4400/- can be saved by
the producer (Rs 2200/- per animal.)

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Enhancement of productivity by providing better Health & Breeding services
By providing effective health & Breeding services at the door step, the age at first
calving and inter calving period of the animals can be reduced. The ideal inter calving
period of 1year in crossbred cows and 13-14 months in buffaloes will be achieved by
better management and quality services on time. If the dry period is prolonged beyond
the ideal 60 days, there is a loss of 4.7 litres of milk per day to be borne by the farmer.
By inseminating the animals in the proper oestrum, the concept of a calf per year in
Cross bred cows and a calf in 13-14 months in buffaloes can be achieved. If one cycle
is missed by any reason the farmer has to lose the 21 days of milk production i.e.
about 100 litres of milk costing of Rs 3000/-. Per animal. Considering the reduction in
inter calving period and dry period all factors accumulate to Rs 5700/- per animal. So,
a total of Rs 11400/- per producer can be gained by producer through enhancement of
productivity.
Calf management
Today’s calf is tomorrow’s cow. By adopting better breeding and management
practices a good calf crop can be produced. In case of CB cows a well managed
female calf can be inseminated between the ages of 12-18 months (Body weight of
250 kgs). This means within a period of 21 -27 months a female calf will become as
milch animal. In case of buffaloes it can be achieved with in 2.5- 3 years. The
reduction in age at first calving by even 1 month will result in saving of Rs 1200/- per
animal. So, a total of Rs 2400/- can be gained per producer through calf management.
Establishment of market linkages:
Pooling of milk at Village milk procurement centre and cooling in bulk milk cooling
units and then sale to organized dairies will fetch remunerative price. Due to this
activity an additional price of about Rs 3 per litre will be realized. By selling 576
litres of additional milk produced from two animals, there is an additional gain of Rs
1700/- per producer.
Outputs
The project implementation covers 20000 dairy producers organized into 400
producer groups, eighteen cluster level federations. The intermediate outcome of the
project is increase in income of the producer from Rs26, 640/- to Rs 46540/-. Project
resulted in the increase of the milk yield per animal from 3.7 litres to 4.2litres.
Training of the 20000 dairy producers is completed.
Activities & Sequencing
Recruitment of staff at various levels:
SERP will hire an HR agency, whose major responsibilities include the recruitment of
State level staff, Project level staff, Cluster level spearhead teams and village resource
persons. A TOR for hiring of HR agency will be prepared and will be signed by both
HR agency and SERP with due approval of World Bank. HR agency prepares job
descriptions for each and every positions for which they conduct recruitment. HR
agency will float the detailed advertisement along with Job description for each
required positions.
Recruitment of dairy value chain leader at state level, District level team of five
members (producer group coordinator, Community leader, Young professional,
Accountant, Computer operator) will be done. The team will be responsible for

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monitoring of the project at District level and coordinating with all the Clusters which
are included in the project in the state. Recruitment of Cluster level staff is completed
by the HR agency for each cluster. (Each cluster level spearhead team consists of
Livestock business specialist, extension specialist, VPG facilitator and a veterinarian).
Identification of Village resource persons and finalizing their selection at the rate of
one per producer group will be completed in the year Zero of the project
implementation. A total of 520 village resource persons are selected for the project.
Social mobilization for producer group formation
Once the selection of village resource persons is completed, they will be trained for
social mobilization of the producers by conducting mobilization meetings, orienting
them about the advantage of being in the group. Another major responsibility of the
village resource person includes formation of milk producer groups by taking the help
from the cluster level spearhead teams. During the mobilization meetings the points of
focus will be about the advantages of getting better access to market linkages, access
to advanced technology and increased production and increased productivity through
better management practices.
Institution Building
As a result of social mobilization, a total of 400 village level dairy producer groups
are formed and simultaneously cluster level federations are formed. This results in
formation of eighteen cluster level federations. The staff at cluster level will prepare a
training module for the VRPs and individual producers and it will be used during the
training sessions.
The staff at project level will prepare a training module for training of cluster level
spearhead teams, and will look into organizing the trainings for them.
Capacity Building/trainings
Trainings will be conducted for producers on package of practices for fodder
cultivation, best milking practices, clean milk production and other dairy management
practices. Exposure visits will be conducted to the demonstration plots and best
practitioner models. Village milk procurement staff & Bulk milk cooling staff will be
trained on measuring the quality and quantity of milk with transparency and on safe &
Hygienic milk handling practices.
TOR with technical agencies:
A technical agency which provides veterinary health services & Breeding services for
the areas where there is limited access to these services of State animal husbandry
department has to be identified. Short listing of the technical agencies based on our
requirement and preparing the TOR’s for those technical agencies will be completed.
The main responsibilities of the technical agency includes providing veterinary health
& breeding services like artificial insemination at the doorstep of the producer,
attending the emergency treatment cases all the time , Facilitation for mobilization of
dairy farmers, Content Development for Capacity Building programmes.
Responsibilities of the technical agency also include providing training material for
training of village resource persons, taking up maturity exercise of cluster level
organizations, need to provide resource persons for capacity building, regular review
and follow up of capacity building progress, providing technical resource persons for
organizing infertility camps, planning for need based technical inputs, identifying

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relevant programme for the area under each component (e.g. changes in dairy
practices, fodder varieties, breeding strategy, diagnostic or preventive services, etc.),
guiding in purchase of inputs, System recording of breeding services and progeny
performance etc.
Technical agency should also provide services for artificial insemination, pregnancy
diagnosis, follow-up for calving, maintaining records, managing logistics, analysis of
records and presentation to federation.
Other responsibilities include operational and financial monitoring and preparation of
reports, Data collection, compilation and organizing of review meetings, Selection &
coordination with cluster level and state team, Liaison with relevant agencies &
dairies, Facilitate linkages with line departments and donor agencies.
Increase in Production of milk
Preparation of the training module and take away reading material for producers on
dairy production and best management practices will be taken care by technical
agency. Training of the producers about best management practices to increase the
production by tying up with animal husbandry department and technical agency will
be done. Once the production and procurement level increases, the BMCUs with
installed capacity of less than 5000 liter will be upgraded to 5000 litre capacity by
leveraging on government programmes or with the project savings.
Enhancement of productivity of animals
The producer groups are encouraged for common cultivation of green fodder at the
producer group level which will help for continuous supply of green fodder for the
milch animals. The continuous availability of green fodder helps for enhancement of
productivity of the animals. It involves training of the producers on package of
practices for improved varieties of high yielding suitable fodder crops. Required
fodder saplings will be procured by all the producer groups in right time for sowing,
so that they will start cultivation. Another activity is to purchase the chaff cutters and
training the producers about the usage of chaff cutters.
Technical agency provides training to the producer groups on best animal
management practices, best milking practices and clean milk production. Better
breeding services and veterinary health services will be provided at the doorstep of
the farmers by hiring technical agencies like BAIF/JK trust. These technical agencies
focus on providing artificial insemination services at the doorstep of the producer and
helps for calf management by the producers. Technical agency staff also looks into
attending of the emergency cases in their operational area where state animal
husbandry department is unable to reach.
Providing infrastructure to VMPCs & BMCUs and establishing market linkages
In order to ensure the transparency at the Village milk procurement centre, modern
infrastructure like automatic milk testing and collection equipment (Analyzers) with
Micro ATM will be provided to milk collection centers to ensure the automatic testing
of milk for fat%, SNF and weight of the milk. This data is sent to central server
electronically and the resulting due payment (on the basis of the rate chart with dairy
and dairy authentication) is credited into the milk pourer account without any delay in
payment.

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A Special software technology will be provided at BMCU to prepare a member wise
transaction details including milk poured amount due and provide a consolidated
member wise amount statement. The data base updated at the BMCU level on
individual transactions done by the farmers will help for timely disbursement of the
payments in to the bank accounts of the producers directly. The sequence of task
include identification of suppliers of the infrastructure or technology , undergoing the
procurement process (inviting tenders, finalizing, approval and placement of the
order) and signing the annual maintenance contract with the supplier.
Convergence with various agencies
Convergence with state animal husbandry department for leveraging of different
government schemes and services for producer organizations, Convergence with
national dairy development board for training support or for establishing marketing
linkages and Convergence with organizations like BAIF & JK Trust for providing
breeding services at doorstep of the farmer and for capacity building services.
Project Factoid
The project is spread over 10 Clusters in 13 districts of Andhra pradesh. Around 50
dairy producers are identified in each village and are oriented about the benefits of
being in the producer group. It results in formation of 400 village level producer
groups covering 20000 producers.
S.No Particular Number
1. No of Districts 13
2. No of producers per group 50
3. Total number of producers 20000
4. No of village producer groups 400
5. No of VRPs 400
6. Estimated production(in lakh MTs/annum) 1
7. Farmers in one VPG 50
8. Farmers under one VRP 50
9. No of cluster level federations 10
10. No of cluster level spearhead teams 10

Roll out plan

Learning phase (12 months)
This phase will help in establishment of process, building of the structure with regard
to input service delivery and positioning of human resource. A cadre of VRPs will be

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created for dairy value chain. This people will be trained by technical agency like
BAIF which will be hired or by the project staff, who are the cluster level spear head
team, trained by specialists.
In this phase two clusters will be selected which are having a BMCU with an installed
capacity of 5000 litre. The activities like social mobilization of producers for producer
group formation, capacity building by providing trainings on better milch animal
management practices, better milking practices and methods of clean milk production
with the help of technical agency like BAIF. The activities like common cultivation of
fodder, providing better veterinary health & breeding services and convergence with
state Animal husbandry Department will be done with at most care and all learning’s
will be recorded. Efforts will be made to improve upon the practices and processes in
scaling up phase based upon the learning’s in learning phase.
Scaling up phase (24 months)
In this phase the project will be scaled up by launching the project in rest of the
project area. Eight clusters in each of the second year of the project and third year of
the project will be added. In addition to the activities like social mobilization and
producer group formation which are carried in learning phase, now remaining all
activities will be launched in all the clusters. These activities include trainings of the
producers and VRP’s on better milking practices, methods of clean milk production,
providing better veterinary health services and convergence with State Animal
Husbandry department. Marketing links will be established with the help of technical
agency.
Implementation Arrangements
For implementing the project, total required staff is recruited which includes one dairy
value chain leader, nine district level teams are recruited which consists of producer
group coordinator, Community leader, young professional, accountant and computer
operator. Eighteen cluster level spearhead teams (each team consist of livestock
business specialist, extension specialist, VPG facilitator and a veterinarian). At village
level, village resource persons are recruited whose responsibilities include social
mobilization of the producers. Dairy
Belowvalue
givenchain
is theleader
structure of the HR for the project.

Dairy business Technical expert/TSA

expert/TSA

District Level Team

Producer group Commodity Accountant &
coordinator expert & Y.P Comp. operator

Multi Disciplinary SHT

Livestock Extension VPG Veterinaria
business Specialist Facilitator n
specialist

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PG1 PG2 PG3 PG4

 Convergence with Government departments:
State Animal Husbandry Department: For leveraging of government schemes into
producer organizations and for training of producers on milch animal management,
package of practices for green fodder cultivation.
Streenidhi and other financial institutions: For linking the producers with banks for
availing the loan facility for working capital and for purchase of other required
infrastructure.
National dairy development board: For establishing linkages for marketing of milk
and for technical support.
Andhra Pradesh dairy development cooperative federation limited: For training on
milk collection process, testing the quality of milk and management of BMCUs.
Partnership with Technical agencies:
BAIF: To provide services for artificial insemination, pregnancy diagnosis, follow-up
for calving, maintaining records, managing logistics, analysis of records and
presentation to federation.
AP dairy and with other private dairies: For establishing marketing tie ups with those
dairies to supply milk from producer groups at village level.
With private banks: For providing loan for providing the automatic milk testing
machines at village milk procurement centres.

Financial plan
The finance required for the implementation of the project is Rs 26.17 crores for
five years. It includes the expense for human resources, for hiring of technical
agencies, for capacity building of the producers, for values addition, for small
scale productive infrastructure and for ICT expenses. The year wise financial
break up (in lakhs) is given in the following table.
S. Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
No (in lakhs)
1 Human Resource 22.8 68.4 114.0 114.0 114.0 508.2

2 Technical assistance to 50.4 151.2 252 232.8 175.2 861.6

producer groups
3 Infrastructure & Value 90 180 180 0 0 450
addition
4 Training and Capacity 70.9 143.2 138.4 0 0 352.5
Building
5 Technical agency 30 60 60 0 0 150
6 IT equipment 10.6 20 20 0 0 50.6
7 Community fund 10 65 70 50 50 245

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 TOTAL 284.7 687.8 834.4 396.8 339.2 2617.9

16.9.1 Annexure 1A: Base income and increase in income of the milk producer.
Increased income through intervention by increasing productivity of animals
Before After For 20k In
S.No Particular Unit IV IV Difference producers crores
1 Milch animal Number 1 1
Production in Litre/day
2 /animal Litres 3.7 4.2 0.5
3 Lactation period Days 240 280 40
4 Total yield Litres 888 1176 288 58800000 5.88
5 Rate/ litre Rs 30 33 3
6 Turnover Rs 26640 38808 12168 1940400000 194.04
7 Expenditure Rs 13320 15523 2203 776160000 77.616
8 Net income Rs 13320 23285 9965 1164240000 116.424
Base income per producer (2
9 animals) Rs 26640 46570 19930
10 increase in income per animal Rs 9965
Increase in income per
11 producer (2 animals) 19930 996480000 99.648

Annexure II: Savings through the intervention by different activities

Savings through savings per Savings per Rounding
intervention Unit BIV AIV Difference animal producer off
Through common
cultivation of fodder Rs 13320 15523 2203 2203 4406 4400
By establishing market
linkages Rs 30 33 3 864 1728 1700
enhancement of
productivity Rs 3.7 4.5 0.5 5702.4 11405 11400
Calf management Rs 1200 2400 2400
Rs 19939 19900

References
http://ahfd.ap.nic.in/schemes.htm
http://www.cess.ac.in/cesshome/wp/RULNR-working-paper-16.pdf
http://dahd.nic.in/dahd/WriteReadData/Division%20Information.pdf
http://ahfd.ap.nic.in/
http://dahd.nic.in/dahd/default.aspx
http://dahd.nic.in/dahd/division/animal-husbandary.aspx
http://dahd.nic.in/dahd/division/dairy-development.aspx
376
http://ahfd.ap.nic.in/ISSSR0910.pdf

377
16.10 Paddy Value Chain
Introduction
Rice can be produced under a wide spectrum of locations and climates, but,
geographically, Asia is the hub of 90 percent of world production, with China and
India responsible for 30 percent and 21 percent, respectively of the world aggregate.
Rice is particularly important for food security, as it is produced overwhelmingly in
the developing countries and, in particular, in low income food deficit countries
(LIFDs), which produce about three quarters of the total.

Source: FAO

Area and production of Rice in India has been more or less stable at 90-100 million ha
and 40-45Million metric tons respectively during the last decade. The low production
and area in the first three years of the decade is mainly due to prevailing drought
situation in the Paddy growing states. The overall demand and supply scenario
suggests an improvement in the past three years on account of consistent
improvement in production levels favored by good monsoons.

Source: Ministry of Agril, GOI

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Rice is grown in all the states and UTs. in the country. West Bengal ranks first in area
and production of rice. Punjab has the highest productivity in the country. The major
rice growing states are West Bengal, Uttar Pradesh, Andhra pradesh, Andhra Pradesh,
Punjab, Tamil Nadu, Orissa, Bihar& Chhattisgarh. These states contribute about 72%
of the total area and 76 % of the total rice production in the country.

Source: Planning commission of India

In undivided A.P rice is mostly cultivated under irrigated eco-system under canals
(52%), tube wells (19.31) tanks (16.2%), other wells (8.8%) and other sources (3.7%).
In undivided A.P rice productivity is 3333 kg/ha compared to 2001 kg/ha (India) and
4112 kg/ha (world). The crop is grown in three ecosystems viz., irrigated ecosystem
(50.6%), rain fed low land (43.8%) and rain fed uplands (5.6%).

Previous interventions:
Following are some of the interventions already in place by the government agencies
and the private players in the field of paddy value chain.
Government Agencies:
Interventions by the government agencies are as follows:
SRI (System of Rice Intensification): SRI was introduced in undivided Andhra
Pradesh in Kharif season of 2003 in all 22 districts of the state by Acharya N.G.
Ranga Agricultural University (ANGRAU) (sri-india.net, 2009). The System of Rice
Intensification not only reduces the consumption of water in the cultivation but also
increases the productivity of rice.
Since 2003, ANGRAU has taken several measures to promote SRI in Undivided
Andhra Pradesh. It has carried out a National level training program for Nodal
officers of Department of Agriculture from various states of the country in July 2004,
farmer workshops on SRI, Collaborative programmes with ICRISAT-WWF. Italso
collaborated with print media and television to promote SRI. ANGRAU organized the
first National Symposium on SRI jointly with Directorate of Rice Research (DRR-
ICAR) and WWF on November 17-18, 2006.23
Other agencies such as Water and Land Management Training and research Institute
(WALAMTARI) and Community Managed Sustainable Agriculture (CMSA) wing of
SERP have also worked for promotion of SRI paddy. CMSA has included SRI method
in its nutritional security model for the Poorest of the Poor (PoP) farmers.

23
http://www.sri-india.net/html/aboutsri_andhrapradesh.html
379
National Food Security Mission (NFSM):
The National Food Security Mission is under implementation in the state from Rabi
2007-08. Objective of the mission is to increase production of rice and pulses through
area expansion and productivity enhancement in a sustainable manner in the identified
districts of the state; restoring soil fertility and productivity at the individual farm
level; creation of employment opportunities and enhancing farm level economy. The
strategy includes promotion and extension of improved technologies i.e., improved
seeds, integrated nutrient management, including micro nutrients, soil amendments
and IPM and resource conservation technologies with capacity building of farmers.
Srikakulam, Visakhapatnam, and Vizianagaram have been included under NFSM-
paddy.
Rashtriya Krishi VikasYojna (RKVY):
RKVY also aims at integrated development of major food crops such as wheat, paddy,
coarse cereals, minor millets, pulses and oilseeds by supplying certified/HYV seeds to
farmers production of breeder seed; purchase of breeder seed from institutions
such as ICAR, public sector seed corporations, production of foundation seed;
production of certified seed; seed treatment; Farmers Field Schools at
demonstration sites; training of farmers etc.
NPM Paddy:
CMSA also promotes growing of paddy without use of chemical pesticides by
replacing the chemical pesticides with various organic alternatives.
Paddy Procurement Centers:
The marketing wing of SERP introduced the concept of procurement centers for
ensuring that the farmers get at least Minimum Support Price (MSP) for their produce.
It also makes it convenient for the farmers to sell their produce by establishing a point
where they can find buyers for their produce. The marketing wing of SERP had
established as many as 294 procurement centers in 166 Mandals of Undivided Andhra
Pradesh that procured 21,37,552 quintals of Rabi paddy in the year 2010.24
By Private agencies:
NGOs such as Center for Sustainable Agriculture (CSA) and Watershed Support
Services and Activities Network (WASSAN) have been working to promote SRI
method of paddy cultivation.
Gaps
Most of the varieties already released and recommended are capable of yielding 4.0 to
5.0 t/ha of rice under field conditions against the average yield of 3.43 t/ha being
achieved by the state. Thus, there still exists a yield gap of 0.5 to 1.5 t/ha even with
the available varieties and technologies. To achieve the yield potential already created,
farmers have to necessarily adopt recommended package in totality. Farmers are
adopting the improved variety and a part of the package not giving adequate attention

24
Society for Elimination of Rural Poverty; http://www.serp.ap.gov.in/MAR/
380
to the remaining component particularly the correction of soil problems, nutritional
disorders and water management to some extent.

Over 5000 litres of water is required to produce 1 kilogram of rice. Most of it is used
for soil preparation and weed suppression. To make rice farming more profitable,
water use efficiency has to be improved a lot in addition to other factors. System of
Rice Intensification (SRI) is one of the important technologies in increasing water use
efficiency.

Though the yields are increasing over the years to varying degree they are not
proportionate to the increase in production cost. The factor productivity which is on
decline should improve. Therefore, the research and extension efforts will have to
focus on the efficient use of inputs, reduction in the costs of production, minimizing
input losses and maximize output through scientific crop production and protection
technologies like maintenance of optimum population, water, soil test based
integrated nutrient management, non pesticide management, in addition to sustainable
soil management, harvest and post harvest management. Soil testing and nutrient
management will be done in convergence with existing government agencies and
department of Agriculture.
In rain fed ecology, uncertainty of rainfall, intermittent dry spells, weeds and lack of
suitable high Yielding varieties with production technology are the reasons for low
yields.

Key Interventions:
Community institutions:
Community institutions formed by federating farmers at various levels will form the
foundation for implementation of the project. A group of 50 farmers will constitute
one Producer Group (PG) and 40 such Producer groups will be federated to form one
cluster. Likewise, 13 such clusters will be federated to form Producer Organization.
Mobilization of these community institutions will be carried out by dedicated
personnel deployed to cater to one Producer groups (PG) of 50 farmers known as
VRPs (Village Resource Persons). Members of these community institutions will be
strengthened by reducing their cost of cultivation by making low cost inputs available
to them; increasing their productivity by making them acquainted with good package
of practices; increasing value of their produce by making processing facilities locally
available, going for organic certification; collective marketing and reducing
transportation charges by improved transportation operations.
Reduction in cost of cultivation:
The project aims at reducing the cost of cultivation by promotion of low cost
alternatives to the chemical pesticides and fertilizers which are organic in nature.
There are many approved botanical extracts prepared from raw materials obtained
from plant and animal sources such as Neemasthram, Brahmasthram, Agneyasthram
etc. known to be effective against a number of pests and diseases of crop plants.
Organic alternatives can also be used for soil fertility management. These alternatives
don’t leave any harmful residues in the soil and help in maintenance of soil health.

381
Moreover these organic alternatives require no or very minimal investment. They can
also be prepared by the farmers themselves after brief training.
Productivity enhancement:
Productivity increase will be administered by following interventions:
Commercial production of high yielding seeds (seed village concept):
Each cluster will have one seed village, which will produce high yielding paddy seed,
the HYV identified are MTU-1010, IR-64, BPT-3291 and BPT-5204, former two are
rabi crop & later two are kharif crop. The technical assistance will be provided by
hired technical agency having expertise in commercial seed production. The farmers
will sell those seeds to other farmers in that cluster and excess seeds via other
channels in the market. This will ensure higher income for the farmers involved in
commercial seed production and will also ensure timely supply of quality seeds to the
other farmers in the cluster.
Technical Support from existing CMSA Department:
Organic paddy cultivation techniques, biological extracts for pest eradication, post-
harvest techniques, soil fertility management techniques, etc. will be facilitated by the
CMSA department officials. Demonstration plots will be prepared at each village to
give first-hand experience on organic paddy cultivation and use of biological extract.
Custom Hiring Centers (CHC):
CHCs will be installed at cluster level, which would be having various farm
mechanization aids for paddy cultivation and which can be accessed by paddy farmers
on payment of rent. These CHCs will be jointly owned by the Producer Organization
(PO) members and will be operated by an employee who will be paid a monthly
honorarium.
Aggregation and Logistic management:
Aggregation will be carried out at village level by VRPs who will be coordinating 50
farmers each. Quality measurement will be carried out through use of moisture meter
for checking the level of moisture and presence of foreign matter will be assessed
visually by trained VRPs. After aggregation, common logistic facility in the form of a
hired transportation agency will enable fast and economical transport of paddy.
Value addition, Marketing & Branding through partnership:
The paddy aggregated at village level will be segregated into pools based on the
variety of the produce and proper tagging of the gunny bags containing paddy will be
done in order to ensure traceability. After tagging, the produce will be transported to
selected good practicing paddy mills. The PO will develop partnership with these
good practising paddy millers for obtaining good quality milled rice at a higher
conversion rate (65%). The rice will be packaged and again transported to common
storage utility at identified locations. The broken rice and bran collected during
processing will also be packaged in different packaging material and will be
transported along with rice to the storage place.
Marketing,packaging and Branding of the processed rice will be done in partnership
with various technical assistance agencies to the big retails and private firms.
Organic certification & nutritional linkage:

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Training of the farmers on organic package of practices recommended as per
‘National Programme for Organic Production’ (NPOP) standards will be rendered by
partnering with technical agency such as National Centre of Organic Farming
(NCOF) and organic certification will be acquired by partnering with accredited
certification bodies under NPOP. Nutritional linkage with the existing Nutrition cum
Day care Centres (NDCCs) will be made for nutritional security to the children and
women.
Key expected outcomes:
26000 producers of Paddy grow .80 Lakh MT in an area of Acres using sustainable
production practices across the value chain resulting in a livelihood turnover of
Rs.103 Crore and a net additional increase in value of Rs.27.85 Crore leading to an
additional income of Rs.8237 per acre.

Current net Income:

The paddy producers have a current net income of Rs.12730 per acre per year
according to study conducted by CMSA team in the year 2012-13.

Decrease in cost of cultivation:

Non pesticide management practices and comprehensive soil fertility management
through organic manures and farm mechanization will reduce the cost of cultivation
by around Rs. 4110 by adoption of CMSA practices and inputs.

Productivity Enhancement:
The producers will leverage from already existing CMSA package of practices and
principles such as seed treatment, Nadep compost, biological extracts etc. and SRI
method of cultivation to further improve the productivity of paddy from 14 quintals
per acre to 16 quintals per acre. It is expected that due to the productivity
enhancement farmer will get additional income of Rs. 2540 per acre. Hand holding

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support will be provided to farmers for productivity increase from initial period of the
project.

By promotion of seed village and producing local high quality seed varieties, farmers
will get high yielding seed variety and will also increase yield.

Aggregation and Improved logistics:

Common transport will reduce transaction time and cost and add up to the incomes of
producer. The project assumes to save Rs.200 for aggregation of produce from one
acre of land. The paddy aggregated at village level will be segregated into pools based
on the variety of the produce and proper tagging of the gunny bags containing paddy
will be done in order to ensure traceability. This aggregation of paddy will be done by
trained VRP’s at village level. After tagging of gunny bags, the produce will be
transported to selected good running paddy mills.

Paddy transportation from village to rice mill and procurement centre will be done by
tie up with transportation agency. For milling, the cluster level spear head team will
develop partnership with good running paddy millers for obtaining good quality
milled rice at a higher conversion of paddy to rice.

Organic premium:
7% premium over market rate is expected through organic premiums. Project will
explore third party certification in addition to the existing Participatory Guarantee
System (PGS). The project aims to get organic premium on at least 20% of the total
paddy produced. So a farmer can gain an addition value of Rs.427 from one acre by
selling 20% of the produce at organic premium.

Marketing tie ups:

Marketing tie ups between farmers’ organizations (FPO) and private agribusiness
enterprises will remove middle men and improve market access and it will be further
helpful to the producers in getting good returns. Most of the farmers don’t even get
minimum support price from the market. Survey of some of the farmers suggests that
they had to sell their produce at Rs.1270 while the MSP for paddy with normal grains
is Rs.1310 per quintal. The project aims to get at least MSP for the farmers which will
add an additional amount of Rs.40 per quintal to the farmers’ income.

Marketing of the processed rice will be done in partnership with various market
agencies like K-mart, local retailers and private firms etc. For providing of market
information to producers the VRPs will be communicated using mobile messages and
they will further communicate to the farmers in their respective VPGs. This will
improve transparency in the system and producers also will get chance to know about
what is the value to their product in the market.

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Project Scope
The project will be implemented over a period of 5 years in 42mandals out of the 150
most backward mandals of Andhra pradesh (SERP Unnati report). The project will
improve the incomes of 26000 farmers across Andhra pradesh. The project will
benefit all the stakeholders along the value chain; the small farmers being the highest
priority, but also the processors, marketers and service providers of small agriculture
needs. These beneficiaries will be benefitted through their associations and groups.
Government and non-government institutions will play a critical role for the
development of these producers, who will avail of new income generating
opportunities for producers through formal sector employment in commercial
agricultural ventures and also of improved opportunities for participating in
remunerative value chain activities resulting from stronger market linkages.

The project will include 26000 paddy producers; growing .80 Lakh MT in an area of
28520 Acres using sustainable production practices across the value chain resulting in
a livelihood turnover of Rs.103 Crore and a net additional increase in value of
Rs.27.85 Crore leading to an additional income of Rs.8237 per acre.
Project area in Andhra pradesh region is as follows,
Table 67: Paddy Farmers

S. No District name Paddy area Number of

(acres) farmers
1 West Godavari 12582 13201
2 East Godavari 1958 1222
3 Krishna 12933 11413
4 Visakhapatnam 1047 681
Total 28520 26517
Figure 41- Figure showing project areas of paddy in Andhra pradesh

Project factoid
Districts 4
Number of Mandals 42
Total area under Paddy crop in Acres 28520
CMSA Paddy farmers 26000
Estimated production .80 lakh MT
Total number of Village Producer Groups 520
(VPGs)
Number of farmers in one Village 50
Producer Group (VPG)
Number of VRPs (Village Resource 520
Persons)
Number of VPGs under one VRP 1
Cluster level federations 13
Number of Cluster level Spearhead teams 13

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 Human Resource Structure:
Following diagram shows the HR structure supporting the Producer organization at
different levels such as Village level, Cluster level, District level and Project level.

Paddy value chain leader

Agri business Technical expert/TSA

expert/TSA

District Level Team

Producer group Commodity Accountant &
coordinator expert & Y.P Comp. operator

Multi Disciplinary SHT

Agri
Agri Extension Agri
Agri VPG
VPG
Business
Business Specialist Nutrition
Nutrition Facilitator
Facilitator
Specialist
Specialist Spcialist
Spcialist

PG1 PG2 PG3 PG4

Figure 42 - HR structure of Paddy value chain

Roles and Responsibility of members of Cluster level spearhead team:

Person Roles
Producer group  Mobilizing producer group,
Specialist  Activity planning for the producer group,
 Maintenance of accounts/ books of records ,
 Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)
Agri Business  Facilitate input linkages (seeds, fertilizers),
Specialist  Facilitate pre and post- harvest practices,
 Facilitate value addition, ensure linkages with KRUSHE marts

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 Extension Introducing and scaling up
Specialist  productivity enhancing technologies,
 Farmer field schools.
Agriculture Works with the extension specialist to provide
nutrition  nutrition counseling /kitchen garden promotion through the
Specialist farmer field schools and other extension means ,
 Enabling production/harvest/post-harvest practices to be
nutrition sensitive,
 Influencing cropping systems to be nutrition sensitive

Roll out plan

The project will phase out in 5 years; the table below explains the phasing out of major
activities in project across 5 year.
S.
Particulars Year-1 Year-2 Year-3 Year-4 Year-5
No. Year-0
1 Hiring of human resource
Social mobilization &
2 institution building – No. 0 18000 8000
of farmers

3 Capacity building by 0 18000 8000

technical partners
Convergence with
4 financial & technical 0 18000 8000
partners
5 Productivity Enhancement 0 18000 8000
6 Marketing 0 18000 8000
7 Organic certification

Hiring of human resource:

Each of the value chains will have one Value chain leader, one Young Professional
and one office assistant at the state level to monitor the project at the state level. At
the district level there will be one Producer group Coordinator who will coordinate
the district level teams of all the value chains and each district level team will have
one Young Professional and a commodity leader. Moreover there will be one
Accountant-cum-computer operator at the district level common for all the value
chains.
The APRIG Project has two agronomic value chains i.e. Paddy and Red Gram.
Social Mobilization & Institution building:
After the selection of VRP’s they will get trained by technical agency for social
mobilization. They should be trained in how to mobilize the farmers/producers, how
to conduct the mobilization meetings, and how to motivate the farmers on advantages
of being in the producer group. Mobilization in the project area will be done through
various communication aids such as pamphlets, documentaries, posters, etc. Another
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major responsibility of VRP’s is formation of Village Producer Groups (VPG) and
each VPG should be formed with 50 producers. During the mobilization meetings the
points of focus will be about the advantages of getting better access to market
linkages, access to advanced technology and increased production and increased
productivity through better management practices. The project will start mobilization
from last quarter of 0th year and will continue till the end of the third year. The
project assumes that 4000 farmers will be mobilized before endof first year. In second
year 12,000 more producers will be mobilized and by the end of third year the project
will be able to mobilize remaining 10000 producers. Social mobilization is a
continuous process and project assumes that it will mobilize 26000 producers in first
three years of project period.
As a result of social mobilization, a total of 520VPG’s will be formed. After formation
of 520 VPG’s, further 13 cluster level federations will formed and here each cluster
level federation should be formed with combination of 40VPG’s. The cluster level
staff will prepare a trainingmodule for theVRP’s, and individual producers and it will
be used during the training sessions. The state level staff will prepare a training
module for training of cluster level spearhead teams, and will look into organizing the
trainings for them. Institution building will go on simultaneously along with
mobilization. 4000 producers will be mobilized in the first year to form groups.
Institution building will start from 1st quarter of 1styear and it will end by third year of
the project.
Capacity Building
Skill development of VPG with help from a technical agency will be performed to
strengthen the Producer Organization. Capacity building of project staff will be
finished in last quarter of 0th year; capacity building of FPO leader will be start from
first quarter of first year and will continue till second quarter of first year. Capacity
building of producers will start from first year itself and the training will be completed
by third year. All the 26000 farmers would be mobilized, formed into groups and
trained by the end of the 3rd year.
Exposure visits and technological extension will be given to the producer group to
improve group dynamics.
Tie up’s with financial & technical partners
Tie up’s with various financial and technical agencies will be completed by the second
quarter of the first year in order to pace up the project activities and to reach the
project goal on time. To achieve the desired result the convergence need to take place
in sync with Social Mobilization. Financial resources will be facilitated by
convergence with commercial banks and Streenidhi. Project will select the technical
agencies in the area of technical support in social mobilization, productivity
enhancement, formation of commercial seed village, organic certification etc.
Before finalization of technical agencies, project team will first identify the
experienced agencies in their respective areas. A TOR will be floated inviting such
technical agencies and the agency will be finalized based on proper appraisal. The
main responsibilities of the technical agencies include training of staff on mobilization
of producers for formation of producer groups, capacity building of the various stake
holders, enhancement of paddy productivity, formation of commercial seed villages
for supplying of quality seeds to producers, and providing of organic certification to
producers who will grow paddy with organic methods. TORs will be floated for hiring
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of technical agencies for developing seed village for commercial seed production,
capacity building & Knowledge dissemination and Organic certification.
Productivity Enhancement
Hand holding support will be provided to farmers for productivity increase from
initial period of the project time. The project assumes the productivity to be enhanced
from the first year onwards for best practicing farmers and will be able to cover 100
% project area by the end of the third year. There is expectation that productivity
enhancement will take place by interventions of community based extension system;
tie up with agencies for package of best practices, and with seed village. Under
community based extension system transfer oftechnologyshould through community
based local best practicing farmers and for this project will use the methods like FFS,
demonstration plots, Community Video Screening etc. VRP’s will facilitate this
extension system and in this process he will use existing CMSA activities. For best
package of practices purpose we will work in convergence with competent
organization like Directorate of Rice Research (DRR), ANGRAU and with this
project area farmers will take DRR’s scientific research experience in organic rice
farming. Another activity which will improve productivity in project area is formation
of seed village and for this we will tie up with technical agency that has experience in
formation of commercial seed village. In the process of formation of commercial seed
village, project team will identify suitable villages, best practicing farmers, and high
yielding varieties. The concerned implementing agency will be providing the training
on seed production and seed technology to farmers for the seed crops grown in the
seed villages.

Value addition and Marketing

The paddy aggregated at village level will be segregated into pools based on the
variety of the produce and proper tagging of the gunny bags containing paddy will be
done in order to ensure traceability. This aggregation of paddy will be done by trained
VRP’s at village level.After tagging of gunny bags, the produce will be transported to
selected good practicing paddy mills. For transportation of paddy from village to rice
mill and procurement centre we will tie up with transportation agency. For milling,
the cluster level spear head team will develop partnership with good practicing paddy
millers for obtaining good quality milled rice at a higher conversion rate (65%). The
rice will be packaged and again transported to common storage/procurement centre
utility at identified locations. The broken rice and bran collected during processing
will also be packaged in different packaging material and will be transported along
with rice to the storage place.
Marketing of the processed rice will be done in partnership with various market
agencies like K-mart, NCDEX, local retailers and private firms etc. For providing of
market information to producers we will tie up with market intelligence agencies and
they will send regular mobile based messages to producers. This action will improve
transparency in the system and producers also will get chance to know about what is
the value to their product in the market.
Value addition and Marketing activities starts from first year for paddy producers and
speed up from the fourth year, as mobilization, capacity building and productivity
enhancement will be achieved by the third year. The project aims to provide
marketing benefits to major number of producers in last two years because of the
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increased trust on producer organization (FPO) and the economies of scale it would
reach by the fourth year.

Organic Certification
Organic certification will start only in third year, as per the prerequisite of
certification agencies. Project assumes to get organic certification for all targeted
producers by fourth year in accordance with above activities. Project will do
convergence with NCOF for organic certification and training to stakeholders on
certification. Training of the farmers on organic package of practices recommended as
per ‘National Programme for Organic Production’ (NPOP) standards will be rendered
by partnering with technical agency such as National Centre of Organic Farming
(NCOF) and organic certification will be acquired by partnering with accredited
certification bodies under NPOP.

Phasing of the project:

The project covers 26000 paddy farmers having 28520 acres of land spread over 42
mandals of four districts in Andhra pradesh. Thirteen clusters (Producer
Organizations) comprising forty VPGs will be spread over the 42mandals.
The project will be implemented in a phased manner and will cover all the 26000
farmers in a span of three years. No activity will be carried out in first year. In the 2 nd
year of the project nine clusters will be formed; Cluster level spearhead teams will be
deployed in those clusters for implementation of the project. Subsequently four more
clusters will be formed in the 3rd year of the project. Out of these eleven clusters, three
will be in West Godavari, two will be in Krishna, one will be in East Godavari and
one will be in Visakhapatnam, two clusters each will be formed in the districts west
Godavari, and Krishna.

TORs will be floated for acquiring Technical agencies for formation of Producer
Organization, Marketing & branding and organic certification in the 1 st year itself.
Technical agency for formation of Producer organization will be working for first
three years of the project while the technical agencies for Marketing & branding and
organic certification will be working for the entire project period. Technical agency
for Seed village formation will be acquired in the 2 nd year and it will be working for
four years for training of group of farmers on commercial seed production. One
technical agency for green labeling will also be hired in the 3rd year of the project and
it will be working for three years.

The project aims at extensive training and capacity building of its entire staff for
achievement of desired results. The district level staff and the cluster level spearhead
teams will be given 60 trainings over the entire project period in due course of time.
Likewise the VRPs will be given 75 training over the entire project period.

Activities to be financed (in lakh):

Following table presents the list of activities to be financed under 6 broad categories.
390
S.
Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
no
1 Human Resource 0 60.6 60.6 60.6 60.6 242.4

2 Technical assistance to producer groups 0 226.8 327.6 327.6 241.2 1123.2

3 Infrastructure & Value addition 0 78.4 108.4 25 0 211.8

4 Training and Capacity Building 0 316.1 141.9 0 0 458
5 Technical agency 0 65 65 40 40 210
6 IT equipments 0 25.2 11.2 0 0 36.4
7 Community fund 0 370 170 10 10 560
TOTAL 0 1142.1 884.7 463.2 351.8 2841.8

Convergence and partnerships:

The project will work in convergence with government agencies having common
working area and partnerships will be built with private players for various reasons as
specified below.
Convergence with government agencies:
Sthreenidhi, commercial banks and other financial institutions: The importance
of credit support to the community cannot be underestimated in any livelihood
project. So, there will be proper strategy to converge with various financial
institutions to provide credit support to the community members at different levels.
National Center of Organic Farming (NCOF): It is in the mandate of NCOF to
collaborate with all the stakeholders of organic farming in the country and abroad and
act as an information center. Convergence with NCOF will be established for
technical capacity building on organic package of practices, human resource
development, and transfer of technology, promotion and production of quality organic
and biological inputs, awareness creation and publicity through print and electronic
media.
Nutrition cum Day Care Centers (NDCCs): there will be convergence with NDCCs
to supply them with good quality rice devoid of pesticide residues at a reasonable rate
to improve the nutritional status of the food supplied to the beneficiaries.
Partnerships with technical agencies and corporate agencies:
Partnership with different organizations will be an integral part of the strategy of the
project in order to pursue the project objectives for which SERP does not have in-
house competence and expertise.
Technical organization for formation of Producer Organization: A technical
agency having expertise in working with communities and formation of Producer
Organizations will be hired for building and maintenance of the Producer
organization.
Technical agency for developing seed village: This technical agency will be helping
in the formation of Seed village for commercial seed production.
Technical agencies for community modern package of practices and productivity
enhancement: Technical agencies having expertise in the field of organic package of
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practices for productivity enhancement in paddy and considerable experience in
working with community for betterment of their livelihood. So, it will be profitable
for the project to go for tie up with the organization for imparting knowledge on
modern package of practices.
KRuSHE Marts and corporate agencies for branding and marketing: Tie-ups can
be established with various KRuSHE marts and other corporate for marketing, quality
control, branding and packaging. For this a TOR will be floated to hire a technical
agency that will help the Producer Organization in marketing, packaging and branding
of the produce.
Technical agency for organic certification: Tie up will be established with technical
agency for getting organic certification.

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 Annexure 17:Environmental Management Framework

Interventions for Productivity Enhancement thorough environment friendly practices

Component Possible issues Interventions, Best practices
Cropping Continuous cropping may lead to It is advisable to follow a Rice-Legume
pattern depletion of similar kind of cropping pattern so as to maintain the
nutrients from the soil which in turn quality of soil for a long time. In rain-
would lead to decreased fed areas, rice should be followed by
productivity in long term. short duration legumes such as Green
In irrigated areas of Andhra Pradesh gram, black gram or horse gram.
rice is grown in Rice-Rice rotation
which is very detrimental to the soil
health.
Varietal Varieties not suitable to local The list of recommended varieties for
selection environmental conditions may not the different zones of Andhra Pradesh
respond well and increase cost of has been attached as Annexure:2
pest and disease management.
Seed Seed treatment with Chemicals will Treat the seed with a mixture of
treatment leave the residues in soil. Beejamrutham (200 gm/kg seed) and
Trichodermaviridae (8 gm/kg seed).
Managing Excessive use of chemical
Green manure crops such as cow pea,
soil fertility fertilizers without knowing the etc., can be grown 25 to 30 before the
nutrient status of the soil can be transplantation of paddy. These are then
detrimental for soil health. incorporated in the soil during land
Besides the chemical fertilizers preparation/ploughing to improve
leave residues in the soil which fertility.
leads to salinity and alkalinity of
the soil which in turn affects the Other organic manures and fertilizers
soil structure. that can be applied are Farm yard
manure (2-5 t/ha), vermin-compost (5-
10 q/ha), bio fertilizers such as
Azospirillum (2 kg/ha) and PSB (2
kg/ha) added to soil at the time of
puddling (in traditional method of
cultivation), goat droppings (1.25 t/ha),
poultry manure (1.25 t/ha), wood ash
(1.25 t/ha) etc.
Gliricidia leaf manure is very good for
rice. It is a leguminous plant which is
used as a green manure crop.
Insect pest Paddy is attacked by a large number Use of resistant varieties and healthy
and disease of insect-pests and diseases and seed stock is the best way of preventing
management about 20-30% losses are attributed pest and disease attack.
to these attacks.

