Diagnostic Study Report (DSR)

for
Food Service Enterprise Cluster

In
Rajasthan

Prepared by:

Kudumbashree - National Resource Organisation

For

Rajasthan Grameen Aajeevika Vikas Parishad (Rajeevika)

March 2023
1. Executive Summary 4
2. Understanding the Food Service Cluster 7
2.1 Context 7
2.2 History of the Food service Cluster 7
2.3 Presence of technical and financial support institutions 9
3. Intervention in the Food Service Cluster 11
3.1 Introduction 11
3.2 Vision 13
3.3 Objective 13
3.4 Deliverables 13
3.5 Beneficiary Targeting and Social Inclusion 14
3.6 Definition 14
3.6.1 Food service Enterprise 14
3.6.2 Women run Food service Enterprise 14
4. Project Implementation Strategy 15
4.1 Strategy 1: Establishment of Model Food Service Enterprises 15
4.1.1 Model Food Service Enterprises 15
4.1.2 Quality Standards for Food Service Enterprise 16
4.1.3 Ownership Models in Foodservice Enterprises 17
4.1.4 Food Service Enterprise Set up 17
4.1.5 Convergence and networking with Government and Private Institutions 18
4.2 Strategy 2: Creation of Food Service Enterprise Support System 18
4.2.1 Guidance and support system for SHG women entrepreneurs 18
4.2.1.1 Developing Internal Team 19
4.2.1.1.1 State Resource Group (SRG) 19
4.2.1.1.2 Development of community-based resource persons for food service
enterprise 20
4.2.1.1.3 Readiness of system established during the period 21
4.2.1.2 Resource Development and Knowledge 21
4.2.1.2.1 Capacity Building and training 21
4.2.2 Brand Building and Marketing 23
4.3 Strategy 3: Finance support and assistance 23
Financial support for Foodservice Enterprise Setup 23
4.4 Strategy 4: Project Management & Monitoring 28

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 4.4.1 Advisory Committee 28
4.4.2 Expert Working Group 28
4.4.3 Operational Manual 29
4.4.4 Monitoring and Evaluation (M&E) 30
5. Project Phase 33
5.1 Preparatory Phase: 33
5.2 Model Phase: 33
5.3 Replication Phase: 34
5.4 Exit Phase: 34
6. Community Institutional Architecture 35
6.1 Establishing Partnership Firm 35
6.1.1 Collection of share capital 35
6.1.2 Partnership deed 35
6.1.3 Opening of bank account 36
6.1.4 PAN Card 36
6.1.5 GST 37
6.1.6 Licenses / Permits / Registrations 37
6.1.7 Insurance coverage 38
6.2 Hiring at Enterprise level 39
6.3 Governance Arrangement at Community Institution Level 42
6.3.1 MoU: Nodal VO/CLF & Enterprise/Partnership firm 43
6.3.2 MOU: Nodal VO/CLF & Institutions 43
7. Action Plan 44
7.1 Action plan for 3-years 44
8. Implementation Arrangement 46
8.1 Technical Support Agency - Kudumbashree NRO 46
8.2 Roles and Responsibilities of Various Stakeholders 46
8.2.1 Kudumbashree NRO - TSA 46
8.2.2 State Rural Livelihoods Mission 47
8.3 Human Resource Requirement 48
Table 8.3.i Human Resource 49
9. Sustainability of the intervention 50
9.1 Knowledge transfer 50
9.1.1 Development of State Resource Group 50
9.1.2 Development of Community Cadres 50

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 9.1.3 Preparation of Operational Manual/Standard Operational Procedures and Business
Development Plans 50
9.1.4 Development of Training modules and resource materials 51
9.1.5 Capacity Building of Mission staff and CBOs 51
9.2 Strengthening Monitoring Systems 51
9.3 Formation of an advisory committee and expert working group 51
9.4 Create knowledge partnership 52
10. Proposed budget for the sectoral cluster 53
10.1 Project Cost Summary 53
11. Annexure 56
11.1 Annexure I - Starting a Food Service Enterprise 56
11.2 Annexure II - Process for Entrepreneur Mobilization and Selection 59
11.2.1 Annexure II.A - Application form 66
11.2.2 Annexure II.B - Applicant Grading Sheet 67
Name of Applicant: 67
Name of SHG: 67
Name of CLF: 67
11.2.3 Annexure II.C - Interview Grading Sheet 68
11.3 Annexure III: Convergence and networking with departments 69
11.4 Annexure IV- Terms of Reference (ToR) for hiring State Resource Group 72
11.5 Annexure V - Capacity Building Plan for Entrepreneurs 77
11.6 Annexure VI - Action Plan 88
11.7 Annexure VII - Responsibility Matrix 89
11.8 Annexure VIII - Cost Norm Details 114
11.9 Annexure IX: Books of Records 125
11.10 Annexure X: Model Business Plan 129
11.10 Annexure XI: Glossary/ Acronym 132

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1. Executive Summary

The Deendayal Antyodaya Yojana - National Rural Livelihood Mission (DAY-NRLM), aims
at promoting and strengthening specific non-farm clusters that have demonstrated immense
potential to tap targeted customer segments, scaling up operations and generating
entrepreneurship opportunities among rural women in the non-farm sector. The food service
cluster under DAY-NRLM aims to increase employment and income opportunities of SHG
members through establishment of women-run enterprises.

The food service cluster will be implemented in the State of Rajasthan by Rajasthan Grameen
Aajeevika Vikas Parishad (Rajeevika) with Kudumbashree-National Resource Organization
(Kudumbashree NRO) as the Technical Support Agency (TSA).

A scoping study for food service cluster development was prepared by Rajeevika in
association with Kudumbashree NRO. With approval of scoping study on 02 Feb 2021, the
next step was to prepare a Diagnostic Study Report (DSR).

This DSR consists of a detailed implementation plan for cluster development. It has been
prepared in association with Kudumbashree NRO with following deliverables:

1. Establish 50 units of food service enterprises in the next 3 years

2. Develop and place a State Resource Group for food service enterprises
3. Create ready to use training material (modules and IEC material) for the capacity
building of foodservice entrepreneurs
4. Develop an operational manual on food service enterprise operation and management
comprising standard operating procedures and protocols.
5. Develop a monitoring and handholding support system for nurturing food service
entrepreneurs.
6. Develop a pool of community cadre for food service enterprise development services
In order to achieve the above-mentioned deliverables, Rajeevika and Kudumbashree NRO has
formulated a core operational strategy.

Core Operational Strategy

● Establish a common brand of SHG women-run food service enterprises.
● Establish model food service enterprises in Rajasthan which will be replicated in other
Districts/Blocks of Rajasthan by the SRLM.

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 ● Develop a pool of professionals/ community leaders/ entrepreneurs as State Resource
Group members to provide technical support to SRLM.
● Develop high quality training modules to train & capacitate SHG women as „food-
service entrepreneurs.‟
● Mentoring support to food-service entrepreneurs by Mentors and SRG.
● Frame policy/ guideline documents and develop protocols on food service enterprise
operations, management, and monitoring.
● Revision of Strategy of project implementation based on the learning outcome of the
project after the Model Enterprise establishment phase.
● Building capacity of federation leaders and SRLM team.
● Develop an internal resource pool of community-based resource persons for food
service enterprise development from the existing pool of food service entrepreneurs

Critical Project Points:

- The SRG pool should be selected in the 1st month of the project initiation phase. The
pool is a crucial stakeholder in the project implementation, hence their involvement
becomes necessary in the initiation phase.
- The model phase will begin post-training of the SRG by TSA as per the agreed plan.
During the model phase the SRG will engage with the mentor resource group and
understand the nuances of different phases of enterprise setup and handholding. The
SRG shall, in this period, develop capacities in order to take up the replication of
model enterprises across the state.
- After the model setup phase, the SRG will be responsible for training, hand holding
and technical support for enterprise promotion. The SRG will be supported by the
Mentor resource group. The aim of the project is also to build the capacity of SRLM
and SRG so that they replicate the models and establish supporting mechanisms to
hand-hold and grow the food cluster enterprises. The social change that the project
intends to bring within the community can only be realised if and when the above
mentioned support structures have been put in place.
- The SRLM supported by TSA shall use review meeting mechanisms to revise
strategies of project implementation. The experience and learnings shall be used for
the course correction. It is paramount that our learnings and experiences from the
model set up phase and outcomes of the community participation and engagement are
incorporated in our strategies going forward. Stakeholders‟ input is critical for project
envisioning and the required course correction.
- The SRLM with the support of the TSA shall ensure the intervention processes flow
as per the operational strategy laid down in the DSR. The project implementation will
be based on 6 month action plans agreed by the SRLM and the TSA. It is imperative
to follow the agreed plan to achieve the desired outcomes of the project. The platform
where SRLM and TSA engage, deliberate and plan out the action strategies for the
next period becomes crucial for project planning and implementation.
- The model phase will be initiated only after placement, orientation & training of
agreed HR from Rajeevika and TSA along with the completion of the preparatory
phase.

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Budget Summary:

Total Budget
Code Budget Head
Year 1 Year 2 Year 3 Total (Rs)

A Develop State Resource Group 9,73,000 1,60,000 1,20,000 12,53,000

B Capacity building of the Entrepreneurs 30,51,000 46,32,200 17,41,500 94,24,700

C Capacity building of the SRLM Staff and CBO 3,50,000 4,50,000 3,00,000 11,00,000

D Branding and Marketing 3,00,000 17,00,000 11,00,000 31,00,000

Cost of developing community-based resource persons
E for food service enterprise development - 9,79,000 2,70,000 12,49,000

F Mentoring and handholding support 37,49,400 33,81,200 31,93,520 1,03,24,120

G Monitoring and Evaluation 10,00,000 3,20,000 8,42,000 21,62,000
H Project Management - SRLM 14,30,000 15,08,000 16,98,800 46,36,800

I Cost of Technical Support Agency 21,16,000 20,45,000 23,86,200 65,47,200

Community Fund - Food Service Enterprises
J Development 84,80,000 1,18,20,000 69,90,000 2,72,90,000

K Total Budget 2,14,49,400 2,69,95,400 1,86,42,020 6,70,86,820

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2. Understanding the Food Service Cluster

2.1 Context

One of the major objectives of rural development policies in India is to provide employment
opportunities to millions of unemployed. In India, more than 90% of the working population
is engaged in the unorganized sector. In the case of rural areas, a large section is self-
employed and agriculture has served as one of the major sources of income for villages.
However, agriculture comes with many uncertainties and is not an income source for landless
households. It has been observed that poor families require 3-4 different income sources to
get out of poverty. Amongst these the non-farm livelihoods, skill-based work and enterprises
are important sources of income.

The DAY - National Rural Livelihood Mission (DAY-NRLM) has been a catalyst in terms of
triggering rural women who have been mobilized into the SHG network to transition from
producers to entrepreneurs. Focus has been on enhancing livelihood opportunities through
farm and non-farm interventions. Capacity building, credit linkages, CIF, market
opportunities have been the focus for promoting entrepreneurship among SHG women.

The Sectoral cluster intervention under NRLM, aims at promoting specific clusters that have
demonstrated immense potential to tap targeted customer segments, scaling up operations and
generate entrepreneurship opportunities among rural women in the non-farm sector. NRLM
aims to build on the existing work done by converting these investments into economic
clusters. Among different clusters that will be promoted under NRLM, food service has been
one of the areas. The sector does offer numerous opportunities but an entrepreneurial climate
needs to be created for more women from the SHG network to start business. Although there
are schemes to assure support, it needs to be translated into the right opportunities. Issues like
adequate credit support, favourable environment for entrepreneurs to operate, mentorship
support, financial and technological advisory, sustainable systems for the enterprise to run
etc. needs to be focused upon.

2.2 History of the Food service Cluster

Large-scale promotion and development of women run food service enterprises happened in
Kerala under the aegis of the State Poverty Eradication Mission of the Government of Kerala,
popularly known as Kudumbashree Mission. The Café Kudumbashree model is about

7
building community owned enterprises into professionally run food service units, engaging
with the market from a relative position of strength.

In order to develop a holistic ecosystem for the women‟ enterprise units in the food service
sector, the Kudumbashree Mission created technical support agencies such as Adebha
Institute for Food Research and Hospitality Management (AIFRHM) for providing regular
inputs. The hospitality sector ecosystem has been built with local resources and capabilities.
Two key elements of this ecosystem are AIFRHM and the network of Micro enterprise
consultants (MEC). The combination of the AIFRHM team and MECs has worked as a
catalyst to improve involvement of women in entrepreneurship and to develop
professionalism among the women entrepreneurs to run their business effectively.

While helping the women to improve their business operations, the approach also focused on
developing wider market opportunities for them in forms of food court and food fests. The
appeal of „home-cooked‟ food was the key unique proposition for the Kudumbashree food
service units. The Café Kudumbashree approach, right from the beginning focussed on
building women‟s ability to cook and serve food that was „local‟ and „natural‟ to them. This
meant that each food service unit catered to specific tastes from their social-cultural-
geographic specificities. Thus, when aggregated at the State level, the Café Kudumbashree
units provided a wide diversity of culinary traditions and products.