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 Crop rotation with legumes and green
manure crops also helps in keeping the
pest problem below the ETL (Economic
Threshold Level).
Use of pest predators such as
Trichogramma (50,000 eggs/ha),
Chrysoperla (5,000 eggs/ha) can also
keep a large number of insect-pests
below ETL.
Botanical extracts are found to be
effective against many pests and
diseases. Some examples can be given
as follows:
Ginger (10 kg)-chilli (5 kg)-garlic (5
kg) extract mixed in 70 litres of water
can be used against leaf-eating
caterpillars and leaf folders.

Blast: 10% of cow urine extract (twice

Paddy can be infected with
numerous diseases such as Blast,
Sheath blight, Bacterial leaf blight,
Sheath rot, Brown spot, False smut,
Tungro Virus etc.
in 10 days)
Rust virus: Cow’s urine + Buttermilk
extract (1 litre butter milk + 1 litre of
cow’s urine +8 litres of water)
Bacterial leaf spot: 10% vermiwash +
5% cow’s urine in 10 litres of water.25

There is a chance of moisture re- Bags should be stacked under cover e.g.
Storage26
entering the grains due to improper under a roof, in a shed or granary or
storage. under water proof tarpaulins.
A one meter gap should be left between
and around stacks and 1.5 meters
clearance between the top of the stack
and the roof.
The efficiency of bag storage can be
improved if a plastic liner bag is used
inside the existing storage bag
especially for seed and milled rice.

25
Package of Organic Practices from Maharashtra prepared by Maharashtra Organic
Farming Federation (MOFF)
26
http://www.knowledgebank.irri.org/ericeproduction/PDF_&_Docs/Training_Manual
_Grain_Storage.pdf
394
Improper storage may lead to The storage area should be kept clean.
insect, rodent and bird infestation Clean storage rooms after they are
leading to loss. emptied and this may include spraying
walls, crevices and wooden pallets with
an insecticide before using them again.
Fix Zinc sheets at the bottom of the
wooden doors and use rat traps to
prevent entry of rats. Cats also deter
and help control rats and mice.

Block all drainage holes with wired

mesh.
Mix leaves of Neem, Karanj, Custard
apple, Adathoda and Tulsi to protect
grains from storage insects.
When necessary the storage room may
be sealed with tarpaulin and treated
with fumigants under the direction of a
trained pest control technician.

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 Annexure: Result Framework
Objective Indicator
Objective Enhancing the living condition of Increase in net income of the
paddy growing households by farmers in the project area.
increasing net income through
productivity enhancement,
aggregation, market linkages and Improvement of Human
organic certification. Development Index of the project
areas.
Intermediate Increase the net income of the At least 70% of the paddy growers
Outcome paddy farmers from the present show increase in income.
level of Rs.12730 to Rs.20967.
Share of profit returned to each
farmer after price realization from
sales.
Productivity enhancement of the Increase the productivity of the
paddy growers. paddy farmers from 24 quintals/acre
to 26 quintals/acre through various
interventions including SRI paddy
cultivation.
At least 70% adoption rate of best
package of practices.

Output Formation of Producer Groups and 26000 of farmers registered in 3

their federation at village, cluster successive years to form a project
and district levels. level Producer Organization.
Formation of 520 VPGs at village
level

Formation of 13 cluster level

federations
Collective milling and .80 lakh MT procured grains
transportation passing quality test and taken up for
processing
Minimum conversion rate of 65%
from paddy to rice (by linking with
Rubber-Sheller mills).
Collective Marketing of end Ensure that the Paddy growers get at
produce least current MSP (Rs.1310 for
normal rice and Rs.1345 for fine
rice)

396
Input Producer Mobilization through At least 5000 mobilization meetings
village level staff conducted
At least 75% of total farmers attend
the mobilization meetings.

Training of staff on group formation 520 Village resource persons trained

At least 10 training sessions

conducted for the VRPs
Training on packaging of practice At least 75% farmers trained
for production enhancement directly by the VRPs.

520 VRPs trained through exposure

visits
At least 1000 Farmer Field Schools
conducted
Training on collective marketing 520VRPs trained
and quality testing (use of moisture 13 Cluster level staff trained
meter)

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16.11 Poultry

Introduction
Andhra Pradesh stands in the top list in Poultry industry in the country. Though, the
State has got tremendous potentiality in the Poultry sector, it is in the hands of few
individuals or organizations. Backyard poultry is one of the traditional livelihood
activities in the rural areas. Over a period of time, modernizations lead the people to
depend on commercial poultry meat and eggs. Today, there is a lot of demand for
both meat and eggs from the country chicken which is considered to be the organic
product. Promotion of Backyard poultry using improved varieties with higher
production potential is considered as sustainable activity in tackling the twin issues
viz. providing nutritional support and additional income generating to PoP SHG
households.

Project Scope
The project is planned to implement in total of 13 districts of Andhra pradesh. Total of
13 small ruminant rearing cluster level federations will be formed. The project aims at
organizing of 26000backyard poultry producers into 520 producer groups.
Interventions by the government:
Government popularized the promotion of backyard poultry units of 10 birds each
among rural women folk. Under this scheme 6 to 8 week old straight run chicks will
be provided to rural women folk on 50% subsidy. As an initiative, the SERP has
promoted backyard poultry by supplying Rajasribreeddual purpose chicks to the PoP
families during the year 2013-14.
Gaps
As there is a drastic fall down in the traditional backyard poultry rearing by the rural
households, resulted in the low consumption of chicken meat and eggs by the family
members especially children lead to malnutrition.
Though, the commercial poultry eggs are available in the market, due to non
affordability, the frequency of the consumption has came down drastically.
High mortality in the backyard poultry discouraged the rural household to continue
the rearing of birds.
Lack of concentration of the Animal Husbandry Department on backyard poultry
particularly de-worming, vaccinations and treatment of the birds lead the situation
from bad to worst.
The increasing demand for organic chicken and egg in the present market and lack of
proper market linkages isresulting in to exploitation of the poultry farmers by the
middlemen.
Strategies & Approaches
Formation of community institutions (Producer organizations)
The project includes formation of community institution at three levels which
includes village producer groups at village level, these producer groups are federated

398
at cluster level into producer organization. These producer organizations will be
federated into Producer Company at a later stage. Producers from targeted
communities will be organized into producer groups with a view to provide better
veterinary services and better access to markets. A cadre of village resource persons
will be created by project who will further train their village members. Village level
producer groups will be federated at cluster level and all cluster level federations
combined together form the project level poultry producer organization. These
institutions will be strengthened to manage the production, collection of eggs at
village level, supplying them to nearby markets, productivity enhancement,and higher
unit value realization through collective marketing of eggs and chicken and linkages
for credit.
Establishment of mother units for rearing of Day old chicks
3-4 mother units per cluster will be established. One producer or a group of members,
interested in taking up the activity of rearing day old chicks up to 28-30 days will be
selected. The selected member or group will be trained on rearing of day old chicks
and chick managementby technical agency. With the help of technical agency, mother
units will be established in strategic locations in total project area.
Introduction of dual purpose birds to individual producers
The project intends to introduce the day old chicks which are reared for four weeks at
mother unit, to individual producers to grow in their backyard. In each cycle fifteen
birds are given to each producer. In a year a producer will be given with a total of 135
birds for rearing.
Access to better veterinary services
This project also aims at providing better veterinary health services to the individual
producers by following regular vaccination schedules and deworming of the birds and
regular monitoring of the birds and their production systems with the help of technical
agency.
Access to low cost inputs
Project tries to reduce the predation of the birds byproviding night shelters for them.
Linkages will be set up with input suppliers and technical agenciesfor procurement of
inputs like night shelters, vaccines and medicines with the help of technical agency.
Establishing marketing channels and tie ups
Project will identify potential markets with the help of technical agency in each
mandal and channels will be created so that regular supply of the produce like eggs
and livebirds for meat to those markets. Availability of eggs at KRuSHE marts will be
ensured to meet the nutritional requirements of the rural household.
Convergence and Partnership building with input suppliers.
Convergence with the State Animal Husbandry Department for leveraging of schemes
into producer organization and partnership building will be done with other

399
organizations and input suppliers like Ind Bro or Kegg Farms pvt ltd for services like
input supply, regular monitoring and following of vaccination schedules.
Outcome:
A total of 26000 Backyard poultry producers produce 2470tonnestonnes of chicken
meat and 245.66millions of eggs using best poultry management practices with a
turnover of Rs115.63crore resulting in net income of Rs57.45 crores per year leading
to an additional income of Rs 22,143/- per producer per annum. (Details are attached
in Annexure I).
The details about the below outputs are as follows: 27A dual purpose backyard poultry
male bird attains a body weight of 1.528 kg at three to four months of age and a female
bird lays 15029eggs in a year. Each producer is given with 15 birds in each cycle and
nine such production cycles occurs in a year. Hence, each producer get to rear 135
birds and through the collection , grading , sorting and marketing of live birds for
meat and eggs, They will be able to make money which will result in the increase of
income to Rs22,143/- per annum. Due to the continuous availability of eggs and the
consumption of eggs by the children in turn reduces the malnutrition. (Details about
production assumption are attached in Annexure II).

Income from sale of eggs

63 female birds lay a total of 9450 eggs at the rate of 150 eggs /bird. By selling them
at a price of Rs3/- will give a return of Rs 28350/-. By deducting purchasing cost of
birds at the rate of Rs 55/- per bird, Rs 1250/- towards cage for night shelter and Rs
680/- towards cost of medicines and vaccines at the rate of Rs 10/- bird will give a net
income of Rs 22680/- per eighteen months. Hence, net income for twelve months
from the sale of eggs is Rs15120/-.
Income from sale of Male birds
63 male birds attain a body weight of 1.5 kg after 4 months of age. By selling them at
a price of Rs 120/- kg live weight will result in a revenue of Rs 11400/-. After
deducting purchasing cost of birds at the rate of Rs 55/- per bird, Rs 1250/- towards

27
Assumptions are based in the information from the work done by kegg farms in Bihar, field study of rajasri bird’s
distribution in Bramhangarimandal of Kadapa district in Andhra Pradesh and interviews from the field experts.
28
Leveraging traditional Indian rural practices and existing capabilities to enhance livelihoods – a case study by
Kegg farms
29
Round table on livelihoods for tribal poor in A.P, November 12th 2013, Kegg farms.

400
cage for night shelter and Rs 670/- towards cost of medicines and vaccines at the rate
of Rs 10/- bird will give a net income of Rs 5795/- per eighteen months. Hence, net
income for twelve months from the sale of live chicken is Rs 3863/-.
Extra income from collective grading, sorting and marketing
Due to the action of collective grading, sorting and marketing of eggs by the
producers will help them to gain extra Rs 0.50 per egg. This extra price gain will
result in an income of Rs 4725/- per entire production cycle. Hence, net income for
twelve months from this extra price gain is Rs 3150/-.
Outputs:
The project involves organizing26000 poultry producers into 520 producer groups of
each containing 50 member producers in the group. As a result of the project 13
cluster levelproducer organizations are created. The project completes the training of
VRPs s with best management practices of poultry.

Activities & Sequencing

Recruitment of staff at various levels
Hiring of an HR agency by the SERP, whose major responsibilities include the
recruitment of State level staff, project level staff, Cluster level spearhead teams and
village resource persons. A TOR for hiring of HR agency will be prepared and will be
signed by both HR agency and SERP with due approval of World Bank. HR agency
prepares job descriptions for each and every positions for which they conduct
recruitment. HR agency will float the detailed advertisement along with Job
description for each required positions.
Recruitment of poultry value chain leader at state leveldistrict level team of five
members (producer group coordinator, Commodity expert, Young professional,
Accountant, Computer operator) will be done. The team will be responsible for
monitoring at the district level and coordinating with all the clusters which are
included in the project in the state. Recruitment of Cluster level staff is completed by
the HR agency for each cluster. (Each cluster level spearhead team consists of
Livestock business specialist, extension specialist, VPG facilitator and a veterinarian).
Identification of Village resource persons and finalizing their selection at the rate of
one per two villages will be completed in the year Zero of the project implementation.
A total of 520 village resource persons are selected for the project.
Social mobilisation for producer group formation
Once the selection of village resource persons is completed, they will be trained for
social mobilization of the producers by conducting mobilization meetings, orienting
them about the advantage of being in the group. Another major responsibility of the
village resource person includes formation of poultry producer groups by taking the
help from the cluster level spearhead teams. During the mobilization meetings the
points of focus will be about the advantages of getting better access to market
linkages, access to advanced technology and increased production and increased
productivity through better management practices.
Institution Building

401
As a result of social mobilization, a total of 520 village level poultry producer groups
are formed. During the formation of producer groups is continuing, formation of
cluster level federations will be done. This results in formation of 13 cluster level
federations. The staff at cluster level will prepare a training module for the VRPs and
individual producers and it will be used during the training sessions.
Capacity Building/trainings
Trainings will be conducted for producers for making them aware about practices
involved in mother unit keeping, taking them to exposure visits to the demonstration
mother units, clearing their doubts about steps and best practices for rearing of day
old chicks.
Training of village resource persons and selected producers from producer groups are
taken to exposure visits to familiarize them for better management practices involved
in backyard poultry rearing.
Training on collection of eggs, grading, Sorting and marketing will be completed for
bringing quality into the produce before selling.

TOR with technical agencies

Identification of technical agencies which provide continuous supply of dual purpose
day old chicks and technical expertise for rearing of day old chicks at mother units.
Short listing of the technical agencies based on the requirement of the project.
Preparation of TORs for the shortlisted technical agencies will take place at next step.
The main responsibilities of the technical agency includes helping in selection of
suitable locations for setting up of mother units, supporting in purchase of the
equipment needed for setting up of mother units. Preparation of training material for
mother unit keepers for rearing of day old chicks and training material for producers
for rearing of birds in their backyard. Organizing training programmes& exposure
visits for the mother unit keepers will be taken care. Preparation of training material
for vaccination schedule, preventive measures and best management practices.
Conducting training programmes for following the vaccination schedule for the
producers will be done.
Technical agency should also provide services for maintaining records, managing
logistics, analysis of records and presentation to federation.
Other responsibilities include operational and financial monitoring and preparation of
reports, Data collection, compilation and organizing of review meetings, Selection &
coordination with cluster level and state team, Liaison with relevant agencies &
Facilitate linkages with line departments and donor agencies.
Establishment of mother units
Identification of three to four producers from the group who are interested in taking
up the activity of rearing day old chicks at mother unit and selling them to individual
producers at village level. Identifying the input suppliers in the nearby area through
technical agency and establishment of the mother units at those suitable locations will
take place.
Procurement of day old chicks

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Once the mother unit keepers are identified and establishment of mother unit is
completed, procurement of day old chicks for individual mother unit will be done
through technical agency. This procurement plan will continue after every cycle of
production. The timely supply of day old chicks to all mother units will take place as
per procurement plan.
Induction of starter birds to producers
Once the day old chicks are grown into starter birds, they should be sold to the
individual producers at village level. In each mother unit cycle 15 birds are given per
producer and in a year nine such cycles are counted. If a mother unit is of capacity of
5000 chicks, then at the rate of 15 birds per producer, it can supply birds to 330
producers and encourage them to grow them in their backyard. In the same way
supply of birds will continue for nine such cycles a year.
Post production activities
Once the production of eggs and marketable weight attainment in the male birds starts
at the individual house hold level in the village, individual producers are encouraged
for pooling of their produce, cleaning & Sorting of the produce and grading according
to the size & quality. Then, selling of the produce to the market with identified
linkages and identified vendors will takes place for sale.
Convergence with various agencies
Convergence with state animal husbandry for leveraging of Government schemes,
partnership with private agencies and suppliers for supply of day old chicks & Night
shelter cages. Convergence with poultry research centers like All India centre for
research on poultry, Project Directorate on poultry for supply of day old chicks and
knowledge transfer about best practices of back yard poultry rearing.
Project factoid:
The project is spread over 13 Clusters in 13 districts of Andhra pradesh. Around 50
Poultry producers are identified in each village and are oriented about the benefits of
being in the producer group. It results in formation of 520 village level producer
groups covering 26000 producers.
The below table clearly shows the number of producers in a group, number of
producer groups formed and other details.
S.No Particular Number
1 No of producers per PG 50
2 No of PGs per Cluster 40
3 No of Clusters per District 1
4 No of Districts 13
5 Total No of Producers 26000
6 No of VRPs per PG 1
7 Total No of PGs 520
8 Total No of VRPs 520

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 Roll out plan
Learning phase (12 months)
This phase will help in establishment of process, building of the structure with regard
to input service delivery and positioning of human resource. A cadre of VRPs will be
created for dairy value chain. These people will be trained by technical agency like
Ind Bro or Kegg farms Pvt Ltd. which will be hired or by the project staff, who are the
cluster level spear head team, trained by specialists.
In this phase two clusters will be selected from the total project area and activities like
producer mobilization, producer group formation, capacity building by providing
trainings on day old chick rearing at mother unit and rearing of starter birds in their
back yard with the help of technical agency. Identification of the mother unit keepers,
suitable locations for establishment of mother units and setting up of mother units in
identified locations will be done. Convergence will be made with State animal
Husbandry department for leveraging of schemes in to producer organization. All the
activities will be done with at most care and all learning’s will be recorded. Efforts
will be made to improve upon the practices and processes in scaling up phase based
upon the learning’s in learning phase.
Scaling up phase (48 months)
In this phase the project will be scaled up by launching the project in rest of the
project area. Eight clusters in each of the second year of the project and third year of
the project will be added. In addition to activities like social mobilization and
producer group formation which are carried in learning phase, along with them now
all the activities will be launched in all the clusters. The activities include
identification of mother unit keepers, establishment of mother units in all clusters,
establishment of marketing channels for sales of eggs and live chicken with the help
of technical agency.
Implementation Arrangement:
For implementing the project a total required nine district level teams are recruited
which consists of producer group coordinator, Community leader, young professional,
accountant and computer operator. Eighteen cluster level spearhead teams (each team
consist of livestock business specialist,
Poultry extension
value chain leaderspecialist, VPG facilitator and a
veterinarian). At village level, village resource persons are recruited whose
responsibilities include social mobilization of the producers. The detailed structure of
Poultry
HR is shown business
Technical expert/TSA
in below diagram.
expert/TSA
HR Structure:
Commodity Team
Producer group Commodity Accountant &
coordinator expert & Y.P Comp. operator

Multi Disciplinary SHT

Livestock
Livestock Extension VPG Veterinaria
business
business Specialist Facilitator n
specialist
specialist

404 Spe
cial
ist
PG1 PG2 PG3 PG4
 Financials: (in Lakhs)
The finance required for the implementation of the project is Rs27.70 Crores for five
years. It includes the expense for human resources, for hiring of technical agencies,
for capacity building of the producers, for values addition, for small scale productive
infrastructure and for ICT services. The year wise financial break up( in lakhs) is
given in the following table.

S. Total
Particulars Year-1 Year-2 Year-3 Year-4 Year-5
no (lakhs)

1 Human Resource 0 68.4 148.2 148.2 148.2 573

Technical
2 assistance to 0 151.2 327.6 327.6 270 1076.4
producer groups
Infrastructure &
3 0 24 28 0 0 52
Value addition
Training and
4 Capacity 0 209.3 242.20 0 0 451.5
Building
5 Technical agency 0 72 84 0 0 156
6 IT equipments 0 16.8 19.6 0 0 65.6

7 Community fund 0 140 155 50 50 395

TOTAL 0 681.7 1004.6 525.8 468.2 2769.5

Annexure I: Production Assumptions

Production assumptions
S. No Particular Unit Quantity
1 Birds given per cycle per producer Number 15
2 Production cycles in a year Number 9
3 Birds per producer per 18 months Number 135
4 cost of 28 days bird Rs 55
5 Total cost of birds Rs 7425
6 Cost of cage for night shelter Rs 2500
7 Total cost per producer Rs 9925
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8 Total cost rounded off Rs 10000
9 Mortality rate % 6
10 Survived birds Number 126
11 Sex Ratio of total birds % 50
12 Male birds survived Number 63
13 Female birds survived Number 63
14 Average body weight of male birds after 3 months Kgs 1.5
15 Total live weight of male birds Kgs 95
16 Price per kg live meat Rs 120
17 Income from Selling of male birds Rs 11400
18 Eggs laid by a female bird in a life time. Number 150
19 Total eggs from 63 birds Number 9450
20 Price of the egg (Price is Dynamic) Rs 3
21 Income from selling of eggs Rs 28350
22 Total income from sale of eggs & live birds Rs 39750
23 Miscellaneous expenditure- medicines@Rs10 bird Rs 1260
24 Total cost incurred Rs 11260
25 Net income(18 months) Rs 28490
26 Income per month per producer Rs 1583
27 Income per producer per annum Rs 18993
28 Savings from grading & Sorting of eggs in 18 months Rs 4725
29 Savings from grading & Sorting of eggs in 12 months Rs 3150
30 Total income per producer per annum Rs 22143
31 Total net income per producer per month Rs 1845

References:
http://ahfd.ap.nic.in/
http://dahd.nic.in/dahd/default.aspx
http://ahfd.ap.nic.in/ISSSR0910.pdf
http://www.icar.org.in/en/node/612
http://www.pdonpoultry.org/pdpnew/
http://www.keggfarms.com/
www.otelp.org/Downloads/Poultry_Farming-
An_Intervention_for_Sustainable_Livelihood.pdf

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http://keggfarms.com/pdf/Keggfarms_Presentation_Roundtable_on_Livelihoods
_Nov_12_2013.pdf

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16.12 Red Gram

Introduction:
Red gram production is largely confined to Asia, particularly to India. Of late red
gram production is picking up in African countries owing to their suitable climatic
conditions and global demand. Global production pattern of red gram is largely the
same over a period. Production in India accounts for 65% followed by Myanmar
(19%) and Tanzania (6%). India’s requirements have steadily been rising with
growing population and income levels.

Source: FAO, 2011 statistics

Red gram is an important pulse crop in India. India is the largest producer and
consumer of Red gram in the world. Red gram is a protein rich staple food. It contains
about 22 percent protein, which is almost three times that of cereals. Red gram
supplies a major share of protein requirement of vegetarian population of the country.
Area and production of Red gram in India has been more or less stable at 3.5 – 4
million ha and 2.5 -3 Million metric tons respectively during the last two decades. The
wide fluctuations in yields could be attributed to the dependence on rainfall as most of
the crop grown under rain fed conditions. The overall demand and supply scenario
suggests an improvement in the past three years on account of consistent
improvement in production levels favored by good monsoons.

Source, Dept. of Agri & coop

Maharshtra is the largest producer of Red gram accounting for 35% of the total
production in the country followed by Karnataka, Madhya Pradesh and Uttar Pradesh
with 13% each, these four states along with Gujarat, Andhra Pradesh and Andhra
pradesh accounts for 90% of the India’s production. Although production levels are

408
high, the yields of the major producing states including Andhra pradesh are much
lower than all India level.
In Andhra pradesh, average productivity of Red gram is 1.8 Qtls/Acre. Below given
graph shows area, production and yield for Andhra pradesh state.

Figure 3 District wise production and productivity Data of Andhra pradesh (2011-
12)30
Red gram is generally cultivated as a sole crop or mixed with cereals, such
as sorghum (Sorghum bicolor), pearl millet (Pennisetium glaucum), or maize (Zea
mays), or with other legumes, such as peanuts (Arachis hypogaea). Being a legume,
the pigeon pea enriches soil through symbiotic nitrogen fixation.
Since 1971 the state experienced steady growth rate in terms of production, area and
yield.
Previous interventions:
Accelerated pulse production Program – Conceptualized to take up the active
propagation of INM and IPM to accelerate Pulse production particularly Red gram
production.
Red gram seed village program - The aim of the program is to produce good quality
seeds by adopting improved production technologies to meet the local requirement
Integrated development of 6000 pulse villages in Rain fed areas: To increase
production and productivity of pulse crops by disseminating latest production
technologies at the farmers’ field.
Special initiatives for pulses and oilseed in dry land areas of 60000 villages
programme under RKVY 2010-11: To provide services of mechanization on custom
hiring basis, especially for soil preparation and sowing for improving production and
productivity of pulses and oilseeds.
Special Plan to achieve 19+ million tons of Pulses production during Kharif
2012-13: To increase production and productivity of pulse crops by disseminating
latest production technologies at the farmers’ field and productivity boosters.

30
http://www.ap.gov.in/Other%20Docs/AGRICULTURE.pdf
409
Rain fed sustainable Agriculture initiative by SERP: Radical soil and moisture
conservation works under MGNREGS with improved cropping pattern.
All these schemes are aimed at productivity enhancement but not on incomes. Further
these schemes reached only to large farmers and confined to certain geographies only.
None of these schemes addressed imperfections in the markets. APRIGP is aimed to
address all these issues. Following are the main objectives of APRIGP:
Economic mobilization of farmers into FPOs for accessing premiums and value
addition to enhance the income levels of farmers
To build partnerships with corporate and other organizations to enhance market links
for pesticide free / organic produce
To create value of the produce through organic certification
To provide food and nutritional security
To link rural consumers through local distribution channels
Gaps:
Improper sowing time, inadequate plant population, defective method of sowing and
inadequate intercultural operations, lack of short duration varieties, flower drop,
indeterminate growth habit, poor response to inputs, instability in performance and
high susceptibility to diseases and insect pests are the major agronomic constraints in
pigeon pea.

Figure 4 Gaps in productivity31

High cost of inputs, inadequate availability and quality seeds, low output price during
post harvest period, high output price fluctuation, damage due to natural calamities
were the common constraints faced by farmers. Inadequate transport facilities, high
market fees and charges, high transport cost, lack of storage facilities, large no of
middleman, lack of market intelligence etc are the major constraints related to
marketing.
Weak credit system results in untimely credit and exploitative rate of interest for
loans. Small land holding size, poor extension system, paucity of proper irrigation
infrastructure and hence high dependency on monsoons, increasing use of pesticides
and weedicides resulting in poor soil health and increasing cost of cultivation, poor

31
http://agmarknet.nic.in/red-gram-profile.pdf
410
mechanization etc are resulting in poor performance. Weak infrastructure hampers the
flow of products and services along the value chain.

Tandur mandal in Rangareddy district is famous for red gram was studied. Marketing
is being done through traders as of now who eat up major chunk of consumer pie.
These traders give farmers small loans for agri inputs insuring that farmer will go
back to same trader with his produce. Since, majority of the farmers are small and
marginal farmers, distress selling due to immediate needs of ready cash happens
results in farmers not getting even MSP (Minimum Support Price). At crop harvest
season, prices of the red gram are generally lower than other months of the year. Due
to lack of storage capacity, they cannot hold their produce resulting in dumping of the
produce immediately in the market. Malpractices like spurious weighing are also
prevalent causing loss to the farmers.

The below given illustration depicts the flow of produce through various stakeholders
before reaching to final consumer.

Farmers are selling red gram at an average of 3350 per quintal and consumer is
getting Tur dal at Rs. 70 per kg i.e. farmer is getting only 41% of the final price.

Mills in this area are closing down because farmers are shifting to paddy from red
gram due to increasing availability of assured irrigation. Another reason for closing of
mills are unavailability of skilled labor of dal mills and high labor charges. Being a
seasonal crop, mini dal mills are unable to get assured input supply of red gram to be
converted into tur dal.

Key Expected Interventions:

There are 6 expected key activities for Red gram value chain;
Community institutions:
The goal of community institution is to facilitate building of self-managed and
financially self-sustainable community based institutions of the poor farmers,
developing a cadre of para-professionals to support various functions undertaken by
the institutions for increasing production, creation of sustainable livelihoods, thus
improving their quality of life.

411
Community institution is the core component of the project which involves building
and strengthening of marginal farmers into vibrant and self-managed institutions like
farmer producer organizations and farmer producer companies.
The project includes formation of community institution at following levels:
Village producer groups at village level:
Village producer group will constitute of 50 red gram farmers on an average. One
VRP (Village Resource Person) will be selected from these 50 farmers. VRPs are best
practicing producer among the community.
VRPs will be trained at cluster level for various important intervention in the crop life
cycle e.g. land preparation, seed treatment, selection of superior seed variety, pest
management, and nutrient management, pre-harvest and post-harvest management so
that the risk of crop damage can be reduced and productivity can be maximized. For
this intervention the best package of practices and technologies will be transferred to
village producers through village resource person (VRPs). These VRPs will be trained
by the technical agency. They will facilitate all village level activities like FFS
(Farmer field school), village level training on different aspects of value chain.
Cluster federation at cluster level:
Cluster level federation will consist of 40 VPGs (Village Producer Groups), i.e. on an
average 2000 farmers in one cluster level group. It is proposed that 20000 poor
households/families would directly partner the project in 21 Mandals in Andhra
pradesh region.
Reduction in cost of cultivation:
The project aims at reducing the cost of cultivation by promotion of low cost
alternatives to the chemical pesticides and fertilizers which are organic in nature.
There are many approved botanical extracts prepared from raw materials obtained
from plant and animal sources such as Neemasthram, Brahmasthram, Agneyasthram
etc. known to be effective against a number of pests and diseases of crop plants.
Organic alternatives can also be used for soil fertility management. These alternatives
don’t leave any harmful residues in the soil and help in maintenance of soil health.
Moreover these organic alternatives require no or very minimal investment. They can
also be prepared by the farmers themselves after brief training.
Productivity enhancement:
The objective of this component is to enhance the productivity (Qt/Acre) of red gram.
The current average yield of red gram is 1.8 Qt/Acre. Productivity could be enhanced
from 1.8 Qt/Acre to 2.8 Qt/Acre, using proper package of practices, effective
implementation of CMSA methods, using proper input & services, etc.
Capacity of the farmers should be built up to motivate them for rain water harvesting
structures so that they can have conservation furrows, trenches and farm ponds within
the farm. It will assure water for irrigation and ground water recharge, thereby
improving red gram yield and ground water level.

Improved cropping pattern will be adopted by increasing row ratio with ground nut
etc. Red gram is intercropped with maize, cotton.

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Commercial production of high yielding seeds:
Seed banks will be set up so as to facilitate the intra village exchange of seeds and
reduce the dependency over the market. One technical agency will be hired to train
selected group of farmers to practice commercial production of high yielding seed
varieties. Each cluster will have one seed village, which will produce the high
yielding red gram seeds such as LRG-30, LRG-41, Durga, Laxmi, Maruti, Asha and
TRG-158 which are suited to the local conditions. The farmers will sell those seeds to
other farmers in the cluster and excess seeds via other channels in the market. This
will ensure higher income for the farmers involved in commercial seed production
and will also ensure timely supply of quality seeds to the other farmers in the cluster.

Community Managed extension:

Farmer Field Schools (FFS) provides opportunities for learning by practicing. It will
empower farmers with knowledge and skills, making farmers expert in their own field
for taking critical and informed decision and problem solving.

Technical support from the existing CMSA department:

Organic Red gram cultivation techniques, biological extracts for pest eradication,
post-harvest techniques, soil fertility management techniques, etc. will be facilitated
by the CMSA department officials. Demonstration plots will be prepared at each
village to give first-hand experience on organic Red gram cultivation and use of
biological extract.
Custom Hiring Centre
Custom hiring centre will be set up whereby farmers can access to machinery at
mandal level. Within the community, a person with entrepreneurial capabilities can be
trained to prepare organic formulations and concoctions at village level. Purpose to be
served is twofold: enhance income generating activities locally and provide
alternatives to chemical pesticides to the farmers which help in reducing the cost of
cultivation, improving the soil health and thereby the quality of the produce.
Aggregation and Logistic management:
Aggregation will be carried out at cluster level by Cluster level staff who will be
coordinating with 40 VPGs. Quality measurements will be carried out through use of
moisture meter for checking the level of moisture and presence of foreign matter will
be assessed visually by trained cluster level staff. After aggregation, common logistic
facility in the form of a hired transportation agency will enable fast and economical
transport of Red gram.
Value addition, Marketing & Branding through partnership:
The Red gram aggregated at cluster level will be segregated into pools based on the
quality of the produce. After aggregation, the produce will be transported to selected
good practicing dal mills. The PO will develop partnership with these good practising
dal millers for obtaining good quality milled dal at a higher conversion rate. The dal
will be packaged and again transported to common storage utility at identified
locations. Marketing, packaging and Branding of the milled dal will be done in
partnership with technical assistance agency to the big retails and private firms.

413
Organic certification & nutritional linkage:
Training of the farmers on organic package of practices recommended as per
‘National Programme for Organic Production’ (NPOP) standards will be rendered by
partnering with technical agency such as National Centre of Organic Farming
(NCOF) and organic certification will be acquired by partnering with accredited
certification bodies under NPOP. Nutritional linkage with the existing Nutrition cum
Day care Centres (NDCCs) will be made for nutritional security to the children and
women.
Key Expected Outcomes:
The average current net income of red gram farmers is Rs.7, 74032. The project focus
is to improve income by Rs.5, 360 through different interventions form the current
level of Rs.7, 740 to Rs. 13,100. The project will focus to increase the income of a
farmer through different interventions on different steps in value chain;

Productivity enhancement:
Productivity enhancement will be done through Rain fed sustainable agriculture,
improved cropping pattern and by adopting CMSA practices. Productivity will be
increased from 1.8 Qt/Acre to 2.8 Qt/Acre which will result in an increased income of
Rs 2,620/ Acre.
Decrease in cost of cultivation:
Decrease in Cost of cultivation by using non-chemical pest management and low or
zero chemical fertilizers and building good ecology where there is a balance between
friendly insects and crop pests, and this is leading to reducing the costs on pest
management to ‘zero’. The reduction in cost of cultivation is about Rs 500/ Acre.
Aggregation and Value addition:
Involvement of high number of intermediaries in the market resulting in reduced share
of producer in consumer price. Producer share can be increased through aggregation
in which intermediaries will be eliminated and high price can be realized through
better bargaining power.

Red gram will be converted into dal for realization of better price. Dall mills will be
hired for processing. Farmer will earn Rs. 1960/ acre through value addition.
32
Based on baseline survey and crop cutting experiments performed by CMSA
414
Organic premium through Marketing:
As many farmers are practicing organic / sustainable agriculture, market tie ups will
be done to access premium prices. Premium of Rs 1/kg will be obtained through third
party certification of the produce, i.e. Rs 280 per Acre.

Project Scope:
The project will focus on targeting assistance to about 21 Mandals in 3 districts in
Andhra pradesh state. Within these mandals the beneficiaries would be the poor,
especially the poorest of the poor socially and economically deprived class –
scheduled castes, scheduled tribes, marginalized backward classes, people with no
control over or access to productive resources, daily wage labour, bonded labor,
unskilled marginal farmers, unskilled migrants disabled, child labour etc. The
targeting of the poorest of the poor (POPs) and poor will be done considering the
social vulnerability existing and spatial distribution of the village based on these
discriminations.
Andhra Pradesh:
The following table shows district wise coverage:
S. District Number of Area Number of
No. Name Mnadals (Acres) farmers
1 Prakasam 6 21,050 12500
2 Anantpur 10 4,390 3850
3 Kurnool 5 5,100 3650
TOTAL 21 30540 20000

Map Showing districts to be covered under project in Andhra Pradesh

Project Factoid:
Districts Prakasam ,Ananthapur
and Kurnool

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 Number of Mandals 21
Total area under Red Gram crop in 30540
Acres
CMSA Red Gram farmers 20000
Estimated production 85512 MT
Total number of Village Producer 400
Groups (VPGs)
Number of farmers in one Village 50
Producer Group (VPG)
Number of VRPs (Village Resource 400
Persons)
Number of VPG’s under one Cluster 40
Number of farmers in one cluster 2000
Number of Clusters 10

Human Resource Structure:

Red Gram value chain leader

Agri business expert/TSA Technical expert/TSA

District Level Team

Producer group Commodity expert Accountant &

coordinator & Y.P Comp. operator

Multi Disciplinary SHT

Agri Extension Agri VPG

Business Specialist Nutrition Facilitator
Specialist Spcialist

Roles and Responsibility of members of Cluster level spearhead team:

PG1 PG2 PG3 PG4

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Person Roles
 Mobilizing producer group,
 Activity planning for the producer group,
Producer group  Maintenance of accounts/ books of records ,
Specialist  Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)
 Facilitate input linkages (seeds, fertilizers),
Agri-Business  Facilitate pre and post- harvest practices,
Specialist  Facilitate value addition, ensure linkages with KRuSHE
marts
 Introducing and scaling up
Extension  productivity enhancing technologies,
Specialist  Farmer field schools.
 Works with the extension specialist to provide
 nutrition counseling /kitchen garden promotion through the
Agri-nutrition farmer field schools and other extension means ,
Specialist  Enabling production/harvest/post-harvest practices to be
nutrition sensitive,
 Influencing cropping systems to be nutrition sensitive

Roll out Strategy:Year wise rolling out plan is placed in the following table:
S. Zero
No. Particulars Year Year-1 Year-2 Year-3 Year-4 Year-5
1 Hiring of human resource
Social mobilization &
2 institution building – No. of 2000 10000 8000
farmers
Capacity building by
3 2000 10000 8000
technical partners
Convergence with financial
4 & technical partners 2000 10000 8000

5 Productivity Enhancement 2000 10000 8000

6 Marketing 2000 10000 8000
7 Organic certification 2000 10000 8000

Hiring of Human Resources:

Each of the value chain will have one Value Chain Leader, Young Professional and
one office assistant at the state level to monitor the project at the state level. At the
district level there will be one Producer Group Co-ordinator who will co-ordinate the
district level teams of all the value chains and each district level team will have one
Young Professional and a Commodity Leader. Moreover there will be one Accountant

417
cum Computer Operator at the district level who will be common for all the value
chains.

Social Mobilization & Institution building:

From 0th year onwards, according to project phase out plan District level staff,
Cluster level spear head teams and VRP’s recruitment will be initiated. After the
selection of VRP’s they will get trained by technical agency for social mobilization.
They should be trained in how to mobilize the farmers/producers, how to conduct the
mobilization meetings, and how to motivate the farmers on advantages of being in the
producer group. Mobilization in the project area will be done through various
communication aids such as pamphlets, documentaries, posters, etc. Another major
responsibility of VRP’s is formation of Village Producer Groups (VPG) and each
VPG should be formed with 50 producers. The project will start mobilization from
last quarter of 0th year and will continue till the end of the third year. The project
assumes that 2000 farmers will be mobilized before end of first year. In second year
10,000 more producers will be mobilized and by the end of third year the project will
be able to mobilize remaining 8000 producers. Social mobilization is a continuous
process and project assumes that it will mobilize 20000 producers in first three years
of project period.
As a result of social mobilization, a total of 400 VPG’s will be formed. After
formation of 400 VPG’s, further 10 cluster level federations will formed and here
each cluster level federation should be formed with combination of 40VPG’s.
Institution building will go on simultaneously along with mobilization. 4000
producers will be mobilized in the first year to form groups. Institution building will
start from last quarter of 0th year and it will end by third year of the project.
Capacity Building
Skill development of VPG with help from a technical agency will be performed to
strengthen the Producer Organization. Capacity building of project staff will be
finished in last quarter of 0th year; capacity building of FPO leader will be start from
first quarter of first year and will continue till second quarter of first year. Capacity
building of producers will start from first year itself and the training will be completed
by third year. All the 20000 farmers would be mobilized, formed into groups and
trained by the end of the 3rd year.
Exposure visits and technological extension will be given to the producer group to
improve group dynamics.

Tie up’s with financial & technical partners

Tie up’s with various financial and technical agencies will be completed by the second
quarter of the first year in order to pace up the project activities and to reach the
project goal on time. To achieve the desired result the convergence need to take place
in sync with Social Mobilization. Financial resources will be augmented by
convergence with commercial banks and Stree nidhi. Project will select the technical
agencies in the area of technical support in social mobilization, formation of
commercial seed village, organic certification etc.

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Before finalization of technical agencies, project team will first identify the
experienced agencies in their respective areas. A TOR will be floated inviting such
technical agencies and the agency will be finalized based on proper appraisal. The
main responsibilities of the technical agencies include training of staff on mobilization
of producers for formation of producer groups, capacity building of the various stake
holders, formation of commercial seed villages for supplying of quality seeds to
producers, and providing of organic certification to producers who will grow red gram
with organic methods.
Technical agencies will also provide the training material for training of village
resource persons, taking up maturity exercise of cluster level organizations, need to
provide resource persons for capacity building, regular review and follow up of
capacity building progress, planning for need based technical inputs, operational and
financial monitoring and preparation of reports, data collection, compilation and
organizing of review meetings, Selection & coordination with cluster level and state
team, Liaison with relevant agencies, Facilitate linkages with line departments and
donor agencies.

Productivity Enhancement
Hand holding support will be provided to farmers for productivity increase from
initial period of the project time. The project assumes the productivity to be enhanced
from the first year onwards for best practicing farmers and will be able to cover 100
% project area by the end of the fourth year. There is expectation that productivity
enhancement will take place by interventions of community based extension system;
tie up with agencies for package of best practices, and with seed village. Under
community based extension system transfer of technology should take place through
local best practicing farmers and for this project, methods like FFS, demonstration
plots, Community Video Screening etc. will be used. VRP’s will facilitate this
extension system and in this process he will use existing CMSA activities. For best
package of practices purpose we will work in convergence with competent
organization like Regional Agricultural Research Stations), Regional Agricultural
Research Station is doing research on organic Red Gram) of ANGRAU and with this
project area farmers will take ANGRAU’s scientific research experience in organic
red gram farming. Another activity which will improve productivity in project area is
formation of seed village and for this we will tie up with technical agency that has
experience in formation of commercial seed village. In the process of formation of
commercial seed village, project team will identify suitable villages, best practicing
farmers, and high yielding varieties. The concerned implementing agency will be
providing the training on seed production and seed technology to farmers for the seed
crops grown in the seed villages.

Value addition and Marketing

The red gram aggregated at cluster level will be segregated into pools based on the
quality of the produce and proper tagging of the gunny bags containing red gram will
be done in order to ensure traceability. This aggregation of red gram will be done by
cluster level staff. After tagging of gunny bags, the produce will be transported to
selected good practicing dal mills.

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For transportation of red gram from cluster to dal mill and procurement centre will tie
up with transportation agency. For milling, the cluster level spear head team will
develop partnership with good practicing dal millers for obtaining good quality milled
dal at a higher conversion rate. The dal will be packaged and again transported to
common storage/procurement centre utility at identified locations.
Marketing of the processed red gram will be done in partnership with various market
agencies like K-mart, local retailers and private firms etc. For providing of market
information to producers we will tie up with market intelligence agencies and they
will send regular mobile based messages to VPG’s. This action will improve
transparency in the system and producers also will get chance to know about what is
the value to their product in the market.
Value addition and Marketing activities starts from first year for red gram producers
and speed up from the fourth year, as mobilization, capacity building and productivity
enhancement will be achieved by the third year. The project aims to provide
marketing benefits to major number of producers in last two years because of the
increased trust on producer organization (FPO) and the economies of scale it would
reach by the fourth year.

Organic Certification
For providing of organic certificates to producers, concerned agency will start their
work with producers from first year of project period. Project assumes that all targeted
producers will get organic certificates from third year onwards. Project will do
convergence with NCOF for organic certification and training to stakeholders on
certification. Training of the farmers on organic package of practices recommended as
per ‘National Programme for Organic Production’ (NPOP) standards will be rendered
by partnering with technical agency such as National Centre of Organic Farming
(NCOF) and organic certification will be acquired by partnering with accredited
certification bodies under NPOP.

Phasing of the Project:

The project will be implemented in 3 districts of Andhra pradesh state, which covers
20,000 red gram growing farmers in the sowing area of 30500 acres. The districts
Prakasam, Anantapur and Kurnool have six, ten, and FIVE mandals respectively
under the APRIGP red gram value chain. In the above mentioned districts we will be
form total 10 clusters, and here each cluster should be have 2000 farmers or 40
VPG’s. 10 clusters comprising 40 VPG’s will be spread over the 21 mandals of
APRIGP project area.

The project will be implemented in the phased manner in 3 districts of Andhra

pradesh, and will cover 20,000 red gram growing farmers in a span of three years.
During the 1st year of project period one clusters will be formed in Anantapur district,
and here 2000 red gram growing farmers will be covered. In the 2 nd year of project
period five clusters will be formed; for three in Prakasam, one in Anantapur and one
in Kurnool district, and 10,000 farmers will be covered. Finally four more clusters
will be formed in the 3rd year of project period; for three in Prakasam and one in

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Kurnool districts and with this remaining 8000 red gram growing farmers will be
covered.

TORs will be floated for acquiring Technical agencies for formation of Producer
Organization, Marketing & branding and organic certification in the 1 st year itself.
Technical agency for formation of Producer organization will be working for first
three years of the project while the technical agencies for Marketing & branding and
organic certification will be working for the entire project period. Technical agency
for Seed village formation will be acquired in the 2 nd year and it will be working for
four years for training of group of farmers on commercial seed production. One
technical agency for green labeling will also be hired in the 3rd year of the project and
it will be working for three years.
The project aims at extensive training and capacity building of its entire staff for
achievement of desired results. The district level staff and the cluster level spearhead
teams will be given 60 trainings over the entire project period in due course of time.
Likewise the VRPs will be given 75 training over the entire project period.

Convergence with Agencies:

Streenidhi and other financial institutions: For providing the financial inputs to
farmers of producer organization.
NCOF (National Centre for Organic Farming): For promotion of organic farming
in the project area.
NDCC (Nutritional Day care center): Linking with NDCC to improve nutritional
content of food at the center at village level groups and cluster level federations.

Partnership with Technical Agencies:

Technical agencies will be hired for “Producer organizations” formation, organic
certification, formation of commercial seed village, marketing and branding etc.
Technical agency for Producer organization formation: A TOR will be floated for
hiring of technical agency having requisite experience in working with the community
and forming of producer groups.
Technical agency for marketing and branding: Tie ups can be established with
various KRuSHE marts and other corporate for marketing.
Technical agency for organic certification: TOR will be floated for selecting
agencies having expertise in organic methods of farming that are compliant with the
NPOP guidelines on organic farming so as to make way for organic certification at
later stages.
Technical agency for development of seed village: A technical agency will be hired
for training selected group of farmers on methods of commercial seed production of
high yielding varieties of Red gram.

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 Financial plan:(Values are in lakhs)
S.n Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total (In
o lakhs)
1 Human Resource 26.4 37.8 49.2 49.2 49.2 211.8
2 Technical assistance 24 151.2 252 232.8 175.2 835.2
to producer groups
3 Infrastructure & 8.6 186 360.4 0 0 555
Value addition
4 Training and Capacity 9.3 33.2 26.8 0 0 69.3
Building
5 Technical agency 65 65 65 40 15 250
6 IT equipments 5.5 20.9 16.9 0 0 43.3
7 Community fund 40 210 170 10 10 440
TOTAL 178.8 704.1 940.3 332 249.4 2404.6

Result Framework
Objective Indicator
Enhancing the income of red gram farmers by
Increasing Productivity & Reducing cost of Increase in Income/
Objective
cultivation and sharing the larger part of consumer Family
Rupee to the Primary Producer by value addition
Change in knowledge, skills and attitude Adoption of new technology
Improvement in Soil fertility C:N ratio and micro nutrients
Outcome Adoption rates for best package of
Change in package of practices
practices
Mitigating price fluctuation Stabilization of price.
No of PG's formed
Producer Groups % of farmers institutionalized
Retention rate
Increased Productivity Yield/acre
Output
Collective Marketing Quantum of sales
Capacity Utilized
Mandal level processing Quantum of sales
% of consumer Rupee
Input Number of Focused group
discussion conducted
Producer Mobilization No. of farmers attended the
mobilization meetings
Quality of training material
No. of exposure visits
No. of demo Plots
Technical training for production enhancement
Quality of trainers and training
material
Storage and Processing Infrastructure

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 Utilization of the resources
Decrease in occurrences of gaps
Technology: MIS, Mobile based platform in the system
No. of people getting information

Environment Framework
Component Possible Issue Intervention, Best practice

Interventions for Productivity Enhancement thorough environment friendly practices

Varietal Varieties not suitable to The recommended varieties for the state of Andhra
selection local environmental pradesh are:
conditions may not respond
well and increase cost of
pest and disease
management.
LRG 30, LRG 41, Durga, Laxmi, Maruthi, Asha and
PRG-158
Red gram seed production is One of the most important aspects of seed
also advisable production is thorough rouging. Rogue is defined as
presence of those plants that deviates from the
characters described for the variety. Such rogues if
left in the field they tend to reduce the genetic purity
of the seed crop and thus reduce purchase value of
resultant seed. Roguing is defined as the operation
of removing rogues. In practice, all plants that do
not obey the characteristics of the particular seed
crop are to be removed along with diseased plants,
other crop plants, weeds, insect affected plants
during roguing operation.
On-farm seed production and seed preservation is
advisable. For seed purposes, identification of
growing healthy plants, free from insect pests and
diseases. Tagging them for easy identification and
harvesting the gram separately. Collecting only
healthy pods. Using an appropriate grading sieve to
obtain uniformity in size and weight of the grains.
Drying of seeds in the sun is essential to obtain a
moisture level below 8%.
Cropping Mono-cropping of red gram Red gram should be grown mainly as an intercrop,
system - is unsustainable due to pest between sorghum (jowar), pearl millet (bajra),
Intercropping attacks, and delayed income maize and cotton.

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 Under organic management, when red gram is
intercropped with soybean/cowpea and moong, it
has been found to enrich the soil significantly. This
combination can also be used in the first year of
conversion of conventional farms to organic, in
order to make the soil alive and fertile. Random
growth of sorghum or maize plants act as bird
perches and attracts birds and predator insects that
control pests.
One or two rows of marigold around the field or
random planting of about 100 marigold plants/acre
also helps in the control of insects and pests.
Manures and Fertilizers applied without Plant trees of neem, babul, pongam, sesban,
fertilizers soil testing will leads to glyricidia, etc., on farm bunds to get leaf litter.
leaching of nutrients, excess
input cost or less yield.
Pest Pod borers or bollworms Biodiversity is a key component in keeping the pest
management (Helicoverpa), aphids, population below the ETL (Economic Threshold
jassids, thrips, mites, etc., Limit). Intercropping of red gram with soybean,
are some of the main insect moong, groundnut, sorghum/maize and random
pests that affect red gram. planting of marigold and Hibiscus subdariffa (lal
Fusarium wilt disease can ambari) help in keeping the pest population under
also be a serious problem in the ETL.
some places. Boll worm
attack is most damaging and
is therefore of major
concern.
The chemicals If insect attacks exceed the ETL, the following
recommended for red gram control measures can be additionally adopted:
pest control cannot be used
in the project.
The Insecticides Act, 1968 Spray 5% neem seed kernel extract (NSKE) two or
and Insecticides three times, at intervals of 15 days. .
(Amendment) Act, 1977 (24
of 1977) prohibits the
import and manufacture
(Section 17) and sale, etc.
(section 18) of certain
insecticides.
The section 27 of the act Caterpillars can be controlled by spraying 500–1000
also imposes prohibition of ml HNPV (nuclear polyhydrous virus) per ha.
sale, etc. of certain
insecticides for the reason of
public safety.

Environment aspects in Red gram Storage

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Storage Chemicals, fertilizers or
irrigation water with high
chlorine could result in
lower quality of red gram
grains
Red gram grains are mostly
transported and stored in
packed woven jute or
polypropylene bags which
do not offer barrier against
moisture and insect pests
Environment aspects in Red gram Processing
Farmers should be advised properly on the standard
storage practices for red gram and the dangers of
using chemicals and fertilizers.
Packaging in air tight bags is suggested to retain
quality of the grains with enhanced shelf life and to
protect them from the adverse environmental
factors.
Dry the clean seeds/grain in the sun to ensure
moisture below 8%. Beetles affect red gram in
storage. Mix crushed neem leaves with the Red
gram grain before storing it in gunny bags. Gunny
bags can also be treated with 5% neem oil.
Chemicals / pesticides / weedicides / fertilizers
should not be stored along with raw red gram.
Vehicles used for transport for chemicals should not
be used for transport of red gram. The vehicle
should be cleaned and dried before transportation of
red gram grains and DAL also after milling

Traditional dry milling

method ('DAL'
MILLING):Some general
operations of milling
method are cleaning and
grading, rolling or pitting,
oiling, moistening, drying
and milling;
Red gram grains are cleaned
from dust, chaff, grits, etc.,
and graded according to size
by a reel type or rotating
sieve type cleaner.
The clean red gram grains
are passed through an emery
roller machine. In this unit,
husk is cracked and
scratched. This is to
facilitate the subsequent oil
penetration process for the
loosening of husk. The
clearance between the
emery roller and cage
(housing) gradually narrows
from inlet to outlet. As the

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 material is passed through
the narrowing clearance
mainly cracking and
scratching of husk takes
place by friction between
red gram grains and emery.
Some of the red gram grains
are dehusked and split
during this operations which
are then separated by
sieving.
The scratched or pitted red
gram grains are passed
through a screw conveyor
and mixed with some edible
oil like linseed oil (1.5 to
2.5 kg/tonne of red gram
grains). Then they are kept
on the floor for about 12
hours for diffusion of the
oil.
Cleaning and Conditioning of red gram Noise protective equipment should be provided to
grading grains is done by the operator of the machine
alternate wetting and
drying. After sun drying for
a certain period, 3-5 per cent
moisture is added to the red
gram and tempered for
about eight flours and again
dried in the sun. Addition of
moisture to the red gram
grains can be accomplished
by allowing water to drop
from an overhead tank on
the red gram grains being
passed through a screw con-
veyor. The whole process of
alternate wetting and drying
is continued for two to four
days until all red gram
grains are sufficiently
conditioned. Red gram
grains are finally dried to
about 10 to 12 per cent
moisture content.
Emery rollers, known as
Gota machine are used for
the dehusking of
conditioned red gram grains
About 50 per cent red gram

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 grains are dehusked in a
single operation (in one
pass).
Pitting Dehusked red gram grains Silencer/dampers should be attached to the
are split into two parts also, equipment to reduce noise from the equipment to
the husk is aspirated off and surrounding areas.
dehusked, split red gram
grains are separated by
sieving. The tail red gram
grains and unsplit dehusked
red gram grains are again
conditioned and milled as
above The whole process is
repeated two to three times
until the remaining- red
gram grains are dehusked
and split.
Polish is given to the
dehusked and split red gram
grains by treating them with
a small quantity of oil and /
or water.
Person using these machines must wear mask for
preventing the problem related to inhalation
There is no negative environmental impact of this
process
Pretreatments
with oil
There is no negative environmental impact of this
process
Conditioning
of red gram
grains
Person using these machines must wear mask for
preventing the problem related to inhalation

Dehusking
and Splitting
There is no negative environmental impact of this
process
Polishing

Environment aspects in Waste Management

Waste The waste from red gram This waste (Chura and Chunni) could be used as
management processing is called as fish food & cattle feed too and can result in some
Chura and Chunni. The economic benefits.

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leftover could results in dust
pollution

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16.13 Small Ruminants
Current state
Small ruminant production is a very significant component of livestock production
throughout the world and more especially in the developing countries. Sheep and
goats have adaptive capacities to survive and produce in difficult environments be
they arid, high altitude or extremely cold. Generally small ruminants are efficient
converters of forage feeds whether they are farmed in temperate, arid or semi-tropical
conditions. Perhaps their greatest advantage relative to large ruminants is their low
cost, small size, their suitability to small holdings.
As per the 2007 Livestock Census there are about 71.55 million sheep and 140.53
million goats in the country. About five million households in the country are engaged
in the rearing of small ruminants (sheep, goats and rabbits) and other allied activities.
The total production of meat is 6.80 million tonnes.33

Scope of the project

The project is planned to implement in total of 13 districts of Andhra Pradesh. Total of
13 small ruminant rearing cluster level federations will be formed. The project aims at
organizing of 26000 sheep farmers into 520 producer groups.

Previous interventions by the Government

 Government proposed sheep & goat rearing units and Ram lamb rearing units. This
activity creates employment generation to youth and provides quick returns without
much risk. Subsidy is provided to the beneficiaries under paavalavaddi scheme.
 Sheep & Goat rearing units: In drought prone districts, sheep and goat rearing is
taken up as one of the income generation activities. Sheep rearing is common in
Andhra pradesh. The unit comprises of 20 female + 1 male sheep or goat.
 Mini goat/ sheep unit scheme- NMPS& plan scheme- The Andhra pradesh State
Government is encouraging many programmes to make the sheep & goat farming
more lucrative to the farmers. Free deworming programme, sheep insurance schemes,
health camps and awareness camps are some of the important interventions taken up
by the Government. In this scheme, it is proposed to distribute mini unit (5 females
and one male) of sheep or goat on 50% subsidy with an outlay of Rs. 8.20 crores
assistance from National Mission on Protein Supplements (NMPS) for the year 2013-
14. PoP women, destitute women or widows, SHG women identified by Society for
Elimination of Poverty ( SERP), Andhra pradesh State will be covered in this scheme.

Gaps
 Low productivity: main reasons include poor exploitation of genetic potential of
indigenous animals, low absorption of available technology, inadequate resources of
feed and fodder, insufficient health coverage, inadequate marketing and credit

33
http://ahfd.ap.nic.in/ISSSR0910.pdf
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 support. The traders are exploiting the situation by advancing some amount in needy
situation to the shepherds and keeping the animals with them for longer periods with
the same shepherd who will be rearing them even after selling for long periods for
which they get no remuneration.
 Following the traditional methods of rearing in which the shepherds are usually do not
change the Ram in regular intervals which is very essential to avoid inbreeding stress
and to maintain the productivity including growth rate, lamb birth weight and low
lamb mortality.
 Lack of good marketing channels to make a permanent tie ups for ensuring
continuous purchase orders and exploitation by middlemen in fixation of price.
 Major chunk of the sheep rearing farmers are from Sheppard community and other
farmers are not looking it as a primary livelihood opportunity.

Strategies for filling the gaps

Community institutions (Producer organizations)
The project includes formation of community institution at three levels which
includes village producer groups at village level, these producer groups are federated
at cluster level into producer organization. These producer organizations will be
federated into Producer Company at a later stage. Producers from targeted
communities will be organized into producer groups with a view to provide better
veterinary services and better access to markets. A cadre of village resource persons
will be created by project who will further train their village members. Village level
producer groups will be federated at cluster level to form small ruminant producer
organization. These institutions will be strengthened to manage the production,
supplying the produce to nearby market, productivity enhancement, quality
production of meat, higher unit value realization through collective marketing of
animals and linkages for credit.
Induction of small ruminants
The project intends to identify the new producers who are interested in taking up this
activity along with the producers who are already in this activity. This identification
will be done with the help of VRP’s positioned at village level. Best quality breed
animals will be inducted to the selected producers with a unit size of twenty ewes and
one ram through bank linkages.
Increasing the productivity of animals by adopting better management practices
and providing access to veterinary services.
The project makes convergence with state Animal Husbandry Department and it
provides better veterinary health services to the animals by organizing animal health
camps at producer group level. At animal health camp deworming and vaccination of
animals will be done. The producers will be trained for following deworming
schedules &Vaccination schedules on time and their importance in increasing the
productivity of the animals.
Establishing Marketing channels to avoid middle men
Project intends to strengthen the existing markets for the sale of animals by providing
digital weighing machines. Identification of the potential markets in the strategic

430
locations with the help of State Animal Husbandry Department and State Marketing
Department will be done to reduce the exploitation by the middlemen.
Systematic approach to determine price of the animal for sale
The traditional practice of price determination by the Sheppard’s and middle men is
by looking at the animal without any measuring mechanism. In this intervention
producers will be trained for measuring the weight of the animal by using digital
weighing machines.
Convergence and Partnership building
The project does the convergence with other organizations like State Animal
Husbandry Department for leveraging the government schemes into the producer
organization and helping for promoting veterinary health services at door step of the
producer. Partnership will be made with state marketing department in order to
identify the potential markets at strategic locations and establish market linkages.
Outcome
The project outcome would be organizing 26000 Sheep & Goat producers into 520
producer groups to produce 12380 MT of meat by adopting better management
practices, Induction of good meat breed animals and by adopting better veterinary
health services results in a turnover of Rs 216crores resulting in net income of Rs
130crores leading to an additional income of Rs 20000/- per producer per annum.

The details of the base income are as follows: a sheep farmer who is having twenty
ewes and one ram will have income of Rs 31,860/- . as a result of lambing a total of
22 lambs produced and attains marketable weight at the end of one year, the body
weight attained by each lamb is 18 kgs and sold at the rate of Rs 160/- per kg live
weight results in an income of Rs 31,860/- after repaying a bank loan of Rs 34,000/-
for newly purchased animals.
Increasing of production by better management practices:
Project will provide the training to producers through technical agency for fodder
management and grazing. Trainings will be conducted for producers for making them
aware about better management practices in small ruminant rearing, taking them to
exposure visits to the demonstration farms, clearing their doubts about the measures
to be taken for rearing and gaining the maximum production.

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Due to the project intervention, by adopting better management practices there will be
increase in the body weight from 18kgs to 20 kgs. It results in an increase of income
Rs 8400/-. (24 lambs * 2kg = 48kg sold @ Rs 175 results in: 48*175 = Rs 8400/-).
Enhancement of productivity by better veterinary health services:
In order to ensure the veterinary health services, orientation of the animal husbandry
department staff on producer group concepts for small ruminant rearing and capacity
building of the staff will be done. Strengthening of the veterinary institutions will be
done in convergence with state Animal Husbandry Department. Project intends to
provide better veterinary health services at the doorstep of the producers. By crossing
of ewes with high quality rams will help in increasing the lambing rate, birth weight
of lamb.
By providing better veterinary health practices the number of lambs born increases
from 22 to 24, resulting an increase in revenues of Rs 7000/-. (2 lambs*20kgs*Rs
175/- = Rs 7000/-.)
Establishing marketing linkages & appropriate price determination:
Technical agency will conduct a survey about the existing markets and gaps between
the production and market surplus in different areas. Then, identifies the new potential
markets & strategic markets and it helps for establishing new market linkages. It helps
for better determination of market price for the produce. Efforts will be made by the
technical agency to tie up with premier hotels and function halls in the nearby town
for a continuous supply of the produce at a better price.
By establishing marketing channels there is difference in the market price gain of Rs
10/- per kg results Rs 4800/-. (24 lambs*20kgs*Rs 10/- = Rs 4800/-). Expected
income for the producer after intervention is Rs 52,500/- after repaying a bank loan of
Rs 34,000/-.
Due to the interventions through the project, approximately there is an additional
income of Rs 20,000/- per producer per annum.
Outputs
The project implementation covers 26,000 small ruminant producers into 520
producer groups of each containing 50 member producers in the group. As a result of
the project 13 cluster levelproducer organizationsare created. The project completes
the training of 520 VRP s with best management practices of small ruminants. The
project results in increase in income from their base income to Rs 20,000/- per annum
through rearing of small ruminants.

Activities & Sequencing

Recruitment of staff at various levels
Hiring of an HR agency by the SERP, whose major responsibilities include the
recruitment of State level staff, project level staff, Cluster level spearhead teams and
village resource persons. A TOR for hiring of HR agency will be prepared and will be
signed by both HR agency and SERP. HR agency prepares job descriptions for each
and every positions for which they conduct recruitment. HR agency will float the
detailed advertisement along with Job description for each required positions.
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Recruitment of small ruminant value chain leader at state level,districtlevel team of
five members (producer group coordinator, Community leader, Young professional,
Accountant, Computer operator) will be done. The team will be responsible for
monitoring at the district level and coordinating with all the clusters which are
included in the project in the state. Recruitment of Cluster level staff is completed by
the HR agency for each cluster. (Each cluster level spearhead team consists of
Livestock business specialist, extension specialist, VPG facilitator and a veterinarian).
Identification of Village resource persons and finalizing their selection at the rate of
one per village will be completed in the year Zero of the project implementation. A
total of 520 village resource persons are selected for the project.

Social mobilisation for producer group formation

Once the selection of village resource persons is completed, they will be trained for
social mobilization of the producers by conducting mobilization meetings, orienting
them about the advantage of being in the group. Another major responsibility of the
village resource person includes formation of small ruminant producer groups by
taking the help from the cluster level spearhead teams. During the mobilization
meetings the points of focus will be about the advantages of getting better access to
market linkages, access to advanced technology and increased production and
increased productivity through better management practices.
Institution Building:
As a result of social mobilization, a total of 520 village level small ruminant producer
groups are formed. During the course of formation of producer groups, formation of
cluster level federations will be done. This results in formation of 13 cluster level
federations. The staff at cluster level will prepare a training module for the VRPs and
individual producers and it will be used during the training sessions. The staff at
project level will prepare a training module for training of cluster level spearhead
teams, and will look into organizing the trainings for them. Training will be provided
for the producers on better grazing practices.
Capacity Building/trainings
Trainings will be conducted for producers for making them aware about better
management practices for small ruminant rearing, taking them to exposure visits to
the demonstration farms, clearing their doubts about methods of rearing and gaining
the maximum production.
Trainings on lamb management will be conducted through the help of technical
agency or animal husbandry department. Trainings will be organized on identification
of appropriate marketable weight of the animals and better price determination
mechanisms for each producer groups.
TOR with technical agencies
Identification of technical agencies which provide institution building and capacity
building services for formation of small ruminant producer groups. Short listing of the
technical agencies will be done. Preparing the TOR’s for technical agencies which
provide veterinary health & breeding services and with agencies which supplies the
better quality animals. TOR’s can be prepared for the organizations like WASSAN
which are working in this area already.

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The responsibilities of the technical agency includes facilitation for mobilization of
sheep & goat farmers, content Development for Capacity Building programmes,
providing training material for training of village resource persons, taking up maturity
exercise of cluster level organizations, need to provide resource persons for capacity
building, regular review and follow up of capacity building progress, providing
technical resource persons for organizing deworming programmes, planning for need
based technical inputs, identifying relevant programmes for the area under each
component (e.g. changes in grazing practices, fodder varieties, breeding strategy,
diagnostic or preventive services, etc.), guidance in purchase of inputs, System
recording of breeding services and progeny performance etc.
Technical agency should also provide services for pregnancy diagnosis, follow-up for
lambing, maintaining records, managing logistics, analysis of records and presentation
to federation.
Other responsibilities include operational and financial monitoring and preparation of
reports, Data collection, compilation and organizing of review meetings, Selection &
coordination with cluster level and state team, Liaison with relevant agencies,
Facilitate linkages with line departments and donor agencies.
Technical agency should involve in conducting a survey for livestock markets and
identification of new potential markets which are located in strategic places suitable in
such a way the maximum number of producer groups gets access to markets in nearby
area.
Enhancement of productivity by providing breeding and veterinaryhealth
services
By providing training to the producer groups on best animal management practices
and best grazing practices. In order to ensure the veterinary health services,
orientation of the animal husbandry department staff on producer group concepts for
small ruminant rearing and capacity building of the staff will be done. Strengthening
of the veterinary institutions will be taken up in convergence with state animal
husbandry department. Project intends to provide better veterinary health services at
the doorstep of the producers. By crossing of ewes with high quality rams will help in
increasing the lambing rate, birth weight of lamb. Practice of better animal
management will help in reducing the lamb mortality rate. A special emphasis will be
given for the pregnancy diagnosis by adopting latest technology like ultra sound
scanning available in the market to avoid problems in conception of the animals. The
Veterinarians and Para Veterinarians involved in the project will be trained in such
techniques including heat detection methods in the ewes for selective breeding
practices for better production results.
Increase in production by induction of animals
Identification of the producers who are interested in choosing small ruminant rearing
as a livelihood option but are having number of animals less than twenty . The best
breed animals from the identified locations will be purchased with the help of
technical agency and inducting of a unit of animals each for the identified producers
will be done. (Each unit has 20 female+ one male). This will help them to get engaged
with the activity for fulltime.
Establishing Marketing channels

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Technical agency will conduct a survey about the existing markets and gaps between
the production and demand in project area. Then, technical agency also identifies the
potential markets & strategic markets and establishes new market linkages with them.
It helps for better determination of market price for the produce. Efforts will be made
by the technical agency to tie up with premier hotels and function halls in the nearby
town for a continuous supply of the produce at a better price.
Convergence with various agencies
Convergence will be made with state animal husbandry department for leveraging of
different government schemes into producer organizations. Convergence also will be
made with other financial institutions for availing the loan facilities and partnership
with insurance agencies which will help for risk mitigation during disease outbreaks.
Partnerships will be made with organizations like Alliance agro farms pvt limited for
induction of best quality animals.
Project Factoid
The project is spread over 13 Clusters in 13 districts of Andhra pradesh. Around 70
small ruminant producers are identified in each village and are oriented about the
benefits of being in the producer group. It results in formation of 520 village level
producer groups covering 26,000 producers. The below table clearly shows the
number of producers in a group, number of producer groups formed and other details.

S. No Particular Number
1 No of producers per PG 50
2 No of PGs per Cluster 40
3 No of Clusters per Distrcit 1
4 No of Districts 13
5 Total No of Producers 26000
6 No of VRPs per PG 1
7 Total No of PGs 520
8 Total No of VRPs 520

Roll out plan

Learning phase (12 months)
This phase will help in establishment of process, building of the structure with regard
to input service delivery and positioning of human resource. A cadre of VRPs will be
created for SR value chain. This people will be trained by technical agency which will
be hired or by the project staff, who are the cluster level spear head team, trained by
specialists. These VRPs will visit the villages and meet the people who are already in
the sheep / Goat rearing profession or the new incumbents who have got real interest
in the small ruminant rearing. The VRPs will assess the existing situation and the
needs to be attended in the PG in phased manner (Need assessment survey).

435
 In this phase twoclusters will be selected for initial implementation and activities like
social mobilization of the producers for producer group formation, capacity building
by providing trainings on better animal management practices and production of good
quality meat animals with the help of technical agency. The activities like conducting
health camps, deworming of animals and following vaccination schedules will be
taken place in convergence with state animal husbandry department. All the learning’s
will be recorded with at most care and efforts will be made to improve upon the
practices and processes in scaling up phase based upon the learning’s in learning
phase.
Scaling up phase (24 months)
In this phase the project will be scaled up by launching the project in rest of the
project area.Eight clusters in each of the second year of the project and third year of
the project will be added. In addition to the activities like social mobilization and
producer group formations which are carried in learning phase, now remaining all
activities will be launched in all the clusters. These activities include training of
VRP’s on better animal management practices, techniques of measuring the weight of
animals by using digital weighing machines, appropriate determination of the price of
the animals with the help of technical agency. Identification of potential markets at
strategic locations and establishing market linkages with the help of technical agency
and state animal husbandry will be done in this phase for all the clusters.
Implementation Arrangements
For implementing the project, total required staff is recruited which includes one dairy
value chain leader, nine district level teams are recruited which consists of producer
group coordinator, Community leader, young professional, accountant and computer
operator. Eighteen cluster level spearhead teams (each team consist of livestock
business specialist, extension specialist, VPG facilitator and a veterinarian). At village
level, village resource persons are recruited whose responsibilities include social
mobilization of the producers. Below given is the structure of the HR for the project.
Small ruminant value chain
HR Structure: leader
Meat business Expert/TSA Technical expert/TSA

Commodity Team
Producer Commodity Accountant
group expert& Y.P & Comp.
coordinat operator
or

Multi Disciplinary SHT

Livestock
Livestock Extension VPG Veterinarian
business
business Specialist Facilitator
specialist
specialist

Convergence with Government departments:

PG1 PG2 436 PG3 PG4

  State Animal Husbandry Department: For leveraging of government schemes into
producer organizations and for training of producers on milch animal management,
package of practices for green fodder cultivation.
 Streenidhi and other financial institutions: For linking the producers with banks for
availing the loan facility for working capital and for purchase of other required
infrastructure.

Financials
The finance required for the implementation of the project is Rs 26.85 Crores for five
years. It includes the expense for human resources, for hiring of technical agencies,
for capacity building of the producers, values addition, small scale productive
infrastructure and ICT. The year wise financial break up (in lakhs) is given in the
following table.
S. Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
no (In lakhs)
1 Human Resource 0 68.4 148.2 148.2 148.2 573.0
2 Technical assistance to 0 151.2 327.6 327.6 270 1076.4
producer groups
3 Infrastructure & Value 0 24 28 0 0 52
addition
4 Training and Capacity 0 209.3 242.2 0 0 451.5
Building
5 Technical agency 0 72 156 0 0 228
6 IT equipments 0 30.6 35 0 0 65.6
7 Community fund 0 68 71 50 50 239
TOTAL 0 623.5 1008 525.8 468.2 2685.5

Annexures I: Production Assumptions

S.No Particular Unit Quantity
1 Sheep purchased by producer Number 20
2 Ram purchased by producer Number 1
3 Cost of one sheep Rs 4500
4 Cost of one Breeding Ram Rs 6000
5 Insurance per year Rs 2000
6 Gestation period Months 5
7 Weaning period Months 3
8 one breeding cycle Months 18
9 lambing rate % 120
10 Kids in each lambing Number 1

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 11 Mortality or abortions % 10
12 Lambs born Number 27
13 Mortality or abortions Number 3
14 Lambs alive Number 24
15 Body weight at 9 months age Kg 20
16 Price for Kg live weight Rs 175
17 Income through sales of lambs Rs 84000
18 Income from sale of manure Rs 2500
19 Gross income Rs 86500
20 Cost of medicines per year Rs 2500
21 Repayment of bank loan Rs 34000
Net income per year per
22 producer Rs 50000
23 Total Net income Rs 2625000000
24 Total Net income Crores 262.5

References
http://ahfd.ap.nic.in/
http://dahd.nic.in/dahd/default.aspx
https://www.nabard.org/english/home.aspx

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16.14 Cashew Value chain
Introduction
Andhra Pradesh has an area about 85,686 hectares under cashew with annual
production of 58, 26,635 M.T of raw nuts34. Its contribution to India’s production is
16.14 per cent per annum35. Important cashew growing districts in the state are
Guntur, Krishna. East Godavari, West Godavari, Srikakulam,
Vishakhapatnam,Vizianagaram, Nellore and Prakasam. The state productivity is 544
kg/haagainst a national average of 695 kg/ha.36
Previous Interventions by Government
Cashew plantation was taken up on a massive scale in a phased manner under
different government schemes like Integrated Tribal Development, Waste land
management scheme, Economic Rehabilitation of rural poor and Employment
assurance scheme.
Gaps
Due to lack of any further technical intervention from any agencies the productivity of
the cashew plantations in AP has been low at 544kg/ha as compared to National
average productivity of 695kg/ha. Farmer perception that cashew is just an additional
income source .There is lack of knowledge regarding timely application of inputs and
disinfectants to the plantations, scientific management of plantation, access to
institutional finance required to buy important inputs, access to buyers, current market
value of cashew, equipment for measuring quality at farmer level, sorting and grading
not done at farmer/producer level leading to lower price realization. Apart from theses
non utilization of cashew apple, limited skill and old processing techniques being
used in many places leading to lower realization of cashew kernel wholes.

Key strategies
Community institutions (producer organizations)

The project includes formation of community institution at three levels which

includes village producer groups at village level, cluster federation at cluster level and
district level producer organization. Producers from targeted communities will be
organized into producer groups around the cropping system with a view to supporting
the producer household throughout the crop year. A cadre of village resource persons
will be created by project who will further train to their village members. Village level
producer groups will be federated at cluster level and all cluster level federations
combined together form the district level cashew producer organization. These
institutions will be strengthened to manage the production, production planning, cost
reduction through inputs aggregation, productivity enhancement, quality improvement
of produce, collective processing, creating local value addition infrastructure, higher
unit value realization through collective marketing of cashew and linkages for credit.

34
Area and Production of Major Horticultural Crops 2012-13, viewed at
http://aphorticulture.nic.in/area_and_production-2012-13.htm on 14th February 2014.
35
http://aphorticulture.nic.in/Cashew.htm viewed on 12th February 2014.
36
http://dccd.gov.in/stat.htm viewedon 25th Feburary 2014.
439
Productivity Enhancement

It involves replacement of less productive plantations with high yielding varieties,

plantation management practices like pruning, weeding and mulching.Improving the
organic cashew production using sustainable agriculture practices e.g.
vermicomposting, and using of bio pesticides against pest and diseases. In this regard,
nurseries will be established at the cluster level for the supply of the cuttings needed
for the farmers.
Aggregation and Value Addition

Building the capacities of the farmers in processing, value addition and marketing.
The strategy is - Establishing the 10 processing units at cluster level for procurement
and also establishing the linkage for marketing of produce with various agencies so
that higher margins are obtained. It also includes building storage building at cluster,
testing facility for the raw materials as well as finished products,establishment of
mechanized processing plant.Interface of cluster firms with food processing experts to
adopt Good Manufacturing Practices and HACCP norms. Enhancing the skillsets of
the workforce in the areas of mechanized grading, cutting and sorting through skill up
gradation programmes. Trainings on steam boiling technology for roasting.
Propagation of advanced technologies in roasting, grading and sorting, quality
standards such as ISO, AGMARK and HACCP.
Credit Linkages

Strengthening linkages with banks to secure loans for purchasing machinery for steam
boiling, mechanized grading, sorting and cutting; active interaction between the banks
and the firms.
Convergence and Partnership building

It includes convergence with government agencies like cashew board, horticulture

department etc. as well as private sector like big traders and export agencies etc. This
convergence will help in technology transfer, dissemination of knowledge and
capacity building, best practices etc.
Partnerships for Marketing Linkages

It includes export potential, quality standard procedures and documentation

for export, development of common Branding, Interfacing cluster forms with
Cashew Export Promotion Council (CEPC) to encourage direct exports,
facilitation participation in international fairs in collaboration with CEPC, to
strengthen linkages with international buyers.
Convergence for Scientific inputs and Organic Certification

Organic cashew fetches higher return in domestic as well international market. It

includes interface of cluster firms with food processing experts to adopt Good
Manufacturing Practices and HACCP norms, enhancing the skillsets of the workforce
in the areas of mechanized grading, cutting and sorting through skill up gradation and
convergence with NCOF for organic certification and training to stakeholders on
certification.
Value addition of cashew apple:

440
 It is an unexplored area in cashew plantation where farmer will get an additional
income. Cashew apple will be processed into Juices, pickles etc. by introducing the
technology from Kerala.
Introduction of intercropping

During the juvenile and early periods of crop an inter crop will be successfully be
taken up in the cashew gardens up to 7 years. Inter crop not only increases net returns
but also conserves soil and water and increases the yield of the main crop. Project will
take up inter crops in cashew are Pine apple, Tapioca, Turmeric, Ginger, Cucurbits,
Ground nut, Black Gram, vegetables, flowers ,Turmeric, custard apple, lemon, ginger
etc. with the support of Horticulture Department, AP.
Key expected outcomes
It is proposed that, 26000 producers of Cashew will grow 16911 MT using sustainable
production practices across the value chain resulting in a livelihood turnover of 115.4
Crore and net additional increase of 76.4 Crore leading to an additional income of
Rs.29385 per producer.

a) Current net income: The current net income of the farmers averaged from the baseline
survey conducted in Seethampeta is Rs.15000, which is based upon average
productivity of the cashew plantation per hectare (since average land holding per
farmer is 1 ha) and the prevailing market prices. 37
b) Productivity Enhancement: Productivity will be enhanced by adopting best practices
like selection of planting material, nutrient management, pruning, weeding, mulching
etc. These practices will increase the yield up to 75% from the current level which is
being produced in neighbouring states.But APRIGP is targeting 50% increase in the
yield, which will lead an additional income of Rs.7250/ha.38
For this intervention the best package of practices and technologies will be transferred
to village producers through village resource person. VRPs are best practicing
producer among the community .These VRPs will be trained by the technical agency.

37
Baseline Survey conducted by KRuSHE in pilot mandal, Seethampeta
38
from cashew research station, Bapatla
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 The key benefits of the decentralized extension system, led by practicing farmers are
that the adoption rates of sustainable agriculture practices are very high.
Further farmers’ field schools (FFS) and demonstration plots will be established at
village level. FFS provides opportunities for learning by doing .It will empower
farmers with knowledge and skills, making farmers expert in their own field for
taking critical and informed decision and problem solving.
The purpose of demonstration plots is dissemination of knowledge about best
package of practices, new concepts, the value and importance of improved varieties of
coffee, soil management & results of improved systems of farm management. The
demonstration plots will be established at cluster level and farmers will see and
learn.in the project 50 demonstration plots will be grounded. Each demonstration plot
will facilitate 20 VPGs which comprise of 1000 famers.
c) Processing of raw kernel: by establishing small scale processing unit at cluster
levelstorage building at cluster, testing facility for the raw materials as well as
finished products,establishment of mechanized processing plant, which will result into
further increase in net income by Rs.11125/ha.39
d) Aggregation and value addition: Aggregation is an important intervention in value
chain because of private aggregation chain and high numbers of intermediaries, the
profit share of producer is reduced dramatically thusto eliminate intermediaries in
value chain village producer groups will be mobilised into federation through cluster
level functionary .The cluster level federation will be trained through technical agency
on quality parameters, aggregation and procurement process of produce. Itwill
improve the quality and bargaining power of producers. Project is targeting 10%
increase in current income through bulk marketing and better quality i.e. Rs. 3340/ha.
Storage facility will be provided at cluster level.
e) Organic premium: By adopting Good Agricultural Practices, Integrated Pest
Management, production of Bio-inputs & Vermicomposting and Quality
Improvement; producer will earn 10% increased income per kg i.e. Rs. 3670/ha
f) Value addition of cashew apple: Project will take up activities related to value
addition of cashew apple like Squash, jam etc. Apart from that it will be sold out to
processing firm Rs 2-3 Rs/kg (per acre production is around 2000kg) 40 which result in
the increase in income by Rs. 4000/ha.

Project Scope
District name No of Cashew planted No. of farmers
mandals area (in hectare)

39
Cashew processing cluster Palasa.
40
http://www.thehindu.com/todays-paper/tp-national/tp-kerala/cashew-apple-products-bring-cheer-to-
farmers/article2751005.ece

442
 West Godavari 10 14345 12000
Srikakulam 12 9592 9500
East Godavari 7 23429 20000
Vizianagaram 6 1144 1000
Visakhapatnam 10 11276 10000
Total 45 59785 52500
(Source: Department of Horticulture, Andhra Pradesh)

Project Factoid
The project is spread over 13 Clusters in 5 districts of Andhra pradesh. Around 50
dairy producers are identified in each village and are oriented about the benefits of
being in the producer group. It results in formation of 400 village level producer
groups covering 20000 producers.
Particular Number
No of Districts 5
No of producers per group 50
Total number of producers 26000
No of village producer groups 520
No of VRPs 520
Estimated production( MTs/annum) 16911
Farmers in one VPG 50
Farmers under one VRP 50
No of cluster level federations 13
No of cluster level spearhead teams 13

ToR with Technical Agency (TA)

Identification of technical agencies which provide technical assistance in cashew.
Short listing of the technical agencies based on our requirement and preparing the
TOR’s for those technical agencies will be completed. The main responsibility of
technical agencies will be mobilization of cashew farmers on various aspects like
productivity enhancement, processing inputs, organic certification and content
development for Capacity Building programmes.
Responsibilities of the technical agency also include providing training material for
training of village resource persons, taking up maturity exercise of cluster level
organizations, need to provide resource persons for capacity building, regular review
and follow up of capacity building progress
TA will be hired for the following aspects:
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 i. Productivity enhancement: It involves replacement of less productive
plantations with high yielding varieties, plantation management practices like
pruning, weeding and mulching, time of harvesting. TA will provide inputs on
scientific production techniques to the VRPs as well as the project staff. Also it
will be preparing the training module for the above mentioned inputs.
ii. Value addition and Marketing: TA will capacitate the VPGs on quality
parameters, shelling, steaming, peeling, roasting, aggregation, drying, storage,
grading, sorting, processing, packaging and waste management of cashew. They
will prepare different formats for data collection, book keeping and analytics.
iii. Organic Certification: Technical agency will provide scientific input for
organic cultivation of cashew for disease and pest management, nutrient
management for the purpose of certification. They will organize workshop on
preparation of bio-inputs and vermicomposting.

Social Mobilization for producer group formation

Staff will be recruited at the state level and cluster level. The cluster level staff will be
trained on social mobilisation either by a technical agency or by existing SERP staff,
and will then go into the villages and conduct meetings with the producers. The most
active, educated, involved and aware producer in terms of best practices will be
selected as the Village Resource Person (VRP)

Project orientation to communities (formation of village producer groups)

The VRPs selected in the above mentioned fashion will be trained by a TA or by the
cluster level team on project activities, interventions, scope of the project, and the
value proposition of being in a group.
i. Institution Building
ii. Identification and finalization of producers
iii. Baseline Survey
iv. Cluster level federation formation
v. Training of cluster level federation executive body
vi. Formation of producer organization consisting of 20 clusters level federation
vii. Training of producer organization level executive body
viii. Training on MIS Development and data entry in website – cluster level staf

Capacity Building/trainings
Capacity building is necessary and will be carried out at each stage right from group
formation by social mobilization through technology adoption and value addition to
tie- ups and bargaining for better deals. This capacity building will also be done for all
three levels- VRP, Cluster and project level, through a Technical agency or
Knowledge Partners. The specific heads of training will be as follows:
i. Group Formation
ii. Package of Practices
iii. New technologies

444
 iv. Organic inputs and certification

Enhancement of Production and productivity through scientific processing

Training Module will be developed with the help of a Technical agency or a

Knowledge partner on:
i. Organic inputs
ii. Package of practices
iii. Quality parameter

In addition, the following activities will be carried out.

i. Exposure to VRPs to such exemplary community organizations

ii. Establishment of demonstration plot to aid adoption of suggested practices and
technologies by Village level producer group.
iii. Availing of good quality seeds for gap filling

Processing/Value Addition and Marketing

i. Assessment of infrastructure needed at village level producer groups

To improve the productivity and efficiency of producer groups, infrastructure
is a basic necessity. The presence/absence of such infrastructure as digital
weighing machines, moisture units, basic processing units for value addition,
etc. must be assessed for each producer group so as to allow provision of the
infrastructure that is lacking in each group.
ii. Training on Value addition & processing to VRPs at cluster level
VRPs will be brought to the cluster level and trained on the potential value
addition or processing that they will carry out at the level of their producer
group, and in ways to obtain necessary equipment/services for the same. Also,
for cases where there is aggregation of produce, the grading, sorting, packing,
quality control practices to be followed will be explained to the VRPs in these
sessions.
iii. Establishment of storage facility at cluster level
The existing storage facilities at the cluster level will be assessed with the
view to facilitate aggregation of produce. Also, storage facilities may be
established or improved to suit requirements of safe storage, accessibility to
buyers, logistical convenience, access to transport like roads and railways, etc.
iv. Mapping of buyers in the nearby areas and meeting with them
Buyer seller meets will be conducted at cluster and district level and the
buyers and sellers will all be mapped with information on their buying history,
quality required for buyers and quality of produce for producers.