As of September 2020, the Cafe Kudumbashree network has 2425 food service enterprises
across Kerala. 9825 women are reported to be owner-workers of these enterprises. Catering
units are the most common type of food service enterprises in the Kudumbashree network,
with 40% share. 33% of the enterprises are in the nature of kiosks, tea-shops or mini
cafeterias. Only 9% of the enterprises are categorized as full-fledged restaurants. 18% are
office canteens. From among these enterprises, 15% of the units have reported investments of
more than 2.5 lakh, 49% of units have investment between 50,000 to 2.5 lakh and 36% units
have capital investment of less than 50,000.

In Oct 2018, Bihar Rural Livelihoods Promotion Society (BRLPS), also known as Jeevika,
initiated an institutional canteen model known as “Didi Ki Rasoi''. As of March 2021, 13 units
of Didi Ki Rasoi (DKR) have been running in District hospitals of Buxar, Purnia, Sheikpura,
Vashali, Gaya etc. Based on an assessment conducted in July 2020, the size of investment
ranged from Rs.8,00,000 to Rs. 20,00,000. The enterprise units have been earning an average
monthly revenue ranging between Rs. 1,40,000 to Rs. 7,00,000. Recently in January 2021, a
memorandum of understanding (MOU) was signed between the Bihar Rural Livelihoods

8
Promotion Society and the State Health Society for establishing Didi Ki Rasoi in every
district of Bihar.

In 2022, MP SRLM initiated a state of the art institutional canteen in Vallabh Bhawan (state
Secretariat) under the brand name of “Aajeevika Swad Sangam”. Owned and operated by the
community with the guidance from SRLM and NRO the enterprise has been earning an
average monthly revenue between Rs 3,00,000 to 4,50,000. Recently Madhya Pradesh SRLM
has also initiated an MoU to promote food service enterprise clusters throughout the state
under NRLM. The concept of placing a SRG was also explored in the state and has proven to
be an effective strategy.

In the same year, Kudumbashree NRO started supporting various state in the implementation
of NRETP foodservice cluster.

2.3 Presence of technical and financial support institutions

There are institutions offering technical support to food service enterprises which include
capacity building and employment support. The National Council for Hotel Management and
Catering Technology (Society) set up under Govt. of India is responsible for coordinated
growth and development of hospitality management education in the country. Under its aegis
several centrally and state sponsored institutes have been functioning. Some of the State
specific institutes identified based in Rajasthan are:

a. Institute of Hotel Management, Jaipur.

b. Jodhpur Institute of Hotel Management, Jodhpur.
c. Institute of Hotel Management and Catering, Udaipur.

Additionally, several private institutes and Food Craft institutes have also been functioning in
offering skill development courses which can be explored during the course of
implementation of the programme.

Kudumbashree, State Poverty Eradication Mission of the Government of Kerala over a period
has demonstrated the feasibility of promoting a large number of food service enterprises that
have the ability to scale-up operations, in terms of employment opportunities and income-
generating potential. Kudumbashree has been able to establish and develop „Café
Kudumbashree‟, an umbrella brand that covers diverse units providing Catering, Canteen,
Mini Cafe and Restaurant services across the state of Kerala.

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In 2012, the Ministry of Rural Development, Government of India recognized
Kudumbashree‟s potential to support other States by announcing it as a National Resource
Organisation (NRO) under the NRLM. As NRO, Kudumbashree holds the mandate to partner
with interested Rajasthan Grameen Aajeevika Vikas Parishads (Rajeevika) and provide them
with technical and implementation support. Kudumbashree-NRO has established long-term
partnerships with many States (Bihar, Jharkhand, Odisha, Maharashtra, Karnataka, Assam,
Rajasthan, Tripura, Manipur, Chhattisgarh and Uttar Pradesh). Currently Kudumbashree
NRO, in partnership with SRLMs of Uttar Pradesh, Madhya Pradesh, Odisha, Karnataka has
also initiated projects to promote food service enterprise clusters under NRLM.

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3. Intervention in the Food Service Cluster

3.1 Introduction

Rajasthan Grameen Aajeevika Vikas Parishad (RGAVP) or RAJEEVIKA is an autonomous

society established in October 2010 by the Government of Rajasthan under the administrative
control of Department of Rural Development. Registered under Societies Registration Act of
1956. Rajeevika is entrusted with implementing the initiatives taken under DAY NRLM,
Ministry of Rural Development, Government of India and other initiatives taken up by the
State Government. Rajeevika has promoted inclusion of rural women from different social
and economic backgrounds by organising them into SHGs and their higher-level institutions.
These institutions have created a platform for these women to put forth their views in the
society with the objective of recognizing their efforts and respecting them.
Economically, they have become a big source of capital mobilization at a very small rate of
interest from their SHGs and banks; which has also developed their confidence and has
motivated them to take up their own initiatives fostering economic change in the family and
society.
Rajasthan is one of the states that is implementing NRLM in 33 blocks and 9 districts of the
state. Food enterprises are one of the potential activities in the state as the local cuisine of the
state due its demography and demand for indigenous cuisine. Rajeevika has taken various
initiatives to promote food service enterprises in the State through capacity building of SHG
women, promoting enterprises and supporting SHG women in participation at food festivals.
In food service cluster intervention, the cluster may cover initial districts that are being
considered as mentioned below. A suggestive list of locations and districts shall be finalised
based on the phasing plan developed by both stakeholders. Some districts identified during
the scoping study for the food service cluster are mentioned below:
1. Hanumangarh – Hanumangarh is located in the North of Rajasthan. In the recent
past the interest for starting the canteen has been shown by the district and at the same
time there is a potential to start canteen business reasons being lots of untapped
potential and in areas like District Collectorate and other government spaces there is a
potential to start a new enterprise. Also, Churu being a bordering district and having
experience in canteen enterprise will serve as a model for replication of the same.

2. Udaipur – Udaipur is located in the southern part of the state and is a well-known
tourist destination. There is a huge footfall of the local and international tourists in the

11
 district and starting a food business can reap maximum benefit to the SHG women.
Apart from catering to the tourist areas, government offices such as Collectorate, Zila
Parishad and Panchyat Samiti can also be covered. A detailed survey can be
conducted in the market areas of the districts and blocks and based on the potential
derived further planning will be done.

3. Sikar – Sikar district is located in the north eastern state of Rajasthan. There is a wide
range of Non-Farm potential available in the food and handicraft businesses here as it
borders state capital Jaipur leading to maximum business opportunities. Talking
specifically about food business in Sikar district the same strategy can be followed by
conducting a baseline survey for and finding out the potential to start canteen business
in the market as well as government premises.

4. Alwar - Alwar is located in the middle of Delhi and Jaipur. Alwar is a hub of tourism
with several forts, lakes, heritage havelis and nature reserves like Bhangarh fort and
the Sariska Tiger Reserve etc. A lot of untapped potential lies in the area and there
has been wide coverage of SHG women of RGAVP. This can be a good opportunity
to generate alternative sources of livelihoods in the non-farm sector.

5. Churu- Churu is situated in the desert region and is also known as The Gateway of
Thar Desert of Rajasthan. Churu is a place which has a tremendous amount of farm
and Non-farm opportunities. Also, Churu has prior experience in food as well as
canteen business for more than a year, through an initiative taken with the support of
district collector of Churu who provided the space in the collectorate premises. Churu
being an SVEP District also provides an opportunity to one of the blocks to take into
loop many of the existing small food businesses and help them in expansion through a
means of providing an additional fund.
The idea of a cluster program is to spread across any/multiple districts of the state. The
number of proposed models shall be established in the districts provided the below mentioned
requirement are met.
1. If viable locations as per required business potential is not
found in the mentioned districts
2. If potential location in identified in other districts
3. If there is a better scope convergence with other departments
4. If there is a better scope of creating project visibility.

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3.2 Vision

Rajeevika plans to create a conducive support system to enable its women SHG members to
grow and pursue entrepreneurship in the food service sector. Hence, Rajeevika envisions

a. To unleash the potential of women SHG members in foodservice

entrepreneurship in Rajasthan.
b. To build a holistic support system to enable women entrepreneurship.

c. To develop a state-level community owned food services brand, with the potential to
scale up and replicate across the state.

d. To develop partnerships with government departments and market leaders to facilitate

growth of SHG-run enterprises across the enterprise spectrum.

3.3 Objective

This intervention shall act as a catalyst in the economic growth of SHG households from
Rajeevika SHG network. It will create a food service enterprise model for scalability and
replicability across the State of Rajasthan resulting in the large-scale livelihood
opportunities for women SHG members. The intervention aims to:

● Create an enabling environment and support system to facilitate the establishment of

women run food service enterprises in Rajasthan.
● Create gainful entrepreneurship opportunities for at least 250 SHG members in the
food service sector.
● To increase the income of SHG women household by an average of Rs.1,00,000 per
annum
● Provide skill-based training to encourage SHG members to take up entrepreneurship
in the food service sector.

3.4 Deliverables

1. Establish 50 numbers of food service enterprises in the next three years.

2. Develop and place a State Resource Group for food service enterprises
3. Create ready to use training material (modules and IEC material) for entrepreneurs
4. Develop an operational manual on food service enterprise operation and management
comprising standard operating procedures and protocols.

13
 5. Develop a monitoring and handholding support system for nurturing food service
entrepreneurs.
6. Develop a pool of community cadre for food service enterprise development services

3.5 Beneficiary Targeting and Social Inclusion

Targeting and inclusion of socially excluded and economically marginalised SHG households
in project supported interventions, will be a core operational strategy. We aim to mobilize the
SHG members from the nearest area from the proposed enterprise location. Preference will be
given to the highly vulnerable beneficiaries under MGNREGS, marginalized sections, SC and
ST communities, and OBC communities. An inherent effort has to be put in during CBO
mobilisation to ensure inclusion of vulnerable sections.

3.6 Definition

3.6.1 Food service Enterprise

A food service enterprise is defined as those businesses responsible for any meal prepared
outside the home. This includes formats such as restaurants, canteen, catering operations,
kiosk and cafeterias.

3.6.2 Women run Food service Enterprise

A Women run food service enterprise is defined as those businesses run by Women SHG
members who function as owners, managers and employees.

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4. Project Implementation Strategy

The project will be implemented and managed based on best practices of implementing the
foodservice project with different SRLMs. This strategic implementation of the project will
ensure the promoted food service enterprises with the targeted SHG women from Rajeevika
SHG network are systematically, effective and efficient . The intervention plan proposes four
main strategies to achieve aforementioned objectives.

Strategy 1: Establishment of Food Service Enterprises

Strategy 2: Creation of Food Service Enterprise support system

Strategy 3: Mechanism for Finance support and assistance

Strategy 4: Mechanism Project Management & Monitoring

4.1 Strategy 1: Establishment of Model Food Service Enterprises

Food service is one of the labour-intensive sectors in the country with growing opportunities.
Rajeevika plans to tap this opportunity and leverage on existing skills within the community.
The different models of food service enterprises that the project intends to set up are briefly
explained below. The models are indicative and not exhaustive, based on experience and
demand, new models may be added such as restaurants and food courts.

The main points that shall be considered for the establishment of food service
enterprise are as follows:

4.1.1 Model Food Service Enterprises

The project intends to establish various models of foodservice enterprises like canteen,
catering group and kiosk which will be replicated in other parts of Rajasthan. This will
require preparation of quality operational manuals, training modules, creation of a support
system and advisories in English and local language. Taking experience during the
establishment of model enterprise, the food service enterprise units will be replicated in
various blocks/districts. The SRLM shall support pilot projects to test out the feasibility
and result of an incubator based model and scale it up based on achievement of objectives.

15
Catering units: These are units that would supply food against confirmed orders. This is a
model with the lowest risk and lesser wastage. The potential for availing advances against
orders may reduce the working capital burden on women.

Canteens: Canteens are food businesses that typically target a specific group or a particular
category of customers or number of people. Here, the investment would be relatively higher.
Women groups can run canteens in the premises of government offices, bus/railway stations,
or companies.

Kiosk: Kiosks are temporary structures that are set up on the street to facilitate sale of food to
the local pedestrian traffic. Kiosk models are easy to establish and can be set up depending on
the available space. It can be opened in a small space with a mini kitchen area and a counter.
The food served in the kiosk model is high on quality and meets customer expectations. These
provide the improved version of food such as clean, hygienic and healthy snacks compared to
the roadside eateries.

Mini Cafe and Food Truck: These are permanent or semi-permanent structures offering
food and beverages and is a model that requires moderate investment. This format typically
targets the moving customer segment. These units could be working for specific time periods
such as evenings, or could work throughout the day, in places where there is adequate
footfall. Such units can have packed food items for sale in addition to those cooked and
delivered in real time.

Food Court: Food courts are models where 6 to 15 different enterprise groups serve different
varieties of food under a single roof where there is a common service and management
system. This model should be established in areas where large footfall is expected e.g., tourist
destinations, religious and heritage places, office areas etc. It can serve a variety of food to
customers. This model requires comparatively high investment and can engage more
entrepreneurs.

Along with 50 new enterprises, Rajeevika shall also make attempt to support 15 existing
foodservice enterprise in the state under the project.

4.1.2 Quality Standards for Food Service Enterprise

The key to the success for the food service enterprise which the project intends to develop
and support lies in ensuring the quality of the food in terms of taste, freshness of the food,
efficient service, a menu that appeals to its customers and above all better hygiene. There
can be no compromise on it and enterprise units must promote quality, taste and hygiene
16
as the chief attractions of the venture. Hence, the project shall exercise strict and close
oversight in the initial stages, to develop good practices among the newly trained
members.