Convergence and partnerships with various agencies

445
 Convergence and partnerships will be required and established for various inputs like
capacity building, organic certification, technical and operational support, access to
other govt. interventions, finance, etc. for example, Sthreenidhi and other financial
institutions, coffee board for production inputs etc.will be converged.
Phase wise roll out plan
Learning Phase (2 years)
This phase will help in establishment of process, building of the structure with regard
to input service delivery and positioning of human resource. A cadre of VRPs will be
created for cashew value chain. TORs will be prepared for staff from each cadre and
TOR for the technical assistance as well will be released this people will be trained
either by technical agencies which will be hired or by the project staff, who are the
cluster level spear head team, trained by specialists. It is the stage where the
geographic spread of the project is restricted and different models in the preparatory
activities will be carried out in 10 mandal,
Since project is targets different intervention at different time periods, based upon the
strength of Mandal Samakhya, the project targets some mandals with end to end
solutions where all the activities from productivity enhancement to value addition and
marketing linkages will take place. In some mandals, Community extension services,
financial linkages and productivity enhancement interventions will be done, for
example, capacity building on Package of Practices (PoP), convergence with line
departments and technical institutes for service delivery like Cashew research
station.The training modules and material will prepared through the partnerships with
the knowledge partners.
Training on different aspects like financial management, business plan, social
mobilization, capacity building of the spear head team will be done.
Scaling up Phase (3 years)

The project will be expanded in all the targeted 45 mandals across the cashew value
chain based upon the learnings from the initial two years of project.The scale up of
the project will happen through recruitment of staff in to the geographic mandals that
Commodity
the project is targeting. This phase Leader
includes all the activities like value addition,
exposure visits to different location, tie-ups for marketing linkages, organic
certification
Agri in value chains through convergence with various line
Business Expert/TSA departments
Technical and
Expert/TSA
technical agencies, utilization of cashew apple, documentation of best practices,
output monitoring will take place by which the objective of the project is fulfilled.
Commodity Team
Agri
Agri Production
Production Producer
Producer
Business
Business Enhanceme
Enhanceme Group
Group
Expert
Expert nt
nt Expert
Expert Expert
Expert

Multi-Disciplinary SHT
Extension
Extension Agri
Agri Business
Business Agri
Agri Nutrition
Nutrition Producer
Producer
Specialist
Specialist Specialist
Specialist Specialist
Specialist Group
Group
Specialist
Specialist
Human Resource

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PG1 PG2 PG3 PG4

 The following table shows the project implementation team and their roles:
Person Roles
Producer group  Mobilizing producer group,
Specialist  Activity planning for the producer group,
 Maintenance of accounts/ books of records ,
 Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)
Agri Business  Facilitate input linkages (seeds, fertilizers),
Specialist  Facilitate pre and post- harvest practices,
 Facilitate value addition, ensure linkages with KRuSHEmarts
Extension Specialist Introducing and scaling up by:
 Productivity enhancing technologies,
 Farmer field schools.
Agriculture Works with the extension specialist to provide
nutrition Specialist  Nutrition counselling /kitchen garden promotion through the
farmer field schools and other extension means ,
 Enabling production/harvest/post-harvest practices to be
nutrition sensitive,
 Influencing cropping systems to be nutrition sensitive

Value Chain: Commodity Team Roles

Person Roles

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  Mobilizing producer group,
Producer Group
 Mobilizing Producer Institution,
Institution Expert
 Technical Assistance,
 Capacity Building,
 Access to credit.
 Technical Assistance,
Commodity Team
 Linkages with Private Sector,
(Agri Business and
 Marketing,
Production
 Crop Diversification,
Enhancement)
 Procurement of (inputs, equipment, basic infrastructure)
 Convergence with the Government departments,
Partnership
 Building private partnerships.
Analytics Monitoring and Analytics,
Systems Financial Management and Procurement Management

Finance (in lakhs)

Activity wise finance for the project is as follows:
S.no Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
1 Human Resource 0 49.2 72 72 72 265.2

Technical assistance
2 0 226.8 327.6 327.6 241.2 1123.2
to producer groups

Infrastructure & Value

3 0 100 150 0 0 250
addition
Training and Capacity
4 0 314.9 140 0 0 454.9
Building
5 Technical agency 0 65 65 40 15 185
6 IT equipments 0 39.75 18.1 0 0 57.85
7 Community fund 0 443 234 50 50 777
TOTAL 0 1238.65 1006.7 489.6 378.2 3113.15

Annexure I- EMF

448
 The cashew value chain activities will broadly include interventions for productivity
enhancement, processing, storage and marketing. These interventions are likely to
have a negative impact on environment by:

 Possible over exploitation of the resources such as ground water for irrigation to
enhance the crop productivity
 Introducing high yielding varieties which need intensive irrigation, fertilization
that have negative impact on soil and water
 Setting up of processing units and storage structure which need high energy
requirement and may release wastes that are harmful to the environment.

The negative impacts need to be addressed or will be avoided by opting for an

environment friendly alternative available.
The most critical environmental issues in the cashew value chain and interventions
that are already proposed by SERP and the issues that need to be addressed as part
of EMF are presented below:

Interventions/Value Environmental Issues Residuary

Chains issues to be planned to issues need
addressed be to be
addressed by addressed
SERP
Cashew Nut Use of chemicals to Plan for Non Steam roaster
enhance productivity Chemical methods should be
and to manage pests for crop introduced.
and diseases management

Open roasting and

rum roasting consume Not planned
high quantities of
energy and have
potential health
hazards.

449
16.15 Coffee value Chain
Introduction
Coffee is grown in Paderu block, situated in the North-Eastern Andhra Pradesh on the
Eastern Ghats in the district of Visakhapatnam which forms a non-traditional coffee
growing area. Coffee is of Arabica type and is grown at elevations ranging from 900
to 1100 meters above sea level. The main intercrops are pepper (Piper nigrum),
jackfruit (Artocarpusheterophyllus) and mango (Mangiferaindica). Coffee is grown in
an area covering around 93,500 acres, mainly under private tribal holdings and the
state government's Andhra Pradesh Forest Development Corporation. The agency
(tribal) area is largely populated by various indigenous tribal people of whom about
96,500 families are involved in coffee plantation. Many of these tribal people were
making a livelihood through shifting cultivation which destroyed large areas of forests
prior to coffee cultivation.
Previous Interventions
Coffee plantation programme in ITDA was initiated in 1985 with the help of Coffee
Board and of late pepper as an intercrop and is yielding good returns to the farmers
with very little investment. To encourage coffee plantation with pepper as intercrop
tribal farmers are provided with 100% assistance under TRICOR and National Rural
Employment Guarantee scheme (NREGS).
Naandi Foundation in Araku valley commenced its interventions in coffee in 2001
covering 1000 tribal families. Plantations were raised over 6000 hectares in 3 years by
planting 13, 44,217 saplings of fruit and timber in 9,338 acres across 5 mandals in 206
villages. A state-of-the-art coffee processing unit was setup to ensure world class
processing of coffee thereby fetching better prices globally.
Gaps
In spite of various interventions by the government and the private agencies, the
coffee growers of the Paderu region experience manyproduction and market led
challenges. The productivity of coffee presently is 75 kg/acre, which is very much less
as compared to the national average i.e. 345 kg/acre 41. Individual farmers sell their
produce to the local traders from Visakhapatnam, Chintapalli, Vijayawada, etc. due to
absence of proper market linkages. They are compelled to sell their produce at a price,
offered by thetraders due to absence or inadequate storage facilities.The coffee
growers do not have the negotiating power.The farmers of Govindpalli are cultivating
organic coffee but they do not have proper marketing channel to sell their organic
coffee as they lack organic certification for their produce. Most of the farmers sell
processed coffee beans to the local traders without grading as they are unaware about
the knowledge regarding quality parameters.
Strategies and Approach
Community institutions

41
Coffee board statistics
450
The project includes formation of community institution at three levels which
includes village producer groups at village level, cluster federation at cluster level and
producer organization at mandal level. Producers from targeted communities will be
organized into producer groups around the cropping system with a view to supporting
the producer household throughout the crop year. A cadre of village resource persons
will be created by project who will further train the village members. Village level
producer groups will be federated at cluster level and all cluster level federations
combined together form the mandal level coffee producer organization. These
institutions will be strengthened to manage the production, production planning, cost
reduction through inputs aggregation, productivity enhancement, quality improvement
of produce, collective processing, creating local value addition infrastructure, higher
unit value realization through collective marketing of clean coffee and linkages for
credit.
Productivity enhancement in Coffee plantations

It involves gap filling, plantation management practices like pruning, weeding and
mulching. In this regard, nurseries will be established at the cluster level for the
supply of the seedlings needed for the farmers, live fencing, shade management
practices, timely weeding, bush management practices, timely training (2
times),centring and fire line. It also includes convergence with government agencies
like coffee board, horticulture department etc. This convergence will help in
technology transfer, dissemination of knowledge and capacity building, best practices
etc.
Enhancement Organic Coffee production

Improving the organic coffee production using sustainable agriculture practices e.g.
vermicomposting, and using of bio pesticides against pest and diseases like coffee
rust. For this purpose, model farms will be established at village level to demonstrate
the possible benefits to other beneficiaries. Introduction of Organic farming practices
will lead to soil enrichment, control of pest and diseases apart from fetching higher
returns in domestic as well international market.
Aggregation and Value Addition

Building the capacities of the farmers in processing, value addition and marketing.
The strategy is - Establishing small store rooms at cluster level for procurement and
also establishing the linkage for marketing of produce with various agencies so that
higher margins are obtained. It also include building of cemented platforms at each
farmer house for uniform drying.
Credit Linkages

Strengthening linkages with banks to secure loans for purchasing small scale
machinery like baby pulper and also for working capital.
Partnerships for Marketing Linkages

Direct tie-ups will be negotiated with companies in the value chain like
Roasting companies, for realization of better prices. Partnership for product
development, forward and backward linkages will also be developed.
Introduction of pepper plantation

451
 The aim is to improve the income of the tribal community through various means.
The strategy will be – Introduction of black pepper cuttings in to every coffee
grower’s field since pepper will be grown as intercrop in coffee growing areas and
this will be leveraged with some support from horticulture department and tribal
welfare department. In this regard, nurseries will be established at the cluster level for
the supply of the cuttings needed for the farmers.
Convergence with Naandi Foundation

As Naandi foundation was the pioneer of the producer groups in the Paderu agency
area, assistance on formation of groups, cluster level federation, registration and
management aspect of producer organization and use of organic inputs will be taken.
This support will be accessed by Village level producer groups, cluster level and
producer organization level.
Outputs

It is proposed that, 26000 coffee producers will grow 3110 MT which is double the
existing, using sustainable agriculture practices with a livelihood turnover of 127.90
Crore resulting in net value increase of 95.4 Crore leading to an additional income of
Rs.36695 per producer.

a) Current net income: The current net income of the farmers averaged from the
baseline survey conducted in G.Madugula mandal42 is Rs.12500/acre, which is based
upon average productivity of the coffee plantation per acre and the prevailing market
prices. This income level comprises of the both, income from coffee as well as the
pepper, coffee being the major component.4344
b) Gap filling: Current plant density is very low (300-400/acre) as compare to standard
plant density (600-750/acre). It is imperative to increase the plant population .As per
scientists from coffee board, gap filling will increase the yield level more than 10%
i.e. Rs.1250/acre.The two main varieties of coffee viz., Arabica and Robusta are

42
Baseline survey of Coffee.xls
43
file:///C:/Users/hp/Desktop/cofee%20go%20_Sec_RD-II.pdf
44
secondary information from regional coffee board, G.Madugula
452
 grown in traditional as well as non-traditional areas. Arabica is mild coffee, but the
beans being more aromatic, it has higher market value compared to Robusta beans. In
Paderu farmers have mixed varieties like Krishna, selection 3, selection 6 etc.
Through project high yielding variety arabica will be provide to the farmers for gap
filling.
In this intervention one centralised nursery will be established at cluster level through
convergence with coffee board .Seedlings raised in these nurseries will be provided to
the farmers.
c) Productivity Enhancement: The current average productivity of coffee presently is
75 kg/acre, which is very much less as compared to the national average i.e. 345
kg/acre .the major gaps in the productivity is because of lack of scientific inputs in
coffee farms which results in poor harvesting of the crop. Productivity will be
enhanced by adopting best practices like live fencing, shade management practices,
timely weeding, bush management practices, timely training (2 times), centring and
fire line. These practices will increase the yield up to national average from the
current level. (Since same yield is being produced in coffee board’s plantation
established at Paderu). APRIGP is targeting 100% increase in the yield, which will
double the current income level with the additional income of Rs.13750/acre.

For this intervention the best package of practices and technologies will be transferred
to village producers through village resource person. VRPs are best practicing
producer among the community .These VRPs will be trained by the technical agency.
The key benefits of the decentralized extension system, led by practicing farmers are
that the adoption rates of sustainable agriculture practices are very high.

Further farmers’ field schools (FFS) and demonstration plots will be established at
village level. FFS provides opportunities for learning by doing .It will empower
farmers with knowledge and skills, making farmers expert in their own field for
taking critical and informed decision and problem solving.

The purpose of demonstration plots is dissemination of knowledge about best

package of practices, new concepts, the value and importance of improved varieties of
coffee, soil management & results of improved systems of farm management. The
demonstration plots will be established at cluster level and farmers will see and
learn.in the project 50 demonstration plots will be grounded. Each demonstration plot
will facilitate 20 VPGs which comprise of 1000 famers.
d) Introduction of Pepper cuttings: Black pepper is major intercrop in coffee grown
area. It fetches good market price, i.e. Rs.400 to Rs.500 /kg. But currently, majority of
the farmers do not have sufficient pepper cuttings, because of which their incomes are
low. So, to strengthen the livelihood resource base of poor tribal communities, the
project envisages the supply of pepper cuttings. Pepper nursery will be established at
the cluster level with the support of coffee board. Project target is to distribute around

453
 250 cuttings to each farmer; it will produce 75-100 kg/acre4546 which will increase the
income of Rs. 15000/acre.
e) Aggregation and Value Addition: Aggregation is an important intervention in value
chain because of private aggregation chain and high numbers of intermediaries, the
profit share of producer is reduced dramatically thusto eliminate intermediaries in
value chain village producer groups will be mobilised into federation through cluster
level functionary .The cluster level federation will be trained through technical agency
on quality parameters, aggregation and procurement process of produce. Itwill
improve the quality and bargaining power of producers. Project is targeting 5%
increase in current income through bulk marketing and better quality i.e.Rs.
2125/acre. Storage facility will be provided at cluster level.

For value addition, one baby pulper will be provided to each VPGs through the
project. And cemented platform will constructed to ensure quality of product in
seasoning process of raw coffee. Convergence with coffee board and ITDA will
ensure supply of baby pulpers at subsidised rates as per the present scheme of tribal
welfare department.

At present coffee is being processed by dry method and wet method which produces
gulla and parchment respectively ; average present market price of gulla is between
Rs 85 to 95 per kg and parchment is between Rs 110 to 120 per kg. It is realised that
demand for parchment is more in roasting companies for processing into fine coffee.
So project will encourage wet method of processing so that maximum produce will
convert in parchment thus fetching more profit to the producers.

f) Organic premium: By adopting Good Agricultural Practices, Integrated Pest

Management, production of Bio-inputs & Vermicomposting and Quality
Improvement; producer will earn 5% increased income per kg i.e. Rs.
2230/acre.47Coffee rust is the major disease which occur every year and it causes
lot of damage economically. This decrease in yield will be overcome by using bio
pesticides recommended by coffee board. Inputs for using Bio inputs and
vermicomposting will be given by partnership with Naandi foundation and
CMSA staff.

Case study - Gondipakla coffee cluster

Mr Kusalvadu resident of village GondipaklamandalChintapalli in Paderu division
Mr Kusalvadu was an entrepreneurial and progressive farmer who used to practice
traditional practices in his land for coffee plantation But he used to get average price
which was imposed by traders. Later Mr Kusulvadu came to know from his friend
Mr Ramkumar who was working with ITC about organic practices which could
fetch Premium over market price. So he came in contact with Aditi organics located

45
file:///C:/Users/hp/Desktop/cofee%20go%20_Sec_RD-II.pdf
46
http://commerce.nic.in/trade/SB_Pepper_Production_In_Under_NHM_English.pdf
47
Primary information from Gondipakla organic coffee cluster at G.K.Veedhimandal
454
 at Bengaluru which helped him in mobilisation of farmers and organic practices.
Within the period of 6 months, he mobilised 300 farmers into a cluster known as
Gondipakla coffee cluster from 4 villages consisting of 300 acres of land under
coffee plantation which was certified by Aditi organics after 3 years of regular
inspection of identified areas. Due to this intervention of organic certification 300
farmers including Mr Kusulvadu were able to fetch organic premium of additional
Rs 30 per kg and after certification of land for continuous next 3 years Gondipakla
coffee cluster has supplied 50 tonnes of parchment coffee to ITC.

g) Marketing tie-ups: Direct tie-ups between the producers and the Roasting companies
or big traders will remove the mediators which eventually increases the income by
5%.i.e Rs. 2340/acre. For e.g. In Paderu per kg price for parchment is Rs 110-120
where as it is Rs 200 per kg in traditional areas, where most of the roasting firms are
situated.48

Project will also put efforts for enterprise development where small scale roaster and
grinder will be provided to a group of 4-5 rural women. They will roast coffee with
chicory and feed it to KRuSHE mart.

For waste reduction, partnership will be established with Biomass briquettes making
units located at Ankapalli and Vijayawada .Coffee processing will leave husk as waste
material. At present it is thrown out .But husk is very good raw material for biomass
briquettes. The use of coffee husk in such units is popularising nowadays and these
units are ready procure coffee husk at the market price of Rs 3 per kg.

Project Scope
Coffee plantation in Paderu agency area is being done in all the 11 mandals of which
Naandi Foundation works in 7 mandals and APRIGP will work in the remaining 4
mandals, shown in the tabular format below:
S. No Mandal Name Coffee planted area No. of
(in acre) Farmers
1 Paderu 10522 9797
2 G. Madugula 15848 15696
3 Chintapalli 12727 11936
4 G. K. Veedhi 20641 19300
Total 59738 56729
(Source: Brief report on Intervention on Coffee Plantations by ITDA, Visakhapatnam)
Project Factoid

48
regional coffee board,Paderu
455
The project is spread over 13 Clusters in 1 districts of Andhra pradesh. Around
50 coffee producers are identified in each village and are oriented about the
benefits of being in the producer group. It results in formation of 520 village level
producer groups covering 26000 producers.
Particular Number
No of Districts 1
No of producers per group 50
Total number of producers 26000
No of village producer groups 520
No of VRPs 520
Estimated production( MTs/annum) 3110
Farmers in one VPG 50
Farmers under one VRP 50
No of cluster level federations 13
No of cluster level spearhead teams 13

Sequencing of Activities
A sequence of activities will be rolled out in the villages after completion of the
preparatory activities and these are as follows:

ToR with Technical Agency (TA)

Identification of technical agencies which provide technical assistance in coffee. Short

listing of the technical agencies based on our requirement and preparing the TOR’s for
those technical agencies will be completed. The main responsibility of technical
agencies will be mobilization of coffee farmers on various aspects like productivity
enhancement, processing inputs, organic certification and content development for
Capacity Building programmes.
Responsibilities of the technical agency also include providing training material for
training of village resource persons, taking up maturity exercise of cluster level
organizations, need to provide resource persons for capacity building, regular review
and follow up of capacity building progress
TA will be hired for the following aspects:
i. Productivity enhancement: TA will provide inputs on scientific production
techniques like gap filling, bush management, shade management, centering,
terracing, fire management, weeding and training, time of harvesting to the
VRPs as well as the project staff also. TA will be preparing the training
module for the above mentioned inputs.
ii. Value addition and Marketing: TA will capacitate the VPGs on quality
parameters, aggregation, drying, storage, grading, sorting, processing,

456
 packaging and waste management of coffee. They will prepare different
formats for data collection, book keeping and analytics.
iii. Organic Certification: Technical agency will provide scientific input for
organic cultivation of coffee for disease and pest management, nutrient
management for the purpose of certification. They will organize workshop on
preparation of bio-inputs and vermicomposting.

Social Mobilization for producer group formation

Staff will be recruited at the state level and cluster level. The cluster level staff will be
trained on social mobilisation either by a technical agency or by existing SERP staff,
and will then go into the villages and conduct meetings with the producers. The most
active, educated, involved and aware producer in terms of best practices will be
selected as the Village Resource Person (VRP)

Project orientation to communities (formation of village producer groups)

The VRPs selected in the above mentioned fashion will be trained by a TA or by the
cluster level team on project activities, interventions, scope of the project, and the
value proposition of being in a group.
ix. Institution Building
x. Identification and finalization of producers
xi. Baseline Survey
xii. Cluster level federation formation
xiii. Training of cluster level federation executive body
xiv. Formation of producer organization consisting of 20 clusters level federation
xv. Training of producer organization level executive body
xvi. Training on MIS Development and data entry in website – cluster level staff
Capacity Building/trainings

Capacity building is necessary and will be carried out at each stage right from group
formation by social mobilization through technology adoption and value addition to
tie- ups and bargaining for better deals. This capacity building will also be done for all
three levels- VRP, Cluster and project level, through a Technical agency or
Knowledge Partners. The specific heads of training will be as follows:
v. Group Formation
vi. Package of Practices
vii. New technologies
viii. Organic inputs and certification

Enhancement of Production and productivity through scientific processing

Training Module will be developed with the help of a Technical agency or a

Knowledge partner on:
iv. Organic inputs
v. Package of practices

457
 vi. Quality parameter

In addition, the following activities will be carried out.

iv. Exposure to VRPs to such exemplary community organizations

v. Establishment of demonstration plot to aid adoption of suggested practices and
technologies by Village level producer group.
vi. Availing of good quality seeds for gap filling

Processing/Value Addition and Marketing

v. Assessment of infrastructure needed at village level producer groups

To improve the productivity and efficiency of producer groups, infrastructure
is a basic necessity. The presence/absence of such infrastructure as digital
weighing machines, moisture units, basic processing units for value addition,
etc. must be assessed for each producer group so as to allow provision of the
infrastructure that is lacking in each group.
vi. Training on Value addition & processing to VRPs at cluster level
VRPs will be brought to the cluster level and trained on the potential value
addition or processing that they will carry out at the level of their producer
group, and in ways to obtain necessary equipment/services for the same. Also,
for cases where there is aggregation of produce, the grading, sorting, packing,
quality control practices to be followed will be explained to the VRPs in these
sessions.
vii. Establishment of storage facility at cluster level
The existing storage facilities at the cluster level will be assessed with the
view to facilitate aggregation of produce. Also, storage facilities may be
established or improved to suit requirements of safe storage, accessibility to
buyers, logistical convenience, access to transport like roads and railways, etc.
viii. Mapping of buyers in the nearby areas and meeting with them
Buyer seller meets will be conducted at cluster and district level and the
buyers and sellers will all be mapped with information on their buying history,
quality required for buyers and quality of produce for producers.
Convergence and partnerships with various agencies

Convergence and partnerships will be required and established for various inputs like
capacity building, organic certification, technical and operational support, access to
other govt. interventions, finance, etc. for example, Sthreenidhi and other financial
institutions, coffee board for production inputs etc.will be converged.

Phase wise roll out plan

Learning Phase (2 years)

This phase will help in establishment of process, building of the structure with regard
to input service delivery and positioning of human resource. A cadre of VRPs will be
created for coffee value chain.TORs will be prepared for staff from each cadre and
TOR for the technical assistance as well will be released these people will be trained

458
 either by technical agencies which will be hired or by the project staff, who are the
cluster level spear head team, trained by specialists.It is the stage where the
geographic spread of the project is restricted and different models in the preparatory
activities will be carried out in 1mandal,
Since project is targets different intervention at different time periods, based upon the
strength of Mandal Samakhya, the project targets some mandals with end to end
solutions where all the activities from productivity enhancement to value addition and
marketing linkages will take place. In some mandals, Community extension services,
financial linkages and productivity enhancement interventions will be done, for
example, capacity building on Package of Practices (PoP), convergence with line
departments and technical institutes for service delivery like coffee research
station.The training modules and material will prepared through the partnerships with
the knowledge partners.
Training on different aspects like financial management, business plan, social
mobilization, capacity building of the spear head team will be done.
Scaling up Phase (3 years)

The project will be expanded in all the targeted 3mandals across the coffee value
chains based upon the learnings from the initial two years of project. The scale up of
the project will happen through recruitment of staff in to the geographic mandals that
the project is targeting. This phase includes all the activities like value addition,
exposure visits to different location, tie-ups for marketing linkages, organic
certification in value chains through convergence with various line departments and
technical agencies, documentation of best practices, output monitoring will take place
by which the objective of the project is fulfilled.
Human Resource
Commodity Leader

Agri Business Expert/TSA Technical Expert/TSA

Commodity Team
Agri
Agri Production
Production Producer
Producer
Business
Business Enhancemen
Enhancemen Group
Group
Expert
Expert tt Expert
Expert Expert
Expert

Multi-Disciplinary SHT
Extension
Extension Agri
Agri Business
Business Agri
Agri Nutrition
Nutrition Producer
Producer
Specialist
Specialist Specialist
Specialist Specialist
Specialist Group
Group
Specialist
Specialist

PG1 PG2 PG3 PG4

The following table shows the project implementation team and their roles:
Person Roles

459
Producer group  Mobilizing producer group,
Specialist  Activity planning for the producer group,
 Maintenance of accounts/ books of records ,
 Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)

Agri Business  Facilitate input linkages (seeds, fertilizers),

Specialist  Facilitate pre and post- harvest practices,
 Facilitate value addition, ensure linkages with KRuSHEmarts
Extension Introducing and scaling up by:
Specialist  Productivity enhancing technologies,
 Farmer field schools.
Agriculture Works with the extension specialist to provide
nutrition Specialist  Nutrition counselling /kitchen garden promotion through the
farmer field schools and other extension means ,
 Enabling production/harvest/post-harvest practices to be nutrition
sensitive,
 Influencing cropping systems to be nutrition sensitive

Value Chain: Commodity Team Roles

Person Roles
Producer Group Mobilizing producer group,
Institution Expert Mobilizing Producer Institution,
Technical Assistance,
Capacity Building,
Access to credit.
Commodity Team Technical Assistance,
(Agri Business and Linkages with Private Sector,
Production
Enhancement) Marketing,
Crop Diversification,
Procurement of (inputs, equipment, basic infrastructure)
Partnership Convergence with the Government departments,
Building private partnerships.
Analytics Monitoring and Analytics,
Systems Financial Management and Procurement Management

Finance (in lakhs)

Activity wise finance for the project is as follows:
460
S.n Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
o
1 Human Resource 26.4 26.4 26.4 26.4 26.4 132
2 Technical assistance 25.2 226.8 327.6 308.4 222 1110
to producer groups
3 Infrastructure & Value 36 288 144 0 0 468
addition
4 Training & Capacity 71.7 240.8 137.6 0 0 450.1
Building
5 Technical agency 65 65 65 40 15 250
6 IT equipments 8.3 29.2 16 0 0 53.5
7 Community fund 93 358 226 50 50 777
TOTAL 325.6 1234.2 942.6 424.8 313.4 3240.6

461
 Annexure I: EMF
The coffee value chain activities will broadly include interventions for productivity
enhancement, processing, storage and marketing. These interventions are likely to
have a negative impact on environment by:

 Possible over exploitation of the resources such as ground water for irrigation to
enhance the crop productivity
 Introducing high yielding varieties which need intensive irrigation, fertilization
that have negative impact on soil and water
 Setting up of processing units and storage structure which need high energy
requirement and may release wastes that are harmful to the environment.

The negative impacts need to be addressed or will be avoided by opting for an

environment friendly alternative available. The most critical environmental issues in
the coffee value chain and interventions that are already proposed by SERP and the
issues that need to be addressed as part of EMF are presented below:

Interventions Environmental issues to be Issues planned to Residuary issues need to

/Value addressed be addressed by be addressed
Chains SERP
Coffee Use of chemicals to enhance Plan for Non Nil
productivity and to manage Chemical methods
pests and diseases for crop
management

Coffee pulper for wet

processing needs high Modern pulper which use
quantities of water less quantities of water to
be used.

Disposal of waste water is

an environmental issues due The waste water will be
to huge quantities and used for biogas generation
chemical nature using technology
developed by Indian
Institute of Science.
Open dry processing affects
quality and possibilities of
contamination are there Solar dries will be used.

462
16.16 Fisheries Value chain
Introduction
Marine fisheries are an important sector that ensures the livelihood security for
millions of fisher folk that inhabit along the coastal regions of any country.
Development of marine fisheries is a most important priority in the planning process
due to its significant contribution to the economy for generating income in the most
backward regions and creating employment to the people who are in the lowest rungs
of the social ladder besides providing precious foreign exchange earnings and
ensuring food and nutritional security. Along with men, women play a key role in the
development of fisheries sector in addition to their role of sole household managers in
most fisher families. The contributions of the fisherwomen penetrate every aspect of
post-harvest handling, preservation, processing and marketing of seafood products
and provide an integral link between producers and consumers. The involvement in
productive activities leads to increased household well-being because the income is
spent on food and their children’s education.
Andhra Pradesh, with a coastline of about 974 km spread over nine coastal districts,
ranks fifth in contribution to the marine fish landings of the country. Fisheries sector
in the state is having potential resources and a major growth engine for generating
income to the state. It is constitute a unique sector offering animal protein to a wide
cross-section of society. Fish is quite often referred to as “rich food for poor people.”
The state with 33,227 Sq. KM continental shelf area has vast potential for marine fish
harvesting. The average annual marine fish landing of Andhra Pradesh during 2000-
2010 was 1.99 lakh MTs.

In fact Fisheries sector is the key sector for ample revenue generation in the newly
formed Andhra Pradesh state. This sector contributes 2.53% to the state GSDP. The
state is contributing about Rs.3000 Crore by way of marine exports, which is nearly
40% of the marine exports from India. Progressive increase is observed in fishery
production seems that 8.50 lakh tonnes in 2004-05 to 12.93 lakh tonnes in 2009-10.
(Department of Animal Husbandry, Dairying and Fisheries, Andhra Pradesh).

The track record of fishery production of Andhra Pradesh is as follows:

1. 1st place in Brackish water shrimp production.
2. 1st place in Fresh water prawn production.
3. 2nd place in Fresh water fish production.
4. 2nd place in total value of fish/prawn produced.
5. 5th place in Marine fish production.

The human resource potential of the India marine fisheries sector includes 8, 64,550
families. Out of which, 1, 63,427 families are living in Andhra Pradesh). (Table 1)

463
 Table 68: Comparison of AP state fishermen community profile with India

Fishing
Coastal length Fishermen Traditional fishermen
Particulars Village families BPL Families
(km) families
s
Andhra 974 555 1,63,427 1,61,039 1,59,1
Pradesh 01
India 6,068 3,288 8,64,550 7,75,855 5,23,691
Source: CMFRI, National Marine Fisheries Census, 2010 India

Project Scope
There are 555coastal villages
comprising of 1, 63,427 marine
fisher folk families, out of which
1, 59,101 families are BPL
families. According to the Marine
Fisheries Census 2010, brought
out by Department of animal
Husbandry, Dairying & Fisheries,
GoI, the state of Andhra Pradesh
has 39,324 people from fishing
communities engaged in fish
marketing. Of these, 35,035 (89
per cent) are women. The district
wise data pertaining to Coastal
fishermen villages along with the
families covered under this project
are furnished below.
Table 69: District wise profile of fishermen community in the project area

Dry/salt/smo Wet(fresh)
S.No No. ofFishermen BPL No. of Target
State ke FishFish
Mandal families Families Beneficiary
Beneficiary Beneficiary
Visakhapatnam 10 28,779 28,118 6000 2000 4000
East Godavari 13 44,476 43,021 6000 2000 4000
West Godavari 2 2,451 1,350 2000 750 1250
Prakasham 10 15,103 14,5306000 3000 4500
Nellore 10 17,057 16,9634000 1250 1750
Total 45 107866 103982 24000 9,000 15,000
Source: CMFRI, National Marine Fisheries Census, 2010 India

Previous Interventions of Department of Fisheries

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 Keeping in mind the potential of the fisheries sector, the Government of India and the
State Government, initiated several development programmes, the details of which are
as follows:
The Department of Fisheries has been undertaking various production, input supply,
and infrastructure development programmes and welfare-oriented schemes, besides
formulating/initiating appropriate policies to increase production, conservative
measures for safe guard fishery resource and productivity in the fisheries sector.
 Development of Brackish-Water Aquaculture
With the objective of utilising the country’s vast brackish-water area for shrimp
culture, an area of about 30,889 hectares was developed for shrimp culture till 2007-
08 through 39 Brackish-water Fish Farmers Development Agencies (BFDAs) set up
in the coastal areas of the country. The agencies have also trained 31,624
fishermen/formers in improved practices of shrimp culture till 2007-08. Presently
about 50 per cent of the shrimp exported from the country is from aquaculture.
Initially a Land Lease Policy was taken up where vacant lands have been leased to
Fishermen Cooperative Societies and Technocrats and entrepreneurs. Aqua clubs have
been formed to increase the capacity building of farmers as well as decrease the
incidence of disease outbreaks.
 Development of Marine Fisheries
The Government is providing subsidy to poor fishermen for motorising their
traditional craft, which increases the fishing areas and frequency of operation with
consequent increase in catch and earnings of fishermen. About 46,223 traditional
crafts have been motorised so far. The Government has also been operating a scheme
on fishermen development subsidy on HSD oil used by fishing vessels below 20
meters length to offset the operational cost incurred by small mechanised fishing boat
operators. And also providing information on potential fishing zones and weather
warning information by maintain shore stations. Marine GMPs also provided to
motarised fishing boat to reduce journey to coast before and after fishing. Through
AP fisheries Corporation, boats were constructed and provided to marine fishers, ice
plants and shark liver oil factory were established. A Fisheries Training Institute was
established and imparting training to marine fishers for one year till date.
 Development of Fishing Harbour
The Government has been implementing a scheme with the objective of providing
infrastructure facilities for safe landing and berthing to the fishing vessels. Since
inception of the scheme, six major fishing harbours, viz. Visakhapatnam, Kakinada,
Bhyravapalam, Machilipatnam, Nizampatnam and provided berthing facilities to
beach landing crafts across the coast.
 Welfare Programmes for Traditional Fishermen
Main role of the department of fisheries to impart welfare programmes of traditional
fishermen across the coast. He welfare measures have been observed by department
as detailed below:
 Group Insurance Scheme for active fishermen
 Development of Model Fishermen Villages
 Saving-cum-relief Scheme

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 Saving-cum-component financial assistance is provided to the fishermen during the
lean/fishing ban season. About 3.5 lakh fishermen were assisted under the saving-
cum-relief programme in 2008-2009.

 Specialised Institutes
The Central Institute of Fisheries, Nautical and Engineering Training (CIFNET),
Kochi with units at Chennai and Visakhapatnam, aims at making available sufficient
number of skilled manpower for deep-sea fishing vessels and technicians for shore
establishments. Integrated Fisheries Project, now called as National Institute of
Fisheries Post Harvest Technology and Training (NIFPHATT), Kochi, envisages
processing, popularising and test marketing of unconventional varieties of fish. The
Central Institute of Coastal Engineering for Fisheries (CICEF), Bengaluru, is engaged
in techno-economic feasibility study for the location of fishing harbour sites. Fishery
Survey of India (FSI) is the nodal organisation responsible for the survey and
assessment of fishery resources under the Indian EEZ. Central Maine Research
Institute (CMFRI) for assessing fishery wealth and experimentation on marine species
culture. Central Institute of Fisheries Technology (CIFT) is for developing the
technologies in Capture fisheries and post-harvest fisheries.
 National Fisheries Development Board
The National Fisheries Development Board (NFDB) was established to work towards
blue revolution with a focus on increasing the fish production of the country to a level
of 10.3 million tonnes, achieving double the exports from 7,000 crore to 14,000 crore
and direct employment to an extent of 3.5 million by extending assistance to the
various agencies for implementation of activities under inland, brackish-water and
marine sectors. It is expected to become a platform for public-private partnership for
fisheries, amechanism for an end approach in order to ensure proper self-availability
to efficient marketing.

Interventions in Project Area

 Landing Facilities for marine Craft
Beach landing crafts operating from shore areas the government has identified
suitable area and provide minimum landing facilities like auction place and
accessibility of transportation and made arrangements for selling of ice.
 Fish Drying Platforms
In the villages which are having the practice of making dry fish, the government has
development concrete drying platforms for the benefit dry fish producers.
 Small scale individual infrastructure
For the benefit of fishermen, under various schemes government has provided small
scale productive infrastructure like ice boxes, smoke bins and working capital through
societies.

Existing practices and Gaps in Dry Fish

466
Majority of BPL fisherwomen in the project area traditionally depend on preparation
of Salt & dry fish/ dry shrimp and fresh fish vending in regular and weekly markets.
All these families exclusively depend on this livelihood activity in the entire coastal
belt in order to earn some income to support their families. These women have been
making dry fish in their age old traditional practices. Although, there has been a lot of
change in other livelihood practices due to technological interventions, still our
fisherwomen are following the same old methods which are unhygienic and
unproductive. It is this unhygienic practice of making dry fish that is not prompting
majority of people to eat more dry items, though it comes cheaper than the fresh ones.
Urbanites are not able to relish these dry items due to this exclusive reason of their not
being made hygienically. These women are also not able to get remunerative price in
this livelihood activity. As a result, tribal areas have become the prime and major
source for marketing these dry fish products, which does not improve their market
price and scope. Except a small proportion of processed dry fish for human
consumption, bulk of the fish catch goes for animal feed preparation. They also get a
poor price for their product as they follow very unhygienic drying processes and
suffer losses due to wastage.

Fisherwomen purchase low value fish from marine landing centers, take them to their
houses and prepare dry product in the locally available practices and facilities. On an
average 10 percent of dry fish is utilized for human consumption and the remaining
goes for animal fodder. On an average, women take up two or three consignments in a
week and prepare the dry product and all this stock is stored and lifted once in a week
for sale in weekly markets. Village level procurement and marketing system is not
active in this sector, and hence majority of the dry fish makers are depending on
central markets, which is also discouraging them to either improve their activity or
continue it. On an average each fisherwoman produces 500kg to 1 ton weekly
depending on the marine catch and seasonality. Drying of fish during rainy season is a
common problem faced by women due to dampening of the ground and bad weather
conditions. Due to this reason the product is becoming highly unhygienic and women
are incurring huge losses as the product is prone to decaying.

And also, the island villages are densely populated and social infrastructure and
connectivity of road transportation is scanty. Housing in these villages is overcrowded
and most of the year these villages are in damp and due to lack of proper drainage
system, there is no place for fish drying activity. Although dry fish preparation is very
common activity for fisherwomen, but due to lack of space and facilities women are
not able to follow hygiene practices and new members are reluctant to opt for this
livelihood.

Dry fish processing and marketing activities are either fully neglected or not given
enough importance in government interventions till date. Government has only
constructed drying platforms in some the areas. Even these platforms very limited in
numbers and have no facilities for maintenance. Government has not supported till
now other traditional methods like curing, smoking, etc. But, these methods of
processing are the means of livelihood for the small scale coastal fishing communities

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 from time immemorial. There is lot of demand for dry fish and smoke fish in domestic
market especially in Northern - Easter states of India.

Existing practices and Gaps in Wet Fish

The intermediaries are involved in providing services of head loading, processing,
preservation, packing and transporting and these activities result in cost addition at
every stage of marketing. The fisherman brings his catch to auctioneer, who auctions
the fish to various traders at the landing center. The auctioneer sometimes advances
money to the fisherman and in turn gets the right to auction his fish. Auctioneers
charge 5-10 per cent of sales value as their commission from the fishermen. The
wholesalers buy fish in bulk from auctioneers. Some value addition is carried out by
the wholesalers in terms of sorting, grading, cleaning, icing and packing fish before
sale. However, the wholesale market is unhygienic, without proper facilities for
handling fish and with limited or no facilities for cold/chilled storage and ice plants.
At present export verities like prawn and few species of fish are properly processed as
per the standards to get remunerative price on exchange. The fish consuming from
domestic markets were not maintaining standards in supply to the consumers.
However, the wholesale fish markets and fish landing centers are very unhygienic,
without proper facilities for handling fish and with limited or no facilities for
cold/chilled storages. The leftover fish was packed in plastic or thermocol containers
with ice and resold the next day. The poor fish handling at the wholesale markets
results in poor quality of fish with low keeping quality. Retailers mainly buy fish from
the wholesaler and would sell fish by the roadside without maintenance of quality or
hygiene and without access to shelter and fish dressing facilities. Retail markets were
crowded with excess number of traders selling fish even in the passages, leading to
inconvenience and hygiene problems.

Hygienic fish marketing has been a bottleneck in thewhole fish marketing channel.
Hygienic fish production creases the consumer satisfaction and repeat buying. Fish
vendors mainly female under take fish retailing within a radius of 5-10 km.Traditional
fisherwomen carry a load of 15-20 kg fish in locally made bamboo baskets and
market in local areas and nearby urban markets.
Most the Government schemes and interventions are focused towards providing free
or subsidised equipment’s like crafts, nets, ice boxes, smoke bins and in constructing
one time infrastructure like fishing harbours, fish markets etc. Till now there is no
comprehensive plan / strategy towards developing a value chain of fisheries as whole.

Key Strategies / Approaches

Understanding the diverse nature of the issues and dynamics involved in the fish
related economic activity, as a holistic solution to these problems, SERP is planning to
intervene in this sector through producer companies / producer organization with the
following strategies i.e.,
 Community Institutions (Producer Organizations)
The project includes formation of community institution at three levels which
includes village producer groups at village level, cluster federation at cluster level and

468
 district level producer organization. Dry fish producers and wet fish vendors from
targeted communities will be organized into producer groups with a view to
supporting the producer household throughout the crop year. A cadre of village
resource persons will be created by project who will further train to their village
members. Village level producer groups will be federated at cluster level and all
cluster level federations combined together form the district level fisher producer
organization. These institutions will be strengthened to provide best quality critical
inputs at reasonable cost, quality enhancement, credit by way of making available
loans for purchase /replacement of fishing input, working capital etc. at a lower cost
through bank linkages, SthreeNidhi and internal funds, better technologies in inputs,
processing methods, interventions in fish marketing, value addition and exports,
creating infrastructure at producer company and producer group level, retailing, etc.
and through capacity building at different levels.
 Credit Linkages
The initial focus of the project was to look into the fishing activities and to support
fishermen by creating arrangements to provide low interest timely credit for fishing
inputs and working capital and thereby improve their income.
 Critical Input Arrangements & Logistics Management
The strategy focus would be on providing logistics for fish handling, transportation
and storage at lowest possible cost and also build facilities to get best quality inputs
and low price.
 Technology Up gradation
By analysing the existing practices of dry fish preparations and wet fish marketing
practices and fulfilling the gaps through small scale productive infrastructure to dry
fish producers and wet fish vendors to reduce drudgery, minimize the spoilage and
enhance the productivity and to produce better quality and hygiene dry fish and fish
products. The project also converge with other government agencies like National
Fisheries Development Board (NFDB) in getting fund required in providing these
small scale infrastructure.
 Quality Enhancement
Introduction of hygiene practices in handling, cleaning and processing in wet fish
marketing and improved methods of preparing quality dry fish through interventions
at processing, drying and smoking through continuous trainings and small scale
productive infrastructure.
 Value Addition in process and products
The value addition strategies where implemented in preparation of dry fish and in wet
fish marketing at every level from fish cleaning to fish marketing. Grading, packing
and branding in marketing fish and fish products will be kept in place. Introduction of
new value added products like Fish Cutlet, Fish balls, Pickles, ready to cook and
ready to eat fish products.
 Improved Marketing Access
The project concentrates on creating viable market linkages with in the country and in
export market their by members get better prices to their products. The project also
develops model retail outlets for supply of high quality and hygienic fish products in
urban markets.
 Pilot cum Model Plants & Retailing

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 In order to assess the workability of activities planned, there is a need to try it on a
pilot basis so as to extend the facility to other villages. The project will be developing
seven pilot plants across the coast districts. These plants will also be used as training
center cum model plants for the district and other villages.
Retailing activity is the process of creating sustainable livelihoods for unemployed
youth including women, who are interested to take up wet fish processing and
marketing as their occupation. In the due course, the project will assist one producer
group from each Mandal to establish common processing centre and retail outlet in
their respective Mandal to sell high quality hygienic fish and fish products produced
by our members and thereby provide profitable employment to those involved.
 Convergence for certification and technical inputs
Convergence with research institutions / technological power houses in this sector like
CIFT & NIFHATT in bringing more and more benefits to members through technical
assistance in product development, certification and packing methodologies.
Partnerships with SIFT for providing post-harvest technological trainings.

Key Expected Outcome: Dry Fish

In this project 9,000 dry fish producers produce and market 47000 MT of quality dry
fish following hygienic practices with turnover of Rs 349.00 crore resulting in net
income of Rs 60.795 crore leading to an additional income of Rs 31.05 crore per
annum at the rate of Rs 34,550 per member per annum.

Figure 43: Dry Fish Output Description

Note: Above calculations are based on Base line survey conducted in four mandals of
East Godavari district, Andhra Pradesh. The below table summarizes all the
assumptions made in calculating the above outputs.

Table 70: Assumption Table for Dry Fish Output Calculations

Particulars Amount / Quantity

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 Production per member per cycle 250 Kgs
No. of cycle per month 2
Quantity of Raw Fish required p.c. 400 Kgs
Cost of Raw Fish per kg 25
Quantity of salt required p.c. 400 Kgs
Cost of Salt per kg (Before Intervention) 3
Cost of Salt per kg (After Intervention) 2.5
Quantity of final product prepared (Before 250 Kgs
Intervention)
Quantity of final product prepared (After 263 kgs
Intervention)
Selling price of finished product (Before 70
Intervention)
Selling price of finished product (After 72
Intervention)
Transportation costs p.c. @ 1200/ton 300
(Before Intervention)
Transportation costs p.c. @ 600/ ton (After 158
Intervention)
Wages @ 150 per day for 7 days for two 2100
members
Marketing Charges @ 250 per week 500
Stock Loss 10% of finished product
No. of operational Months 10

 Current Net Income

Current Income is the net income of producer, a member required 400 kgs of raw fish
and 400 kgs of salt for preparing 250 kgs of final dry fish. Cost of raw material,
400kgs of raw fish at Rs 25/kg equals to Rs 10,000 and 400 kgs of salt at Rs 3/kg
equals to Rs 1200. Other costs involved in the process are transportation of Rs. 300
(at Rs 1200/ton), Wages of Rs 2100 (at Rs 150 per member for 7 days in a cycle) and
marketing charges of Rs 500 (at Rs 250 per week). Therefore, total cost of production
and other charges comes out be Rs 14,100 per cycle. Total value of final product is Rs
17,500 for 250 kgs at Rs 70/kg and stock loss will be 10% of the final value comes
out be around Rs 1,750. That’s the current net income per producer will be Rs 1,650
per cycle, Rs 3,300 per month and Rs 33,000 per annum (i.e ten operational months).
 Critical Input Arrangements
The key ingredient for preparation of Dry Fish is Salt. Depending on the quality of the
salt the outcome product colour and quality can be determined. Through negotiations
with traders directly, they can get good quality salt for low price. Presently, a member

471
 is spending Rs 3/kg. Through this Intervention a member can get salt on regular basis
at her door steps at Rs 2.50/kg where by a member save an amount of Rs 200 per
cycle in addition to this they have access to the quality salt. In total, a member can
save Rs 4,000 per annum through this intervention.
 Credit Linkages
Dry fish preparation required around Rs 50,000 per month towards working capital
requirements and other expenditures. By creating arrangements to provide low
interest timely credit for fishing inputs and working capital member can save Rs 2,500
per annum.
 Logistics Management
Presently the members transport the dry fish from villages to markets in private
transportation where the private players are charges Rs1200/ton, where the members
are paying high costs in the transportation. Through this intervention, we can build
linkages to provide logistics for fish handling, transportation and storage at lowest
possible cost. By utilizing those services, one can save Rs 240 per cycle and Rs 4,800
per annum.
 Spoilage Reduction
Presently the members are using the old cement tubs for soaking of fish in salt brine
solution which creates drudgery and usage of this infrastructure has no scope to create
quality dry fish. The majority members dry the fish on the roads due to unavailability
of needful drying place. The members get huge losses in the rainy season for lack of
proper drying infrastructure for making the dry fish. By providing, small scale
productive infrastructure like salt bins, ice boxes, smoke bins and tarpaulins etc.
member reduces their drudgery and spoilage and also improve the quality of the
product. Through this intervention member can enhance her production up to 13 kgs
more quality dry fish with same quantity of 400 kgs of raw fish. By which member
can benefit Rs 16,200 per annum at Rs 810 per cycle.
 Improved Marketing Access
Creating profitable marketing tie-ups with in the country with special focus on North-
eastern states members get better prices to their products. Through this members get
benefit of Rs 1/kg which would enable members to save Rs 4,500 per annum.

 Enhanced Quality
Improved methods of preparing quality dry fish through interventions at processing,
drying and smoking through continuous trainings and small scale productive
infrastructure enable members to produce remarkable quality dry fish. Quality dry fish
can be sold at better price which would enable members to save Rs 4,500 per annum.
In total a member can get an additional income of Rs 34,550 per annum through all
the interventions. (Detail Calculation Sheet attached in Annexure IA)

Key Expected Outcome: Wet Fish

In this segment 15,000 members market 60,00,000 MT of processed and cleaned wet
fish with turnover of Rs 1110.00 crore resulting in net income of Rs 96.525 crore

472
leading to an additional income of Rs 49.725 crore per annum at rate of Rs. 33,150
per member per annum.

Figure 44: Wet Fish Output Description

Note: Above calculations are based on Base line survey conducted in four mandals of
East Godavari district, Andhra Pradesh. The below table summarizes all the
assumptions made in calculating the above outputs.

Table 71: Assumption Table for Wet Fish Output Calculations

Particulars Amount / Quantity

Production per member p.m. 400 Kgs
Cost of Raw Fish per kg 150
Selling price of finished product (Before 170
Intervention)
Selling price of finished product (After 185
Intervention)
Transportation costs p.c. @ 1200/ ton 480
Value Addition Charges @ Rs 2 per kg 800
Wages @ 150 per day for 20 days 3000
Marketing Charges @ 250 per week 1000
Stock Loss (Before Intervention) 5% of finished product
Stock Loss (After Intervention) 3.33% of finished product
No. of operational Months 10

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 Current Net Income
A member at average will market 400 kgs of wet fish per month, which she purchase
at average price of Rs 150/kg. Therefore, the cost of procurement of fish equals to Rs
60,000 per month. Other costs involved in the process are transportation of Rs. 480 (at
Rs 1200/ton) and marketing charges of Rs 1000 (at Rs 250 per week). Therefore, total
cost of production and other charges comes out be Rs 61,480 per month. They will be
sold for Rs 68,000 at Rs 170/kg and stock loss will be 5% of the final value comes out
be around Rs 3400. That’s the current net income per producer will be Rs 3120 per
month and Rs 31,200 per annum for ten operational months.
 Credit Linkages
Wet fish vendors at average required Rs 50,000 towards working capital requirements
and other expenditures. By creating arrangements to provide low interest/no interest
timely credit for fishing inputs and working capital member can save Rs 2,500 per
annum.
 Logistics Management
Presently the members transport the fish from villages to markets in private
transportation where the private players are charges Rs1200/ton where the members
are paying high costs in the transportation. Through this intervention, we can build
linkages to provide logistics for fish handling, transportation and storage at lowest
possible cost. By utilizing those services, one can save Rs 240 per month and Rs 2400
per annum.
 Technology Up Gradation
The members get huge losses due to lack of storage facilities and lack of
infrastructure in handing and marketing fish. By providing, small scale productive
infrastructure i.e., ice boxes, freezers etc. member can not only reduce their drudgery
and spoilage but also can retain the quality for longer periods. Through this
intervention member reduce spoilage up to 5 kgs in a month. By which member can
benefit Rs 6,250 per annum at Rs 625 per month.
 Hygienic Practices
Members are selling fish by the roadside/streets without maintenance of quality or
hygiene. Through hygienic fish handling, processing and handling members can sell
quality at better price which would enable members to save Rs 6,000 per annum. For
this purpose members have to recruit wage labourers for which they spend Rs 3,000
per month at Rs 150 per day for 20 operational days.
 Improved Marketing Access
Creating viable market linkages will enable members to get better prices to their
products. Through this members get benefit of Rs 2/kg which would enable members
to save Rs 8, 000 per annum.
 Value Addition in process and products
The value additions are introduced in wet fish marketing at every level from fish
cleaning to fish marketing. Grading, packing and branding in marketing fish and fish
products will be kept in place. Introduction of new value added products like Fish
Cutlet, Fish balls, Pickles, ready to cook and ready to eat fish products. For this
474
purpose an estimate Rs 2 per kg is calculated as value addition expense. However, a
member can get an additional Rs 2 per kg by doing value additions. Hence, member
can save Rs 800 per month and Rs 8000 per annum through this intervention.
In total a member can get an additional income of Rs 33,150 per annum through all
the interventions. (Detail Calculation Sheet attached in Annexure IB)

Sequencing of Activities
The project intervention steps involve systematic bottom up approach for the
fisherwomen in creating profitable dry fish value chains with strong focus on
backward linkage first and simultaneously focusing on forward linkage. A sequence of
activities will be rolled out in the villages after completion of the preparatory
activities and these are as follows:

Preparatory Activities
TORs
Preparation of ToR for hiring competent technical agencies for providing trainings to
members on improved practices of dry fish processing, improved wet fish marketing
techniques etc. Then, Shortlist agencies, conduct agency assessment and signing of
ToRs. During this period, the project also release TORs specific to staffing.
Partnerships
Convergence and partnerships will be required and established for various inputs,
capacity building, technical inputs & certification, technical and operational support,
access to other govt. interventions, finance, etc. for example, Sthreenidhi and other
financial institutions will be converged with to achieve easy access to institutional
finance for producers.
Recruitment of staff
Interested applicants will be shortlisted and it will be ensured that at least 50% of the
shortlisted candidates are PoP.
Capacitation
The candidates shortlisted will be trained on their respective modules. These modules
are prepared through the aforementioned partnerships. Candidates will be selected
based on their performance in the evaluation tests conducted after each module of
trainings. These selected candidates will be positioned in their respective geographies,
roles, and levels.

Social Mobilization & Institution Building

Staff will be recruited at the state level and cluster level. The cluster level staff will be
trained on social mobilisation either by a technical agency or by existing SERP staff,
and will then go into the villages and conduct meetings with the producers. The most
active, educated, interested women / youth will be selected as the Village Resource
Person (VRP).

475
The VRPs selected will be trained by a TA or by the cluster level team on project
activities, interventions, scope of the project, and the value proposition of being in a
group.
Institution Building
Formation of Producer groups, cluster federation and producer Organization
Identification and finalization of producers
The trained VRPs along with the cluster level team, will conduct meetings at the
village level, explaining all the interventions that will part of the project scope and are
aimed at ultimately enhancing the income of the producers. Interested producers will
volunteer and be identified and made into groups.
Baseline Survey
The baseline format will be prepared by the project team at the state level in
consultation with the producers, cluster level staff and the TA. These formats will then
be used by the VRPs and the cluster level staff after being trained in its use.
Cluster level federation formation
The producer groups formed in the previous steps by mobilized farmers will then be
federated at the cluster level with due regard to guidelines formulated for the purpose.
These federations will be registered under the MACS Act.
Training of Cluster level federation executive body
The cluster level executive body consisting of representatives of each PG will be
trained on the structure and governance of federations designed, and will be trained on
the basics of federation, and they will further disseminate this knowledge to the
producer groups through the VRPs.
Formation of producer organization consisting of 12 clusters level federation
The state project unit will bring together 12 cluster level federations and form a
producer organization which will be one for each commodity. These Producer
organizations will also be registered under the MACS Act.
Training of producer organization level executive body
The executive body of the producer organization will comprise of the representatives
of all the cluster level federations and will be trained on the structure and governance
of the PO, and in the topics of profit sharing, tie- ups, etc.
Training on MIS Development and data entry in website: Cluster level staff
The cluster level staff will be trained in the use of MIS based systems and on data
entry in the relevant systems on the website, so as to help improve the performance of
the producer organization.
Capacity Building/trainings
Capacity building is necessary and will be carried out at each stage right from group
formation by social mobilization through technology adoption and value addition to

476
tie- ups and bargaining for better deals. This capacity building will also be done for all
three levels- VRP, Cluster and project level, through a Technical agency or
Knowledge Partners. The specific heads of training will be as follows:
- Group Formation
- Hygienic Practices
- New technologies & usage of small scale productive infrastructure
- Technical inputs and certification
- Fish processing, value addition, packaging

Augmentation of Financial and Critical Input Linkages

- Convergence with SthreeNidhi and other financial institutions to provide low
interest/no interest timely credit for inputs and working capital.
- Partnerships to get best quality inputs at reasonable price.

Backward Linkages & Logistics Management

- Partnerships for fish handling, transportation and storage at lowest possible
cost.
- The existing storage facilities at the cluster level will be assessed with the
view to facilitate aggregation of produce. Also, storage facilities may be
established or improved to suit requirements of safe storage, accessibility to
buyers, logistical convenience, access to transport etc.
Technology Up Gradation & Quality Enhancement
- Assessment of infrastructure needed at village level producer groups to
improve the productivity and efficiency of producer groups, infrastructure is a
basic necessity.
- Introduction of small scale productive infrastructure to reduce spoilage &
drudgery, to produce quality and hygiene dry fish and fish products.
- Introduction of hygiene practices in handling, cleaning and processing
Improved Market Access
- Tie ups for profitable market linkages in local markets
- Creating viable markets in domestic market in other states
- Setting up of retail outlets in nearby mandals
- Buyer seller meets will be conducted at cluster and district level and the
buyers and sellers will all be mapped with information on their buying history,
quality required for buyers and quality of produce for producers

Value addition: Processes & Products

- VRPs will be brought to the cluster level and trained on the potential value
addition or processing that they will carry out at the level of their producer
group, and in ways to obtain necessary equipment/services for the same. Also,
for cases where there is aggregation of produce, the grading, sorting, packing,
quality control practices to be followed will be explained to the VRPs in these
sessions.
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 - Introduction of technical inputs to minimize the spoilage and to improve the
productivity
- Introduction of Grading, Packing and Branding
- Production of ready to eat / ready to cook fishery products from all varieties

Partnership for certification & Technical Inputs

- Convergence with CIFT/NIFPHATT for certification and trainings
- Technical assistance in product development and packing methodologies

Phase wise roll out

The project implementation in the chosen project districts, mandals and villages will
be done in a phased manner. The project envisages formation of 5000 VPGs in 66
mandals of nine coastal districts over the five year project period. Given the scale and
process intensity of the project, the implementation has been divided into two broad
phases as follows:
Table 72: Summary Table of Phase wise roll out

Particulars Year 1 Year 2 Year 3 Year 4 Year 5

10 Mandals in East Godavari
Learning
Phase 25mandals in East Godavari, West Godavari,
Visakhapatnam ,prakasam and nellore
Scaling Up 10 Mandals in west viskhapatnam
Phase ,prakasam and nellore

Learning Phase
The project will start in 10 Mandals of East Godavari in first year of the project and in
15 mandals spread across East Godavari, West Godavari, Prakasam ,Nellore and
Visakhapatnam in the second year. This phase will help in establishment of process,
building of the structure with regard to social mobilisation, capacity building, input
service delivery, credit access, market linkages etc. Since project is targets different
intervention for fishery value chains at different time periods, there is a need to assess
the workability of these interventions. Therefore, the project in pilot mandals will
intervene in end to end solutions where all the activities from quality enhancement to
value addition and marketing linkages will take place.
A cadre of VRPs will be recruited in before the start of the project and this people will
be trained either by technical agencies which will be hired or by the project staff, who
are the cluster level spear head team, trained by specialists. Training on different
aspects like financial management, business plan, social mobilization, capacity
building of the spear head team will be done.
The APRIGP Project staff and VRPs will spend time with Technical agencies staff and
will get hands-on training on Institutional building. The project nurture the Producer
Organizations in these districts and develop them as a model for the remaining

478
 districts, so that success could be replicated on others parts of the state for fishery
value chain development.

Scaling Up Phase
The project will be expanded to all the 45 Mandals spread across Visakhapatnam,
West Godavari, East Godavari, Prakasham, and Nellore from the third year onwards
and will utilize the pool of social capital nurtured and developed in the learning for
replicating the best practices, interventions and activities.
The project will extend the VRP and staff strategy to the new 49 Mandals. However,
this strategy will be with a difference. These internal VRPs and staff from learning
phase will provide technical trainings to new staff in 49 Mandals. The successful
interventions and activities from learning phase will be replicated in scaling up phase.
Phase Wise Roll Out Plan
The following table sum up the phase wise roll out for fisheries project spread over
five years:
Table 73: Year wise roll out plan

S Year - 0
.
Particulars Year-1 Year-2 Year-3 Year-4 Year-5
N
o.
Recruitment of staff - No. of
1 Technical Personal & VRPs &
Trained 120 160 200
Producer Group Formations &
2 6000 8000 10000
Capacity Building
Augmentation of Financial and
3 6000 8000 10000
Critical Input Linkages
Backward Linkages & Logistics
4 6000 8000 10000
Management
Capacity Building by Technical
5 Partners 6000 8000 10000
Small Scale Productive Infra &
6 Technology Up Gradation 6000 8000 10000

7 Improved Market Access 6000 8000 10000

Value addition: Processes & 6000 8000
8 10000
Products

Recruitment of Staff
All the Staff for first year of learning phase will be recruited before the start of the
project. As per our HR structure, Fishery Value Chain Leader and Young Professional
will be recruited at state level along with office assistant. Two district level
commodities staff i.e. one each of Fishery Commodity Expert, and Producer
Organization Co-ordinator and accountant cum computer operator will recruited at

479
district level. All the staff recruited will be trained as on when they recruited.
However, further technical trainings will be provided need based.

The same staff strategy will be followed for scaling up phase for remaining five
districts. They will be recruited at the end of second year and trained before the start
of scaling up phase. Total of 663 (5 dist. level staff + 48cluster level staff + 48 VRPs)
staff recruited for this phase. The rationale behind recruitment of all staff before the
start of the phase is to make the project sustainable in 5 years for which mobilization
process needs to be started in first year itself of the phase itself.

Producer Group Formations & Capacity Building

8500 dry fish producers and 11500 wet fish members are formed into 2000 FPGs (850
Dry Fish FPGs and 1150 Wet Fish FPGs) in learning phase and 11500 dry fish
producers and 18500 wet fish members were formed into 3000 FPGS in scaling up
phase. Formed FPGs will be oriented about the project & benefits of being in the
group, collective marketing and common purchase of inputs. Capacity Building and
Value proposition trainings to be provided them. However, technical trainings to be
provided to members as when required as per their technical needs of the project.

Augmentation of Financial and Critical Input Linkages

Convergence with SthreeNidhi and other financial institutions to provide low
interest/no interest timely credit for inputs and working capital to 5000 members in
first year and 7500 members in second year respectively in learning phase. As well as
partnerships will be made with input suppliers to provide best quality raw materials to
members at reasonable cost and will be extend to members in the phase as mentioned
for credit linkages. These services will be extended to 15000 members first year of
scaling up phase and 22500 members in second year of scaling up phase.

Backward Linkages & Logistics Management

Partnerships will be made with logistic providers for extending services to members
on transportation, storage and handling fish at various stages. These services will be
provided to 5000 members from first year and 7500 members from second year in
learning phase. In scaling up we will extended this services remaining 25000
members, 15000 members will be covered in third year and 22500 members will be
covered in fourth year of the project.

Capacity Building by Technical Partners

Technical partners will provide trainings on hygienic practices, usage of small scale
productive infrastructure, quality enhancement in processes etc. to 7500 members in
first year and 12500 members in second year of learning phase. However, in scaling
up phase trained internal staff will provide these trainings to 30,000 members in third
year of project i.e. first year of scaling up phase.

480
 Small Scale Productive Infra & Technology Up Gradation
Once technical trainings are completed, we will provide some seed capital to
members for small scale productive infrastructure and technology up gradation as per
suggestion technical partners and members requirement. In case of individual infra,
convergence will be made with NFDB and suppliers to provide best quality infra at
minimal cost to 20,000 members in learning phase and 30,000 members in scaling up
phase.
Improved Market Access
Even though marketing tie-ups will be started in first year respective phases the
members can get benefit of those from second year only. However, in the first year
marketing MoUs signed based on sample products produced in pilot processing
centres. Once we achieve product standardisation based on technical trainings and
technology up gradation members enjoy these benefits as it is certify in those cases.
The project expecting that 5000 members from first year, 7500 members from second
year, 15,000 members from third year and remaining 22500 members from fourth
year will be benefiting from improved marketing services.

Value addition: Processes & Products

All the value addition process & products will be produced and tested in pilot centres
developed in the project. Once the process are clear and products are finalised
members follow the same and training will be provided on production theses value
added products like pressure washed anchovy’s, fish snacks, etc. Value additions will
be stared in second year for 5000 members and extended to additional 7500 members
in third year, 15000 members in fourth year and 25,000 members in fifth year
respectively.

Human Resource
The projects require HR arrangements at various levels. There will be one Chief
Operating Officer at state level followed by four member team at district level, who
will be assisted by cluster level spear head teams of four members each. The table
summarizes the HR requirements of the project:
Commodity Leader

Fishery Business Technical Expert/TSA

Expert/TSA

Commodity Team
Fishery
Fishery Quality
Quality // Producer
Producer
Business
Business Production
Production Group
Group
Expert
Expert Enhancemen
Enhancemen Expert
Expert
tt Expert
Expert
Multi-Disciplinary SHT
Fishery
Fishery Fishery
Fishery Fishery
Fishery Producer
Producer
Extension
Extension Business
Business Nutritio
Nutritio Group
Group
Specialist Specialis
Specialis nn Specialist
Specialist
Specialist
tt Speciali
Speciali
st
st
481

PG1 PG2 PG3 PG4

Figure 45: HR Structure for Fishery Value Chain

The following table provides the roles of staff at various levels:
Table 74: Fishery Value Chain Commodity Team Roles

Fishery Value Chain: Commodity Team Roles

Person / HR Roles
Fishery Business Experts on the business side of fisheries sector ( full
Expert time/retainers/agency)
 Marketing
 Linkages with private sector
Quality / Production Experts on the production/productivity aspects of
Enhancement Expert dry fish & wet fish processing & marketing ( full
time/retainers/agency)
 Technical Assistance,
 Procurement of (inputs, equipment, basic
infrastructure)
Producer Institutions Experts on producer institution mobilization
Expert Conceptualization & Strategic Leadership, Policy
Formulation
 Mobilizing producer group,
 Mobilizing Producer Institution,
 Technical Assistance,
 Capacity Building,
 Access to credit.

Table 75: Fishery Value Chain Multi-Disciplinary Spear Head Team Roles

Multi-Disciplinary Spear Head Team Roles

Person / HR Roles
Producer Group Mobilizing producer group, activity planning for the
Specialist producer group, maintenance of accounts/ books of
records, access to credit, procurement of (inputs,
equipment, basic infrastructure)
Fishery Business Facilitate input linkage, pre and post- harvest
Specialist practices, facilitate value addition, ensure linkages
with KRUSHE marts
Fishery Extension Introducing and scaling up productivity enhancing
Specialist technologies
Fishery Nutrition Works with the extension specialist to provide
Specialist nutrition counseling and enabling
production/harvest/post-harvest practices to be
nutrition sensitive, influencing production &
processing systems to be nutrition sensitive
Partnerships with Technical agency
482
 The project require technical agencies for providing technical consultancy in
developing infrastructure and imparting latest technologies for hygiene practices &
drudgery reduction, technical assistance in product development and packing
methodologies and other related supports like maintaining product quality as per BIS
standards in dry fish etc. They also required in providing trainings on fish processing,
quality assurance, post-harvest handling, preservation, product development, waste
management, value addition and packaging to our members. The project also required
their services in:
 Product Development
– Value Added Products like Fish Snacks, Fish Cutlet, Fish balls, Pickles,
etc…
– Ready –to – Eat Fish Products
– Extruded Products

 Certification
– Quality and food safety standards as per fish processing industry
– Development and implementation of BIS/HACCP/EU standards
 Fishery Waste Management
 Packing technologies

The following technical agencies can provide their services to the project:
Table 76: Summary Table of Technical Agencies required for Fishery Value Chain

Activity at which
S. No. Title/ Name of agencies Type of Services/ Support their services
required
Certification, Quality and food safety Quality
Central Institute of Fisheries
1. standards as per fish processing Enhancement &
Technology (CIFT),Cochin
industry Hygienic Practices
National Institute of Fisheries Trainings to MembersProduct Value Added
2. Post Harvest Technology and Development, Value Added Products Products &
Training (NIFPHATT), Cochin like Fish Cutlet, Pickles, etc. Marketing
State Institute of Fisheries Trainings and technical support in Skill up-gradation
3. Technology (SIFT), Kakinada Post-harvest fishery management, & Capacity
Department of fisheries, GoAP technologies to members & FPGs Building

Convergence with Government Departments

The project also converge with other government agencies like National Fisheries
Development Board (NFDB) in getting fund required in providing these small scale
productive infrastructure to members/Producer Organisation and in getting finances
for their working capital and infrastructure requirements. The following table
summarizes the convergences with the government departments:
Table 77: Summary Table of Convergence with Govt. Departments for Fishery Value Chain

483
 S. Title/ Name of Activity at which their
Type of Services/ Support
No agencies services required
To provide low interest/ no
Arrangements for
SthreeNidhi/ Other interest timely credit for
1. Infrastructure and Working
Financial Institutions fishing inputs and working
capital requirements
capital
In getting subsides and fund
National Fisheries
required in providing small Technology Up gradation
2. Development Board
scale productive
( NFDB)
infrastructure
A.P. State Fishermen Existing societies can be
3. Cooperative Federation lined up for common Marketing Access
Limited (AFCOF) procurement & selling

Activities to be financed in Fishery Value Chain

The following table summarizes the financial requirements for Fishery Value Chain
(Detail Financials are attached in Annexure II):
Table 78: Summary Table of activities to be financed in Fishery Value Chain

S.no Particular Year-1 Year-2 Year-3 Year-4 Year-5 Total

1 Human Resource 27.600 52.8 78 78 78 314.4

2 Technical assistance to 26.4 180.0 309.600 300 232.8 1048.8
producer groups
3 Infrastructure & Value 29.00 33.00 33.00 25.00 25 145.00
addition
4 Training and Capacity 41.3 263.8 411.400 - - 716.5
Building
5 Technical agency 10 60 60 50 50 230
6 IT equipments 5.6 26 22 0 0 53.6
7 Community fund 40 500 410 210 10 1170
TOTAL 179.9 1115.6 1324 260 60 3678.3

484
 Annexures IA: Outcome Calculations for Dry Fish
RaTotal Raw Total Final
w Purchase Materia Purchase Product Net Value of Trans Wa Marketing Stock Loss during Margin Margin Margin
Particulars Fish
Cost l (Salt) Cost per cycle Final product port ges Charges Process per cycle per Month per Year
Cost Cost Selling C
per per Am Quantity( Price Total Quantit os
Kg Amt Kg t Kgs) per Kg Amount y(Kgs) t Amt
Baseline 10,0 1,20 2,10 1,75
Situation 400
25 00 400 3 0 250 70 17,500 300 0 500 25 70 0 1,650 3,300 33,000
After 10,0 1,00 2,10 1,89
Intervention 400
25 00 400 2.5 0 263 72 18,900 158 0 500 26.25 72 0 3,253 6,505 65,050
Savings/
Additional
Increase 0.5 200 13 2 1,400 1 2 140 1,603 3,205 32,050

Annexures IB: Outcome Calculations for Wet Fish

Particulars R Total Net Value of Final product Value Wage Trans Marketing Stock Loss during Margin per Mar Margin p.a.
a Purchase Cost Addition s port Charges Process Month gin with int.
w savings
p. a
F

485
 i
s
h
Cost
per Amou Selling Price Total Quantity( Co Amou
Kg nt per Kg Amount Kgs) st nt
60,00 17 31,20
Baseline Situation 400 150 0 170 68,000 0 0 480 1,000 20 0 3,400 3,120 0
60,00 18 61,85
After Intervention 400 150 0 185 74,000 800 3,000 240 1,000 15 5 2,775 6,185 0 64,350
Savings/ Additional - 30,65
Increase 15 6,000 -800 3,000 240 625 3,065 0 33,150

486
16.17 Turmeric value chain
Introduction:

Turmeric known as ‘Indian Saffron’ is originated from Southeast Asia. Turmeric is used as an
important ingredient in Indian foods and the root of turmeric plant is used to prepare yellow
spice. The botanical name of turmeric is Curcuma Longa and belongs to Zingiberaceae family.
Indian turmeric is considered to be the best in the world due to presence of high curcumin
content. There are wide uses of this golden spice. Apart from its domestic culinary use, it is used
in processed foods. Turmeric is also an important ingredient in cosmetics as well as in the
pharmaceutical industry.

India is considered as the largest producer, consumer and exporter of turmeric in the globe. Other
major producers are China, Myanmar, Nigeria, Bangladesh, Pakistan, Srilanka, Taiwan, Burma
and Indonesia, etc., Global production is estimated around 11 -11.5 lakh tonnes. India contributes
about 78per cent of the world production and 60percent to the total trade.

Global production of turmeric is estimated around 10 lakh tones. India leads the turmeric market
and contributes 80 percent to the world production. The major consumers are India, Japan,
Srilanka and other African countries.

Figure 46 World Wide Production

In India Andhra pradesh contributes 60% followed by Tamil Nadu by 20 % and Odissha by
17%.

Figure 47 State-wise Production

487
In Andhra Pradesh, Karimnagar, Guntur and Nizamabad are the largest producers of Turmeric.

Figure 48 District wise production

It is very evident from the above shown graph the production in Srikakulam, Vizianagaram &
Vizag is very low with respect to other districts, as turmeric generally grown in tribal areas of the
respective districts.

Case Study on Livelihoods Conditions of the Poor in Diguva Solamula, Paderu Mandal,
Visakhapatnam District, Andhra Pradesh

Tribal habitation Diguva Solamula has 62 households, most of which belong to the Kondh tribe, own
land, grow multiple crops such as paddy, millets, turmeric, rajmah, coffee, own a cow but do not milk it,
have irregular access to entitlements such as PDS and NREGA, and financial access is also low. Food and
health expenses are the major outflows at the household level, and income from cultivation of paddy and
turmeric formed the main inflows. These were followed by NREGA wages. A broad estimate of the
monetary value of the livelihoods in the habitation puts the value of produce produced by the villagers at
Rs. 20 lakh approximately, and the income earned from wages by working under NREGA and as
agriculture and construction labourers was about Rs. 5 lakh, resulting in an average annual income per
household of Rs. 41,000. Average level of indebtedness at the household stood at Rs. 10,000. Low
productivity of land, lack of irrigation and marketing facilities constrain the agriculture growth. Turmeric
crop in Paderu is harvested once every two years even as crop duration when grown as field crops is just
nine months. Anecdotal evidence shows that the same plant/seed material for turmeric is being used for
several years in a row. Interventions in improved cropping techniques, seed replacement and local value
addition could give substantial gains. Similar opportunities abound in coffee, ginger and other NTFP
commodities. Schooling of children in the habitation shows aspirational change among this tribe as it has
opened up job related livelihood opportunities in Visakhapatnam and Hyderabad. About 5-6 children
from the habitation were pursuing higher studies drawing scholarships under Government schemes.
However, there is also large number of unemployed youth in the village who could benefit from
MGNREGS creating private productive assets as well as create public assets benefiting drinking water,
sanitation and access infrastructure. Almost all households maintain home gardens and Anganwadi
center in the village was functioning well with good attendance of women and children. Growth
monitoring data reflected good health indicators among women at risk categories in heamoglobin levels,
weight gain during pregnancy, etc. However, there were three infant deaths reported during the last
summer due to diahorrea and dehydration. Financial access from commercial banks, transportation to
local health center, and availability of safe drinking water were posed as development constraints in the
village.

488
 Gaps:
Using same planting materials for last few decades, growing same crops without applying any
manure, absence of ridge and furrow method of land preparation etc are the major constraints.
Lack of scientific know-how, non adoption of mulching, absence of irrigation at critical periods,
unscientific post harvest practices are the major production constraints.
Cultivators in north coastal Andhra Pradesh are resource poor and have low produce holding
capacity. Lack of storage facilities at farm, non-existence of organised marketing system/
growers association etc. force the growers to sell their produce just after harvesting through
commission agents and in weekly markets.
Absence of adequate number of post harvest processing units to absorb marketable surplus forces
the cultivators to sell the produce as fresh only. Unorganised marketing system is another
constraint determining the low adoption of improved production packages and enhancing the
productivity system. Establishment of processing units is needed to absorb the market surplus
and produce value added products that have longer shelf life.

Previous Interventions

National Horticulture mission - To promote holistic growth of the horticulture sector through
an area based regionally differentiated strategies. This programme is under implementation in 18
districts, Srikakulam, West Godavari, Guntur, Prakasam, Nellore, Chittoor, Kadapa,
Ananathapur, Kurnool, Mahabubnagar, Rangareddy, Medak, Nizamabad, Karimnagar, Warangal,
Khammam, Adilabad, Nalgonda and 2 Tribal Areas (Rampachodavaram of East Godavari and
Paderu of Visakhapatnam) of the state.

RKVY – Mechanization of Turmeric post harvest viz turmeric polishers and cooking machines.

Key strategies / Approaches

All these schemes are aimed at productivity enhancement but not on incomes. Further these
schemes reached only to large farmers and confined to certain regions only. None of these
schemes addressed imperfections in the markets. APRIGP is aimed to address all these issues.
Following are the main objectives of APRIGP:

 Economic mobilisation of farmers into FPOs for accessing premiums and value addition to
enhance the income levels of farmers
 To build partnerships with corporates and other organisations to enhance market links for
pesticide free / organic produce
 To create value of the produce through organic certification
 To link rural consumers through local distribution channels

Producer organizations:

489
 Producers from targeted communities will be organized into producer groups around the
cropping system, in order to achieve full benefits of the Producer Groups, it is necessary that the
support activities of the producer group span through all stages of production cycle considering
both forward and backward linkages of production. These include:
 Production planning
 Input management
 Productivity enhancement (technology extension and information)
 Post production activities (local value addition and processing)
 Quality management
 Information and marketing linkages and marketing management
 Risk management

This component is the core of the project which involves strengthening and building vibrant and
self-managed institutions of the small & marginal farmers like producer organizations and
producer companies.
The focus will be on mobilization of 50,108 turmeric farmers into 1000 Village Producer
Groups; 50 farmers in each group.
Community Managed Extension System for transfer of Technology:
The transfer of technology is through community based local best practicing farmers. Farmers
field school (FFS) is the key activity for transfer of technology and sharing of best practices.
Farmers upgrade knowledge by sharing, observations and experiments. 20-25 farm families
formed into a group known as “Sasyamithra Sanghas” and these sanghas are assisted by a Village
activist (a practicing farmer) and a Cluster activist (for a group of five villages, he is also a
practicing farmer) who facilitate the knowledge sharing processes. They are paid by the S.H.G
federations, the V.Os and the M.Ss to work as para extension workers, and, they are completely
accountable to them.
Technical support organizations will provide support for providing technical details to farmers on
land preparation, seed rhizome selection like mother rhizomes are better yielders than finger
rhizomes. Good quality disease and pest free rhizomes of previous crop preserved for next
sowing, seed material, seed rate, seed treatment, spacing, manures and manuring.
Augmentation of credit linkage:

Financial institutions like Sthreenidhi and other Commercial Banks will provide credit support to
three tier structure of community institutions (Producer organizations).
Turmeric is a commodity which needs credit support for upgrading pre harvesting process like
mechanization as well as its post harvesting process for cleaning, boiling, drying & polishing
especially for tribal areas in Andhra Pradesh.
Enhancement of productivity and improved cropping pattern:

The objective of this component is to enhance the productivity (MT/Ac) of turmeric. The current
average yield of turmeric is 2.4MT/Acre49. Productivity could be enhanced from 2.4MT/Acre to
4MT/Acre using proper package of practices, planting material, adopting CMSA methods, using
proper input & services, transplantation etc.

49
Secondary date collected from DACNET

490
Aggregation and logistics management:

The goal of this component is to provide aggregation facilities to farmers at cluster level. At
cluster level farmers will be provided with standard operating equipments and facilities for
aggregation. A transportation agency will be hired for aggregation and collective transportation
in an efficient way.
This strategy requires large scale of production and tie-ups with large companies or exporters.
Dealings here are only at the wholesale level where our scale of operations gives us the
bargaining power. Here inspite of the bargaining power, the control of the producer over the
value chain is low, as is the realization of price, although it is better than non-aggregated sale.
The strategy is - Establishing the 20 small store rooms at cluster level for procurement and also
establishing the linkage for marketing of produce with various agencies so that higher margins
are obtained. It also includes building of cemented platforms at each farmer house for uniform
drying or at village level.
Organic certification and nutritional linkages:
The objective of this component is to work in convergence with government agencies such as
National Center of Organic Farming for capacity building of the producers on organic package of
practices and sensitization of the producers on the benefits of organic farming, although in the
turmeric project area most of the farmers are doing traditional practices and so, the utilization of
pesticides and fertilizers are comparatively low with respect to other region. A few amount of
produce like 20 kg/NDCC/Year of the produce will be supply in the convergence with existing
‘Nutrition cum Day Care Centers’ to supply them with quality produce without any pesticide
residues which will help in enhancing the nutritional level and rest of the organic produce as a
premium product for increasing the income of the producers.
Partnership for Value addition and marketing:
The project will also include convergence with government agencies, NGOs as well as private
sector like big traders and export agencies for realization of better prices. This convergence will
help in technology transfer, dissemination of knowledge and capacity building, use of best
practices etc.

Project Scope:
It is proposed that 20000 poor households/families would directly partner the project in 3
districts in Andhra Pradesh region i.e, Srikakulam, Vizianagaram & Vishakapatnam.
In the project area there are three districts in Andhra Pradesh which have been selected as a
potential area of operation having the total area of 48539 acres under turmeric cultivation with
50108 turmeric farmers50.
The map shown below is describing the availability of turmeric cultivation in Andhra Pradesh:

50
Primary data collected by CMSA teams of respective districts.

491
 Vizianagram

Andhra Pradesh
Srikakulam

Visakhapatnam

Yellow marked area in the map showing project

area for Turmeric Production

Figure 49: Map showing potential area of turmeric cultivation

Turmeric plantation in Andhra Pradesh is being done in three districts, shown in the tabular
format below:

Table 79:Area under turmeric cultivation and turmeric farmers in Andhra Pradesh

S.No. District name Area under Turmeric Number of

(in Acre) farmers
1 Srikakulam 20000 22000
2 Vizianagaram 12339 11108
3 Visakhapatnam 16200 17000
Total 48539 50108

Roll out plan

This plan will be implemented over the time span of five years with seven major activities as
given below in the table
S.no Particulars Year 0 Year-1 Year-2 Year-3 Year-4 Year-5
1 Recruitment of staf - - - -
(in 6 month)
2 Social mobilisation 12000 8000 - -
and institution
building-No. of
farmers

492
3 Capacity 12000 8000 - -
Building/trainings-
No. of farmers
4 Convergence with 12000 8000 - -
financial institution
5 Productivity Preparatory Preparatory 12000 8000 -
enhancement Phase Phase
6 Aggregation, value Preparatory 12000 8000 -
addition and Phase
marketing
7 Organic certification Preparatory Preparatory 4000 8000 8000
Phase Phase
Recruitment and positioning of the staff

The recruitment of staf from state level to village level is to be done from the inception of the
plan i.e, zero year of implementation of the plan project, 400 village resource persons are
required for the mobilization of farmers at village level, 10 spearhead teams at cluster level are
required and each spearhead team consists of 3 professionals (Agribusiness Coordinator, Agri-
nutrition Coordinator, VPG Coordinator) which will monitor 40 VRPs, so, one spearhead team
will be responsible for 2000 farmers, the activities of spearhead team will be monitored by state
level team of 4 professionals like Agribusiness Expert, Agri-nutrition Expert, M&E Expert, VPG
Facilitator.
Outputs
The project will focus to increase the income of a farmer through diferent interventions on
diferent steps in value chain;
a) Increase in income through productivity enhancement
b) Increase in income through decrease in cost of cultivation
c) Increase in income through aggregation & value addition
d) Increase in income through organic premium

20000 producers of turmeric grow 38831MT of cured turmeric using sustainable agriculture
practices with a livelihood turnover of 80.62 Crores resulting in net additional income of Rs.
18,280 per acre.

493
 Additiona
income o
Rs.18280/
-

Figure 50 Waterfall chart showing incremental income due to each successive intervention.

Current gross income:

The current gross income for one acre land has been calculated based on the average productivity
figure and the prevailing market prices51 of turmeric obtained from secondary data source. The
gross income from one acre turmeric field is Rs. 34,320.

Productivity enhancement:

The current average productivity of Turmeric in Andhra Pradesh is 2.64t/acre 52. The productivity
of Turmeric can be increased by adoption of various good practices such as use of good quality
planting material of suitable variety, timely & adequate irrigation, proper land preparation i.e.
Ridges and Furrow system, application of adequate manure as turmeric is a heavy feeder,
mulching and shading. APRIGP aims to increase the productivity from 2.64t/acre to 3.2t/acre by
adoption of above mentioned package of good practices. This much increase in productivity will
get an additional income of Rs. 7,280/- from one acre land.

Improvement of cropping pattern:

Cropping pattern can be improved by addition of some complementary intercrops to the turmeric
fields which will help in getting some additional income and will also hedge risks of crop failure.
Some shady and economically important tree species can also be included as turmeric is a shade

51
http://www.commodityonline.com/commodity-market/commodity-prices/turmeric
52
DACNET Turmeric.xls

494
 loving plant. By including 20 trees of Mango and Jackfruit in one acre of turmeric field an
additional income of Rs. 5000 can be obtained53.