The menu shall cater to the local palate. SHG food service business units would specialise
in ethnic cuisine of Rajasthan. However, those who are interested could also diversify
their enterprises in other regional cuisines of southern and northern India and oriental
cuisine like Indo-Chinese, etc.

In this project, the enterprises shall plan to provide services at competitive rates. The
enterprises must ensure that the practices as well as the material used throughout the
process remain environment friendly and biodegradable. The waste disposal system
would be put in place by the enterprise that will ensure segregation and processing of the
generated waste.

4.1.3 Ownership Models in Foodservice Enterprises

Group ownership is proposed in food service enterprises. All members will have equal
ownership, i.e., equal liability of the unit. The entrepreneurs in the food service enterprise
will have equal stake to make/ influence decisions regarding the performance, operations and
financial matters of the enterprise. SHGs may also form a group to run the proposed
enterprises. Individual run and groups run models may be tried out to ensure opportunities for
all. The SRLM & TSA shall decide upon different ownership models based on field learnings
for the proposed enterprises.

4.1.4 Food Service Enterprise Set up

There are mainly five stages for setting up the food service enterprises. Annexure I provide
details on the steps for setting up a food service enterprise.

1. Location identification & business development: Identify and assess business

opportunities. Build business plans and growth strategies for the proposed unit.
Identification of the location is paramount and should be done based on a viability
study. The study shall also determine suggested menu and the customer segments.
2. Entrepreneur Mobilization and Selection: Entrepreneurs would be identified from
the community members based on their interest, capacity and eligibility. Annexure
IIprovides details on the steps for entrepreneur identification and selection. The
applications may be made as a group or as an individual for the proposed enterprises.
3. Skill Building of Entrepreneur: Providing training to potential and existing

17
 entrepreneurs on food service enterprise operation and management, food product,
service and hygiene.
4. Start up and Handholding Support: Provide support for the setting up in terms of
facilitating the procurement of assets, required licenses, branding and marketing and
further handholding of the enterprises to stabilise the operations.
5. Refresher and Skill Upgradation Support: Provide need assessment based refresher
& skill training support to enterprises for standardisation and service diversification as
well as menu expansion.
4.1.5 Convergence and networking with Government and Private Institutions

Emerging opportunities available within the government and private institutions such as
District/Block administration offices, hospitals, educational and skill training institutes
and private offices etc. shall be explored. Models like canteen and catering services that
can easily cater to the needs of such institutions should be looked at in the initial period.
The canteen and catering units operating in government offices provide an assured market
to the women. The possibility of supporting ancillaries will be explored by the SRLM and
CBOs. Possible linkages may be made with other SHG run enterprises. The entrepreneur
groups will make the final decision on such partnerships and linkages because there
should be no compromise on quantity, quality and profitability. An attempt should be
made in connecting the cluster with supporting units that may help in brand development,
building partnerships and supporting holistic development. Annexure:III

4.2 Strategy 2: Creation of Food Service Enterprise Support System

In order to develop effective models of food service enterprises, the project recognises the
importance of building a support system that will help in setting up and promoting women
owned food service enterprises, provide a safety net and introduce crisis mitigation strategies.
Hence, Rajeevika shall focus on the following strategies to build their support system.

4.2.1 Guidance and support system for SHG women entrepreneurs

Venturing into the arena of food service enterprises, Rajeevika shall have a system in place
consisting of guidance, knowledge, skill, marketing opportunities for the women
entrepreneurs being supported under the project. The support system shall be designed by
TSA & Rajeevika to ensure platforms for marketing and branding. Participation of the
enterprise units in state-level, national and international level events will be crucial for
exposure and confidence building of the enterprise groups. The successful strategies may also
be replicated for other SHG run food service enterprises. Rajeevika along with the TSA may

18
also develop a training framework wherein new enterprises could get trained and gain
confidence in operating in a highly qualitative and market driven ecosystem. The training
systems shall also ensure skill development of enterprises on the standards of “India Food
Court” at national and state-level SARAS Melas. Rajeevika may meet the financial
requirements of creating such platforms from relevant heads outside the project.

4.2.1.1 Developing Internal Team

The SRLM shall ensure the development of an internal team during the initial phase of the
project implementation. Developing an internal team would help in the knowledge retention
of the SRLM from the TSA for scaling up the project after the project period is over.

4.2.1.1.1 State Resource Group (SRG)

Rajeevika with support from TSA shall develop a State Resource Group (SRG) that can act as
a guidance system for SHG women to convert their ideas into business opportunities. The
State Resource Group is a team of professionals with varied experience in the area of
managing food service, hospitality, sales and customers, business skills, catering, food
science, facility planning and other legal compliances. The dedicated team will be responsible
to lead and manage the promotion of food service enterprises across different locations in the
state. They will provide technical support to SRLM for promoting women owned enterprises
in the area of food service sector across the State.Annexure IV provides details on Terms of
Reference (ToR) for hiring State Resource Group members.

The SRG selection and training shall be the first activity of the project implementation and
the initiation of the model food enterprise setup will start once the SRGs are placed in the
State.
The SRG will be responsible for scaling up the project and setting up enterprises of various
models. The proposed capacity building training of the group in Kerala will be followed by an
attachment with the mentors to gain practical knowledge and support the process of
developing food based enterprises. This phase will last till the setup of model units in the first
year of project implementation. This period is crucial for the SRG to gain all relevant
experience of training and hand holding of various stakeholders involved. The SRG will
ensure training and all hand hold support to the enterprises. The mentor resource group will
provide need based support to the SRG to achieve project deliverables.

All the members of SRG are expected to provide support in the below mentioned areas:
1. Location viability & business development: Identify and define business opportunities

19
 for new initiatives. Build business growth strategies for existing initiatives. The
viability of the location, menu finalisation, business plan development and facility
planning (develop floor plan layout) are the crucial areas for support.
2. Skill Building of Entrepreneur: Providing training to potential/existing
entrepreneurs.
3. Start up and Handholding Support: Provide support for the promotion and
handholding of food service enterprises.
4. Knowledge and Resource Development: Build & streamline systems for customized
support to various categories of food service businesses. This would also involve
introducing industry best practices.

Capacity Building of State Resource Group: The State Resource Group members shall be
trained in specialized areas and will be made capable of supporting food service enterprises in
the State. To carry out their work as part of the SRG, they will undergo a four week training
programme on “Mentorship in Foodservice Enterprise Administration and Management”.
Kudumbashree NRO with the support of Rajeevika shall conduct the training which will
largely involve giving exposure to industry practices and evolution and functioning of food
service clusters in other states, especially Kerala. It shall consist of classroom and practical
sessions as well as on the job training. Focus will be on specific strategy like exposure on
working with community networks, handling hospitality business operations, business
planning, designing of performance improvement strategies, branding and introducing
innovations. Apart from these, exposure to the Cafe Kudumbashree model of Kerala will also
be part of their training programme.

4.2.1.1.2 Development of community-based resource persons for food service enterprise

In the second year of implementation, the project intends to develop a dedicated pool of
community professionals from the pool of existing entrepreneurs running food service
enterprises from the SHG network. These community professionals will support the SRLM in
providing training and handholding support to potential/existing entrepreneurs. This
community pool of entrepreneurs will also support the food service enterprises in business
operations, value addition and marketing activities. The idea here is that the trained
entrepreneurs will eventually replace the State Resource Group. The development of the
group during the project period has been envisioned to provide a long-sustained support to
Rajeevika post the TSA exit from the state .

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Specific strategies would be worked out for the capacity building of these community
professionals. Rajeevika will be developing policies for hiring and utilising the services of
community professionals for food service enterprise development.

4.2.1.1.3 Readiness of system established during the period

The Project also aims to create a support system for the food services enterprises through
capacity building of various stakeholders involved in the implementation of project activities
at various levels. Throughout the project tenure, SRLM with the support of TSA shall strive
to develop systems within the State that will help in scaling of project activities. TSA shall
conduct an assessment and share the status of the readiness of these systems in taking up their
expected roles in SRLM in scaling-up the project activities.

4.2.1.2 Resource Development and Knowledge

Rajeevika will seek assistance from TSA in building knowledge and training support for their
entrepreneurs. Rajeevika shall ensure documentation to capture the implementation stages of
the project. The captured media will play a crucial role in spreading awareness, building
proposals, branding and social networking. This intervention will bridge the existing gap
between a traditional SHG run enterprise to the technological world. The resources shall be
supported by IEC material and will play a crucial role in promoting the enterprises on various
platforms.

4.2.1.2.1 Capacity Building and training

Capacity building and training is a critical component in the establishment of food service
enterprises. Training support shall be provided to food service entrepreneurs and SHG
members that are being supported for the establishment of food service enterprises. In
addition, training support shall also be provided to existing SHG owned food service
enterprise units.

The following are the focus areas for capacity building under the project:

● Entrepreneurship development, food service enterprise operations, food

production, service, hygiene, operations of kitchen equipment, menu design and
engineering, storage, procurement, marketing, bookkeeping, registration, FSSAI
standards, GST Registration etc.

Rajeevika with support from TSA shall carry out the following activities:

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 ● Developing curriculum and training modules for training to food service
entrepreneurs and SHG members. Annexure V provides details on the
capacity building plan for Entrepreneurs.
● Capacity building and training for State and District officials of Rajeevika.
Throughout the project duration and onwards, one of our major focus areas
would be to ensure capacity building of the mission staff. As major
stakeholders with crucial responsibilities of monitoring, curating, goal
setting and supporting the project and the enterprises, the mission staff
would be imparted training in a planned manner.
● Capacity building of the CBOs
● This would be followed by planned refresher training of the stakeholders to
ensure progressive learning.

The capacity building sessions would include key project modules to ensure support in
smooth functioning and the sustainability of the enterprises.

Strategies and best practices: A workshop will be conducted where SRLM and TSA will
relook at various strategies adopted for convergence, resource mobilisation, enterprise
promotion and its functioning, monitoring and evaluation aspects, development of community
cadres, future engagement plan, best practices that has evolved through the various
stakeholders of the programme during the implementation of NRLM food cluster promotion.
This workshop would help SRLM in identifying the key strategies and best practices that the
SRLM might take up in upcoming days for various problem solving during scaling-up the
programme in the absence of the TSA.

Vision exercise for brand diversification: Approaching the end of the project a vision
document for the brand shall be developed for the SRLM, that will act as a road map for
diversification of brand in different sectors of food service as per the changing market
requirements and customer needs. The vision document will cover areas like introduction of
digital services (such as mobile apps, websites and integration with existing food tech
systems) to enhance market coverage, operations and ultimately income levels of the
entrepreneurs. Efficient use of the resources and the asset developed like central kitchens for
large scale catering operations.

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4.2.2 Brand Building and Marketing

Rajeevika will develop a distinguished brand for its food service enterprises. The
approved brand name would be used across all enterprises. It will cover signages, menu,
ID cards etc. Quality, taste and hygiene shall be the chief attractions of this brand.

Quality of the food and service in terms of taste, freshness, a menu that appeals to the
customers and above all the hygiene protocols followed while cooking and serving food
shall be the key elements. Rajeevika shall ensure to develop the proposed aspects into a
protocol applicable to all women run food service enterprises. The district teams shall
ensure that all the food service enterprises adhere to the branding protocol as per the
policy. Rajeevika and Nodal CBO will be the curator of the brand, it is up to the
enterprise/partnership firm members to ensure the upkeep of the brand name.

Marketing strategies such as State and District level food courts, cooking competitions,
participating in regional events etc, shall be developed for creating more acceptability and
opportunities for SHG food service enterprises by Rajeevika as and when required.
Rajeevika may strategize on organising food festivals to promote food prepared by the
SHG women along with state SARAS Mela. This will help in gaining acceptance towards
the SHG food service enterprises brand among the urban market within the state and
outside.

4.3 Strategy 3: Finance support and assistance

The Rajeevika shall make arrangements for adequate funds for smooth promotion of food
service enterprises. It shall incur costs on capacity building of SHG women entrepreneurs.

Financial support for Foodservice Enterprise Setup

The setting up of a food service enterprise will require two types of capital, i.e fixed and
working capital.

● Fixed Capital which is used to buy productive things (assets) such as equipment,
machinery, storage, building, structure etc.
● Working Capital which is used to run the day-to-day operations such as buying
materials, paying wages, paying salaries, etc.

Three months of working capital support is recommended for enterprise units. The nodal
CBO, facilitated by SRLM, will make provisions for additional working capital support
which would be need based. This has been done to support the units that may take an
additional time to stabilize. The working capital requirements for different units may arise

23
 at any point of time during operation. The SRLM and CBO shall support the units through
CIF, Bank linkages and other available sources within the system.
Nodal CBO shall decide the moratorium period and the loan terms for all credit given to the
enterprise from the CBO. In cases of bank linkage loans the enterprise has to follow the
norms of the ban.
Table 4.3.2.i Foodservice Enterprise Set-up Cost (Per Enterprise- Indicative)

Sl.No Model Estimated cost - Fixed Capital (Rs. lakh)

1. Institutional Canteen Type-A 11,00,000

2. Institutional Canteen Type-B 6,50,000

3. Kiosk Structure 8,11,000

4. Kiosk Food Truck 10,00,000

5. Catering group 4,50,000

The fixed costs in Table 4.3.2.i are indicative for different models of food service enterprises.
Actual amounts shall be released based on the business plan submitted for approval for each
food service enterprise. Hence, based on the size of business, fixed capital requirements may
vary. A special approval from the Mission Director, Rajeevika would be sought on a case-to-
case basis for any enterprises that exceed the prescribed budget.

The working capital will be based on the size of business operations and cash to cash cycle.
Two-three months of working capital is recommended. Working capital shall be released
based on the business plan submitted for approval for each food service enterprise. Smaller
enterprise units may seek smaller amounts of working capital for their operations.

In order to set up accessibility for avenues in entrepreneurship, Rajeevika shall ensure to

provide appropriate financial assistance to the entrepreneurs. There are three major
sources of financing required for an enterprise under the project.

1. Grant from the project:

a. A part of the enterprise asset
b. Refurbishment of infrastructure

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 2. Loan from the CBO/Bank or other sources
a. A part of the enterprise asset
b. Pre-Operative cost
c. Working capital

3. Owners‟ Equity
a. Working capital

The project has provided a total of 272.90 lakhs of grant for providing the seed capital to
the enterprises.

Apart from the grant a total of 155.28 lakhs of loan has to be mobilised by Rajeevika to
provide loan to the enterprises (Fixed and working capital) apart from the grant from the
project. These loans shall be directed from the CBOs or the through bank linkages.

Establishment of Food Service Enterprises

Rajeevika aims to set up different models which shall be replicated across the state. The
assumption is that the setup costs for the food service enterprises under various categories
(canteen, kiosk, catering, etc.) shall be provided as a grant by Rajeevika to the nodal
CLF/CBO. Whereas from nodal CLF/CBO to the enterprise firm, the fixed assets will be
transferred on lease. The assets and equipment invested in by the project will be owned by
a selected nodal CLF/CBO. The enterprises must pay rental to nodal CLF/CBO for using
the assets and equipment. The rental amount shall be equivalent to the depreciation costs.
No rental amount would be charged in year 1 of the enterprise operations. The rent
amount for the first year will not be written off but the rent payment will start from the
second year. The enterprise will utilise the initial phase to stabilise and consolidate their
position and start making payment from the 2nd year of operations. The amount earned by
the nodal CLF/CBO through enterprise, shall be developed into a Community Food
Service Enterprise Support fund.

Whereas for working capital, the respective nodal CLF/CBO may use CIF to provide loan
to the enterprise group. The nodal CLF/CBO may provide the loan for working capital at
a maximum interest of not more than 12% per annum. The nodal CBO may decide the
terms and conditions of the working capital loan and the discussion with the enterprise
group is suggested. It may suggest the working capital requirement to be added to the long
term loan being provided to the entrepreneurs or provide a separate loan for WC (based
on their existing norms). It may also suggest bank linkage loans for WC requirements. In

25
such cases the enterprise groups will have to follow the repayment norms of the bank. In
such cases interest subvention provision should be made by the SRLM (This will be a part
of the state specific policy). A moratorium period of 0-6 months could be provided to the
enterprise firms as per a decision taken by the nodal CLF/CBO. The moratorium period
will vary from model to model. Kiosk may have a shorter cycle hence a shorter
moratorium would be suggested for that model. The CBO may make additional provisions
in case of need based interventions.

In cases where enterprise firms want to own the asset, efforts must be made to provide a
loan to the enterprise group through institutional finance or from the nodal CLF/CBO. In
the case of a loan from nodal CLF/CBO, the amount will be provided to the enterprise
group at a maximum interest of 12% per annum. The repayment schedule shall be such
that the enterprise should be able to repay the principal and the interest. The ownership of
the assets has been given to the CBO (of heavy range equipment). The idea is to minimise
the risk factor for entrepreneurs, given the size of capital. In case of the entrepreneur
group's decision of purchasing the assets the proposal will be forwarded to the nodal
CBO. The CBO may appoint a body to decide on the proposal of the enterprise.

The assistance shall be applicable for all the types of food service enterprises only once.
Furthermore, the assistance shall be applicable for:

● All food service enterprises supported by Rajeevika have to necessarily be

owned/operated by SHG households
● Foodservice enterprises to be run by Rajeevika SHG members
● Group SHG owned food service enterprises promoted under the project
● For food service enterprises whose owners have undergone the required
capacity building programmes as per the project policy.

Community Food Service Enterprise Support Fund

The Rajeevika shall offer direction to the community to develop a Community Food
service Enterprise Support Fund. The fund shall be created from the amount received by
the Nodal CLF/CBO as a rental charge levied on the foodservice enterprise. The support
fund shall be used for maintenance and repair of equipment, financing new food service
enterprises in the district/block, and providing working capital loans to food service
enterprises. The amount under this fund may be provided as a loan to the enterprise group
at a maximum interest of 12% per annum. A subsequent guideline on this would be issued
by Rajeevika.

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The Advisory Committee of Rajeevika formed to smoothen the implementation of NRLM
food service cluster shall ensure the interest rate from 12% to the percentage
recommended in the PMFME for short team loan i.e. working capital and long term loan
i.e. loan for fixed capital by enterprise unit.

Fund Release Process

The following process shall be followed to avail the funds:

1. The enterprise firm shall submit the business plan to the concerned CBO federation
(CLF to which the members belong as she will apply for a loan, in case of
members belonging to multiple CLF, one CLF will be designated as the nodal
representative of maximum members).

2. CLF shall appraise the business plan and recommend it to the DMMU. A review
committee shall consist of DPM, Finance Manager and Manager- NF. At the
DMMU level, the committee shall review the proposal and recommend the
SMMU for fund transfer to CLF.

3. A State review committee consisting of Project Manager- Non-Farm livelihood, and

Finance shall appraise the project and release the funds to CLF. While releasing
funds, the heads for relevant payments shall be mentioned.

Financial Support for Existing Food Service Enterprise

For many of the food service enterprises being promoted, Rajeevika shall make arrangements
to Create processes for facilitating working capital loans to Enterprises from the CLFs, banks
and other financial institutions. This second dose in the form of finance support shall be
applicable for the enterprises that have been in business for more than a six month of
operation or on a case to case basis. Rajeevika shall develop such assistance to boost the
immunity of its enterprises and to help them in stabilising its operations while competing with
the larger market. It shall be extended to enterprises facing challenges or crisis of the
following nature:

● Working capital shortage due to delay in payment realisation from large

customers
● Need to expand production because of sudden increase in demand/ orders

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Rajeevika will take measures to develop and facilitate the Financial Support for existing
foodservice enterprises.

4.4 Strategy 4: Project Management & Monitoring

To enable proper implementation and smooth functioning of all the provisions to facilitate
the promotion of women run food service enterprises in the State of Rajasthan, an
Advisory committee will be formed to look after policy processes for laying down the
foundation of food service enterprises promotion. Additionally, an expert working group
will be put in place for business ideation, creation of knowledge material, monitoring
business operations and building support systems.

4.4.1 Advisory Committee

An Advisory Committee chaired by the Mission Director Rajeevika shall be set up at the
State level. The Advisory Committee will provide advisory support to Rajeevika for the
development of strategy, policy and activity. It will include the identification of future
priorities and opportunities to be pursued to achieve objectives. The committee shall have
the following members:

1. Mission Director (Rajeevika): Chairman

2. SPM - Non Farm Livelihood (Rajeevika): Convener
3. STE- Non Farm Livelihood (Rajeevika): Add. convener
4. Representatives from concerned departments such as tourism, health etc.
5. Two members as representatives from the food service sector covering industry,
academia, training institution and partner organisations
6. Need based members shall be co-opted as and when required.

The Committee shall meet frequently and the gap between the two consecutive meetings shall
not exceed 90 days. The meeting of the committee can be conducted in person or digitally
using technology such as video conferencing, and conference calls.

4.4.2 Expert Working Group

The Expert Working Group shall be a small group of professionals from respective
stakeholders and partner organisations. They shall work closely on project design,
implementation and monitoring results.

Their main task will be in ensuring the following mentioned below:

28
 ● The project is operated based on best practices.
● The training and capacity development is of high quality and innovatively
designed to meet the project objectives.
● Good practice standards are maintained in all areas.
● Monitoring and evaluation framework is established as well as to develop well-
defined operational manuals.
● It will review quarterly monitoring reports provided by the concerned District
Rajeevika team, and advise them on strategic decisions.

The expert working group will be chaired by the SPM- Non-Farm Livelihood Rajeevika.
The members of the expert working group shall have representatives from the SMMU
Non-farm team and representatives from stakeholder organisation/TSA. Need based
members shall be co-opted as and when required.

The Committee shall meet frequently and the gap between the two consecutive meetings
shall not be more than 60 days. The meeting of the committee may be conducted in
person or virtually using technology such as video conferencing, and conference calls.

4.4.3 Operational Manual

1. An operational manual shall be prepared and put in place, which shall guide all
activities for the promotion of food service enterprises. All the concerned project
staff shall be familiarized with the provisions of the operational manual through a
workshop that will review and finalize the operational manual.

2. The operational manual shall clearly state the responsibilities of respective project
staff, and their roles and reporting obligations.

3. The operational manual shall also contain guidelines for operating the food service
enterprise, as well as for monitoring and evaluation and quality assurance. It shall
also contain guidance on dispute resolution, receiving and handling grievances
from customers, and so on. It will also cover aspects of financial management,
procuring goods for business, physical controls, maintaining assets, preparing
financial statements, supervisory controls etc.

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4.4.4 Monitoring and Evaluation (M&E)

An M&E/MIS system shall be established to collect and process appropriate information

that will enable monitoring of progress towards the achievement of stated objectives,
tracking of progress at the end of each month, and facilitating any course corrections.
Baseline information for each enterprise will be collected as part of the implementation.
The indicators to assess outcomes shall be defined in the operational manual. The
accountants hired at the level of food enterprise units will be the first point person for
collection of data. Backed by the books of record and all relevant statements of the
enterprise the data sheet will be generated. The data received from the respective
enterprise shall be entered in a standard format. The State Resource Group (SRG) would
be the coordination body for collection of data at enterprise level and compilation of the
same at the state level. This reporting mechanism will be supported by a designated data
handling resource person at the state level and the mechanism will be supported by the
Technical Support Agency. This M&E/MIS system will ensure support area identification
and course correction.

4.4.4.1 Review and Planning at the SRLM Level

● The State Mission of Rajeevika will ensure regular monitoring of work. Regular
reviews with TSA, State Resource Group members, representatives of District
Missions, and community institutions will be conducted to keep track of the
project‟s progress.
● The TSA, State Resource Group members, and representatives of District
Missions shall present progress on a monthly/quarterly basis.
● The intimation of the meeting along with the agenda shall be circulated by the
state nodal person at least 10 days before the conduct of the meeting through
email.
● The meeting shall be minutized and it shall be shared with all participants and
concerned stakeholders,
● For the implementation of project related activities, Rajeevika and TSA would jointly
prepare a six-month action / work plan where the expected results from the time
period will be clearly agreed. Action plans should be prepared within one month of
completion of the last action plan.

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 ● In the six-monthly review of the year, Rajeevika and TSA may jointly review the
work plan and can make revision in the action/work plan together as per requirement
based on mutual consensus.
● The respective District Mission will ensure regular monitoring of the enterprises. They
shall track the monthly progress of enterprises, conduct periodic review meetings and
ensure timely monitoring of the enterprises by the community institutions.

4.4.4.2 Reporting

● TSA will submit half-yearly and annual reports on project implementation to

Rajeevika. Report will consist of progress against the physical and financial
targets. Data on key performance indicators should also be part of the report.

4.4.4.3 Community Monitoring

● Given the role that community institutions would play in the implementation of
the project activities and the relation they would have with the enterprise, in that
case, community institutions must be made an integral part of the monitoring
system. Therefore, it is proposed to institute a Community Monitoring System to
promote accountability and transparency in the use of project and community
funds. The involvement of CBO would also promote the quality of
implementation. TSA will develop tools for community monitoring and train key
staff of SRLMs and CBO in the community monitoring.

4.4.4.4 Evaluation

● Evaluation will help us to understand and establish the contribution of the project
to the livelihoods of the SHG women in the food service sector. Given the
duration of the project, the evaluation is expected to be carried out by SRLMs in
two stages, mid-term and project-end evaluation. Project end evaluation will be
conducted by the third party. Whereas mid-term evaluation will be conducted in
the 2nd year of the project to assess the functioning of the enterprises, evaluate
progress of the project and incorporate the learning for better implementation of
the project.
● Approaching the end of project duration, a pre-exit assessment of the enterprise
would be carried out to understand their performance. The assessment will cover
the complete aspect of food service enterprise and capacities of the human
resource involved in it. The analysis will pave the way for understanding the
existing performance of the enterprise and incorporate the learnings in a scalable
plan for the SRLM.
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● A performance report of the enterprises detailing the performance of the food service
enterprise based on detailed parameters shall be conducted. MIS, PIP reports, pre-exit
assessment will be contributing to its analysis. This report will serve the SRLM in
understanding the growth against the expected outcomes and accordingly build their
future strategies.

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5. Project Phase
The project has been broadly classified into four major phases, i.e. the Preparatory phase,
Model phase, Replication phase and the Exit Phase. The activities to be carried out under
each phase has particular significance in the project outcome than that of the others.