Redgram and Castor can also be planted at wider spacing. Weeding can be done as and when
necessary. The plants are earthed up at the time of 2nd and 4th top dressings. Some of them
follow maize as inter crop at the spacing of 45 x 10 cm.

Rotation and Mixed Cropping

 Turmeric can be grown as an intercrop in mango plantations.
 In wetlands, it is grown in rotation with Rice, Sugarcane, Banana or Vegetables.
 In garden lands, it is often in rotation with rainfed rice mixed with Pigionpea, Maize.
 Turmeric can be rotated with crops such as Finger millet, Rice and Sugarcane.
 It is rarely cultivated in pure stand, but is usually grown mixed with crops like Castor, Maize,
Finger millet, Brinjal and Tomato.

This highly profitable finding should be seriously taken note of and implemented by progressive
turmeric growers.

Processing and value addition:

Processing would include grinding of turmeric to obtain turmeric powder. For this purpose 20
turmeric powdering machines will be installed at cluster level. If 25% of the total produce from
one acre goes and processing and powdered turmeric is sold at Rs. 100 per Kg an additional
income of Rs. 5,600 can be obtained.
Organic Premium:

APRIGP envisages facilitating the turmeric farmers to go for organic certification from the 2nd
year onwards. Proper training on adoption of organic package of practices will be rendered to the
producers in the initial years of the project based on National Programme on Organic Production
(NPOP) guidelines. If 25% of the produce is sold at and organic premium of Rs. 2 per kg, an
additional income of Rs. 400 can be achieved.

Project Factoid

The project will cover 12 mandals spread into 3 Districts of Andhra Pradesh covering total area
of 48539 Acre under turmeric crop. Number of turmeric farmers to be covered in this project are
20000. Estimated production through interventions under project after five years is 38831 MT is
expected for this economic mobilization is required to achieve the estimated figure by having 50
turmeric farmers in one village producer group which will be mobilized by village resource
person and cluster level federation.

53
Based on discussion with progressive farmers in Vazaiguda village in Seethampeta mandal of Srikakulam district

495
 Table 80:Project Factoid

Number of districts 3
No. of Mandals 12
Total area under Turmeric plantation in acres 48539

Turmeric farmers 20000

Estimated production 38831MT
VPG’s (Village producer group) 400
Farmers in one VPG 50
Number of VRP’s (Village resource person) 400
Farmers under one VRP 50
Cluster level federation 10
Cluster level spearhead team 10
No. of VPG’s under one spearhead team 40
HR Structure

Commodity Leader

AgriBusiness Technical Expert/TSA

Expert/TSA

Commodity Team
Agri
Agri Production
Production Producer
Producer
Business
Business Enhancemen
Enhancemen Group
Group
Expert
Expert tt Expert
Expert Expert
Expert

Multi Disciplinary SHT

Extension
Extension Agri
Agri Business
Business Agri
Agri Producer
Producer
Specialist Nutrition Group
Group
Specialist
Specialist Specialist Nutrition
Specialist Specialist
Specialist
Specialist

PG1 PG2 PG3 PG4

Figure 51: HR structure

Person Roles

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Producer group  Mobilizing producer group,
Specialist  Activity planning for the producer group,
 Maintenance of accounts/ books of records ,
 Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)

Agri Business  Facilitate input linkages (seeds, fertilizers),

Specialist  Facilitate pre and post- harvest practices,
 Facilitate value addition, ensure linkages with KRUSHAA marts

Extension Specialist Introducing and scaling up

 productivity enhancing technologies,
 Farmer field schools.

Agriculture nutrition Works with the extension specialist to provide

Specialist  nutrition counseling /kitchen garden promotion through the farmer
field schools and other extension means ,
 Enabling production/harvest/post-harvest practices to be nutrition
sensitive,
 Influencing cropping systems to be nutrition sensitive

There will be one village resource person (VRP) who will continuously work with 50 turmeric
farmers. 2000 turmeric farmers will constitute a cluster level federation. There will be such 10
cluster level federation group and on each cluster level federation, there will be one Commodity
Leader and one spear head team consisting of four experts namely agri-business specialist, agri-
nutrition specialist, Extension specialist, Producer group specialist at the cluster lever and a team
consisting of three experts on project level namely as Agri Business Expert, Enhancement Expert
and Producer Group Expert.

Activities to be financed

Activity wise finance (in lakhs) for the project is as follow:

S.no Particulars Year-1 Year-2 Year-3 Year-4 Year-5 Total
1 Human Resource 0 36.15 47.55 47.55 47.55 178.8
2 Technical 0 151.2 252 252 194.4 849.6
assistance to
producer groups
3 Infrastructure & 0 40 20 0 0 60
Value addition .000

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4 Training and 0 26.3 17.2 0 0 43.500
Capacity Building
5 Technical agency 0 57.5 57.5 32.5 12.5 160
6 IT equipments 0 26.1 16.9 0 0 43.0
7 Community fund 0 315 230 50 50 600
TOTAL 0 652.25 641.15 382.05 304.45 1934.9
Table 52: Financial plan for five years

Convergence
 Streenidhi and other financial institutions: For providing the financial inputs to farmers at
village level groups (VPGs), Cluster level federations and producer organization
 NCOF (National Centre for Organic Farming): For organic certification at village level groups
(VPGs), Cluster level federations and producer organization
 NDCC (Nutritional Day care center): Linking with NDCC to improve nutritional content of food at
the center at village level groups and cluster level federations.
 ITDA: Integrated Tribal Development Agency provides subsidies on various components of the
value chain like construction of cemented platforms, distribution of seeds, providing financial
support for processing unit etc. through various government schemes.
 KRuSHE Marts, other retail outlets, Ayurvedic medicine producers (Patanjali) : For marketing and
sales producer organization can be linked.

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 Annexure I: Environment Management framework in the Turmeric Value
Chain:

Component Possible Issue Intervention, Best practice

Interventions for Productivity Enhancement thorough environment friendly practices
Varietal selection Varieties not suitable to The varieties currently growing in
local environmental Paderu and other bottom 300
conditions may not mandals are local varieties and
respond well and increase they contain high Curcuma
the chemical inputs and content. As they are not replacing
cost of cultivation. the planting material for several
years, they may replace planting
material from similar location i.e
Paderu can get from Seethampeta
or Parvatheepuram.

Nutrient Crop requiems 300 kg N, 125 kg

management P2O5 and 200 kg K2O per hectare Annexure –II
in organic and inorganic forms. 25
tons of FYM is recommended
before ploughing.

Use of chemical fertilizers will

leave residues in soil and afects
microbial activity.

Planting (seed Seed treatment is recommended Apply Trichoderma (10 gms inncoluated
treatment) with Dithane M45 or malathion in cattle manure) in the pits before
which cannot be used in project. planting the rhizomes.
Irrigation
Turmeric requires frequent irrigation. It
requires 20 – 25 irrigation during the crop
period. One or two ring wells may dug up
to provide regular irrigation. Drip
irrigation will lead to higher yields.
Following stages are critical stages for
irrigation:

A. Germination stage

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 B. Tillering stage

C. Rhizome initiation stage

D. Rhizome development stage

Mulching:

Mulching with green /dried leaves, live

mulch with creepers is essential for
germination, check weed growth and to
conserve soil moisture. Mulching with
Dhaincha, Sunhemp, glyricidia are the
best leaves for mulching.
Pest management Heavy incidence of Rhizome rot, Non Pesticide Management Practices
leaf spot, bacterial leaf blight and
stem borer demands use of
pesticides and fungicides.
Use of chemicals for pest
management will leave harmful
residues in soil, afects
biodiversity and may leave
residues in product as well.
Curing Curing involves boiling of rhizome Steam boiler can be used which enable
fingers (mother tubers are usually uniform cooking of rhizomes, saving the
kept for seed purpose) in water. fuel and time, since this method boils
higher quantity of rhizomes.

Water requirement is more in Capacity of the boiler is about 250 to 270

traditional method of curing and kgs/batch and 3.5 to 4 tonnes per day of
eight hours. Fuel requirements are 18-20
requires more fuel.
kgs of agricultural waste materials per
batch of 250 to 270 kgs of rhizomes. The
cost of the unit is approximately Rs. 1.00
lakh (2008).

Boiling in perforated trough in a pan will

also save water as the water can be
reused.
Drying The cooked fingers are dried in During night time, the rhizomes should
the sun by spreading them in five- be heaped or covered with material
seven which provides aeration.
cm thick layers on bamboo mats

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 or drying floor. It may take 10-15
days for the rhizomes to become
completely dry.

Solar tunnel drying can be explored to

Unclean drying floors and contact avoid spoilage and maintain the quality,
with moisture will develop colour.
moulds and encourage pest
attacks.
Storage The following fungicides are
recommended as a pre-storage
dip treatment for rhizome seeds:
quinalphos at 0.075%, and
mancozeb at 0.3%. The chemicals
are not permitted in project as
per the World Bank Safeguard
Policy on Pest management. The
chemicals leave residues in the
product which is harmful.
Rhizomes for seed purpose are generally
stored by heaping in well ventilated
rooms and covered with turmeric leaves.
The seed rhizomes can also be stored in
pits with saw dust, sand along with leaves
of Strychnos nuxvomica. The pits are to
be covered with wooden planks with one
or two openings for aeration.
For preservation of seed rhizomes the
material can also be stored by heaping
them under the shade of trees. Heaps are
covered with turmeric leaf and plastered
with soil and cow dung mixture. It can be
left undisturbed for 2 - 3 months until
sowing.

The cured produce can be stored in pits

of 4 x 3 x 2 m size. Pits are dug in
elevated place and dried for two days;
bottom and sides of the pits are thickly
lined with grass or Palmyrah mats.
Subsequently cured produce is filled in
pits and is covered with mats and finally
with earth. The materials can be stored
for one year.
Polishing The appearance is improved by No environmental issues.
smoothening and polishing the
outer surface by manual or
mechanical rubbing on a hard
surface.
The improved method is by using
a hand operated barrel or drum
mounted on a central axis, the

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 sides of which are made of
expanded metal mesh. When the
drum filled with turmeric is
rotated, polishing is efected by
abrasion of the surface against
the mesh as well as by mutual
rubbing against each other as
they roll inside the drum.
Turmeric is also polished in power
operated drums.
Packing Packaging is normally done in No environmental issues.
clean gunny bags and it should be
polythene laminated gunny bags.

For domestic markets, turmeric

are packed in gunny bags and jute
sacks.

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 Annexure II- Results Framework

Objective Indicator
Enhancing the income of Turmeric
farmers by Increasing Productivity
& Reducing cost of cultivation and
Objective Increase in net Income/ Family
sharing the larger part of
consumer Rupee to the Primary
Producer by value addition
Change in knowledge, skills and Adoption of new technology and new seed
attitude variety
%of moisture content in soil, C:N ratio,
Improvement in Soil fertility
organic carbon and micro nutrients
Intermediate
Outcome Adoption rates for best package of practices
Change in package of practices Planting material rate & adoption rate of
new variety
Mitigating price fluctuation % increase in selling price
No of VPG's formed
% of farmers institutionalized
Producer Groups
Proper functioning
Retention rate
Output Increased Productivity Yield/acre
Collective Marketing Quantum of sales
Capacity Utilized
Mandal level processing Quantum of sales
% of consumer Rupee
Input Number of Focused group discussion
conducted
Producer Mobilization No. of farmers attended the mobilization
meetings
Quality of training material
Technical training for production No.of exposure visits
enhancement
No. of demo Plots
Quality of trainers and training material

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 Infrastructure
Storage and Processing Utilization of the resources; quantum of
storage and processed goods
Decrease in occurrences of gaps in the
Technology: MIS, Mobile based system
platform
No. of people getting information

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16.18 Case Study: ORVAKAL
A productive eco-system, which is required for promotion, growth and expansion of a business,
is found lacking in isolated rural set-up. The lack of micro-enterprise eco-system is primarily
attributable to dearth of ‘need-based’ finance and absence of ‘personalized’ advisory services.
Situation is further aggravated by limitation of skill-training pedagogy and lack of local
manufacturing units.
On ‘need-based finance’, banks find the transaction cost of doing business with micro-enterprises
unviable, majorly due to lack of books of accounts, cashflow spread over multiple livelihoods
and long distances of enterprises from bank branch. Further, rural enterprises, partly due to lack
of skill and partly due to willful magnification of financial need of business, tend to borrow more
than actually required. Significant portion of the borrowing goes into non-productive activities.
The solution lies in building the capacities of rural youth to perform the job of bank manager.
With assistance of a technology platform, rural youth can perform due diligence of micro-
enterprises at fraction of cost. The technology platform also ensures that different appraisal
mechanism is used for different businesses, in context of multitude of rural enterprises and their
complex economics. Second, due to lack of structured mechanism to filter out the deserving
enterprises from non-deserving ones, the former lose out on growth opportunities. Undeserving
ones, who find themselves lucky, tend to divert credit to non-productive activities. The solution
lies in objective decision-making through micro-enterprise credit rating. The credit rating
platform rates each micro-enterprise on key financial and business performance parameters,
relative to those of its top percentile peers.
On ‘personalized business advisory’, entrepreneurs struggle to make decisions where data
crunching and complex calculations are required. They end up picking up intuitive choices.
Common pitfalls involve bulk discount deals, cost-benefit analysis, start-up & growth capital
calculation etc. Availability heuristic and mood congruence further biases the intuition. The
solution lies in building capacities of rural youth to provide key business advisory to micro-
enterprises. The advisory by rural youth through use of technology platform is complemented by
real-time business intelligence and comparative competitor intelligence.
Under micro-enterprise development project in Orvakal, efforts have also been put into making
the pedagogy of training rural youth replicable. Apart from creating a new training module on
rural enterprises management, videos have also been created which are then used by senior
trained youth to train more rural youth in other mandals.
The project has also found that the major impediment towards promotion of new enterprises is
lack of exposure to business ideas for starting up new business. The solution lies in capturing
videos of successful and replicable local businesses and then disseminating in remote rural
villages. Scouting and identification of potential rural entrepreneurs is done through daily village
level screenings of business and generic advisory videos. During promotion of new enterprises,
geo-mapping mechanism is used to avoid unnecessary internal competition among supported
enterprises.

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16.19 Results Framework: Rural Retail Chain
Objective
Impact/PDO
Enhanced and improved quality of
consumption of a PoP Household in
the nutritional, personal hygiene
products and increasing access to
energy, informational and other
essential services by organizing a
network of rural retail outlets
(KRuSHE Marts) and home-based
enterprises (KRuSHE Enterprises).
S.No. Intermediate Outcomes
1 Increase in consumption of nutritional
and hygiene products per Household
2 Increased shelf space for nutritional
and hygiene products
3 Increased access to information at
village level
4 Better access to microenterprise
produces, agri and NTFP commodities
5 Retention
6 Technology adoption of CKC,
Producer Groups and microenterprises
7 Increased income by Rs. 32,000 p.a. at
HH per retail store
S.No. Outputs
1 Retail Outlet Socio Demography and Number of Retail Outlets Identified = 7500
associations Formed
2 Rural home based enterprises Number of home based enterprises identified &
identification and development
3 Support Services for branding
Indicator
Improved nutrition and hygiene at a PoP HH
level. Number of new nutritional and hygiene
products available at local rural retail store.
Increased consumption of a PoP HH through
savings. Better market price for local produce.
Increased community participation in trainings
and government schemes.
The inventory turnover ratio of nutritional
products.
Number of microenterprises making these
nutritional products
Number of orders placed per retail outlet to the
total nutritional demand of the PoP HH served by
one retail outlet
Nutritional products added to the retail outlets to
the total nutritional products identified
Increase in price paid to the local produce
Increase in enrolment and decreased turnaround
time in access to government schemes.
Number of retailers linked to these producers and
micro enterprises
Number of HHs aware to the number of HHs in
VO
Number of drop outs at association level and
Community KRuSHE Consultants leaving/annum
Ratio of CKC with Android devices (for order
placement, aggregation and FAQ) to Total
number of CKC
Ratio of Retailers with additional income of
32000 to the total number of retailers
Ratio of retailers with footfall rise to total
retailers
Number of associations formed = 150 (per
mandal one association)
developed: 7500
Ratio of Retail outlets with external template to
the Total number of retail outlets identified
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4 Support for Quality Assurance
5 Supporting Infra and Finance
S.No. Inputs
1 Supporting Human Resource
2 Training rural retailers
3 Training to staff
4 Technology: MIS, Mobile based Usability of the MIS and the Mobile based
platform
5 Seed Capital
6 Sector Experts
7 Development of Training Videos Number of training videos developed.
Costs saved by investing in videos, Ratio of
Trainings through videos to the total number of
trainings
Number of CKC with KRuSHE uniforms and
caps
Ratio of SKUs of SHG Products with traceability
to total number of SKUs of SHG Products
Financial funding to each association
Ratio of Common Stocking points to total number
of associations
30 Cluster level KRuSHE Mart teams,9 District
Production Enterprise Teams, 9 District level
KMart YPs, one state level team.
300 Community KRuSHE Consultants (CKC) for
the project area.
Number of retailers trained, expenditure on
training material, expenditure on trainers (per
annum)
Number of staff trained, expenditure on training
material, expenditure on trainers (per annum)
platform. Number of CKC trained, expenditure on
training material, expenditure on trainers (per
annum)
Number of enterprises funded to the total
enterprises
Cost of hiring sector experts

16.20 Survey Format

Survey format for Trade in and Trade Out at a mandal level.

SHG Member Name:
SHG Name:
Village Organization:
Mandal Name:
Need to travel to
Cost of
Service mandal/nearest Frequency
service/visit
town/market
Passport Photo
Mobile Recharge

507
 Processing of
Chilli/Turmeric
Information on
train/bus booking
Information on
Government
Schemes
Banking services
Internet

16.21 Nutrition Products

Product sub categories:
1. Products with shelf life
2. Products with no shelf life
3. Products with intermediate shelf life
Product List:
1. Products with shelf life:
(a) Corn flakes mixture
(b) Raagi muruku
(c) Grain squares
(d) Raagi and bajra khakras
(e) Jowar date and cashewnut cookies
(f) Jowar sesame bread sticks
(g) Palak nimkis
2. Products with intermediate shelf life:
(a) Mixed grain and leaf patties
(b) Jowar pita pockets
3. Products without shelf life:
(a) Spinach pakoda
(b) Raagi banana pancakes
(c) Raagi veg roll
(d) Soya paneer pancakes
(e) Karela muthias

Nutrition value of the 15 products

1. Corn flakes mixture:
Cornflakes mixture is not only tasty but also has good health benefits because of its
ingredients. Cornflakes are a good source of vitamins, minerals, folate, dietary fiber, as
well as proteins, carbohydrates and thiamine. Beaten rice is rich in iron, carbohydrates,
low on gluten and it is very good for diabetics. Peanuts are rich in energy and dietary
fibre.
Roasted gram is a rich source of protein, fiber, folate, minerals and fatty acids. Curry
leaves are a rich source of iron.

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2. Raagi murukulu:
Ragi Flour is rich in calcium and fibre content. It is on the same lines as the well
prevalent murkulu and hence can be introduced right away.
3. Grain squares:
Grain squares are a tasty snack for kids. Making them with whole wheat flour, a good
source of vitamins B1,B2,B3, flic acid, ragi (red millet) flour, a good source of calcium,
jowar (white millet) flour, a source of fibre and bajra (black millet) flour, a high fibre
source.
4. Raagi and bajra khakras:
Made up of bajra, ragi, whole wheat flour, it becomes a good source of high fibre,
calcium and
5. Mixed grain and leaf patties:
Whole wheat flour, ragi serve as good sources of fibre and calcium. Soya granules are
source of protein, drumstick leaves reduce blood sugar levels, Red Kerala Spinach,
fenugreek (methi) leaves, bean sprouts, curry leaves, asafoetida.
6. Crunchy nutty raagi cake:
Ragi is rich in calcium. The milk used in the recipe is a source of many nutrients. Cakes
are consumed by children and this cake can be a tasty source of nutrients for them.
7. Raagi banana pancakes:
Jaggery is a rich source of iron and bananas of phosphorus.
Milk adds to the nutritional value of the pancakes and makes it a tasty snack for kids.
8. Ragi veg roll:
The wrap up is made up of healthy raagi instead of maida and the stuffing consists of
sweet corn kernels, capsicum, carrots, beetroot all which are good sources of vitamins.
9. Soya paneer pancakes:
Pancakes are tasty snacks and they can be made nutritious by making them with jowar
flour which is a rich source of fibre, soya flour a good source of proteins and low-fat
paneer which is a rich source of calcium.
10. Karela muthias ( fried or steamed dumplings):
Bitter gourd is well known for lowering blood glucose levels and is good for diabetics
and low fat curds are good for cardiovascular health.
11. Jowar sesame bread sticks:
Jowar flour a rich source of fibre and whole wheat flour a good source of Vitamins B1,
B2, B3, E and folic acid make this tasty snack for kids healthy at the same time.
12. Jowar, date and cashewnut cookies:
Jowar a rich source of fibre, dates a good source of iron and soya flour is a packet of
proteins. Cookies are well accepted by children and hence can be a good nutritious snack.
13. Jowar pita pockets:

509
 It’s a folic acid and zinc rich recipe. Low fat curds (dahi) is said to boost immunity ,
cabbage, beetroot and carrot are sources of vitamins, kabuli chana helps prevent cancer,
mint leaves are packed with anti bacterial and anti inflammatory properties. It is new line
product and would require some ground work before it’s introduced- like consumer
behaviour study, etc.
14. Palak nimkis:
Jowar (white millet) is a rich source of fibre and spinach is loaded with vitamins and
anti-oxidants. Nimkis have a good shelf.
15. Palak pakodas:
Palak is rich in antioxidants, vitamins, omega 3 fatty acids and folic acid which are good
for heart and has a low glycaemic index. Pakodas are well accepted snacks all over India
and they can be introduced right away in the market.

16.22 Information Centre Innovation

With reference to the workshop organized on 12th November by the World Bank on approaches to
livelihoods in Tribal Areas, there is a clear emphasis on appreciating the geographic, terrain and cultural
differences with plain areas that bring in a completely new paradigm of constraints or problems faced by
the tribal population.Thus the workshop and the HDI highlighted the need to understand and develop
tailor made livelihood generation models for these backward pockets of Andhra Pradesh.
The current innovation being discussed is from the tribal pocket of Paderu, in Pedabayalu Mandal:
These tribal pockets suffer from information paralysis and the need for a point to disburse information
will be critical for the development of this region, to invigorate the youth in to entrepreneurial activity,
to build the trust in the people by empowering them with information on market prices, delivery of
government schemes (which are in abundance in the tribal pockets).

The Pedabayalu mandal is suffocated with lack of information on a real time basis. This leads to the
following:
 Exploitation by traders at the sandy and those that come to the villages to buy local produce at
prices that they quote as per their whim and fancy. Villagers selling at a much lower price.
 Youth who are target for the majority of the self-employment/entrepreneurial trainings are unable
to receive this information on time. Example of around 6-10 youngsters from in and around "Eguva
Peda Palle" who told us that they are interested to train for car driving but did not know that there
was a training going on at the ITDA for Car Driving.
 SHG Women interested in setting up enterprises or receiving training are also unaware of some
of the trainings happening.
 Lack of information also creates lack of trust in the community.
 Lots of schemes that are meant to create better living conditions go by without much attention
from the villagers. Basic Adhar card can need a minimum of 4-5 trips to the office at mandal level,
just because of inadequate information on what/when/how of the documents and the process.
Example: Villages of Eguva Peda Palle/Aradakota/Galaganda.. where a lot of unrest is there in the
community due to terrible delay in insurance (Sum Assured) payments.

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This aspect of delivery of government schemes can be endemic to all tribal pockets of India. Example
(seconday source): http://tinyurl.com/o7yxou6 “She returns empty-handed, this time too”, Latehar,
Jharkhand.
1. KRuSHE Marts as an Information Centre: From the following experimental results from
Aradakota village in Pedabayalu mandal with at least an intermittent mobile signal is ample
evidence to classify this as the perfect step towards developing our kirana stores in to service
points for information, now we can only contemplate the huge scale of positive energy that it will
build in villages that are even more remote without access to the signal (intermittent).
Hypothesis: Information can be sold for purchase of nutritional/stationery products
"Buy Nutrition for Information"
The exercise was done in Aradakota VO of Pedabayalu mandal:
Went to the village with a bag filled with 10 small chunks of sugar cane and 10 use and throw
pens.
YP, Stationed himself at a point where people come to fill their water and put up a poster
mentioning the services (in Telugu)

Photo 1 Young Professional, Arvind Garimella

2. Sold information on the clause that either they buy a sugar cane chunk or a pen. Within half an
hour sold: 8 chunks of sugar cane and 6 pens for Rs.2 each. There were not just people who were
graduates male and female but also old mothers who were willing to pay Rs. 2 to get information
on trainings.

Photo 2 Sugarcane chunk and Pen sold for information

3. A video of the entire exercise was made and the video was shown to a local kirana outlet owner.
The kirana owner’s cousin immediately wanted information on a training and paid for it. The
kirana owner realized the potential of information and how it can increase his sales and footfall,
for which he was absolutely positive to take up this intervention at his Kirana, he was willing to

511
 pay Rs. 30 per month to avail this information service. Discussion was also made on sale of
only nutrition based or stationary products for any information demanded, retailer expressed that
he can only suggest to the customer.
Two of the boys have been recruited by the EDI team as their Business Resource Person based on
information collected.

Action Items:
1. Information booklet in Telugu and for easy readability information captured in photographs on
three Government schemes: Bangarutalli, Insurance claim process and Scholarship claim
process. Booklets were distributed to the 5 kirana outlets in Pedabayalu mandal. And the outlets
are now displaying a small board saying “KRuSHE Samachara Kendram”
2. Next step would be to add support for market price through call center or using SMS based
platform to deliver this service.
3. Each VO on average has 10-20 graduates who are expecting some information on jobs/trainings/
… etc. Huge demand for this service, can become a paid service.
4. Furthermore, the KRuSHE Mart can operate as two way information point:
(i) Disbursal on Market price (especially during shandy market day when produce is sold), training,
government scheme documents and process involved [all the verticals of SERP].
(ii) Information collection and submission to respective staff/mandal samakhya.
The information centers will create a sense of trust in the KRuSHE Mart and as the information creates
additional footfall the assumption is that service delivery from the mart owner point of view would be
effective.
“This service has been discussed even in the Guntur (plain area) and some of the retail enterprises
wanted to invest in this service.”
Sustainable model:
“If the KRuSHE Mart can be converted in to effective mediums of information disbursal,
KRuSHE can start charging any social marketing campaign or other government schemes to use
this mode of communication to reach out to the rural population: A network of 7500 retail outlets
can become an effective medium of communication/promotion.”

Roles and Responsibilities of SHT - RVC

512
 Person Roles
 Mobilizing producer group,
Producer  Activity planning for the producer group,
group  Maintenance of accounts/ books of records ,
Specialist  Access to credit,
 Procurement of (inputs, equipment, basic infrastructure)
Agri-  Facilitate input linkages (seeds, fertilizers),
Business  Facilitate pre and post- harvest practices,
Specialist  Facilitate value addition, ensure linkages with KRUSHAA marts
 Introducing and scaling up
Extension  productivity enhancing technologies,
Specialist  Farmer field schools.
 Works with the extension specialist to provide
 nutrition counseling /kitchen garden promotion through the farmer field
Agri- schools and other extension means ,
nutrition  Enabling production/harvest/post-harvest practices to be nutrition
Specialist sensitive,
 Influencing cropping systems to be nutrition sensitive

16.23 Roles and Responsibilities of Cluster Teams: RRC

Person Roles
Operation Analysis of data,
Specialist Defining Kmart Space Management,
Identification of products,
Brands & Pack sizes,
Training of CKCs, Kirana owners ,kirana owners, and Kmart
owners,
Follow up on stock policy implementation, survey of trade in and
trade outs and bookkeeping
Supply Chain Training of CKC on
Specialist Identification of KRuSHE Mart,
Association of Retailers,
Forward & backward linkages,
Identification of common routes and mapping of rates to routes.
Logistic Management
Marketing Training of CKC on
Specialist Consumer survey,

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 Branding,
Market activation,
Identification and training on nutrition products

16.24 Roles and Responsibilities of District Team: RRC (Enterprises)

Person Roles

Enterprise  Facilitation in getting registration and different licenses through

Promoter district industrial centre,
 Food inspectors & commercial sales departments,
 Supply of common packaging and Traceability,
 Credit linkages,
 Linking of products to KMARTs.
 Capacity Building
Nutrition Product  Product Development,
Specialist & FMCG  Demand Assessment of Products,
Product Specialist  Capacity Building of Enterprises,
 Facilitation in procurement and logistics management

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 16.24 Ghanpur- Utnoor Plan

Ghanpur- Utnoor Plan

Society for Elimination of Rural Poverty
Hyderabad

A paradigm shift from

Input focus to achieving Human Development
Outcomes
A joint effort of Panchayat and Village Organizations along with Village level
service providers

A Case Study:
Ghanpur Village, Utnoor mandal, Adilabad District

18th -19th September 2013

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I. Introduction

Even though India has been consistently registering a GDP growth of 9% per annum, the
Human Development Indices rank India at 137 out of 182 member countries of the United
Nations Organization. India has always had the intention to eradicate poverty. It is one of
the few issues on which there exists a strong political consensus. The real issue is not the
intent, but the nature of public action. Much of it is guided by displaced concerns and
misplaced priorities. Despite the strong articulation of a multidimensional view of human
poverty, it has overwhelmingly concerned with income poverty.

The overwhelming attention paid to measuring and monitoring income poverty has
resulted in a gross neglect of other serious forms of human development . Some of these
deprivations are loud and visible- Child labour, illiteracy, damaged environments. Others
are largely silent and visible- Caste discrimination, discrimination against women and
girls and child prostitution. Many other forms of deprivations are , to this day are silent
and invisible. These include for instances issues of Women,s health , domestic violence
,child malnutrition.

Income levels often fail to capture deprivations along other dimensions of human life.
Rural Andhra Pradesh and rural Madhya Pradesh, for example, suffer from similar levels
of educational deprivation - an illiteracy rate of 64% - but the proportion of income poor
is 29% in Andhra Pradesh and it is 45% in Madhya Pradesh. Again, the extent of urban
illiteracy is the same in Punjab and Orissa (28%), and yet the proportion of urban income
poor is 11% in Punjab, and in Orissa, it is 41%. Similarly, Kerala, Tamil Nadu which
report the lowest levels of child malnutrition do so despite having relatively low levels of
per capita incomes. Madhya Pradesh and Maharashtra report the same levels of child
malnutrition even though Maharashtra's per capita income is more than double that of
Madhya Pradesh's. Gujarat, among the high-income states, reports the highest levels of
child malnutrition.

All this is not to say that income does not matter. It does, but people often value other
things in life much more than income. Even to the poor, self –respect and a good
reputation mean a lot. We often see mentioning their immediate needs as a good education
for children and good access to good health care facilities and safe environment. The
detest exploitation and discrimination. To most people, to be treated with dignity and
respect matter much more than incomes. So there is a need to strike a balance in its
development . The balance is not on the economic front alone- between income and
expenditure; savings and investments. A balance is required between economic growth
and expansion of social opportunities. The priority has to shift to basic education, to
preventive and promotive health care, to assuring basic economic security and livelihoods.
At the same time several imbalances need to be corrected: between men and women,
between socially disadvantaged communities and the rest of the society.

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The good starting point is for the SHGs & VOs to shift start enquiring on outputs(which
together will lead to achieving outcomes)rather than the present practice of focussing on
delivery of inputs. To illustrate this point, take the example of our livelihood interventions
for which SHG’s access credit from banks or Sthreenidhi. To day we stop at just ensuring
that the credit is accessed or not and repayment is done or not. But accessing credit per se
has no guarantee of achieving the required output – better intake of nutritious food. Our
SHGs should start asking 2 more additional questions – 1) whether credit accessed is
invested correctly to earn additional income & 2) whether additional income has been
used for buying nutritious food (not expended on liquor or wasteful expenditure).

Similarly better outcomes like reducing infant mortality , maternal mortality require
various simultaneous activities to be done individually and collectively-Personal Hygiene,
sanitation in the village, clean drinking water, use of IHHLs etc. This perforce requires
convergence efforts of individuals and institutions- vllage level service
providers,panchayats and VOs. This paradign shift in the line of thinking amongst all the
key stakeholders and is the key. The case study of Ghanpur is the first step in the
direction.
II. MDGs and Human development

Millennium Development Goals (MDGs) put human development –poverty and people
and their lives in the center of the global development agenda for the new millennium.
MDGs are not just aspirations but provide a frame work for accountability, they do not
simply state ideals but go on define concrete goals that can be monitored.

Nutrition must be given higher priority in national development if the MDGs are to be
achieved. A number of simple, cost-effective measures delivered at key stages of the life
cycle, particularly from conception to two years after birth, (1000 days) could greatly
reduce under-nutrition. Urgent, accelerated and concerted actions are needed to deliver
and scale up such interventions to achieve MDG 1 and all health related MDGs.

A mother’s education is key in determining whether her children will survive their first
five years of life. In all developing regions, children of mothers with some education are
at less risk of dying. A child’s chances of surviving increase even further if their mother
has a secondary or higher education. In addition to education, child survival rates can also
be improved by increasing equity in other social services. Empowering women, removing
financial and social barriers to welfare, encouraging innovations to make critical services
more available to the poor, and increasing the accountability of health systems at the local
level are examples of policy interventions that could improve equity, with benefits for
child survival. Reaching adolescents is critical to improving maternal health and achieving
other Millennium Development Goals.

The adoption of MDGs reflects an important endorsement of the central objectives of

poverty and human well being. The MDGs speak directly to improving human lives. So, it
must be planned and managed locally by people whose lives it affects. Communities

517
must participate actively to shape programmes, ensure that opportunities are expanded,
and the benefits are shared equitably.

III.Rationale for HD plan

SERP has the advantage of having an SHG network with huge potential. The
functional units working to facilitate service delivery to this network fit in precisely
with requirements of an individual in every phase of her life. The Life Cycle Approach
which combines Health, Nutrition, Education, Disability, Gender, Social Security and
Financial Sustainability, provides an integrated plan of how these fields affect Human
Development Indices throughout the different phases of life.

In order to fully exploit the potential of the SHG network, SERP can leverage its
functional units for improving the HDIs identified for achieving the project outcomes.
The design, structure, mission and vision of SERP is such that its outcomes are
synonymous with MDGs. Concerted efforts have been made towards achieving MDGs
1 and 8. Now, intense focus is required for achieving MGDs 2,3,4,5,6 and 7 in order to
show marked improvement in the living standards of rural Andhra Pradesh.
In addition, the recent position of Sarpanches in the Panchayaths as well as 50% of
the positions occupied with women and more than 30% elected women are SHG
members provide an another opportunity to work on HD issues.
In this context, it is ideal to have an open discussion to assess the status, discuss and
develop the HD plans, implement and monitor the outcomes locally.

IV. Methodology for preparation of Village HD plan

(a) Village selection

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 To have a learning experience, it is ideal to initiate in a village with the following
criteria
 Small Village with <100 HHs
 SHG women elected as Sarpanch
 Active involvement of panchayth members
 Politically not sensitive and relatively calm
 Implementation of all IKP interventions
 Availability of Public health facilities
 Implementation of all Govt programmes
 Close to TPMU/DPMU for continuous follow up
(b) Baseline data collection
Collection of base line data is the pre-requisite to generate discussion on HD issues
duly involving the institutions like Panchayath, VO along with the service providers at
village level. The field teams of IKP representing the units like health & nutrition,
education, advocacy and IB would jointly collect the quick data. The check list to be
provided to capture the following details:
i. Profile of the village, VO, SHGs, HHs- Population, Social category, poverty
status, literacy, vulnerability, natural resources and livelihoods.
ii. Health & Nutrition: status on 1000 days protection- health and nutrition
outcomes, Adolescent girls groups- adolescent health - menstrual health,
access to public health and nutrition services, convergence for fixed NHDs,
WASH - NBA, health expenditure, communicable & non communicable
disease prevalence, morbidity and mortality status.
iii. Education - Status on pre-school, primary, secondary, higher education , adult
education & child labour
iv. Advocacy/gender- Status on Intra household inequity, domestic violence, sex
ratio- infanticide, trafficking, family counselling services.
(c) Sensitization on HD issues
The team leader along with the technical experts would initiate the process and
sensitize the participants by explaining the background of the exercise, rational to
shift the focus from inputs to Human Development outcomes. The base line data
as well as the case studies collected will be used as tools to generate discussion
around HD issues. The whole discussion would be around the analysis of the local
issue and identification of local options to overcome the issues for improved
quality of life. Ex: mortality, morbidity issues Vs health expenditure; implications
of school drop outs etc.,
Further it ensures to find out the barriers in accessing and availing the services
from the existing government programmes. It also acts as an interface between the
community and the service providers at village level.
The outcome of this process is to sensitize the community to recognize the need to
shift their focus from input to outcomes for improved quality of life and also to
consider it as an investment for next generations rather viewing it as an
expenditure.
(d) Exclusive FGDs
The objective of having an exclusive FGDs is to have indepth discussions on the
following 3 core sectors and identify the local issues and local solutions.
1. Health and Nutrition

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 2. Education
3. Gender /Advocacy

Each core sector FGD shall have the representatives from all the categories such
as Panchyath, VO-OB, Adolescent girls, youth and other key and influential
persons, vulnerable groups such as single women, SC/ST. The focus of the
discussion on the core sector shall be on the following :

1. Local issues
2. Difficulty in access and availing the Public Health services
3. Traditions and taboos
4. Potential Local resources
5. Universal interventions/activities for Population based
6. Intensive interventions/activities for Target group based
7. Additional support required within and outside the village
8. Expected outcomes
9. Time lines
10. Responsibility
11. Follow up and monitoring
12. Review and audit systems
(e) Presentations
The purpose the presentation is to share with the entire community and take the
consent of the decisions taken by small groups. Each group would present the
process of the deliberations and the outputs of the FGD to the entire community
and take the consent of the members to finalise the resolutions taken under each
of the sector to give impact on HD indicators.
(f) Resolutions
The final HD resolutions to be read to the whole group with clear mention about
the following and need to be recorded both in the subsequent VO and Panchayath
scheduled meeting minutes..
1. Key resolutions for the next 1year
2. Sub activities for each of the key resolution taken
3. Time lines for each of the activity
4. HD achievements/outcomes expected
5. Resources –From the existing Govt schemes/ Additional resources
required.
6. Responsible persons/Institutions/agencies/Committees
(g) Review and monitoring
Both Panchayath and VO regularly monitor the progress of the activities as per
the resolutions taken and the progress will be shared in the VNHD proposed
under Maarpu. Further, the technical team from IKP , Health and WD&CW,
RWS would also ensure to make the follow up visits every month and attend
both the VO and the Panchayath meetings in turn to submit the monitoring
report in the monthly meetings organized by the Project Officer/Project
Director/District collector.
(h) Social audit on HD outcomes

520
 In order to measure and share the success of the locally prepared Village HD
plans, a social audit by an external team is to be conducted to measure the
following :
 Direct impacts
 Indirect impacts
 HH investment on Health, Nutrition and Education
 Institutionalization of HD on par with economic activities.

V. Case Study : Ghanpur Village, Utnoor Mandal

In order to get a learning experience in roll out of Human Development plan through
the Panchayaths and VOs along with the village level service providers , the initial
exercise in the state was conducted in Ghanpur , Utnoor mandal. Coincidently, Utnoor
is the first ICDS project, among the x33 Projects initially piloted in the country in the
year 1975. The Village HD plan initiative is led under the leadership of the CEO ,
SERP with the administrative support of the Project Officer, ITDA Utnoor and the
Technical support of the Directors of CMH&N, CMES and Advocacy.
As Ghanpur Village in Utnoor mandal happened to meet all the above criteria, the
Project Officer, Utnoor finalized the village and ensured to have necessary

521
participation from the entire village to develop the HD plan locally. Prior to initate
actual process the consent of the community members to stay for a day long
discussions was obtained.
Key facilitators : CEO, SERP; PO ITDA, Directors of CMH&N CMES, Advocacy

Participants : Sarapanch, VO-OB members, ZS –OB member, SHG members, Ward

members, men and youth associations, village service providers such as ANM, AWW,
ASHA, HA, POP CA, VOA and other IKP functionaries at cluster, mandal , AC level
and TPMU level.
Period : 18th September 2013
Time : 11 to 4.pm and 5.00 to 8.00pm ( 8 hours)

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VI. Village Profile

a. History of Ghanpur:
Ghanpur, a tribal village located in the lap of nature is around 8km from Utnoor and
60 km from Adilabad. 7 to 8 Aathram families (Gonds) first came to Ghanpur around
70 to 80 years ago and developed their own habitation, now there are Gonds,
Nayakpode and families. All celebrate Deepavali, Sankranthi, Bonalu, Dasara, Holi
with great enthusiasm. They offer their prayers to Goddess Jangubai and Jai Persapen.
They sold different forest products like Thunikaaaku (used in making Bidis)
VippaPuvvu (used in local alcohol preparation) till last year. Now the major
occupation is agriculture. Out of all the crops grown Cotton shares major part and the
rest include Paddy, Soya and Millets.
b. Resources:
Ghanpur possess 8 boring pumps and 3 wells which act as water resources. One well
and one bore pump are not working. Villagers have access to various forest products
like fuelwood, fodder for the goats, fruits like Seethaphal, Regi, Guava, Vippa flowers
and eatable Tubers and Tunikaku. The forest is just 3 to 4 km away from village.
Forest is the main source of fuel wood for cooking. (Though few members have gas
connections they use fuel wood only. They are not even filling itup due to the high
costs and difficulty in accessing new cylinders.)
c. Institutions at Ghanpur:
CurrentlyGhanpur has a Primary School, Mao Nate Mao Sada School, Anganwadi
School, NDCC, GramPanchayat office and Village Organisation of Self Help Groups
(SHGs).
d. Services available at Ghanpur:
Every month’s third Friday 104 services are provided in the village. Medical Services
are availed from RMP and Community Health Centre which is located at Utnoor.
MaaThota Program is implemented at Ghanpur Village, launched by NABARD under
PanchaThoranam programme.
e. Connectivity of Ghanpur:
Ghanpur is about 2 km away from the main road and it has only auto as mode of
transport till Utnoor (town). There is no connectivity of direct bus till Utnoor even
from Ghanpur.
VII. SHG profile
Size of the family
The total population in the village is 510
belonging to 107 families and 259 females and
251 males according to theAnganwadi reports
as on September 2013. Females out number
males in the ratio with 1031 women per 1000

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 male population. Scheduled Tribes form 98% of the population and Dalits form 2% of
the village population.

The village has 11 SHGs with 125 women as members.Out of the total SHG women
the team was able to interact withthe families of 113 SHG women. Among the SHG
women interacted with, only 19.47% are literate and 80.53% are illiterate. Among
literates there is one degree holder(Ms Suvarna in Thirumala group), four women have
studied upto Intermediate and 17 members have studied between 5th to 10thclass.

113 women in SHGs of Ghanpur village have a total of 295 children. Out of these
children 118 are studying in different schools and 16 are in balabadi.
The adult children have got married and some of the married girls left the village to
their in-laws’ places. Many of the young daughter-in-laws have not joined the SHGs
till now.

Age wise segregation of SHG women

Among the 113 SHG women surveyed, about 60% of the women (67 members) belong to the age group 26 to
45years. About 16% of the women are between 19 to 25 years age. 15% of the women are from the age group
46 to 60 years while only 9% of the women are 60 and above.