0- 3rd Month 4th- 12th Month 13th- 30th Month 30th- 36th Month

Preparatory Phase Model Phase Replication Phase Exit Phase

5.1 Preparatory Phase:

Preparatory phase starts with the Signing of the MoU between the TSA and the SRLM. This
phase aims at laying down the foundation of the project. During this phase the focus is on
completing all the activities required for the promotion of food service enterprises in the state.
The SRLM with the support of the TSA shall ensure that the below mentioned systems and
processes are in place to move on to the next phase.
● Finalisation of 6- month action plan with timeline
● Onboarding of State Resource Group (SRG) Members
● Conducting of Stakeholder workshop
● Finalisation of capacity building plan of SRG
● Phasing plan and identification of Districts
● Formation of Advisory Committee and Expert Working Group
● Finalisation of standard processes of enterprise promotion
● Convergence with departments and institutions for location.
● Phase-1 branding:Identification and creation of a common brand for the different
foodservice enterprises and finalisation of brand USPs and non-negotiables.

5.2 Model Phase:

Once the preparatory activities are completed the model phase shall start. In this phase the
TSA takes lead in the demonstration of the foodservice enterprise model in the state. The
TSA will engage in the technical areas, with the support of Rajeevika, of enterprise promotion
namely
● Orientation of the Block/District Team
● Viability and business plan development
● Floor plan and Layout development

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 ● Entrepreneur Mobilisation and Pre-Training Screening
● Capacity building of entrepreneurs
● Start-up support in enterprise establishment.

The SRLM shall support the TSA in ensuring all necessary deliverables for the above-
mentioned points. The SRGs group shall lead the SRLM level coordination and activities
required for project implementation during this phase.

5.3 Replication Phase:

In the Replication Phase the SRLM with the support of TSA starts implementing the project
through their SRGs. By the end of the Model Phase all the preparatory requirements,
experience of handling enterprise promotion and learning shall be gained by the SRG. During
the Replication Phase the SRG shall take up the role of enterprise promotion where the TSA
team shifts to the role of providing handholding support to the SRGs.

5.4 Exit Phase:

The long-term sustainability of the project depends on the capacities TSA & Rajeevika builds
at all required levels. At the end of the second year of the implementation the TSA along with
Rajeevika will ensure onboarding of community entrepreneurs, from the established
enterprises under the project, into a state-wide support group for similar implementation. The
group will be formalised into the SRG. Exit phase will emphasize on the capacity building of
the mentioned community cadre, Rajeevika staff and on an extensive handhold support to the
enterprise units. Developed resources will be handed over to Rajeevika and knowledge
transfer from all relevant stakeholders will be ensured. Exit phase shall also include any
activity agreed upon by Rajeevika & TSA.

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6. Community Institutional Architecture

The enterprises promoted under the project envisaged to function as an individual enterprise
and shall register itself as a partnership firm, governed by their bye- laws. The document in
writing containing the important terms of partnership as agreed by the partners between
themselves is called the deed of partnership. It should be properly drafted, and stamped
according to the provisions of the Stamp Act. The members have to agree to abide by and
conduct themselves in relation to the enterprise as per bye-law. As per the Act, registration of
partnership is optional, it is not compulsory. But if it is registered the firm will get legal
protection.

6.1 Establishing Partnership Firm

6.1.1 Collection of share capital

It is suggested that the entrepreneurs invest equal equity into the enterprise. It will help the
unit in profit sharing and decision making. The CBO/ Enterprise or both jointly shall make
the final decision. The amount would be based on the business plan. Members are expected to
contribute a minimum of Rs. 10,000 - 25,000/- each as an equity share for becoming a
rightful owner of the enterprise. The ownership amongst the entrepreneurs would remain the
same in terms of equity and decision making. All members of the entrepreneur group will
contribute equally to the decision making process. Equal equity investment would; ensure
equal decision making power amongst the member/entrepreneur and in equal ownership
which in turn bring stability for an enterprise. The support staff being employed by the
entrepreneur shall not have any decision making power regarding the enterprise.

6.1.2 Partnership deed

All members who have contributed share capital would enter into a partnership via
partnership deed. All members would therefore become shareholders in the enterprise unit.
Partnership deed and Bye-law will be prepared by entrepreneurs based on the guideline issued
by the Rajeevika. This Partnership deed and Bye-law is expected to facilitate the smooth
functioning of the enterprise. The purpose is to enable effective and efficient achievement of
the objectives of the enterprise and not explore nuances or interpretation to prevent
achievement of the objectives or block progress. The entrepreneurs shall have the authority to

35
add, amend, change or remove words, phrases, clauses and chapters in the Partnership deed
and Bye-law.

Partnership deed will content the following below mentioned points

● Name of the firm

● Names of partners
● Nature and place of business of the firm
● Date of commencement of partnership
● Duration of the firm
● Capital employed / to be employed by different partners
● Rules regarding operation of bank accounts
● Ratio in which profits and losses are to be shared
● Who will be the managing partner
● Rules to be followed in case of admission, retirement, expulsion of a partner
● Salary if any payable to partner
● Interest on partners capital, drawings, loans etc
● Settlement of accounts on the dissolution of the firm
● Arbitration Clause
● Copies of Aadhar card and PAN cards of all partners

6.1.3 Opening of bank account

Once the partnership deed is executed, a current account would be opened in the name of the
partnership firm. It is suggested that this be done in the bank branch closest to the enterprise
location.

6.1.4 PAN Card

The partnership firm would need to apply for a PAN Card in the name of the partnership firm
through the website
(https://www.onlineservices.nsdl.com/paam/endUserRegisterContact.html). Each of the
members would need to furnish a copy of the following documents; (a) PAN card copy
(b)Photograph (c) Aadhaar Card Copy.

36
6.1.5 GST

The partnership firm would need to submit an online application for GST
(https://reg.gst.gov.in/registration/). The documents required for GST registration would
include (a) PAN card copy (b)Photograph (c) Aadhaar Card Copy of each member.

6.1.6 Licenses / Permits / Registrations

For every business operation, the owner / entrepreneur should undergo the licensing
procedure. This is compulsory as per the law. In the table below, important licenses
applicable to food service operations are listed. These licenses may vary from state to state.

Sl.n Name of license Issuing authority Fee/ duration

o

1 *FSSAI License Food Safety Rs.2,000/- per year,

Commissioner online application

Department of Food
Safety

2 *FSSAI Registration Food Safety Rs.100/- every

certificate Commissioner year, online
application
Department of Food
Safety

3 Health/Trade license Municipal Corporation Rs.500 – 5,000

4 Shops and Labour dept/Municipal Rs.200- 4,000

Commercial Corporation every year.
Establishment Act

5 GST Registration GST department Online application

*Food Safety and Standards Authority of India

37
6.1.7 Insurance coverage

Enterprise group members shall be provided with insurance cover under various government
schemes. This will ensure the necessary good security net to the food service entrepreneurs.
The schemes are described below.

The Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) is meant for all Indian citizens
in the age group of 18 to 50 years. This scheme ensures a life cover of Rs. 2 lakhs for a period
of one year and can be renewed every year. In case of death of the insured, the scheme
guarantees a risk coverage of Rs. 2 Lakhs. The premium is Rs. 330 per annum which is to be
auto-debited in one installment by the insured on or before 31st May of each annual coverage
period.

Pradhan Mantri Suraksha Bima Yojana(PMSBY)is a scheme meant for all Indian citizens
in theage group of 18 to 70 years . Against an annual premium of Rs. 12, the scheme provides
a risk coverage of Rs.2 lakh for accidental death and full disability and Rs. 1 lakh for partial
disability. The premium is to be deducted from the account holder‟s bank account through
„auto-debit‟ facility in one instalment by the insured on or before 31st May of each annual
coverage period.

Atal Pension Yojana (APY) is a scheme launched by Government of India to ensure old age
income security for the working poor. It is meant for all Indian citizens in the age group of 18
to 40 years. Under the APY, there is a guaranteed minimum monthly pension ranging
between Rs. 1000 and Rs. 5000 based on the specific plan they choose.

Pradhan Mantri Jan Arogya Yojana (PM-JAY) Ayushman Bharat PM-JAY is the largest
health assurance scheme in the world which aims at providing a health cover of Rs. 5 lakhs
per family per year for secondary and tertiary care hospitalization to over 10.74 crores poor
and vulnerable families (approximately 50 crore beneficiaries) that form the bottom 40% of
the Indian population. The households included are based on the deprivation and occupational
criteria of Socio-Economic Caste Census 2011 (SECC 2011) for rural and urban areas
respectively. PM-JAY was earlier known as the National Health Protection Scheme (NHPS)
before being rechristened.

38
6.2 Hiring at Enterprise level

Entrepreneurs would require additional support from hired staff to support them in bulk
production, financial record keeping at enterprise level. The Nodal CBO/CLF and District
mission would assist the enterprise in hiring of the following management staff for the
enterprise:

6.2.1 Accounts Manager:

The enterprise unit would need to hire an accounts manager who would operate and keep
records of financial transactions of the enterprise. The responsibilities may include that of a
cashier, front desk operator, keeper of books of records of the unit and other roles decided by
the entrepreneurs and agreed upon by the Block/District mission. The role is supportive in
nature and would aid the day-to-day functioning of the enterprise. (It is suggested that this
person be a woman who can operate a computer and be adept at handling accounts. It is also
suggested that bookkeepers from the community can take up this role.

The nodal CBO/enterprise may hire an accountant to provide bookkeeping support to the
group. There will be a training component designed for the hired accountants. The nature of
hiring will be decided by the CBO; it is suggested that the role be occupied by the community
bookkeepers. The terms and engagement will be based on the state guideline for the same. An
integral responsibility of the accountant is to transfer knowledge to the enterprise group. A
system will be placed to ensure

The nodal CBO/enterprise may hire an accountant to provide bookkeeping support to the
group. There will be a training component designed for the hired accountants. The nature of
hiring will be decided by the CBO; it is suggested that the role be occupied by the community
bookkeepers. The terms and engagement will be based on the state guideline for the same. An
integral responsibility of the accountant is to transfer knowledge to the enterprise group. A
system will be placed to ensure

6.2.2 Cook:

In the initial period, some enterprises would need hand holding support in order to cater to the
service and delivery demands. It has been experienced that initially some enterprises may
need additional support in production in areas such as bulk cooking and handling of volume.
The entrepreneurs shall gain relevant production knowledge. The role is envisioned so that
the new entrepreneurs bridge the gap from home based cooking to a commercial level of
cooking. The cook is limited to supporting the entrepreneurs in production. The enterprise
39
may hire a cook as per requirement and can define selection process and criteria. This
duration of the services will be decided by the enterprise along with their payment norm.
Cook shall be an employee and shall not have any role in the project other than support
service or as decided by the enterprise. This position is temporary in nature and counts within
the bracket of support staff hired by the unit. The larger role of standardisation, support and
expansion will be taken over by the SRG, supported by the TSA. A suggestive responsibility
matrix has been detailed below:

Activity Nature of the Resource/Ownership Remarks

activity
Kitchen Cooking, Pre- Entrepreneur and Cook Cook will provide support
Production Preparation, and assistance in cooking
Inventory and related processes. The
management, Bulk knowledge transfer has to
cooking happen between both
parties.

Food Service Service to Entrepreneur The tasks shall be delegated

customers, floor by the entrepreneur group
management, order
management

Cleaning Daily cleaning, Entrepreneur The tasks shall be delegated

deep cleaning and by the entrepreneur group
ensuring hygienic
condition in the
enterprise (in terms
of process and
physical space)

Procurement Vendor liasoning, Entrepreneur The account manager shall

raw material (supported by account assist the entrepreneur in
purchase, usage in manager) maintaining the inventory
daily production and the work can be
delegated by the
entrepreneur group

Cash Desk Accounts of the Account Manager The account manager

and Books enterprise, should transfer knowledge
maintenance updating of books to the entrepreneur group,
of record, data eventually. The person will
compilation for also be responsible for
MIS integration enterprise level data sharing
for M&E/MIS usage

This responsibility matrix is suggestive in nature and the entrepreneur group shall delegate
tasks amongst available human resources. The group shall also determine shifts in which

40
time-based tasks will be allocated to individuals. Further, the role of additional staff hired by
the group shall be defined in greater detail as per the enterprise.

The image has been added for representational purposes and is customizable as per the
enterprise.

41
A shift wise sample duty plan format has also been shared below for representational
purposes.

6.3 Governance Arrangement at Community Institution Level

● The nodal CLF/VO would be the curator of brand

● All infrastructure/assets and hardware materials purchased/procured would be assets
of concerned nodal CBO/CLF.
● Nodal CBO/CLF would conduct quarterly audit regarding assets and quality aspect of
the brand through the livelihood committee of Nodal CBO/CLF
● Enterprise has to submit a quarterly income expenditure report to Nodal CBO/CLF
for its perusal & needful action.
● Entrepreneurs will take all the decisions regarding procurement & assignments and
distribution of work among members for running the enterprise. Nodal CBO/CLF will
not interfere in the internal operations of the enterprise.
● The Nodal CBO/CLF would have a mutual agreement with entrepreneurs who have
formed the "Partnership Firm".
● In case of unsatisfactory performance based on the quarterly audit of the enterprise,
nodal VO/CLF may decide to terminate the agreement with the concerned partnership
firm and allow other partnership firms to run and operate the enterprise.
Issues of concern which may be found during quarterly audit are: -
■ Case of financial fraud by member & mismatch in stock verifications

42
 ■ Enterprise being operated by member‟s family (Husband/ Son) for
personal interest gain
■ Reputation and branding of the enterprise is at stake such as quality,
hygiene and cleanliness.
■ Cases of disputes among members.

6.3.1 MoU: Nodal VO/CLF & Enterprise/Partnership firm

The enterprise/partnership firm would enter into an MoU with the nodal VO/CLF. This would
primarily lay out the roles of partnership firm that would upkeep the branding, pay timely rent
of the kitchen equipment (as VO/CLF would be the owner of the equipment) while nodal
VO/CLF would act as the facilitator for trainings, grievances and would also conduct regular
audits as needed.

The kitchen equipment (as VO/CLF would be the owner of the equipment) The utility life of
kitchen furniture assets to be more than 10 years (304 steel quality work table, sinks, stoves
and so on are durable) and the CBO shall also follow a standard procurement norm that no
compromisation is made in term of quality of the assets. The CBO shall be supported by the
SRLM(DMMU) in the procurement. The SRLM will be supported by the TSA in
standardising the equipment list with detailed specifications. The electrical equipment (such
as refrigerator, geyser, Mixer grinder and so on) have been reported to be 2-4 years old by the
enterprises. To cover the replacement/maintenance expenses the enterprises have a tentative
cost that has been taken in the name of replacement/maintenance . In case of requirement of
replacement of any of the asset by the CBO the fund (collected as rent from the enterprise)
shall be sufficient if the enterprise starts paying the rental amount within 1st two years.

6.3.2 MOU: Nodal VO/CLF & Institutions

The nodal VO/CLF will enter into an MoU with the respective institutions. The MoU would
clearly define the roles of each party; primarily that the institutions would provide space for
canteen operations including electricity, water and other amenities. The MoU will clearly
mention the terms and period of payment and others. The nodal VO/CLF would have the
authority to replace the partnership firm if the operations are not being done as per standard

43
7. Action Plan

7.1 Action plan for 3-years

Table 7.1.i Physical target of food service enterprise development for 3-years

Year 1 Year 2 Year 3 Total

M4-M8 M9-M12 M13-M18 M19-M24 M-25-M30 M31-M36

7 7 10 11 7 8 50
Number of
enterprises
to be
covered
each year

Various activities/intervention to be taken up as part of project implementation are explained

in Annexure VI. It will provide a detailed activity plan for the 3-years with measurable
output.

7.2 Model Wise Target

Canteen Catering Kiosk Kiosk Canteen Total

Type A Structure Food Type B
Truck (Block
Level)

Total 11 11 8 5 15 50
number of
possible
enterprises

The total number of units to be set up has been divided across the project implementation
period that is a set number of units to be set up in defined periods. Around 10 Enterprises as
Model enterprise shall be set up in Model enterprise set up phase (Month 4- month 12). After
the Model enterprise set up phase a restructuring of the action plan shall be done in
consultation with SRLM and TSA based on the learnings from this phase. The model set up
period may be considered the pilot period where the process will be done and demonstrated
by the resource person from the TSA. Upon completion of this phase the replication phase
will be initiated. The State Resource Group will be leading training and set up processes and
they will be supported by the Mentor Resource Group. TSA will provide handholding
support to the SRG in driving the project at the state level. TSA shall also support SRLM in
44
the establishment of the ecosystem that nurtures food service enterprises in the longer run and
become a self-sustain model. The training of the entrepreneurs will happen in batches. The
location of the training will be finalised by the SRLM.

45
8. Implementation Arrangement

8.1 Technical Support Agency - Kudumbashree NRO

In 2012, the Ministry of Rural Development, Government of India recognized

Kudumbashree‟s potential to support other States by announcing it as a National Resource
Organisation under the National Rural Livelihood Mission. As NRO, Kudumbashree holds
the mandate to partner with interested SRLMs band provide them with technical and
implementation support. The Kudumbashree-NRO Secretariat formally started functioning in
May 2013 from its headquarters in Thiruvananthapuram, Kerala. Kudumbashree-NRO has
established long-term partnerships with many States (Bihar, Jharkhand, Odisha, Maharashtra,
Karnataka, Assam, Rajasthan, Tripura, Manipur, Chhattisgarh and Uttar Pradesh) in addition
to a short-term partnership with Sikkim and Goa.

Kudumbashree NRO will be the Technical Support Agency (TSA) supporting the Rajeevika
in implementation of food service cluster under NRLM sectoral cluster. Kudumbashree, has
pioneered the “Cafe Kudumbashree'' model in Kerala, has been building capacities of women
from the community network to become food service entrepreneurs. Kudumbashree NRO has
worked with SRLMs like BRLPS Jeevika Bihar and SERP Telangana for providing technical
and knowledge support in piloting different food service models.

8.2 Roles and Responsibilities of Various Stakeholders

Based on activities/intervention to be taken up as part of project implementation,

responsibility matrix has been prepared and explained in Annexure VII. Itwill provide
detailed activity wise responsibilities for various stakeholders.

Some of the major responsibilities of TSA and SRLM has been highlighted below:

8.2.1 Kudumbashree NRO - TSA

1. Prepare a pool of trained personnel as State Resource Group to handhold and support
the food service enterprises and to provide customized services required by
entrepreneurs.
2. Develop knowledge and resource materials.

46
 3. Provide skill-based training and ensure regular capacity building of entrepreneurs on
operational aspects, maintenance of hygiene & sanitation, food service enterprise
management and soft skills as per requirement.
4. Prepare business plans and ensure start- up and mentoring support to food service
enterprises.
5. Establish performance improvement systems for food service enterprises.
6. Orient and train different stakeholders under the project in food service enterprise
operations and monitoring systems.
7. Establish and put in place project monitoring systems and regular review mechanisms
for improving the performance of the cluster.
8. Develop a plan of action, guidelines and policies for cluster sustainability and
replicability across the state.
9. Depute Mentor(s), experienced persons for food service enterprise development
support. Based on requirement/action plan and through mutual consent between
SRLM and TSA, tour/engagement plan will be prepared.

8.2.2 State Rural Livelihoods Mission

1. Necessary policy, budget and human resource allocation at various levels for the
implementation of project activities to achieve the deliverables.
2. Select State Resource Group members and conduct training with support from TSA
3. Ensure convergence with other government departments and schemes for arranging
infrastructure for the food service enterprise promotion.
4. Create processes for facilitating loans to food service enterprises from the CLFs,
banks and other financial institutions.
5. Provide timely financial support to food service enterprises based on business plans.
6. Identify community-based resource persons who will support a larger expansion of the
food service cluster in the state.
7. Ensure and facilitate processes such as, MoU between the Nodal VO/CLF and the
institution, partnership between the Nodal VO/CLF and the entrepreneurs, submission
of business plan for funds release, assist nodal VO/CLF in the procurement of fixed
assets, necessary registration and licensing and inauguration.
8. Ensure regular monitoring and conduct quarterly joint-review with TSA. Rollout of
management information system and community monitoring system.

47
8.3 Human Resource Requirement

8.3.1 Human Resource - SRLM

1. The SRLM will designate one professional at the state level who/that would be
responsible for coordination between TSA and SRLM. The nodal person would be in-
charge of project supervision and coordination with the district and the block units for
overall facilitation of the project. The professional will support the SPM - Non -farm
in overall operation and monitoring.
2. four State Resource Group (SRG) members will be placed to work closely with the
TSA. The SRG would be responsible for providing technical and handholding support
to the food service enterprises. One SRG member would be responsible for
coordination with a certain number of enterprises.
3. One data entry operator/manager at State level to support in data management.

8.3.2 Human Resource - TSA

1. One professional will be entrusted with the state coordination and operations
activities. He/she will do the coordination of the partnership at the State-level. The
nature of the State Coordinator‟s engagement would be 15 working days in one
month.
2. Mentors are persons having experience in running and promoting a food service
enterprise in Kerala and shall be drawn from the Cafe Kudumbashree network
promoted by Kudumbashree. Overall, four mentors will be engaged, the number of
engagement days will be decided by the TSA and SRLM, based on a mutual
agreement and action plan.
3. TSA will also engage a Core/ Centralised team that would provide end to end support
to the SRLM in the overall implementation of the programme, i.e. visioning, planning,
technical support, support in formulating project policy, operation manual,
implementation arrangement, capacity building of various stakeholders, monitoring
guidelines and strategy documents. This expert team will consist of domain experts,
technical advisors and senior NRO professionals. The involvement of the Central
Team would be on a part-time basis.

48
 Table 8.3.i Human Resource

Human Resource Numbers Appointment to be made by

State Nodal Person 1 SRLM

State Resource Group 4 SRLM

Data Entry Operator 1 SRLM

State Project Coordinator/ Team lead 1 TSA

Cafe Mentor 3 TSA

Central Team/ Expert support/Domain 3 TSA

Expert (Need based- remote support)

Table:8.3.ii Quarter wise Role change of Stakeholders of the Project

YEAR-1 (2023-2024) YEAR-2 (2024-2025) YEAR-3 (2025-2026)

Q-III
Role change Quarter-I Q-II (4- (7-9
of (0-3 6 Mont Q- Q- Q- Q- Q- Q- Q- Q-
Stakeholders month) Month) h) IV V VI VII VIII IX X XI Q-XII
Support to
SRLM in
all Developm
preparatory Model enterprise Hand holding SRLM staffs ent of Exit from
activities of promotion by and cadres in enterprise scale-up Project and
TSA the project TSA promotion strategy handing over
Capacity
building of
Complete Project
all the stakeholder on Replication of Enterprises based on the
preparatory enterprise learning of the enterprise development Rolling out of
activities of promotion process in the Model enterprise Scale-up
SRLM the project processes promotion phase. strategy

49
9. Sustainability of the intervention
The project will focus on establishing standard systems and procedures and facilitate
enterprises to become self-managed. Further, efforts will be made to ensure internal resources
are developed and ready for scale-up. The following strategies will be adopted for ensuring
the sustainability of the project:

9.1 Knowledge transfer

During the project duration, as a TSA, Kudumbashree NRO will extend its support to develop
systems and put them in place, gradually transferring the knowledge to SRG and community
cadres who shall take it further.

9.1.1 Development of State Resource Group

The project will identify and train State Resource Group members for supporting SRLMs in
food service enterprise development and providing training and handholding support.

9.1.2 Development of Community Cadres

Community to community approach has been found to be a very effective approach in

strengthening SHGs and their federations. Keeping this in view, the project will develop a
dedicated pool of community professionals from the pool of entrepreneurs running food
service enterprises in that State from the SHG network for supporting SRLM in the
development of food service enterprises. Specific strategies would be worked out for capacity
building of these community professionals. Rajeevika will be developing policies for hiring
and utilising the services of these community cadres for food service enterprise promotion in
the State development.

9.1.3 Preparation of Operational Manual/Standard Operational Procedures and

Business Development Plans

Model business plan and operational manual for food service cluster will be put in place,
which shall guide all the activities of cluster and business. It will clearly state the
responsibilities of respective mission staff, and their roles and reporting obligations. It will
also contain guidelines for operating the food service enterprise, as well as for monitoring,
evaluation and quality assurance. It shall also contain guidance on dispute resolution, on

50
receiving and handling grievances from customers, and so on. It will also cover aspects of
financial management, procuring goods for business, physical controls, maintaining assets,
preparing financial statements, supervisory controls etc.

9.1.4 Development of Training modules and resource materials

Training modules and material will be developed in consultation with SRLM for
entrepreneurs and CBOs. To maximize the impact of learning, different methods of
information dissemination like flipcharts, videos, peer group learning etc will be adopted.
Mobile based learning will also be explored.

9.1.5 Capacity Building of Mission staff and CBOs

The project will build the capacities of mission staff and CBOs on customizing and adopting
operational manual/standard operational procedures, training modules, business management
and monitoring systems, review the individual enterprise performance based on the
performance indicators through conducting training, immersions, workshops and exposure
visits etc. The project will ensure that at least three training/refreshers will be given to all
Mission staff, CBOs in a year.

9.2 Strengthening Monitoring Systems

The project will put in place a robust monitoring mechanism for project activities, staff and
individual enterprises. MIS and online/offline enterprise performance tracking systems will
be rolled out. A Community Monitoring System would be implemented to promote
accountability and transparency in the use of project and community funds. Appropriate tools
for monitoring will be developed at all levels - SRLM, community and stakeholders will be
trained on the same.

9.3 Formation of an advisory committee and expert working group

An advisory committee chaired by the Mission Director (Rajeevika) and Expert Working
Group will be constituted with concerned stakeholders for effective convergence, advisory
support, implementation, monitoring results and to raise additional resources.