Marital status of the SHG women:

Among the 113 SHG women surveyed,75% are married and 26 women are widows in the age group of 25 to 70
years. Three widows are in the 20 to 40 years age group, 13 widows belong to 40 to 60 years age group and 10
women are in the age group of 60 years and above.

There are no single women in the village. Two women who are not yet married and attained above 18 years age
have also joined in SHGs.

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Four girls and three boys got married at an early age of below 18 and 21 years respectively.

There are discrepancies in the data provided by the Anganwadi worker and IKP worker about the total
households and population. The following table shows the same.

Status of the children of the SHG members:

113 SHG women members have 295 children of all ages between 0 to 45 years. Female ratio is higher than the
male ratio with 1034 girls for 1000 boys.

Sex ratios:Though upon looking at the pie chart of the total number of females to males aged 0-45 years among
children of the SHG members, the ratio looks better; however, upon detailed analysis it is not found to be the
same. The sex ratio in the age group 0-3 years is 900 females to 1000 males which is much below the state child
sex ratio of 943.

dilabad district is categorised in bottom 5 districts with child sex ratio of 928 girls for 1000 boys in the age group
of 0 to 6. In the same age group if we take the ratio for Ghanpur, it is 944.

In the age group between 4-18 years, a marked improvement is seen where the average sex ratio is 1343
females per 1000 males. However, in the age group of 19 years and above, the sex ratio is skewed at 746
females per 1000 males which is very low. This can be attributed majorly to the earlier preference among the
village people of having a male child over a

female child. For example, Parvathi SHG member SarjaBai gave birth to seven children (all females) before she
finally had a son. KumraBheembai in JaiPersapen SHG, who is only 30 year old has 4 daughters below 15 years
age and finally had a boy who is now 5 years old.

Marital status of the children:

Out of the 295 children of the SHG members,a total number of 107 girls and 37 boys are married while43 girls
and 108 boys are unmarried.

When we look at the age wise marital status of the children, four girls and three boys had child marriages.
Among these, all the girls are illiterate working as agriculture labour. Two boys have primary level education and
the other one is degree holder working as a VOA in IKP project.

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Education profile of the children:

The analysis of the survey and observations reveals the status of education of children and adolescents in
Ghanpur village. Education of children and younger generation are very important to transform the tribal village
into a well-developed village with high rate of Human Development Index. The literacy rate among children of
SHG women is 70.51%. Female literacy rate is 68.66% and male literacy rate is 72.41% which are much higher
than the state tribal literacy rates of 26.11 % for females and 47.66% for males (as per Census 2011).

Primary education:

The village Ghanpur has one primary school which is till 5 th standard located in the village. The number of
children enrolled in the school for all the classes are 64, among them 31 boys and 33 girls. There are no
secondary and high school in the village. To attend the secondary and high school the children have to go to
theMandal HQinUtnoor. After the completion of 5th standard, many children are dropping out from education
due to lack of transportation facilities and also to look after the younger siblings and household work. The
number of drop out children identified in Ghanpur village is 13, among them 4 girls and 9 boys.

Upon discussion with the headmaster at the primary school, a trend was pointed out wherein a majority of the
children would not attend the school during the harvesting of the cotton crops (in winter months) and instead
go and work in the field. Also in the months of January/February, the parents would take out the children to go
on long distance religious ‘Jatras’ to other towns and villages, even though the children are reluctant to go and
wish to attend the school. Hence, the children miss out on schooling for at least 2-3 months every year.

Adolescent education:

The number of girl children drop out after 5th standard are increasing compared to boys in the village. The
causes of increasing girl drop outs are the prevalence of gender discrimination still being practiced by the

526
parents in most of the families. The parents think that if they educate a girl child her education will only benefit
the other family ((her in-laws’) but if we educate a boy child he will look after the family and parents; this
attitude of the parents is increasing the number of girl drop outs. The adolescent girls are interested in higher
education but the parents are not ready to send their children for further schooling.

Out of total 50 adolescent girls aged between 11 and 18 years old, 45 literate girls came together in the
villageand formed Jhansi Rani adolescent girls group. Among them 12 girls are currently attending schools.One
is studying intermediate, 3 girls have studied upto intermediate and trying to join in degree, one girl is studying
engineering, two girls will be joining for nursing course and one girl attended counselling and waiting for
admission in teacher training.

25 girls are out of education system and working in agriculture fields, taking care of siblings and helping
mothers in the household work. Out of these 25 children four girls are in the age group of 11 to 14 years
dropped out from the schools between 2009 to 2013.

The other 21girls are in the age group of 14 to 18 years seeking some opportunity, staying out of the education
system and attending household work. 10 girls whohave studied 3 rd to 10th standard are willing to attend the
tailoring course. Ms.Anansuya who has discontinued her degree in second year is willing to conduct classes for
girls and women who want to continue their education.

Occupational status of the children:

When the present status/occupationof all the children of SHGmembers is observed, 45.76% of the total
children are found to be studying either in schools or colleges currently. Around 36.6% are involved in
Agriculture or working as farm labour or daily wage labour. 13.2% of the children are at home and act as
helping hands to parents to take care of the daily house hold works and this category includes more number of
females than males. Only 4.4% of the children are found to be employees who are working as teachers,
Community Coordinator, VOA etc and this category has more of males than females.

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Health and Nutrition profile

The staple food of Ghanpur includes Jowar, Rice and Pulses. They do have seasonal food habits, for example
they consume tubers grown in forest in the months of January and February. They take huge quantity of fish
during summer season on daily basis. Inclusion of milk and milk products is completely absent.

Seasonal disease profile:

The seasonal disease profile reveals the huge expenditure is mainly on diseases that can be averted with simple
preventive measures such as environmental sanitation , hygiene and safe water supply. There are no reported
cases of diabetes or HIV/AIDS and one TB Case is identified who is under DOT. The seasonality of the diseases is
as follows:

Health expenditure

A quick assessment revealed a total amount of Rs.3, 30,000/- was spent for health and out of the total medical
expenditure 50% was spent by the women for their own health. If actuarial analysis is done, it would be triple
to the above assessment.

Status of deliveries and birth weights

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Year No.of Type of delivery Place of delivery Sex Birth wt of the baby
deliver
ies

Normal Caesarea Hom Institutio Femal Mal >3kg 2.5 to 3.0 Kg <2.5Kg
n e n e e

2010 4 3 1 0 4 1 3 0 4 0

2011 12 11 1 1 11 4 8 4 7 1

2012 9 8 1 2 7 3 6 2 7 0

2013 7 2 5 2 5 3 4 2 5 0

32 24 8 5 27 11 21 8 23 1

Mortality status

Recorded 2 still births ,2 neonatal deaths, 1 child death during the 9 months period (Jan-Sept) of the year 2013.

Health Service Delivery and record keeping

Two ANMs from the Sub Health Center , Danthenapalli are responsible for conducting outreach sessions on 4 th
Saturday and counselling sessions on every Thursday. ASHA and AWW and the Health Activist coordinate with
them in delivery of the services envisaged under Maarpu. But , the spirit with which the GO issued did not
reach the field functionaries.

All the beneficiaries were provided with MCTS cards but the details recorded were incomplete where as it is
shown as completed in the register maintained by the ANM. The following discrepancies were observed in the
details recorded in the MCTS card and the ANM register.
S.No Member name Husband SHG name Variations observed
name ANM register MCTS card given
1 Dosa nandal Rajender Saraswathi –I 1).LMP date: 12.04.13 1). 18.04.13
Lakshmi 2). Wt : Recorded 2 times 2). Recorded only one
3). Measles : shown as time
given the vaccine 3) Not given

2 Veladi Gandhari bai Telenga Not a SHG 1). LMP: 21.02.13 1). 20.02.13
Rao member 2). TT: shown as given for 2 2). Shown as given for 1
times time
3) HB: shown as 3 times 3). Shown as only one
4). BP: shown as 3 times time given
4). Shown as only once
3 Pagadal Ellavva Shankar Tirumala Shown as all doses of Recorded as only Zero
immunization given dose given
4 Surangi Anitha Erranna Tirumala Shown that all 3 doses of Recorded ony BCG dose
polio & DPT given with the 1st dose date
mentioned

Resolutions

Resolutions on Health and Nutrition:

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Protection for 1000 days of initial life for all the eligible households.

Every household constructed with ISL and put in use from 1st January 2014

Proposed Activities

100% enrolment of all eligible for 1000 days protection in NDCC for both health and nutrition services. ( 270
days during pregnancy + 365 days during lactation and Infant + 365 days during the 2 nd year of age of the child)

Supply of SNP from AWC to NDCC as per Go. Ms No: 55

Institutionalization of 2 Fixed NHDs under the supervision of Health sub committee

1st NHD : 4th Saturday -Immunization

2nd NHD : Every Thursday – GMP and counseling by ANM, AWW, ASHA and HA

Presence of ANM in every VO meeting and use of exception report to review the high risk pregnancies to make
necessary arrangements in such case.

Health and nutrition education at NDCC by HA, AWW and ASHA along with 2-3 adolescent girls with special
focus on :

IYCF practices

menstrual Hygiene

Completion of construction of ISLs by 31st December 2013

Promotion community kitchen gardens

Dietary diversification with the regular use of leafy vegetables and millets

Creation of health and nutrition fund @ Rs 100/SHG/year

Financial sustainability of NDCC- Recovery of internal lending through special drive and deposit in Sthreenidhi

Expected Outcomes

100% institutional deliveries

No low birth weight babies born

Complete immunization, ANC and PNC

Reduction of neonatal, infant and maternal deaths

Reduction of malnutrition among children

Reduction of anemia among SHG women and Adolescent girls

Resolutions on Education:

The women of Ghanpur village agreed to send their children to avail primary, secondary and higher education,
especially mothers of the drop out children agreed to send their children to school. The women also agreed to
treat their girl children equal to boys in terms of access to education.

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All 13 children who dropped out of school should be enrolled in the school or college or vocational trainings.

Formation of school committee: The committeewas formed with five members who are VO President,
Sarpanch and 3 SHG members as education resource persons to review about the school activities and to
decrease the number of school dropouts in the village. Committee should have meetings regularly once in a
month to review the status of education in the village. Trainings will be given to strengthen the committee. The
names of the members who are in committee are Kasubai, Mankubai, Girijabai, Bheemavva, Dayamatibai.

Formation of Children’s Council: A group will be formed with the children aged 5- 18 years and sub committees
will be formed according to age wise within the larger group. The purpose of the group is to discuss the
problems with the peer groups and also to share knowledge and information with each other.

Strenghthen the Sakshar Bharat activities: All the women who are illiterates and interested in education will be
taught every day by 5 volunteers who are willing to teach them voluntarily. The names of the girls who
volunteered to teach are Anasuya, Jangubai, Premalatha, Neelima and Kala.

Resolutions on Gender:

Collecting Rs. 12 towards Gender Fund from each SHG member every year to support women who face issues.
This task will be finished by the end of October month 2013 immediately for this year.

Providing food to old age destitute (3 in number) every day.

Follow up on pensions to young widows (6 in numbers) till they avail pensions.

Follow up on pensions to disabled persons identified in the village till they avail pensions.

Eradicating Domestic Violence from the village and building violence free families.

Training on tailoring course to 16 Adolescent girls who have expressed their interest on the same.

Regular health check-ups to all women on anaemia, and also ensuring that they take iron pills regularly.

Constructing Sanitary Napkin Disposable Bin by October.

Eliminating drinking and other bad habits from the village in 6 months’ time from now (March 2014).

No child marriages in the village and all girl children will avail education.

Recommendations

In order to keep up the momentum and to give confidence to the Panchyath and VO along with the village level
service providers , the following recommendations were made:

The Project Officer , ITDA, Utnoor to monitor and review the progress of the resolutions taken every month
with the concern Panachyath, VO and the field functionaries of IKP, Health, ICDS and RWS and also to make field
visits personally at least once in a week /fortnight as the village is located close to Utnoor.

District collector to review the progress of the outcomes expected every month.

CEO, SERP and SPMU team to make a follow up visits after one month, 3 months , 6months and 12 months.

531
Annexures

Monitoring report format

S.No Key resolution Status of sub Time line Status of Outcomes Action taken by the
taken activities responsible
identified person/Committee/
VO/Panchayath/Any
othe ragency

Date: Signature of the VO/Panchayath/CC/APM/AC/APD

532
Adolescent girls group

Details of Jhansi Rani Adolescent Girl Group

Name of the
S.No Name Mother Name Mother SHG Age Education Caste
1 A. Lakshmi A Sakunthala Jai Parsapen 13 7th ST
2 K. Aruna K. Pulavanthi Komarambheem 11 7th ST
3 P. Sangeetha P. Chandrakala Jai Hanuman 15 8th ST
4 M. Swapna M. Thurpabai Baghyasree 15 10th ST
5 A. Suguna Hamsabai Saraswathi1 14 8th ST
6 A. Padma Lakshmi Parvathi 16 5th ST
7 J. sarada J.laxmi Bhagyalakshmi 16 5th ST
8 j.palna J.sarsvathi Baghyalakshmi 16 Inter ST
9 R.usha K.parubai Saraswathi 14 10th ST
10 B.vijayalakshmi B.ellavva Saraswathi 15 7th ST
11 K.premalatha K.sarubai Saraswathi 15 2nd yr Inter ST
12 P.suryakala P.jangubai Komarambheem 16 Inter ST
13 G.indhavva G.rajavva Baghyasree 14 5th ST
14 A.laxmi A.laxmi Parvathi 13 5th ST
15 A.anuradha A.sarubai Durgadevi 16 Inter ST
16 D.bheemakka D.ramakka Durgadevi 14 5th ST
17 S.laxmi S.akkavva Durgadevi 12 8th ST
18 D.ellavva D.mallavva Durgadevi 15 5th ST
19 K.kavitha K.sarubai Komarambheem 16 5th ST
20 T.bheembai T.bojjubai Komarambheem 15 5th ST
21 A.varalaxmi A.laxmi Parvathi 13 7th ST
22 A.sadhubai A.kamalabai Jai Hanuman 16 Inter ST
23 HK.thara HK.srikala Jaipersapen 16 8th ST
24 HK.thirumala HK.girijabai Jaipersapen 16 Inter ST
25 K.vimala K.girijabai Jaihanuman 15 9th ST
26 B.rajitha B.posavva laxmi devi 12 Dropout ST
27 K.jagadheswari K.mangavathi Saraswathi 2 17 Inter ST
28 K.swapna K.thurpabai Bhagyalakshmi 15 5th ST
29 K.padma K.bheembai Jai Parsapen 13 5th dropout ST
30 P.sailaja P.ramba Jai Persapen 14 8th ST
31 K.sumalatha 16 10th ST
32 K.dhevika Laxmibai Jai Persapen 15 5th ST
33 K.rathnakumari Gangubai Saraswati 16 5th ST
34 K.vasantha Sakrubai Saraswati 14 5th ST
35 A.sindhu Vimala Parvathi 13 6th ST
36 p.yannyasri Kowsalya Saraswathi 2 14 7th ST
37 T.laxmi Kamala Durgadevi 13 5th ST
38 K.pulamdevi Gowribai Durgadevi 18 Inter ST
39 T.satyabhama Jangubai Komarambheem 17 Inter ST
40 K.jarubai Girijabai saraswathi 15 5th ST
41 Padma Bheembai Jai Persapen 11 5th dropout ST
42 Premalatha Bheembai Jai Persapen 16 4th ST
43 Premalata Paravathibai Jai Persapen 11 Inter ST
44 Dheepika Jarubai Parvathi 11 5th ST
45 Yashoda Sarjabai Parvathi 11 5th ST
46 Gangu Heerubai Jugnaaka Jai Persapen 17 Illeterate ST
47 Isru Misram Nagubai Durgadevi 15 Illeterate ST

533
48 Girijabai Misram Nagubai Durgadevi 16 Illeterate ST
Jhodsam
49 Sithabai Dharavathi Jai Persapen 18 Illeterate ST
50 Chintamani Posavva Pagada laxmi devi 16 Illeterate ST

534
School drop out children

535
Widows pension eligible

S.No Name Age Insurance Pension Marital Status Name of SHG

1 Misram Nagubai 30 Y N(W) WIDOW DURGADEVI
2 Mallavva pagadala 30 Y Y(W) WIDOW LAKSHMIDEVI
Shashikala
3 hexeshshikla 37 Y Y(W) WIDOW JAI PERSAPEN
4 jangu pandra 40 Y N(W) WIDOW BHAGYALAKSHMI
5 Sakku kumram 41 Y N(W) WIDOW KOMARABHEEM
6 Sakku athram 42 N N(W) WIDOW JAI PERSAPEN
7 Gouribai gole 42 Y Y(W) WIDOW BHAGYASRI
8 Lakubai athram 43 Y Y(W) WIDOW BHAGYALAKSHMI
9 Shantha Jadi 45 N N(W) WIDOW THIRUMALA
10 Guru kanaka 45 Y Y(W) WIDOW KOMARABHEEM
11 Mothi kumra 50 Y Y(W) WIDOW BHAGYALAKSHMI
12 Heerubai jugunaka 50 N Y(W)) WIDOW JAI PERSAPEN
13 Bheemrao athram 50 N Y(W) WIDOW JAI PERSAPEN
14 Fathhu kova 51 Y N(W) WIDOW KOMARABHEEM
15 Ammkka konda 51 Y Y(W) WIDOW BHAGYALAKSHMI
16 Parubai parcha 55 Y Y(W) WIDOW KOMARABHEEM
17 Gangu pendur 55 Y Y(W) WIDOW JAI PERSAPEN
18 Raju jade 62 Y Y(W) WIDOW BHAGYASRI
19 Jangu ada 62 N Y(W) WIDOW KOMARAMBHEEM
20 Banu jade 62 N N(W) WIDOW BHAGYASRI
21 Rambai ada 66 Y Y(W) WIDOW JAI PERSAPEN
22 Laxmi markari 67 Y Y(W) WIDOW SARASWATHI
23 Lingubai pendor 67 Y Y(W) WIDOW KOMARAMBHEEM
24 Sattava Jade 70 N Y(W) WIDOW BHAGYASRI
25 Gangubai kumram 70 Y Y(W) WIDOW BHAGYALAKSHMI
26 Bhooddu kumra 73 Y Y(W) WIDOW BHAGYALAKSHMI

536
Pensions
Details of Members Covered Under Insurance, Scholarships, Pensions Scheme (Jangubai VO)
S.No. Name Age Insurance Scholarships Pension SHG NAME

1 Soni Jade 18 N N N BHAGYASRI

2 Rajamani Surangi 20 N N N LAKSHMIDEVI
3 Sharadha Jadi 21 N N N THIRUMALA
4 Anitha Surengi 22 N N N THIRUMALA
5 Ganga Kothapally 22 N N Y(ABH) THIRUMALA
6 Lavannya Kothapally 22 N N N THIRUMALA
7 Anitha Konda 23 N N N THIRUMALA
8 Shankaramma Jadi 23 N N N THIRUMALA
9 devi Ganga 23 N N N SARASWATHI
10 Madhavi konda 23 Y N N PARVATHI
11 Godhi athram 23 Y N N HANUMAN 1
12 Mothubai kumra 24 N N N DURGADEVI
13 Swapna Golle 24 N N N THIRUMALA
14 Latha pandra 24 Y N N HANUMAN 1
15 Jangu athram 25 Y N N HANUMAN 1
16 Sattavva gudipelli 25 Y N N LAKSHMIDEVI
17 Chthu athram (Seetha) 25 N N N PARVATHI
18 Bheem kumra 25 Y N N JAI PERSAPEN
19 Girija pandra 26 Y N N HANUMAN 1
20 Radha geddam 26 N N N DURGADEVI
21 Paru athram 27 N N N DURGADEVI
22 Bagu kurusengha 28 Y N N BHAGYALAKSHMI
23 Suvarna Kothapally 28 N N N THIRUMALA
24 Gangha Devi 28 Y N Y SARASWATHI
25 Rambadevi Pendur 28 Y Y N HANUMAN 1
26 Vimala Ada 30 Y N N PARVATHI
27 Shantha bosani 30 Y N N LAKSHMIDEVI
28 Misram Nagubai 30 Y N N(W) DURGADEVI
29 Mallavva pagadala 30 Y N Y(W) LAKSHMIDEVI
30 Chandrakala Pendur 30 Y Y N HANUMAN 1
31 nagubai kodapa 30 Y N N PARVATHI
32 Ram athram 30 N N N JAI PERSAPEN
33 Kasu jumnaka 30 N N N SARASWATHI 2
34 Ellava Pagadala 30 N N N LAKSHMIDEVI
35 shakal pendure 30 N N N DURGADEVI
36 laxmi dosandla 30 N N N SARASWATHI
37 Magajathi kanka 31 Y Y N SARASWATHI
38 Girjabai kumara 31 Y N N SARASWATHI 2
39 Indrabai ada 32 Y Y Y(ABH) HANUMAN 1
40 laxmi kodapa 32 N N N HANUMAN 1
41 Parwathi kanaka 32 Y Y N SARASWATHI 2
42 Paru adda 33 N N N JAI PERSAPEN
43 Pochavva bosani 33 Y N N BHAGYALAKSHMI
44 Adda adda (Rupabai ) 33 Y N N BHAGYALAKSHMI
45 Kamalabai athram 34 Y N N HANUMAN 1
46 rajita sepelli 35 Y N N SARASWATHI
47 Kausalya pandara 35 Y N N SARASWATHI 2
48 Jarubai Atram 35 Y N N DURGADEVI
49 Saraswathi jade 35 Y Y N BHAGYASRI
50 sungu ada 35 N N Y(ABH) KOMARAMBHEEM
51 rupa kova 35 Y N N KOMARAMBHEEM
52 ganga suranga 35 Y N N LAKSHMIDEVI
53 Paru bai 36 Y N N PARVATHI
Athram Athram
54 (Chinnubai) 36 Y N N THIRUMALA
55 Ellavva bosani 37 Y N N LAKSHMIDEVI
56 Bheemava pagadala 37 N N N LAKSHMIDEVI
57 Shashikala hexeshshikla 37 Y Y Y(W) JAI PERSAPEN

537
 Details of Members Covered Under Insurance, Scholarships, Pensions Scheme (Jangubai VO)
S.No. Name Age Insurance Scholarships Pension SHG NAME
58 Laxmi athram 37 Y N N PARVATHI
59 Satula kanaka 39 N N N DURGADEVI
60 Som athram 40 Y N N SARASWATHI 2
61 Daravanthi todasam 40 N N N JAI PERSAPEN
62 Shyamala Kanaka 40 N N N DURGADEVI
63 Mankubai atram 40 Y N N KOMARAMBHEEM
64 jangu pandra 40 Y N N(W) BHAGYALAKSHMI
65 Ramakka Pujari 40 N N N THIRUMALA
66 sakru veladi 40 N N N SARASWATHI 2
67 Hamsu athram 40 Y N N SARASWATHI
68 Kasu kanaka 41 Y N N PARVATHI
69 Sakku kumram 41 Y Y N(W) KOMARABHEEM
70 Yamuna pendor 41 Y N N DURGADEVI
71 Kamal athram 41 N N N DURGADEVI
72 Pochavva jadi 41 Y N N BHAGYASRI
73 Chandrakala kanaka 41 N N N DURGADEVI
74 Pulawanthi kotnak 42 Y Y N KOMARABHEEM
75 Sakku athram 42 N Y N(W) JAI PERSAPEN
76 Gouribai gole 42 Y N Y(W) BHAGYASRI
77 Pochavva pagadala 43 Y N N LAKSHMIDEVI
78 lasmavva dosandla 43 Y N N SARASWATHI
79 Lakubai athram 43 Y N Y(W) BHAGYALAKSHMI
80 Thurpa mangam 43 Y N N THIRUMALA
81 Shantha Jadi 45 N N N(W) THIRUMALA
82 Girja kumra 45 N N N DURGADEVI
83 Guru kanaka 45 Y N Y(W) KOMARABHEEM
84 Jaimala Atram 45 N N N DURGADEVI
85 Sarja kumara 45 Y Y N PARVATHI
86 Jangu pendur 47 Y N N KOMARABHEEM
87 Drupatha kodapa 47 Y N N KOMARABHEEM
88 ellavva sipelli 50 Y Y N SARASWATHI
89 Som kumra 50 N N N JAI PERSAPEN
90 Chandrabhaga kumra 50 Y N N KOMARABHEEM
91 Mothi kumra 50 Y N Y(W) BHAGYALAKSHMI
92 Narshva surenga 50 Y N N BHAGYALAKSHMI
93 Heerubai jugunaka 50 N N Y(W) JAI PERSAPEN
94 Rajavva pattepu 50 Y N N LAKSHMIDEVI
95 Bheemrao athram 50 N N Y(W) JAI PERSAPEN
96 Fathhu kova 51 Y N N(W) KOMARABHEEM
97 Ammkka konda 51 Y N Y(W) BHAGYALAKSHMI
98 Mallava gudipelli ( Hellava) 52 N N N LAKSHMIDEVI
99 Nagu kanaka 55 Y N Y(ABH) SARASWATHI 2
100 Parubai parcha 55 Y N Y(W) KOMARABHEEM
101 Gangu pendur 55 Y Y Y(W) JAI PERSAPEN
102 Bojju todasam 55 N Y N SARASWATHI 2
103 Raju jade 62 Y N Y(W) BHAGYASRI
104 Jangu ada 62 N N Y(W) KOMARAMBHEEM
105 Banu jade 62 N N N(W) BHAGYASRI
106 Gangu kothapelly 63 Y Y Y(ABH) BHAGYASRI
107 Rambai ada 66 Y N Y(W) JAI PERSAPEN
108 Laxmi markari 67 Y N Y(W) SARASWATHI
109 Lingubai pendor 67 Y N Y(W) KOMARAMBHEEM
110 Sattava Jade 70 N N Y(W) BHAGYASRI
111 Gangubai kumram 70 Y N Y(W) BHAGYALAKSHMI
112 Lachhu athram (Bujjibai) 72 N N N SARASWATHI 2
113 Bhooddu kumra 73 Y N Y(W) BHAGYALAKSHMI

Baseline Data:

538
No. of Male youth: 50

No of Adolescent Girls: 46

Out of this Adolescent Girls number of girls in school: 12 (5 th to 10th Class)

Girls who are willing to take training on tailoring course: 10

Girls who are out of school: 14

Girls who are working in fields: 11

No. of Children in Primary School: 54

No. of Girls: 33

No. of Boys: 31

No of Children who are going to school outside Ghanpur Village: 6 (Out of which 1 is girl)

Total number of children in Anganwadi: 14 (7 girls, 7 boys)

Vulnerabilities identified in Ghanpur Village:

Number of widows: 6

Number of old age destitute: 3 (2 males, 1 female)

Out of School Children: 13 (4 girls and 9 boys)

Drunkard families: 2

Number of infant deaths: 4

Number of deaths of mothers: Nil

Miscarriage/ Abortion: 1

Child Death (6 years old): 1

Family Planning Operations: Tubectomy in last 3 years: 9

Vasectomy: Nil

Ultra Poor Families: 2

Disabled Members in the village: 3

539
Millennium Development Goals
Millennium Development Goals and Targets

8 GOALS 18 TARGETS

1 Eradicate extreme poverty and hunger Halve the proportion of people whose income is less than one dollar a
1
day by 2015

2 Halve the proportion of people who sufer from hunger by 2015

Make sure that all boys and girls are able to complete a full course of
2 Achieve universal primary education 3
primary schooling by 2015

Get rid of gender diferences in primary and secondary education by

3 Promote gender equality and empower women 4
2005

4 Reduce child mortality 5 Reduce the number of under-five children who die by two thirds by 2015

5 Improve maternal health 6 Reduce the maternal mortality ratio by three quarters by 2015

6 Combat HIV/AIDS, malaria and other diseases 7 Halt and begin to reverse the spread of HIV/AIDS by 2015

Halt and begin to reverse the spread of malaria and other major diseases
8
by 2015

7 Ensure environmental sustainability Integrate the principles of sustainable development into country policies
9
and programmes; reverse loss of environmental resources by 2015

Halve the proportion of people without sustainable access to safe

10
drinking water by 2015

Make a significant improvement in the lives of at least 100 million slum

11
dwellers by 2020

8 Develop a global partnership for development Develop further an open trading and financial system that is rule-based,
predictable and non-discriminatory. Includes a commitment to good
12
governance, development and poverty reduction-nationally and
internationally

Address the least developed countries' special needs. This includes tarif-
and quota-free access for their exports; enhanced debt relief for heavily
13 indebted poor countries; cancellation of official bilateral debt; and more
generous official development assistance for countries committed to
poverty reduction

Address the special needs of landlocked and small island developing

14
States

Deal comprehensively with developing countries' debt problems through

15 national and international measures to make debt sustainable in the
long term

In cooperation with the developing countries, develop decent and

16
productive work for youth

In cooperation with pharmaceutical companies, provide access to

17
afordable essential drugs in developing countries

In cooperation with the private sector, make available the benefits of

18 new technologies-especially information and communications
technologies

29. Insurance Monitoring, Evaluation and Learning:

540
 It is of utmost importance to continuously observe and monitor the processes involved in
institutionalizing RIGP interventions to understand the nuances of various factors and how they
interact with each other and affect the processes and the project as a whole. Realizing the
importance of result-based management; SERP will ensure that its processes, products and
services contribute to the achievement of clearly stated outcomes which can only be done by
continuous measurement and assessment of the performance. Once the interventions are
developed, concurrent evaluations by external agencies will be also done during the project
period to help improve performance and achieve results.
For the purpose of continuous learning and improvement, project staff as well as
community members will be responsible for monitoring and reviewing the following processes
on regular basis using ICT tools and community based monitoring tools.

ICT Based Data Analytics:

A tablet with application developed for Insurance Plus is provided to Bhima Mithras who
can then assist the CBOs in entering the data every day at the point of transaction (status of each
activity under Insurance Plus). The data could then feed both the server and the local system that
staff at various levels can use. After period of 6 months it will be assessed as to its capacity and
time requirements.

Process Monitoring:
The tentative lists of indicators under the Insurance component are
o No of members Counselled
o No of Widow pensions sanctioned
o No of members provided with Livelihood support
o No of members provided with Education Support
o No of Members provided with Training and Job Support

Thematic Studies:
The thematic studies proposed under the Insurance component are
o Impact of Enrolment in insurance schemes after Capacity Building of the CBOs
o Impact of Insurance Plus activities on the Bereaved families

541
16.25 Land

Annexure-A-Activities/Facilities- Land Access

Name Financi
of the Enrollme al
IEC Information counselling Facilitation Grievance Redressal
compo nt/Access Service
nent s
Sr. Type of
Timeline
N grievanc
(days)
o e
1 2 3 4 5 6 7 8 9 10
Sending SMS
Trainings, alerts and emails Land
awareness to staff at various subcommittee
camps, levels. members/PLs/C VO Land Sub committee
training information to Empty Ss wil council members/PLs/CSs will 15 days to 3
material, Households applicatio the HHs on identify land issues, fill months in
Redressa
pamphlets on through land sub ns placed importance of up applications & collect non-
Land l of
importance of committee with Vos Nil land, types of supporting documents 1 developmenta
Access Land
land and land members, and in land issues, how and submit them to l and non
issues
rights, types pamphlets and Land to apply , what Tahasildar/BNSKs/SDC( statutory
of issues, also by beat of Web. douments to be TW) through MS sub matters.
how to apply tom tom when enclosed and committee and follow up
for resolution Revenue where to apply
of land issues Saadassulu are etc.,
going to be held.

Annexure-B: Land Budget Requirement for 5 years(In Lakhs)

Sl. Cost Total for
Activity/item Unit details Unit Cost Year 1 Year 2 Year 3 Year 4 Year 5
No Center 5 years
Printing charges (for
Integrated format I &2,
1 Web Pahani/Adangal for 300 Mandals State Lumpsum 8.00 6.00 6.00 0.00 0.00 20.00
updation of Land
inventory etc.,)
Training & TA expenses
2 390 persons State 6300 11.97 6.30 6.30 0.00 0.00 24.57
to DLT & MLT
TA and DA for MS
Land sub Committee
3 member to attend 300 Mandals District Rs.350/- 12.60 12.60 12.60 12.60 12.60 63.00
experience sharing
meetings at district level
Laptops and printers for
4 Mandal land team 300 number State Rs.40000/- 120.00 0.00 0.00 0.00 0.00 120.00
members (PLs & C.Ss)
300 mandals*350
Net Bills in 300 mandals
5 per month*12 District Rs.350/- 12.60 12.60 12.60 12.60 12.60 63.00
(data cards)
months
6 GPS survey Instrument 300 number State Rs.10000/- 30.00 0.00 0.00 0.00 0.00 30.00
Digital Camera cum 300 Digital
7 State Rs.10000/- 30.00 0.00 0.00 0.00 0.00 30.00
video Cameras
Total 225.17 37.50 37.50 25.20 25.20 350.57

542
16.26 Agencies for Implementation : Persons with Disability

Government institutions:
 National Institute for Mentally Handicapped (NIMH), Secundrabad.
 National Institute for Hearing Handicapped (NIHH), Secundrabad
 National Institute for Orthopedically Handicapped AP chapter, Secundrabad.
 National Institute of Persons with Multiple Disabilities, Chennai

Justification for empanelment:

SERP has been working in convergence with the above institutions for the last 9 years
for capacity building and referral services. The aids and appliances given have been of
good quality as per the feedback from the beneficiaries.

Hospitals:
 BIRRD, Tirupati
 NIMS, Hyderabad
 LV Prasad Eye Institute

Justification for empanelment:

SERP has been working in convergence with the above institutions for the last 9 years around
6112 surgeries have been done from these institutions. During 2013-14 632 surgeries were
done by these hospitals at the district hospitals in Adilabad, Kurnool, Tirupati and
Mahbubnagar districts.

Non Government Organisations:

 Madhuram Narayana Centre for Exceptional Children, Chennai.

Justification for empanelment:

Madhuram Narayana Centre for Exceptional Children was established in 1989 located
in Chennai to provide early intervention services for children with MR through a
systematic training

They have key expertise in the following areas:

1. Parental education and counselling
2. Counselling of families in slum areas and semi urban areas
3. Organising prevention camps
4. Public awareness programmes
5. Forming support groups of parents

543
MNC has presented several research papers on Early Intervention which have won
accolades at various international forums. MNC has a team of professionals such as
special educators, Physiotherapist, occupational therapists, Development
psychologists and disability rehabilitation specialists. MNC is well known for their
parent training programmes of children below 6 years and has won national and
international recognitions and awards.

Indian Institute of Cerebral Palsy (IICP)

Justification for empanelment:

Indian Institute of Cerebral Palsy (IICP): an NGO in Kolkata working in the area of
cerebral Palsy and has expertise in Augmentative and Alternative Communication
(AAC). The activities of the Institute are well recognised in India and abroad. Its
Founder and director Padma sri Dr. Sudha Kaul is an expert in AAC. She is also the
chairperson of the committee that revised Persons with disability Act (1995). Through
this project proposal empowering the IKP professionals with skills in AAC is planned
by collaborating with IICP.
Mobility India: This is an NGO in Bangalore well known since decades for its work
in rural areas by using the locally available . resources. Reaching out to the remote
areas is the country providing support to Persons with locomotor disability is a major
focus of the organisation. Through this project proposal creating barrier free NHCs is
planned.
NALSAR Disability Law Unit: The Centre was established as an initiative to trigger
thought processes on the interplay between the legal order and disabilities. It is a
congregation of legal minds who are especially focussing on how the power of law
can be used to challenge the stereotypes and prejudices towards persons with
disabilities. The Centre has facilitated through the medium of writing and research,
teaching and training, dialogue, discussions and consultations attempting to create an
empowering legal discourse on disability rights and the full social participation of
persons with disabilities. It Invested heavily in law and policy reform, the Centre was
the legal consultant to the committee constituted to redraft Indian law on the rights of
persons with disabilities, in conformity with the United Nations Convention on the
Rights of Persons with Disabilities (UN CRPD). It also undertook to draft India’s first
country report to the UN CRPD Treaty Body.

The Centre is in active collaboration with the Centre for Disability Law and Policy,
National University of Ireland, Galway and the Centre on Human Policy, Law and
Disability Studies, Syracuse University. As a part of this collaboration, NALSAR
hosted a policy encounter between India and Ireland on legal capacity, in January
2014. Through this centre it is proposed to train our CBO leaders on various national
laws in force on disability in order to strengthen the demand for entitlements.

Module for disability programme in one Mandal

(Unpacked and zoomed)

544
 Name of the Mandal: Kalher , Medak district
No.of Households: 2942
Population: Male 22795 Female: 23497 Total: 46292
Literacy rate: 67.2%
Major livelihood: Migrant workers, agriculture
Details of PwDs:
PwDs (2011 SADAREM records): 815
Locomotor: 505
Visual impairment: 116
Hearing Impairment: 53
Mental retardation: 106
Mental Illness : 20
Multiple disabilities:20
CwD below six years: not known.
Details of VO
No.of VOs: 28
No.of GP: 18
MVS : functioning
Functionaries present: EI CRP, APM (disability), CC (disability)
NHC : Functioning
Manopragathi and parent group functioning

Expected outcomes:
 At least 80% of CwDs will have disability certificate.

• 80% of the children in the age group 0-6 years identified with developmental
disabilities and/or deformities including vision, hearing and locomotor disabilities and
mental retardation will have access to services.

• 80% of eligible CwDs requiring aids and appliances/surgical corrections would be

provided with the required support.

• 80% of children requiring training in ADL, communication and mobility skills will be
provided services through team of Professionals consisting of Special Educator,
Physiotherapist, and Speech Therapist

• 80% of the target mandals will have parent organizations of children with mental
retardation and developmental disabilities formed and registered and federated with

545
 National Trust for welfare of persons with Autism, cerebral palsy, mental retardation
and multiple disabilities of Government of India.

• 80% of the households of children with disabilities will have accessible/adapted toilets
with custom made support for the CwD.

• 80% of the target mandals will have well equipped NHCs to provide information on
disabilities and linked services.

• Those NHCs having its own permanent structure will be a model center with
accessibility for pwds of different disabilities. This will include the ecologically viable
construction of facilities such as ramps, toilets, signages, blind paths.

• 80% of the Mandals will have Manopragati services by professionals including

Assessment, treatment and rehabilitation (ATR)

• 80% of the eligible CwDs will be enrolled in suitable educational facility such as
aanganwadi, balabadi, preschool or primary school and where appropriate, special
school or home based education.

Key indicators:
 No.of children provided with disability certificates
 No.of children identified with disability/at risk for developmental delay
 No. of children provided with aids and appliances
 No.of children having had surgical corrections
 No.of children given training/therapy for motor, communication and ADL
 No.of parent organizations registered and federated with National Trust.
 No.of households of CwDs provided accessible toilets and other barrier free facilities
 No.of Mandals having well equipped NHCs and functioning as per the objectives
 No.of Mandals having model NHCs with accessible and barrier free facilities with
ecologically viable supports for all disabilities
 No.of Mandals having Manopragati programmes
 No.of eligible CwDs enrolled in suitable educational facilities.
.
Activities:
1. Identification of CwDs/children at risk for developmental delays below 6
years:
 Training of EI CRPs to provide competencies in identification. The training will be
in 3 phases – ‘train – work- train’ model to be followed to increase the hands on
training component. This will be provided at district level.
 EI CRPs to be equipped with skills to develop linkage with AWW ANM and ASHA
workers and PHCs so that once a child at risk is identified by these above

546
 functionaries, they may refer to EI CRPs for further referral, management and follow
up
 The functionaries at CC/ APM/DPM levels to have interface with the Rashtra Bal
Swasthiya Karyakram (RBSK)/Jawahar Bal Arogya Raksha (JBAR) so that total
advantage of these schemes are taken for the Mandal. Through these schemes, the
functionaries in the field are given training on identification and assessment.
2. Referral for surgical correction where applicable:
 A list (attached) of government and non government agencies have been identified for
this purpose. Referral to the nearest one to the family will be organised and facilitated
by CDW/CRP. MVS rehabilitation sub committee will take a key role in facilitating
this process. Surgery will be totally free of cost and travel will be through the
concessions given to PWDs by the government.
 The therapies following surgical corrections and supply of aids and appliances will be
done by the Manopragathi camp by the professionals specifically trained for this
purpose. Aids and appliance will be provided by the government scheme.
3.Training in communication, mobility and Activities for daily living skills.
 This will be provided at Manopragathi camps and parent training programmes
organised in groups as well as individually at NHC. The professionals of
Manopragathi would demonstrate to the parent and the activist at NHC to implement
the training.

 Innovation planned: As most parents do not understand that speech is one mode of
communication, and that children with mental retardation are poor in speech because
of their limited intellectual abilities. Lower the IQ in these children, lower the ability
to speak. To help parents understand better, a training programme in Augmentative
and alternative communication (AAC) is found necessary. Training by AAC experts to
staff of SERP will be organised initially by calling experts from institutes like Indian
Institute of Cerebral Palsy (IICP). Training of trainers (ToT) in AAC will help in
having capacities built with in IKP functionaries.
4. Disability certification:
 ZVS and MVS members will be empowered by the CC and the CDW in helping each
parent to avail the facility of disability certification. Periodic check by the DPM will
ensure that the certificatesa re obtained without any problems
5. Parent organisations of children with mental retardation and developmental
disabilities (DD)
 Innovation and convergence: Parents of children with MR and DDs need to work
together to form a group as they may avail benefits of National Trust for welfare of
persons with autism Cerebral palsy, mental retardation and multiple disabilities Act
(1999). Such parents in the mandal will be assisted to form and register the parent
association through the parents meeting organised once a month. This organisation
will be federated to National trust so that they may avail the facilities and schemed.
 In addition the parent –to – parent interactions will be facilitated so that these parents
feel supported and empowered.
 Training for home based activities will be given individually to parents tailor made to
meet the needs of the child.
6. Accessible Neighbourhood center:

547
 Neighbour center is located Kalher which is geographically located in the centre of the
Mandal. It is a Mandal head quarters. Farthest village of the Mandal will be about less
than 20 kms from the NHC.
 Innovation: Barrier free and accessible environment is the right of a person with
disability. A model centre will be developed using locally available material with total
accessible rooms, toilets, signage and ramps so that parents can replicate at home
where appropriate. (See: Disabled Village Children by David Werner). Werner’s
models will be followed where possible
7. Access to Education:
 RVM schools will be encouraged to enrol cwds. Parents will be empowered by
repeated discussion to establish the rights of their children to education and to have
them enrolled in RVM schools.
 Children with severe disabilities will be placed in suitable educational options such as
aanganwadi, Balbadis, special schools, home based instructions and if needed,
educational support within NHC.

In all the above programmes Panchayati Raj functionaries will be involved

suitably so as to institutionalise the programme.

Monitoring and evaluation:

 The functionaries will maintain records of activities in the given format on daily basis.
 Meetings by DPM/AC/APM with the staff of the programme will be held periodically
(at least once a month formally and a number of times informally), and concerns
addressed.
 MVS meeting will be attended by the DPMs, APM and CDW and CRPs and parents
of CwDs (office bearers) and all pending issues and new agenda will be addressed.
The issues that need follow up will be taken care of by the APM and the MVS office
bearers.
 Over all monitoring will be done by PD DRDA and the State level office at least once
in a month
 All data and work done reports will be fed by the functionaries starting from CDW so
that it is centrally available at state level.
 The key indicators provided towards achieving the out come will be monitored to
check for achievements and gaps.