51
9.4 Create knowledge partnership

Within the project, SRLM is encouraged to create local knowledge partnerships with
institutes in the area of food and hospitality management, with departments like Tourism to
explore emerging opportunities and promotion of food service enterprise units.
The objective of the implementation strategy is to build a sustainable system that keeps on
evolving and developing. The Project aims at achieving an efficient brand that will be realised
in the presence of a supportive ecosystem. Our action strategy points towards the same goal
of establishing an environment of these mechanisms that supports the initiative. In order to
achieve the above mentioned objectives the project time period may not be enough and hand
holding of stakeholders and processes hence a continued commitment is required from SRLM
to ensure project sustainability. This may be done with TSA partnership extension, time based
support for project implementation and a long term visioning of the initiative

52
10. Proposed budget for the sectoral cluster

The total cost of the project has been estimated at Rs. 4,97,96,820 Lakhs. The following table summarizes the overall project costs. The
component-wise breakdown costs are presented

10.1 Project Cost Summary

Total Budget
Code Budget Head Year 1 Year 2 Year 3 Total (Rs) % share
A Develop State Resource Group 973,000 160,000 120,000 1,253,000 2.52

A1 Selection workshop for State Resource Group member 40,000 - - 40,000

A2 Capacity building of State Resource Group member 893,000 - - 893,000
Refresher training for the State Resource Group
A3 members 40,000 160,000 120,000 320,000
B Capacity building of the Entrepreneurs 3,051,000 4,632,200 1,741,500 9,424,700 18.93

B1 Identification and selection of potential entrepreneur 150,000 250,000 100,000 500,000

Training on Food service enterprise administration
B2 and management for Entrepreneur 1,977,000 2,992,200 1,236,900 6,206,100
B3 Training in Enterprise Start-up 471,000 672,500 243,000 1,386,500
Refresher/performance improvement training for the
B4 Entrepreneurs 453,000 717,500 161,600 1,332,100
C Capacity building of the SRLM Staff and CBO 350,000 450,000 300,000 1,100,000 2.21
C1 Capacity building of the SRLM Staff 200,000 200,000 200,000 600,000
C2 Capacity building of the CBO 150,000 250,000 100,000 500,000

53
D Branding and Marketing 300,000 1,700,000 1,100,000 3,100,000 6.23
D1 Branding 100,000 100,000 100,000 300,000
D2 Marketing 200,000 1,600,000 1,000,000 2,800,000
Cost of developing community-based resource
E persons for food service enterprise development - 979,000 270,000 1,249,000 2.51

E1 Selection workshop for community resource persons - 75,000 - 75,000

E2 Capacity building of community resource persons - 904,000 - 904,000

E3 Refresher training for the community resource persons - - 270,000 270,000

F Mentoring and handholding support 3,749,400 3,381,200 3,193,520 10,324,120 20.73
F1 State Resource Group - SRLM 2,160,000 1,944,000 2,099,520 6,203,520
Mentor Resource person/Mentor Core
F2 Group/Kudumbashree hospitality group member 1,589,400 1,437,200 1,094,000 4,120,600
G Monitoring and Evaluation 1,000,000 320,000 842,000 2,162,000 4.34
G1 Development of monitoring modules/MIS 800,000 100,000 100,000 1,000,000
G2 Evaluation - - 500,000 500,000
G3 Other Cost - Data Entry Operator 200,000 220,000 242,000 662,000
H Project Management - SRLM 1,430,000 1,508,000 1,698,800 4,636,800 9.31
H1 Professional cost (State Nodal - SRLM) 600,000 660,000 726,000 1,986,000
Travel expenses for coordination related outstation
H2 travel 120,000 132,000 145,200 397,200
H3 Review and planning events 60,000 66,000 72,600 198,600
Sharing-learning platforms and State level
H4 consultation workshop 150,000 100,000 150,000 400,000
H5 Programme Management/admin - Other Costs 500,000 550,000 605,000 1,655,000
I Cost of Technical Support Agency 2,116,000 2,045,000 2,386,200 6,547,200 13.15
I1 State/Team Lead - (Stationed in Partner State) 1,320,000 1,452,000 1,597,200 4,369,200
I2 Expert support and supervision 246,000 228,000 204,000 678,000

54
 Documentation, Knowledge Management and
I3 Development of training modules 400,000 200,000 400,000 1,000,000
I4 Administration - Other Costs 150,000 165,000 185,000 500,000

J Community Fund 84,80,000 1,18,20,000 69,90,000 2,72,90,000 40.68

K Total Budget 2,14,49,400 2,69,95,400 1,86,42,020 6,70,86,820

● The payment of expenses under the project will be made by Rajeevika on actual basis, as per the cost norms approved. The cost norms
and nature of payments for various activities has been mentioned in Annexure VIII.
● On signing of MoU/MoA, first instalment of Rs. 25% of the cost to be incurred in the 1st year by the TSA will be released to
Kudumbashree NRO by Rajeevika
● Further instalments will be released on the basis of submission of statement of claim by Kudumbashree NRO subject to utilization of
60% of funds given previously. Rajeevika shall ensure that payments to Kudumbashree NRO are done within 45 days of receipt of the
claim and report from Kudumbashree NRO.
● The SRLM can reallocate funds among the various budget heads except the head community fund food service enterprises development.
● In the event of cost items specified under Annexure VIII cost norms requiring revision due to general increase in costs, or new hitherto
unforeseen cost items becoming necessary to be added, such revision may be affected by both parties after mutual consensus.
● Kudumbashree NRO shall keep all-relevant records including bills and receipts etc. for the expenses incurred. It will provide a statement
audited by a Chartered Accountant

55
11. Annexure

11.1 Annexure I - Starting a Food Service Enterprise

The set of steps to start a food service enterprise are mentioned below:

1. Location Identification and viability:

● Identify potential locations within the District/Block for starting a food service
enterprise in Liaising/ convergence with various government departments, institutions,
etc.
● Assign a nodal person from Rajeevika at the District/Block level who will coordinate
the initial assessment activity.
● Based on the identified locations, the Rajeevika District team conducts an assessment
for the physical and financial feasibility of the proposed enterprise.
● The Rajeevika District team shall share the assessment reports of each identified
location having details like space availability, expected footfall, competition in that
area with SMMU.

2. Entrepreneur identification and Selection:

Entrepreneurs will be identified among the community members based on their

interest, capacity and eligibility. This would be led by the District team of Rajeevika
and supported by State Mission.

56
57
3. Capacity building and Entrepreneur Training: Selected members would be
provided training on Entrepreneurship development, food service enterprise
operations, food production, service, hygiene, operations of kitchen equipment, menu
design and engineering, storage, procurement, marketing, bookkeeping, registration,
FSSAI standards, GST Registration etc. Rajeevika will conduct the training with
support from the TSA and resource person.
4. Business Plan preparation: A business plan would clearly lay out the budgetary
requirements for fixed capital, working capital and the owner‟s contribution. A
business plan would be prepared, keeping in mind the local context, price points,
expected footfalls for the proposed enterprise facilitated by the partner resource
agency and resource person. The 1st and the 2nd steps may happen simultaneously. The
idea is to ensure participation of the entrepreneurs in the business plan development
process. Their participation in formulating various aspects of business data points will
ensure their understanding of business health indicators.
5. Develop layout and Refurbishment of location: Rajeevika with support from the
resource agency and resource person would develop a layout for the proposed facility.
Based on the layout the required refurbishment of the physical space would be done
by institutions in case of institutional canteen or through liasioning with District
administration.
6. Fund release: Based on the business plan, the Rajeevika team at DMMU and SMMU
will facilitate financial support for establishment of food service enterprises. The
details of fund request and flow are provided in the „Strategy 3: Finance support
and assistance’.
7. Procurement process: Based on the business plan consisting of a list of equipment
and assets required, procurement would be done by the nodal CLF following
community procurement norms.
8. Registration and licenses:
a. Partnership Firm: The proposed group of entrepreneurs shall register
themselves as a partnership firm having separate bank accounts in the name of
the firm.
b. Once the firm is formed, the relevant licenses and registration shall be
obtained by the enterprise firm facilitated by the District/State team of
Rajeevika.
● Pan card

58
 ● GST Registration
● FSSAI License
● Health Trade License
● NOC from Fire Department
● Any other local License or permission required
9. Agreement: The firm would then need to get into a legal agreement with the
community institution (Nodal CLF) and on a case-to-case basis with the institutions/
concerned party.
10. Physical Set up: The enterprise firm will have to identify the vendors for supply of
provisions, vegetables and milk for enterprise from the market following the
procedure mentioned-below. The -purchase plan shall be developed by the enterprise
firm in consultation with the Rajeevika district team.

The purchase procedure will have the following:

1. Selection of supplier
2. Establish who is responsible for purchasing
3. Establishing standard quality of materials
4. Establishing the quantity to be purchased
5. Establishing the most favourable prices

Selection criteria for suppliers will be mainly done on the basis of below- mentioned
criteria

1. Price
2. Quality
3. Delivery/Location

The setting/ arrangement of the kitchen equipment and assets based on the layout. It is
suggested that before the inauguration of the enterprise, a minimum three-day trial run of
equipment and operation has to be conducted.

A detailed activity list will all task and sub-tasks required for enterprise promotion will be
share with the 6 month action plan based on which both the parties shall jointly ensure the
enterprise promotion in the state.

11.2 Annexure II - Process for Entrepreneur Mobilization and Selection

1. Introduction

59
To unleash the potential of women SHG members in food service entrepreneurship in
Rajasthan, Rajasthan Grameen Aajeevika Vikas Parishad (Rajeevika) plans to tap the
opportunity and leverage existing skills within the community. To achieve this, Rajeevika
recognises the fact that they must have a strategy in place for the identification and selection
of entrepreneurs from the existing SHG network who are willing to take up the risk, have
self-motivation and entrepreneurial drive to push the business activity ahead. The objective of
this document is to outline specific steps in the mobilization and selection of potential food
service entrepreneurs.

2. Stages for Entrepreneur Mobilization and Selection

The process for Entrepreneur Mobilization and Selection can be divided into four stages

60
Stage 1: Meeting at the District/ Block level for the Rajeevika Staff and
concerned members on the selection process

District nodal persons may decide to conduct a half-day orientation session during one of
their regular meetings or may call a separate meeting for this purpose. The objective of this
orientation session is to familiarize the concerned district and block team of Rajeevika on the
objective of the project, mobilization and selection of entrepreneurs and procedures/process to
be carried out for project implementation as per the timeline. Mobilization should be planned
in the concerned CLF around the proposed or identified location for the enterprise. It is
suggested to be in the radius of 3-5 km from the proposed or identified enterprise location.

The DPM/District nodal person will be responsible for the conduct of the orientation.

Suggestive Agenda:

· Brief on Project „Women run Foodservice Enterprise‟ and its objective

· Process for mobilization and identification of potential entrepreneurs

· Preparation of mobilization action plan with timeline

· Appointing District/block nodal person for coordination

Stage 2: Orientation and Mobilization of SHG women

Step 1: CLF Orientation

Half-day orientation sessions shall be conducted at CLF level during one of the regular
meetings or a special meeting of CLF may be called for in order to familiarize CLF members
and community cadres regarding the project, mobilization and selection of entrepreneurs.
The meeting is expected to be attended by the CLF, CLF leaders and community cadres. It is
the first step of information dissemination amongst the community federation. This is
important because information is disseminated to the CLF/SHGs through the CLF members
and community cadres. As part of the meeting, the members are encouraged to generate a list
of potential entrepreneurs.

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Suggestive Agenda:

● Brief on Project „Women run Foodservice Enterprise‟ and its objective

● Orient on selection process for entrepreneurs (eligibility, application, interview and training)
● Orient on the kind of support to be provided to Entrepreneurs by Rajeevika
● Orient on the immediate plan for Entrepreneur mobilization and identification
● Doubt clearance regarding the information shared

Interested candidates would be mobilised based on the eligibility criteria

mentioned below:

1. Must be a member of an SHG under Rajeevika, and the SHG must be at least 1 year
old.

2. The entrepreneur must be literate (ability to read and write) or 8th pass.

3. The minimum age of the applicant must be 21 and maximum 50 years.

4. Must have an attendance of at least 75% in their respective SHGs

5. Must have taken loan from their respective SHG; must have 70% loan repayment
percentage as per the repayment schedule.

6. Prior work experience and/or experience of running and working in small

dhabas/café/restaurant would be given preference.

7. Willing and able to undergo training programs and exposure visits.

8. Willingness to contribute own investment

9. Willingness to work up to 12 hours a day

Step 2: Call for Application

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 Application form shall be distributed in CLF orientation. CLF and VO members and
community cadre shall support in spreading the word about the project and the application
form in the target panchayat/area. Application form for the interested SHG members has been
placed in Annexure II.a

Step 3: Meeting with interested SHG members and applicant

A meeting shall be organised with interested SHG members and applicants who are keen on
starting a food service business. The idea here is to motivate them towards starting a food
service enterprise. Also orient them on the business and risks attached with it, selection
process, training and support systems. Expected outcome from the meeting is to provide
clarity among interested SHG members on the project and processes which will be conducted
in near future. This meeting can be conducted for half-day. The District Nodal Person/BPM
will be responsible for conducting the meeting.