548
16.27 Time Frame: Unnathi

May-14
Mar-14
Aug-14

Nov-14

Apr-14
Jun-14

Dec-14

Feb-14
Jul -14

Oct-14
Sep-14

Jan-14
Sl.no Activities Tasks to be carried out

Deployment of 1.recruitment of consultants,

1
Staff and training Professionals and CRPs
1. Literature review and preparation
Module
2 of customized modules (Before
Development
April) .
1. ToT of selected resource pool.
3 Capacity Building 2. Training to field staff by ToTs. In 3
phases
1. Exposure to various national
Exposure visits to institutes
4
staff and CRPs 2. Exposure to Chennai on Early
intervention
1. All trained CRPs will carryout door
to door survey
Door to Door 2. Meeting with ANMs, ASHA and
5
Survey AWWs for identifying cases.
3. Attending immunization days to
identify cases.
1. Assessment by professionals for all
suspected cases
Assessment for 2. referrals to various Institutions for
6
suspected cases Surgeries/Rehab support.
3. Advise to CRPs and parents for
follow up
Availing of 1. Case history documentation by
Services from professionals.
7
Project at Mandal 2. Organising Manopragathi camps
level (NHC) for therapy support.
1. Coordination with National
Carrying out
Institutes /other hospitals for
8 reconstructive
organising district level surgical
surgeries
camps.
9. Organisisng NHCs Constructing barrierfree facilities

1.Talk to parents
Organising parent
10. 2.Initiate the forming org
group
3.Federate with National trust

Costing for One Mandal per year

Sl.N ACTIVITY OUT PUTS UNIT COST (in Rs) Total cost
o
1 Early detection of children Converting NHCs with barrier free accessible
with delayed development in facility (One time expenditure) 50000
the age group of 0-6 years 50000
Parents groups of MR and Multiple disabled 72000
6000
children formation
Delayed development assessment and therapy 12000
100
services (100 children) through professionals
Home Care Management for Parents, including 180000
150 per parent/Month
accessibility
Training of CRPs /Professionals deployed 8000 24000
2 Reduce the mile stone Assessment of children by professionals 0
development gap. children referred to Rehab institutions. 800 16000
Counseling to Parents. 0
3 Management for improved Delayed development Therapy services for 250000
12500
residual capacity. children(100 children )
Assistive devices and reconstructive surgeries (50 250000
5000
members)
Parents /Care Givers training on Home Care
0
Management
Children with medical support (monthly once) 500 60000
4 Awareness on entitlements Provisions with entitlements like SADAREM
0
to PwDs strengthened Certificates
Total 914000

549
16.28 Sthree Nidhi Output
The branchless banking model in rural and tribal areas is piloted for providing
affordable basic banking services to SC/ST and all other community members for
facilitating access to financial services. ‘Stree Nidhi’ will function as Business
Correspondent (BC) and Village Organizations (VOs) as Customer Service Points
(CSP) or the existing CSPs of the Banks in Gram Panchayats will be associated
depending on the situations. The VO identified ‘Village Level Entrepreneur’ (VLE)
will also be ensuring viability of BC/CSP services.
The basic banking services sought to be provided are withdrawal, remittance, savings,
deposits etc, beyond just payments and then graduating into a full-fledged “one stop
services centre” by integrating various financial services as well as non-financial
services to all the members of village community availing banking services at their
doorstep. We have mentioned below few of such services available at these centers.
 Banking Services
 MNREGA
 Pension Payments
 Credit delivery by Stree Nidhi and web based monitoring
 Repayments and Deposit mobilization for Stree Nidhi
 Bank linkage transactions and viewing information
 Collection of premium for Social security Programs
 Monitoring initiatives for PoP SHGs
 Scholarships and Education related activities
 Bangaruthalli activities
 Collection a/ capturing data at village itself
 Mee Seva center services and other services like mobile / dish TV recharging
Roll out and phasing
The accumulation of knowledge or skill that results from direct participation in BC
activities by Stree Nidhi will facilitate implementation of Kiosk Model in all locations
identified under pilot project. However, it is proposed that the activity can be taken up
in 300 mandals in phased manner as proposes below
First 2 years:
3 mandals per district to implement the model of service delivery: StreeNidhi Kiosk,
Total Mandals: 66 mandals, Total kisosks to be established:200s
3rd Year:
Performance evaluation of service delivery of the Stree Nidhi model in 66 mandals
Implementation of Stree Nidhi Kiosk model in remaining 34 mandals.

Assumptions:
Project implementation in 100 mandals over a period of Three years
Each mandal having 30 villages thus covering 3000 villages

550
 Three Gram Panchyats will be grouped into one Customer Service Point (CSP) for
viability reasons
1st Year implementation in 33 mandals totalling there will be 100CSPs
2nd Year implementation in 33 mandals there will be 100 CSPs
3rd year implementation in 34 mandals there will be 150 CSPs
Stree Nidhi Budget for APRIGP
Unit Expend
Unit Quantities Cost Base Costs (in lakhs) iture
(in Accoun
lakhs) ts
TOTA Amont in
PY 1 PY 2 PY 3 L PY 1 PY 2 PY 3 TOTAL Lakhs
Hardware 100 100 150 350 106000 10600000 10600000 15900000 37100000 371
15% of total 600
VSAT
requirement 38 38 57 133 82000 3116000 3116000 4674000 10906000 109

Training per VLE 100 100 150 350 10000 1000000 1000000 1500000 3500000 35
AMC on 15% of
Hardware cost 2057400 2057400 3086100 7200900 72
Total
16773400 16773400 25160100 58706900 587

TSP establishment
of Datacentre 7985000 9420000 9420000 26825000 268
STAFF
HO 2 2 2 2 75000 1800000 1800000 1800000 5400000
DISTRICT 10 20 22 22 60000 7200000 14400000 15840000 37440000
Cluster 20 40 60 60 15000 3600000 7200000 10800000 21600000
64440000 644
Grand Total 37358400 49593400 63020100 149971900 1500

551
Project Design & Institutional Set Up

552
553
 Institutional Set Up
A State Level Society under the name and style Andhra Pradesh Society for
Elimination of Rural Poverty (APSERP) has been established.
The constitution of the SERP is as under:

554
The Hon. Chief Minister of the State is the Ex-officio Chairman of the General Body of the
Society. The Govt of AP shall nominate one of the non-official members of the General Body
as the Vice Chairman. The Vice Chairman shall be the President of the Executive Council.

555
The Management of the Society shall be vested in an Executive Council consisting of:

556
a) Vice Chairman of the General Body

557
b) Principal Secretary, Rural Development, Govt of AP

558
c) Secretary, Institutional Finance, Govt of AP

559
d) Four members nominated by the Govt initially and by the General Body subsequently
from among the members from outside the Govt.

560
561
The organisational structure of APSERP is as under:

562
APSERP consists of APSERP-SPMU and twenty-two APSERP- DPMUs and seven TPMUs.
The CEO of APSERP is the State Project Director for SERP Project.

563
564
SERP-DPMUs: The District Project Director heads the District Project Management Unit
assisted by A team of officials. APSERP-DPMUs would take most of the decisions about
investments under Community Investment Funds and convergence with ongoing projects in
the district.

Flow of Funds
The funds-flow process is summarized below.

a) Government of India (GOI) would pass on Funding Agency funds to the Government
of Andhra Pradesh (GOAP) in accordance with the prevailing policies and procedures
applicable to passing on of Funding agency -funds from GOI to States. GOI & GOAP
would bear the foreign exchange risk.

b) GOAP would provide funds for the project through an annual budgetary allocation
under
(to the SPMU). This would include both Funding Agency funds and Government
counterpart funds.
c) The APSERP SPMU would retain part of the funds for activities managed directly by
the SPMU, and disburse funds to the 22 APSERP District Project Monitoring Units
(DPMUs) and 8 TPMUs. DPMUs/TPMUs would utilize the funds for activities managed
directly by the DPMUs/TPMUs and for advances/installments for MCP and CBOs

Release of Funds to CBOs

The main object of SERP is to improve the livelihood of poor rural people and funds
are given as grants. In this connection the Project has been spending more of its funds
MCP and other related activities.
Release of funds to DPMUs, TPMUs, MMSs and MSs and VOs , will be on the basis
of IKP Action Plan after ensuring that internal controls are maintained and that
amounts are being promptly and regularly accounted for.

Bank Transactions

Funds released as above would be deposited into a separate Bank Account called
Project Bank Account opened by the respective CBOs as the case may be @ Two
bank accounts for each MSs (for the project funds) and one bank account for each ZS.

[CBOs would make payments relating to MCPs implemented by them, from the CBO
Project bank account to contractors, suppliers, consultants, etc. The CBO Bank
Account would be operated by two signatories (to be determined by the respective
CBO). Keeping in view the concept of ‘social audit’, all payments from the CBO
Bank Account would be made by said joint signatories (for payments relating to
projects implemented by CBO).

565
V.O. would make payments relating to MCPs implemented by them. The CBO Project
Bank Account would be operated under dual signatures of the OB members i.e.
President and Secretary/Treasurer.

C.B.Os would make payments to contractors, suppliers, consultants, etc., on the basis
of contracts entered into with them, following normal procedures. In some cases, the
contractor may be the community groups or MCPs themselves. In this case, the nature
of the contract between the C.B.O. and the MCP may be a simpler format. Payments
would be made on the basis of this contract.

566
16.29 Audit Manual

The scope of the audit would include an assessment of the adequacy of the project
financial management systems54 and internal controls.
This would include aspects such as:
a) Adequacy and effectiveness of accounting, financial and operational controls,
b) Level of compliance with established policies, plans and procedures55;
c) Reliability of accounting systems, data and financial reports;
d) Methods of remedying weak controls or creating them where there are none;
e) Verification of assets and liabilities; and
f) Integrity, controls, security and effectiveness of the operation of the computerized system;

Form & Contents

The audit manual provides general guidance to the members of the Audit Team to
facilitate an uniform approach to the audit and reporting. An example of the form of
reports suggested is as follows:
Introduction:
1. Name of the Unit.
2. Name of the Audit Firm.
3. Name of the Audit Key personnel conducted by the audit.
4. Period.

Monthly Expenditure Statements/IUFRs

1. Whether SOE/IUFR is reflecting total receipts and expenditure.

2. Whether SOE/IUFR is reflecting total advances issued and total advances settled during
the each month.
3. That all the Expenditure is properly classified by component and disbursement category.
4. Whether SOE/IUFR is in agreement with Claims submitted to Controller of Aid Audit and
Accounts.
5. Reliability of Monthly Expenditure Statements.
6. Whether SOE/IUFR is prepared in accordance with the internal policies, Project
implementation plan and I.D.A Project Appraisal Document.

Books of Accounts & Others

1. List the books of accounts maintained by Unit.

54

The financial management system would include methods and records established to
identify, assemble, analyze, classify, record and report on transactions and to maintain accountability for
the related assets and liabilities.
55
Including the Financial Management Manual, and Memorandum of Understandings
between SPMU/DPMU and other implementing agencies.
567
2. Whether SOE/IUFR is in agreement with books of accounts.
3. Whether any personal expenditure has been allowed and charged to accounts.
4. Whether any penalty or fine in violation of law for the time being in force was paid or is
payable.
5. Outstanding Liabilities (If any).
6. Long Pending advances (If any).
7. Consultancy Contracts and other contracts.
CIF- Sub Projects (Land Activities)

All subprojects exceeding $ 30000 are to be audited.

1. Number of proposals received.
2. Number of Sub projects released against the above.
3. Whether release of installments is as per MoU and whether Utilization Certificates have
been obtained before release of further installments.
4. Whether C.I.F releases are as prescribed in PAD.
5. Number of Sub Projects audited as per the PAD.
6. Whether documentation is as per Financial Manual.
7. Comments on these are required to be rigorous, i.e whether beneficiaries have actually
made contribution; whether contributions by third parties such as SC-S.T Corporation,
Banks etc are actually made or the same is given by D.P.M.U as advance.
8. For others – MCP model is to be adopted.
Electronic Financial Management System (eFMS)

1. Whether eFMS reports are in agreement with Books of Accounts.

2. Whether eFMS is generating reliable reports.

Procurement Methods

1. Whether procurement is as per World Bank guidelines as detailed in the World Bank
Procurement Guidelines, 2004.
2. Whether documentation for Procurement methods is on record.

Internal Control

1. Flow of transactions.
2. Whether payments made by Account Payee cheque/ bearer cheque /cash.
3. Whether payments are made after authorization from competent authority in writing.
4. Whether payments are made after verification of receipt in stock or achievement of
defined output for contracts/consultancies.
General

1. Payment of statutory dues and statutory remittances within the time limit.
2. Comments should be on financial management of the Units as a whole with respect to the
project funds.
3. Comment on stock file.

568
Chief Executive Officer
SERP-Hyderabad

569
Finance-Staff Structure

570
 BIBLIOGRAPHY
Ashley, C. and D. Carney (1999): “Sustainable Livelihoods: Lessons from Early
Experience”, Department for International Development (DFID), London.
Ashley, C. and K. Hussein (2000): “Developing Methodologies for Livelihood Impact
Assessment: Experience of the African Wildlife Foundation in East Africa“, Working
Paper, 129, Overseas Development Institute (ODI), London
Elizabeth M. King, Jere R. Behrman (2008) , “Timing and Duration of Exposure in
Evaluations of Social Programs”, Policy Research Working Paper 4686, The World
Bank, Development Research Group, Human Development and Public Services Team.
Jaap H. Abbring, James J. Heckman (2007), “Econometric Evaluation Of Social
Programs, Part III: Distributional Treatment Effects, Dynamic Treatment Effects,
Dynamic Discrete Choice, And General Equilibrium Policy Evaluation”, Vrije
Universiteit Amsterdam, The Netherlands Tinbergen Institute, The Netherlands, The
University of Chicago, USA, American Bar Foundation, USA, University College
Dublin, Ireland, Handbook of Econometrics, Volume 6B.
Klaus Deininger and Yanyan Liu (2009) “Economic and Social Impacts of Self-Help
Groups in India”, Policy Research Working Paper 4884, The World Bank Development
Research Group, Sustainable Rural and Urban Development Team.
Karlan.S,(2001) “Microfinance Impact Assessments: The Perils of Using New
Members as a Control Group”, M.I.T. Department of Economics.
Murray, C. (2001): “Livelihoods Research: Some Conceptual and Methodological
issues”, Background paper, 5, Chronic Poverty Research Centre, University of
Manchester, Manchester.
Manuela Angelucci Vincenzo Di Maro (2010) “Program Evaluation and Spillover
Effects Office of Strategic Planning and Development Effectiveness”, Inter-American
Development Bank, No. IDB-TN-136.
Shaohua Chen, Ren Mu and Martin Ravallion (2006) “Are there Lasting Impacts of a
Poor-Area Development Program?”, Development Research Group, World Bank,
Washington DC.
Scoones, I. (1998) “Sustainable Rural Livelihoods: A Framework of Analysis”,
Working paper, 72, Institute of Development Studies (IDS), Sussex, London.
Wendy Janssens, (2004) “Measuring externalities in Programme Evaluation, Spillover
Effects of a women’s empowerment programme in rural India”, Tinbergen Institute
The Tinbergen Institute, the institute for economic research of the Erasmus
Universiteit Rotterdam, Universiteit van Amsterdam, and Vrije Universiteit
Amsterdam.

571
16.30 Summary of Adam Smith International’s GAC Review

Summary of Adam Smith International’s GAC Review of APRPRP Project

Adam Smith International carried out a review of the APRPRP from the perspective of
Governance and Accountability, titled “Understanding Governance and Accountability
Risks”, consisting of two papers - A Review of GAC Risk in APRPRP and Review of
GAC Risks in Livelihood Projects – Andhra Pradesh, Madhya Pradesh and Bihar

The main lesson that the review offered was the functionality of community-based
approach in livelihood projects. Specifically, community based structures that have
been experimented have offered lessons such as:

 The propensity to “self-reliance” of communities of women from poor households.

 Organisational capabilities of such communities with basic capacity-building.

 The benefits and value of judicious mix of “engineering” (project organization driven)
and “evolutionary” (Community-initiated) change models in a process of such large
scale community-based approach to livelihoods project.

 The advantages of federated structures in vertically integrating interests and hence

minimizing marginalization of “lower” entities.

 The SHG and other federated structures educate us about the benefits of permanently
temporary structures in ensuring lesser chances of development of vested interests.

 A project management system that alternates between an engineering and evolutionary

approach to CBO development. This an observation that needs to be studied more
systematically so that a replicable approach is developed.

Measures to improve Governance and Accountability in the APRPRP suggested

by Adam Smith International Review56
Measures to Improve Governance and Accountability in the APRPRP
Likelih
S. Additional Proposed
Area Level Risk ood of Existing Measure(s)
No. Measures
Risk
1 Governa SPMU 1. Elite capture 1. Low SERP General Body has 6 nominated non- 1. 100% registration under
nce (SERP) 2. Political 2. Low official experts and 10 nominated leaders the AP Mutually Aided
patronage of SHGs from MS or ZS while the Cooperative Act;
Executive Council has 2 non-official 2. Adoption of formal
experts; all nominated members have corporate governance norms
tenures of 2 years by all higher level CBOs

56
Ibid.
572
Measures to Improve Governance and Accountability in the APRPRP
Likelih
S. Additional Proposed
Area Level Risk ood of Existing Measure(s)
No. Measures
Risk
Most CBOs are registered under the AP
CBO
Mutually Aided Cooperatives Act and
(SHG/VO
abide by all regulations stipulated under
/MS/ZS)
these acts
System of sub-committees at the CBO
level to ensure smooth functioning and
CBO transparency - monitoring, asset
(SHG/VO verification, bank linkage, social issues,
/MS/ZS) EGS sub-committees; CRPs (both external
and internal) monitor committee
performance
Most higher level CBOs (MS/ZS) hold (MS/ZS) such as holding of
CBO
annual general body meetings and make annual meetings, audits, etc.
(MS/ZS)
annual performance reports/audits public regularly
Leadership rotation - CBO office bearers
(ZS/MS) have fixed tenures (2 terms of 3
CBO years each) after which they mandatorily
(SHG/VO step down while SHG office bearers have
/MS/ZS) 2 year terms; in SHG weekly/monthly
meetings each member presides in rotation
- this ensures that there is no elite capture
All decisions are taken by consensus in the
CBO
general body of the MS/ZS and not by
(SHG/VO
voting or in the executive councils of the
/MS/ZS)
MS/ZS and are minuted in detail
2 Financia 1. Leakage in 1. Low Project funds flow directly to CBOs 1. MOUs with Banks to
l CBO flow of funds; 2. Low through block grants and are managed by facilitate direct transfer of
Manage (SHG/VO 2. Collusion 3. them (this minimizes leakages since CBOs funds to beneficiaries
ment /MS/ZS) between Mediu are responsible and accountable for through the Core Banking
suppliers; m managing funds) System planned;
CBO 3. Poor 4. Disbursal of funds to determined by 2. Collection of Utilization
(SHG/VO management of Mediu performance rating of CBOs (VOs and Certificates (UC) - To ensure
/MS/ZS) loan payments m SHGs) that all UCs are available a
and recoveries Records of financial transactions and UC collection drive is
CBO 4. Influence of proceedings of meetings are kept at the ongoing throughout all
(SHG/VO project staff CBO (ZS/MS/VO) levels available to all project districts;
/MS/ZS) during loan for inspection; All accounts are maintained 3. District level should have
payments by master book keepers hired by CBOs an audit wing (either at the
CBO Project Director level or at
Accounts of most CBOs are audited by the ZS level which could
(SHG/VO
Chartered Accountants have an audit committee)
/MS/ZS)
Certified and approved project auditors (a that takes up random audits
team of 5 audit companies lead by a lead of CBO accounts;
SPMU/D 4. Scaling up of
auditor) audit financial transactions of all
PMUs computerization of financial
MSs and 4-5 VOs per Mandal and submit
and CBOs transaction and record
quarterly management letters and ATRs to
project staff and CBOs keeping systems from few
Cash transactions in some districts at pilot mandals to all project
DPMU VO/MS/ZS have been banned; all mandals is planned (this will
and CBOs financial transactions in these districts are include computerized
made through crossed checks issuance of checks to
Repeated sensitization of most CBO beneficiaries as well)
SPMU/D alongwith capacity building
members towards good financial practices
PMUs of CBO book keepers and
(face to face, VCs, etc.) is an ongoing
and CBOs CBO office bearers;
process
Extensive training (face to face, VCs, etc.) 5. Capacity building of 2
SPMU/D CRP auditors per area
of all office bearers and book keepers of
PMUs coordinator (i.e. a total of
all CBOs (approximately 200 batches) has
and CBOs 440 CRP auditors) by
been conducted
finance professional is being
SPMU/D Monthly finance meetings are held in
proposed to analyze
PMUs which all district level finance officials
financial transactions and
and CBOs such as DPMs (Finance), Accountants and
ensure that audits are
ZS treasurers attend

573
Measures to Improve Governance and Accountability in the APRPRP
Likelih
S. Additional Proposed
Area Level Risk ood of Existing Measure(s)
No. Measures
Risk

No new CIF sanction/disbursement in the

CBO
project anymore; only recycling of
(SHG/VO
balances - this limits influence of project conducted at the community
/MS/ZS)
staff level;
6. Community Based
Recovery Mechanism
(CBRM) - Bank branch-wise
meetings are conducted
regularly with bank linkage
sub-committee MS/VO
members and local bank
officials attending to attend
to complaints and prevent
leakages;
7. An "Anchor Persons
Program" has recently been
started in which a district
level anchor person meets
with VOs/MSs on the first
Almost all procurement takes place at the
CBO (SHG/VO/MS/ZS) level through
procurement committees (comprising of
CBO members) or beneficiary levels (for
income generating activities) which
reduces the scope for fraud or collusion;
relatively low procurement at the MS/ZS
1. Leakage in levels
fund flow;
CBO Records of all procurement transactions
2. Collusion
(SHG/VO and proceedings of most meetings are kept
between
/MS/ZS) at the CBO (ZS/MS/VO) levels and
Procure suppliers (e.g. 1. Low
3 or audited by Chartered Accounts
ment food materials 2. Low
Individual Utilization Certificates for asset purchase
under the food
Beneficiar by SHG members are collected and
security program
ies inspected by the SHG asset verification
or similar other
committee; the VO, MS and ZS asset
project activities)
verification sub-committees inspect the
assets purchased by the lower level CBO
(e.g. the ZS sub-committee will verify the
UCs of the MS, and so forth)
Photo-documentation of procured assets
being done and collected at the VO office
to prevent fraud
4 Grievanc CBO Poor grievance Low The federated cooperative structure of 1. Proposed help line and
e (SHG/VO redress leading to CBOs (SHG officer bearers are part of the call center which is
Redress /MS/ZS) community VO; VO office bearers are part of the MS; supposed to gradually cover
and members not and MS officer bearers are part of the ZS) all APRPRP activities
Complai participating in ensures that performance information is including complaints
nts CBO activities shared, complaints are attended and (currently a helpline is
Handlin feedback is gathered seamlessly; these operational in Karimnagar
g topics are agenda items in every CBO district);
meeting; compulsory regular meetings that 2. A formal grievance
are minuted in detail act as fora for redress mechanism at the
complaint redressal and feedback SPMU and DPMU levels
gathering

574
Measures to Improve Governance and Accountability in the APRPRP
Likelih
S. Additional Proposed
Area Level Risk ood of Existing Measure(s)
No. Measures
Risk
Monthly Reports (Maas Nivedika)
CBO
presented by SHG/VO/MS members to
(SHG/VO
VO/MS/ZS meetings which outline CBO
/MS/ZS)
activities and detail problems
Monitoring sub-committees at the
VO/MS/ZS levels meet
CBO village/mandal/district officials regularly
(SHG/VO to sort out problems - preventive;
/MS/ZS) investigative reports into complaints are
placed before the MS/ZS meetings –
curative
CRP Strategy - Debriefings of Community with a dedicated officer for
SPMU/D
Resource Person (CRP) facilitates complaint redressal
PMUs
feedback gathering and complaint
and CBOs
redressal
SPMU/D State level finance department (a team of
PMUs 13) inquires into complaints of financial
and CBOs irregularities as and when received
SPMU/D Video Conference meetings between
PMUs ZS/MS members and SPMU officials
and CBOs including the CEO are regularly help
SPMU/D
22 Insurance Call Centers for complaint
PMUs
handling and information dissemination
and CBOs
Micro-planning process (e.g. for loan
sanctioning or food security) transparent
CBO and open; loans sanction as per the micro-
(SHG/VO plan, capturing minutes of the proceedings
/MS/ZS) at all lvels ensures every once attending
the meetings is abreast with decisions and
developments
Monthly video conferences between
SPMU/D
SPMU staff and district level community
PMUs
members used for disseminating project
and CBOs
guidelines and learning activities
CBO activities are well documented and 1. Proposed help line/call
CBO
displayed through posters in or outside the center for providing
(SHG/VO
CBO office (each VO office will have 15- clarifications on various
/MS/ZS)
20 posters) APRPRP activities is
Most decisions are taken by consensus in proposed with senior
CBO Lack of
the general body of the MS/ZS and not by community leaders acting as
(SHG/VO accountability
Account voting or in the executive council of the resource persons;
5 /MS/ZS) leading to Low
ability MS/ZS so there is higher transparency 2. Computerization of all
mismanagement
MS/ZS meetings are held transparently, VO transactions;
CBO of funds
e.g. checks to beneficiary groups in MS 3. Have a dedicated officer
(SHG/VO
are given in front of all VO representatives at the SPMU level looking
/MS/ZS)
in the MS meeting after transparency,
Community Resource Persons for health, information disclosure,
institution building and many other project grievance redress issues
CRPs and
activities exist that build capacity of
CBOs
CBOs, disseminate project information,
gather feedback and redress complaints
Health Score Cards being applied in the
context of health interventions in select
Health
health mandals to mobilize community
CRPs and
and health staff, monitor health
CBOs
department performance and come up with
creative local solutions
Project website displays project related
SPMU
information
6 Sustaina CBO 1. Organisation 1. High Project Management and communities are The project team needs to
bility (SHG/VO can become 2. High yet to wake up to the demands of work in partnership with
/MS/ZS) business centric businesses and the traditional structures communities in envisioning
rather than being they may seek to impose on the CBOs the dynamic nature of CBOs

575
Measures to Improve Governance and Accountability in the APRPRP
Likelih
S. Additional Proposed
Area Level Risk ood of Existing Measure(s)
No. Measures
Risk
people centric
2. Large
corporations are Large corporations are capable of swaying and working with them to
SPMU/D
yet to wake up to the CBO structures through large capital create structures that remain
PMUs
the collective investments people centric.
market potential
of CBOs

576
 16.31 GAC Measures in RIGP

Governance and Accountability Measures in the APRPRP

Upon completion of the APRPRP project, World Bank produced an Implementation

Completion and Results Report57 , evaluating the project performance which included
the Governance and Accountability measures that existed in the APRPRP project
(given in table below). As per the report, APRPRP had good governance and
accountability practices at all levels of project implementation. As per the report, the
lesson learnt regarding GAC was to integrate social accountability and good
governance measures into the project DNA. It also recommended CBOs to be
facilitated to develop norms and systems for downward accountability and peer
supervision. These include shared leadership responsibility, consensual decision
making, social audit committees and community auditors, public disclosure of
accounts, etc58. The GAC measures in APRIGP will be built upon the measures
existing in SERP and those proposed upon completion of APRPRP.
COMPONEN

Governance and Accountability measures in the APRPRP59 Level

T

SERP General Body has 6 nominated non-official experts and 10 nominated leaders of SHGs
from MS or ZS while the Executive Council has 2 non-official experts; all nominated members SERP
have tenures of 2 years
Higher level CBOs (MS/ZS) hold annual general body meetings and make annual performance CBO
reports/audits public (MS/ZS)
CBOs are registered under the AP Mutually Aided Cooperatives Act and abide by all regulations
GOVERNANCE

stipulated under these acts

System of sub-committees at the CBO level to ensure smooth functioning and transparency;
CBO
CRPs (both external and internal) monitor committee performance
(SHG/VO/MS
Leadership rotation - CBO office bearers (ZS/MS) have fixed tenures (2 terms of 3 years each)
/ZS)
after which they step down while SHG office bearers have 2 year terms; in SHG
weekly/monthly meetings each member presides in rotation
All decisions are taken by consensus in the general body of the MS/ZS and not by voting or in
the executive councils of the MS/ZS and are minuted in detail
FINANCIAL MANAGEMENT

Project funds flow directly to CBOs through block grants and are managed by them
Disbursal of funds to determined by performance rating of CBOs (VOs and SHGs)
Records of financial transactions and proceedings of meetings are kept at the CBO (ZS/MS/VO)
CBO
levels available to all for inspection; All accounts are maintained by master book keepers hired
(SHG/VO/MS
by CBOs
/ZS)
Cash transactions at VO/MS/ZS have been banned; all financial transactions are made through
crossed checks
Accounts of CBOs are audited by Chartered Accountants
Certified and approved project auditors (a team of 5 audit companies lead by a lead auditor) SERP and
audit financial transactions of all MSs and 4-5 VOs per Mandal and submit quarterly CBOs
management letters to project staff and CBOs

57
Implementation Completion and Results Report (Cr. 3732-IN) on a credit of Amount of XDR 219.60
Million to the Republic of Indian for an Andhra Pradesh Rural Poverty Reduction Project. World Bank.
March 31, 2012
58
p. 27. Ibid
59
Annexure 2C. Governance and Accountability measures in APRPRP. p.44. ibid
577
 Repeated sensitization of most CBO members towards good financial practices (face to face,
VCs, etc.) is an ongoing process
Extensive training (face to face, VCs, etc.) of all office bearers and book keepers of all CBOs
has been conducted
Monthly finance meetings are held in which all district level finance officials such as
Accountants and ZS treasurers attend
Almost all procurement takes place at the CBO (SHG/VO/MS/ZS) level through procurement
committees (comprising of CBO members) or beneficiary levels (for income generating
activities) which reduces the scope for fraud or collusion; relatively low procurement at the
MS/ZS levels
PROCUREMENT

Records of all procurement transactions and proceedings of most meetings are kept at the CBO
CBO
(ZS/MS/VO) levels and audited by Chartered Accounts
(SHG/VO/MS
Utilization Certificates for asset purchase by SHG members are collected and inspected by the
/ZS)
SHG asset verification committee; the VO, MS and ZS asset verification sub-committees inspect
the assets purchased by the lower level CBO (e.g. the ZS sub-committee will verify the UCs of
the MS, and so forth)
Photo-documentation of procured assets being done and collected at the VO office to prevent
fraud
The federated cooperative structure of CBOs (SHG officer bearers are part of the VO; VO office
bearers are part of the MS; and MS officer bearers are part of the ZS) ensures that performance
information is shared, complaints are attended and feedback is gathered seamlessly; these topics
are agenda items in every CBO meeting; compulsory regular meetings that are minuted in detail
CBO
act as fora for complaint redressal and feedback gathering
GRIEVANCE REDRESS AND COMPLAINTS

(SHG/VO/MS
Monthly Reports presented by SHG/VO/MS members to VO/MS/ZS meetings which outline
/ZS)
CBO activities and detail problems
Monitoring sub-committees at the VO/MS/ZS levels meet village/mandal/district officials
regularly to sort out problems - preventive; investigative reports into complaints are placed
before the MS/ZS meetings – curative
HANDLING

Debriefings of Community Resource Person (CRP) facilitates feedback gathering and complaint
redressal
State level finance department (a team of 13) inquires into complaints of financial irregularities
SERP and
as and when received
CBOs
Video Conference meetings between ZS/MS members and SERP officials including the CEO are
regularly held
22 Insurance Call Centers for complaint handling and information dissemination
Monthly video conferences between SERP staff and district level community members used for SERP and
disseminating project guidelines and learning activities CBOs
Computerization of all VO transactions VO
CBO activities are well documented and displayed through posters in or outside the CBO office
(each VO office has 15-20 posters)
Micro-planning process (e.g. for loan sanctioning or food security) transparent and open; loans
TRANSPARENCY & IMPROVED ACCESS TO

sanction as per the micro-plan

Most decisions are taken by consensus in the general body of the MS/ZS and not by voting or in CBO
the executive council of the MS/ZS so there is higher transparency (SHG/VO/MS
MS/ZS meetings are held transparently, e.g. checks to beneficiary groups in MS are given in /ZS)
front of all VO representatives in the MS meeting
INFORMATION

Community Resource Persons for health, institution building and many other project activities
build capacity of CBOs, disseminate project information, gather feedback and redress
complaints
Project website displays project related information
Help line/call center for providing clarifications on various APRPRP activities is proposed with
SERP
senior community leaders acting as resource persons
Dedicated officer looking after transparency, information disclosure, grievance redress issues

578
 16.32 Governance and Accountability Performance Benchmarks

S. Focus Areas Performance benchmarks

No

Business Processes, Guidelines Sevottum Standards for service delivery

and Project Principles
Human Resource Policy and Merit based recruitment of all staff
Codes of Conduct
Capacity building and Planned versus actual
Participatory Processes Accreditation of staff
Community score cards feedback
Transparency and disclosure Duty to Publish Index
policy RTI disclosure policy

Project Monitoring Mechanism Timely corrective actions

Updated MIS report
Financial Management Adequacy of estimates thru review of actual cost vis-à-vis estimated cost
On-time and accurate payment to the Consultants and NGOs involved in project
service delivery
Complaints Handling and Timeframe for complaint redressal
Grievance Redress Mechanisms No. of grievances
Grievance Resolution Index

Procurement (Fiduciary) Lead time from time of bidding to the sign of contract
Controls Extent of response against NRLP from civil society, bank and other linked
organisations.
Sanction policy Community Satisfaction Index
Corruption cases
10. Performance (GAC) Based Performance assessment of staff
Incentives Result based ( Milestone ) payment to the agencies

579
 16.33 Result framework for Governance and Accountability

Result framework for Governance and Accountability for the APRIGP Project

S. GAC Component GAC results indicator Unit of measurement

no.

Business Processes, No of mandals in which Service delivery standards worked out Number of mandals
Guidelines and Project as per Sevottum guideline
Principles % villages monitored on the basis of service delivery standards % villages
through MIS
Human Resource Policy No .of Mandals submitting Annual recruitment audit report Number of mandals
and Codes of Conduct % staff accredited on project through Annual Accreditation % staff
System (AAS)
Capacity Building and % staff and community professionals undergone capacity % staff
Participatory Processes building on GAC
Number of GAC case studies documented for GAC training Number of GAC case
module. studies
Transparency and No of village where the project information is displayed and % villages
Disclosure Mechanisms update
No .of Mandals having updated websites on regular basis Number of mandals
No .of Mandals following the information disclosure policy as Number of mandals
per RTI
10. Project Monitoring No. of mandals submitted yearly management citizen report card % mandals
11. Mechanism % mandalss submitting annual community score card from % of % mandalss
its villages.
12. % mandalss submitting annual social audit report from % of its % mandalss
villages.
13. % villages uploading field based information connected through % mandalss
local area portal
14. Financial Management % mandals submitting financial reports as per templates Number of mandals
15. and Procurement % mandals submitting the yearly audit report Number of mandals
16. (Fiduciary) Controls % Mandals initiated e- book keeping system Number of mandals
17. % Mandals initiated e- procurement system Number of mandals
18. Complaints Handling Grievance redress system in place at the state level Number of mandals
19. and Grievance Redress % Stakeholders have access to grievance redress system % stakeholders
20. Mechanisms % grievance (received) redressed through the system % grievances

21. Sanction policy % registered case of corruption enquired upon % cases

22. % enquired cases on which action was undertaken % cases

23. Performance (GAC) % staff being appraised through Annual Performance Appraisal % staff
24. Based Incentives % staff getting incentive on the basis of performance based % staff
incentive system
25. Number of GAC innovation documented and processed for Number of
GAC annual awards innovations

26. % documented innovation scaled up in other mandals % innovations

580
16.34 Key findings for ICDS Study

Key findings of Diagnostic Study of ICDS (Conducted by Centre for Good Governance)

The Centre for Good Governance (CGG) conducted a diagnostic study of Integrated Child
Development Services (ICDS) programme in 4 Districts (Ranga Reddy, Visakhapatnam,
Nalgonda and Kurnool), implemented by the Department of Women Development and Child
Welfare (Govt. of AP) for functional mapping leading towards a road map for determining the
probable areas of convergence and areas of intersection. The CGG team accessed the
secondary data of multiple departments and prepared a learning note for the key thematic
interventions. Based on correlation and in-depth data analysis the assumption was
strengthened for the service delivery.
ICDS service was launched in 1975 with 50% Central and 50% State share in funding, with
an aim to improve supplementary nutrition among adolescent girls and women, pre-school
education for children in age group 3-6 years, greater coverage of immunization for children
and pregnant women, health check ups, referral services and health and nutrition education to
women and adolescent girls. The provisions in ICDS include food provisions to children up to
6 years, Supplementary Nutrition Programme (SNP) for 300 days to pregnant and lactating
women, ANC and PNC checkups for pregnant women, monitoring of malnutrition, etc.
The study derived that ICDS is a programme with high potential to create deep impact, given
its Structure, Resources, Plan and Budget. A systematically planned and process driven
convergence programme has potential to yield sustainable results.
However, the following were the key findings which are currently hampering the effective
implementation of the ICDS programme, and which need to be improved upon through
convergence mapping among various departments:
1. Coverage
 Voluntary Access by Children and Women is limited
 Less number of beneficiaries are served than registered
 Absentees are not followed up
2. Facilities – Building and Infra
 Own Buildings are used - Compounded & Non- Compounded
 Poor Upkeep – No environment for Health and Nutrition
 Crammed for the Activities - PSE, Play Area, Women Education, Meetings ,
Stores, Kitchen all in single space
 Poor / No Toilet and Drinking Water facilities
3. Service Quality
 Main Concentration is on meal preparation & inventory mgmt. – neglect of
PSE, H & N Education, Check-ups
 Samples of good practices available but are not reinforced & monitored
(e.g.Vegetable Storing)
 Insufficient and poor food quality
4. Children Services
 Educational material available but children are not engaged
 Children are less attended to; No drinking water available;

581
  Serving of food late in the afternoon; Sometime children leave without eating.
 Growth monitoring is not regular
5. Staff Capacity, Attitude and Motivation
 Delivery Standards depend on the personal interest of the AWW (Average
ratio is 2: 7)
 No interest / Poor knowledge of linking the services to the outcomes
 CDPO, Supervisor - closely monitored centers better in service delivery
(comparatively) ;
6. Community Involvement , Ownership and Oversight
 Poor Involvement of PRI
 Conflicts of Interest between AWW & VO ( with regards to procurement)
 SHGs are observant ; but do not get involved
 Mahila Samakhya interested in involvement and oversight; formal
interventions required
 Project Staff resist involvement of CBOs, PRIs
7. Key limitations that hamper service delivery efficiencies
 Lack of accountability to the community
 Lack of active involvement of the community
 Saturated levels of staff energy and enthusiasm
 Last mile service delivery (AWC) lacks capacity and motivation
 More of procedural processes than committed drive for change and
performance improvement (Department)
 Case in point: ‘Maarpu’ – a comprehensively designed key convergence
programme – Not being implemented

Convergence Strategy proposed to improve implementation of ICDS programme:

 Leverage the existing Policy and Budget Support :
 ICDS - IDA ISSNIP, GO No. 249 for MAARPU, GoI, 12 th Plan, ICDS
Strengthening Budget can be leveraged. APRIGP should support
programmatic and HR convergence of ICDS, CBOs and PRIs.
 Adopt a Change Management Strategy for Better internal buying -in, Attitudinal
change, Capacity improvement, Institutionalization, Demand based and outcome-
driven service delivery and Community oversight
 Convergence Approaches
 Bottom-up convergence (Village to Mandal and District) should be
implemented.
 Model building and scale up approach can be tried in the pilot.
 Service Delivery (Resources & Staff) – Systems and Processes –Partnerships -
HR & OD
 Project should be owned and driven by CBOs and PRI combined for making the
convergence process irreversible.
 ICDS Convergence should be taken as a model convergence for all basic socio-
economic programmes.
 ICT tools should be leveraged for data base creation, Performance Evaluation, Review,
Monitoring and Improvement ( Integrated ICDS, NHM ,MDG Outcome Indicators).

The proposed Convergence Agenda for MAARPU Framework is:

582
1. Focus on twenty key interventions to reduce MMR, IMR & Malnutrition.
2. Convergence in service delivery at the habitation level.
3. Convergent behavioral change communication (BCC).
4. Monitoring of the twenty key interventions.
5. Participation of SHGs & Village Organizations (VOs).
6. Use of Maternal & Child Protection (MCP) card.
7. Formation of administrative structure (committee) for convergence at State level,
District level, Cluster level and Village level.

583
16.35 Sant Gadge Baba Gram Swachhata Abhiyaan, Government of
Maharashtra60

Sanitation is never perceived as a priority especially in rural areas where open space is
readily available until today albeit the growth of population and urbanization. Till
eighties sanitation was often relegated to lower levels in priority ladder. For the State
of Maharashtra, sanitation has been an important issue. The coverage of sanitation in
2001 was only 19% in the State. A thorough understanding of the situation and
learning from past experience revealed that for an overall impact ‘sanitation’ should
not be restricted to disposal of human excreta but should take comprehensive
approach encompassing personal hygiene, home sanitation, safe water, garbage
disposal, excreta disposal and wastewater disposal. The implementation of the policy
should be community led.
Taking a cue form the findings in the year 2000-2001, Department of Water Supply
and Sanitation, Government of Maharashtra introduced ‘Sant Gadge Baba Gram
Swachhata Abhiyaan’ to all villages in the state of Maharashtra. The abhiyan offers no
funds for upfront activities; it however offers handsome prize money to villages that
emerged through the assessment. It was an open invitation to villages to participate in
a competition for ‘clean village’. The campaign received overwhelming response and
triggered phenomenal change in rural Maharashtra. The silent and almost invisible
social revolution has ignited the community spirit among village panchayats and
village organizations in rural Maharashtra.
Sant Gadge Baba Gram Swachhata Abhiyaan provided a perfect platform for the
government to put this into practice. Government role as facilitator stand vindicated a
new paradigm for Community Development. The new development strategy emerged
through the dictum: “people initiate, government supports”. The campaign has not
only cleaned the physical environment in villages but also helped to clean minds of the
people in the Government and villages. This paradigm shift yielded into
unprecedented results. The campaign has turned out to be the biggest IEC61 campaign
propagating environmental sanitation, personal hygiene and health measures, ever
undertaken among the rural masses. This campaign has led to mobilisation of rural
population to clean their houses, neighbourhoods and the entire village without much
financial support from the Government. It is estimated that in response to the
campaign, in its first year itself, the total investment mobilized by communities is
worth Rs. 200 crores with only Rs. 6 crore State investments. And since 2000 the
momentum has gained strength each year. By the Year 2009 up to Rs 1000 Crores
have been mobilised by community efforts. Water Supply and Sanitation Department,
Government of Maharashtra, has implemented one of the most innovative programs of
community mobilization in rural Maharashtra. It gives a glimpse into the huge
potential of the communities when united for a positive common cause.

60
From Sanitation to Sustainable Development: Case Study of Mahalunge village, Maharashtra. Dr.
Megha Phansalkar.
61
Information, Education and Communication
584