Suggestive Agenda:

· Brief on Project „Women run Foodservice Enterprise‟ and its objective

· Types of Foodservice enterprises (Canteen, Catering, Kiosk)

· Merits of Foodservice Enterprises

· Training designed for potential entrepreneurs

· Orientation on the potential risk (Make the participants understand that enterprise is an activity full of risk,
however the quality of an entrepreneur is that she calculates the risk and takes the chance to make the situation
favourable or reduce the risk through corrective steps)

· Kind of start-up and hand holding support provided to entrepreneurs

· Different support systems for entrepreneurs under the project

· Expectation from the entrepreneurs

· Orient participants on the immediate plan for entrepreneur‟s selection

· Doubt clearance regarding the information shared and selection process

Step 4: Short listing of members at CLF/Block level

Annexure II.B applicant grading sheet shall be utilised to shortlist the members. The
Block/CLF shall shortlist the applications based on the eligibility and scores. If more than

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one-member scores equal marks, then both would be shortlisted. The shortlisted candidates
would be called for an interview at the Block/District level.

Step 5: In Person Interview

After short listing of the members at CLF/Block level, 60-80 candidates shall be called in for
a personal interview. These candidates will be interviewed by a panel. The panel shall be
chaired by DPM of the concerned district. The panel shall include 3 more people, Project
Manager – Non-Farm or member nominated by the DPM, BPM from respective block and
one nominated member from the concerned CLF. The cohort of trainees must be around 30,
as the members would drop out from training up to enterprise being operational.

Interview grading sheet in Annexure II.C shall be used for grading during the interviews.

Stage 3: Training of Potential Entrepreneurs

Training on food service enterprise administration and management (residential/non-

residential/online) of 7-10 days would be conducted by Kudumbashree-NRO resource
persons, supported by local resource persons and Rajeevika staff.
The concerned Rajeevika team would ensure that relevant arrangements have been made for
training as per the schedule and requirements shared by the Kudumbashree NRO team.
Relevant staff members may need to join the training on a need basis as well. The model units
developed in the first phase of enterprise setup may serve as exposure sites for project
scalability. A practical exposure/training is a part of the designed module for the
entrepreneurs and wide scale implementation will be explored in the later stages of the project
timeline.
During the phase of Model enterprise Establishment by Mentor/ Resource persons from TSA
would train the potential entrepreneur. The SRGs will be provided ToT on the Entrepreneur
Training model and engage closely with the Mentor/ Resource person from TSA. Post Model
enterprise establishment, the SRGs shall take up the responsibilities of enterprise promotion
starting from entrepreneur mobilization, training, support in setting up, hand holding refresher
and other related support with the guidance and support of Resource person from the TSA.

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Stage 4: Entrepreneur Selection

At the end of the training, performance evaluation and grading of candidates will be carried
out by NRO. Based on this evaluation, a final list of entrepreneurs can be generated. NRO
would recommend members to the Rajeevika team, suitable to be selected as entrepreneurs
for the food service enterprise operations. The final number of members selected would be
dependent on the size of the operations of the proposed food service enterprise. It is to be
noted that an enterprise group needs to be formed based on their individual and family
consent and cohesiveness of the members rather than by compulsion or force. Hence selected
members from different SHG near the proposed sites for the enterprise can be motivated to
form a team. Other than the list of selected entrepreneurs, a waiting list shall also be
generated as there are high chances of members dropping out once the enterprise opens.

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11.2.1 Annexure II.A - Application form

66
 11.2.2 Annexure II.B - Applicant Grading Sheet

Name of Applicant:

Name of SHG:

Name of CLF:

S. Criteria Scoring Max. Marks

No. Marks Obtained

1 Education Below 8th Grade 0

8th to 12th 1

Graduate 2

2 Attendance in Weekly Meeting < 75% 0

(To be verified by SHG OB Members)

75%-90% 1

> 90% 2

3 Loan Amount Taken from SHG < Rs. 30,000 0

(As per Cash Book/Meeting Minutes

of SHG) Rs. 30,000- Rs. 50,000 1

> Rs. 50,000 2

4 Loan Repayment by The Member < 90% 0

(To be verified by SHG OB Members)

90%-95% 1

>95% 2

5 Does the member have any work Zero work experience 0

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 experience and/or ever been part of
canteen or any food unit operations or Any work experience 1
owner of a food unit

Work experience of 2
canteen or any food
unit operations or
owner of a food unit

Total Marks 10

11.2.3 Annexure II.C - Interview Grading Sheet

Name of Applicant:

Name of SHG:

Name of CLF:

S No Criteria Score Points to be looked at by the interview panel

(/10)

1 Experience If the member has any work experience and/or any

experience of running an enterprise. It is suggested that
bonus marks be given to those who have an experience in
working and running a dhaba/canteen/kiosk or any other
food service business.

2 Work How in the past did the applicant convince her family
Commitment members for her work? And how did they support her?
Does she have enough support to make time for running
such an enterprise? Enough family support and general
wherewithal to work in the Foodservice enterprise.

3 Entrepreneurial Can be judged by asking their opinion on women

Ability and entrepreneurship, their motivations to start food service
Motivation business, if any member in their family is an entrepreneur
and how has she contributed in supporting him/her, how
did they manage risks while the family member was

68
 involved in running the business etc.

4 Financial history Should have a strong repayment record within groups and
with the bank

5 Communication Can be judged by observing the candidate's body

language, how clearly she understood the questions and
how clearly she answers it, the questions asked by her to
the interview panel etc.

11.3 Annexure III: Convergence and networking with departments

The SRLM shall look for convergence with different departments and ministering for lapping
opportunities to promote institutions run by the SHG women of the State. Few examples of
such Convergence initiated by other states are given below.

● Declaration by the Chief Minister

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● C
o
n
v
e
r
g
e
n
c
e

w
i
t
h

R
S
E
T
I

70
● Convergence with department of education

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11.4 Annexure IV- Terms of Reference (ToR) for hiring State Resource Group

1. Background

The Rajasthan Grameen Aajeevika Vikas Parishad (Rajeevika) is implemented through

Rajasthan Rajya Ajeevika Forum Society, an autonomous institution under the Panchayat and
Rural Development Department, Govt of Rajasthan implementing the initiatives taken under
DAY NRLM, including NRLM Ministry of Rural Development, Government of India and
other initiatives taken up by the State Government. Rajeevika has promoted inclusion of rural
women from different social and economic backgrounds by organising them into SHGs and
their higher-level institutions. These institutions have created a platform for these women to
put forth their views in the society with the objective of recognizing their efforts and
respecting them.
Economically, they have become a big source of capital mobilization at a very small rate of
interest from their SHGs and banks; which has also developed their confidence and has
motivated them to take up their own initiatives fostering economic change in the family and
society.
Rajasthan is one of the states that is implementing NRLM in 33 blocks and 9 districts of the
state. Food enterprises are one of the most potential activities in the state as the local cuisine
of the state due its demographic situation varies from tribal areas to Hadoti, Mewari and
Marwari food.. Rajeevika has taken various initiatives to promote food service enterprises in
the State through capacity building of SHG women, promoting enterprises and supporting
SHG women in participation at food festivals.

The National Rural Livelihoods Mission (NRLM) is the next phase of the World Bank
funding of the National Rural Livelihoods Project (NRLP) to the Deendayal Antyodaya
Yojana - National Rural Livelihoods Mission (DAY-NRLM). It will provide support for
economic initiatives related to a) agriculture, livestock, nonfarm and skills development, b)
financial inclusion and c) convergence initiatives. The project aims to scale-up successful
pilot models of economic transformation activities under NRLP that demonstrated how
building strong social and financial capital can provide a launch pad for a new generation of
economic initiatives such as the promotion of high value agriculture commodities and value
chain development through improvements in market access, rural enterprise and skills

72
development and the introduction of digital finance innovations. NRLM builds on the
significant work done in the earlier phases of national and state rural livelihoods programs.
Hence, the food service enterprises will be implemented in the cluster approach under NRLM
for building Women led food service enterprises of different models.

2. Need for State Resource Group (SRG)

Rajeevika is keen to explore food service enterprise models that can be run as sustainable
women owned enterprises. In order to strengthen and support women-led food service
enterprises in the selected District of Rajasthan, there is a need to identify and create a
specialist resource pool as State Resource Group having prior experience in the food/hotel
management/catering sector. The State Resources Group is expected to play a key role in the
successful implementation of promoting food service enterprises. They will provide
managerial, technical support, guidance and necessary supervision to entrepreneurs.

3. Scope of Work

Being the dedicated team that would provide long term support to various food service
businesses being undertaken by Rajeevika, the SRG shall have the below mentioned
deliverables
3.1. Business: Identify and define business opportunities for new initiatives. Build business
growth strategies for existing initiatives
3.2. Systems: Build & streamline systems for customized support to various categories of
food service businesses. This would also involve introducing industry best practices.
3.3. Handholding: Provide support for the promotion and handholding of food service
enterprises.
3.4. Institutional integrity:Ensure that all initiatives are undertaken as per Rajeevikanorms
without compromising the community institutions.

4. Role and Responsibilities

4.1 Business
● Carry out viability for the proposed food service enterprises
● Develop business plans for all food service enterprises and monitor performance
based on the same.
● Overall custodian of branding; would ensure all brand development is done as per
agreed designs and norms. Would support brand development of new initiatives

73
 ● Introduce industry best practices to enhance efficiency, lower transaction costs and
boost business.
● Introduce relevant certifications like FSSAI to enhance brand image and process
strengthening.
● Create marketing & sales strategies for various categories of food service enterprises
and assist in the roll out of the same.
● Support in identification of new markets for products/services of entrepreneurs
● Identify opportunities in scaling up and expansion of business for entrepreneurs
4.2 Systems
● Monitor inventory management and sales management systems and take necessary
action.
● Develop state-specific standard operating procedure and protocols, capacity building
modules and handholding systems for food service enterprises.
● Identify skill gaps of entrepreneurs and provide refresher trainings wherever required
● Ensure weekly and monthly tracking of all canteens as per the MIS requirements.
● Ensure brand consistency and upkeep as per prescribed norms
● Support SRLM with inputs needed for policy formulation and dialogues
4.3 Handholding
● Assist Rajeevika in devising strategies for mobilizing and encouraging women to start
food service enterprises
● Assist Rajeevika during selection of entrepreneur
● Build floor layout as per the space available, ensuring food safety and hygiene
standards are maintained
● Identification of functional requirements and equipment for the food service
enterprises
● Enable smooth and timely procurement for various enterprises; this would include
enterprise set up and liaison with various vendors. This would also require liaison with
Rajeevika procurement team
● Provide start-up and management training to food service entrepreneurs.
● Ensure handholding support to women entrepreneurs in running the food service
enterprise
4.4 Institutional integrity
● Ensure transparency at all levels; liaison with lead community institutions and
relevant stakeholders
● Introduce community-based process and financial reviews.

74
● Ensure that all initiatives are women centric and women owned, both in letter and
spirit.
4.5 Project Implementation support
● Liasoning with field-level stakeholders for smooth project implementation
● Coordinating project specific administrative and financial operations in the field
● Ensuring project deliverables & milestones based on timelines
● Supporting Technical Support Agency (TSA) for field implementation
● Ensuring project activities through all stakeholders as per project responsibility
matrix.
● Ensuring timely reporting of progress to the state level
● Ensuring enterprise establishment process as per the implementation strategy
● Ensuring support to enterprise in fulfilling of operations
● Coordinating with line departments and institutions to explore opportunities of
convergence for enterprise promotion
● Identifying possible locations for enterprise establishment and recommending to the
state team
● Identifying all relevant vendors for enterprise establishment and facilitating meeting
with TSA
● Supporting the CBO in procurement and fund mobilisation to enterprise units
● Ensuring required legal compliances for enterprise units
● Facilitating partnerships, agreements & MoUs between stakeholders for enterprise
establishment
● Supporting enterprise in hiring additional support staff, as suggested by the business
plan, for enterprise operations
● Ensuring preparation and sharing of formats required for establishment of enterprise

5. Eligibility criteria for State Resource Group- Member

1. Graduate or diploma in Hospitality/Hotel Management from a recognized
University/Institute with at 0-2 years‟ experience of being part of any food service
enterprises or any other relevant experience in food service sector
OR
Graduate or diploma in any stream from a recognized University/Institute with at least
five years‟ experience of being part of any food service enterprises or any other
relevant experience in food service sector

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 2. Age below 40 years
3. Should be from Rajasthan or willing to relocate to Rajasthan for a period of three
years at least. A member from the household of Rajeevika community institution
would be preferred.

6. Key competencies and skills of State Resource Group Member

6.1 General Skills

● Willingness to work with the community
● Willingness to travel to districts and to remote areas within the state
● Should possess good communication and leadership skills
● Should have skills to motivate people
● Should be a good team player
● Should be open to new ideas and show willingness to learn from new experiences
● Ability to guide and train women from the SHG network
6.2 Domain Skills
● Have understanding on running a food service enterprise including knowledge on food
production and food servicing
● Should possess basic knowledge on managing and administration of a food service
enterprise
● Basic knowledge on different types of cuisines
● Ability to provide training
● Proven ability to manage budgets and canteen finances. Knowledge in cost and
accountancy would be a plus.

7. Area of work

Any selected project location, within the geographical boundary of Rajasthan

8. Period of State Resource Group

In the beginning the services will be hired for a period of one year, however, there is a
possibility of extension of contract upon satisfactory performance. The performance
evaluation criteria would be agreed with the SRG member before signing of the contract.

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9. Reporting and Payment

1. SRG members would report to the State Project Manager (SPM) Non-Farm &
thematic manager SRG members will coordinate with them along with the team.
2. Terms of Payment of remuneration, TA/DA etc. would be governed by the provisions
prescribed for SRG members in Rajeevika
3. SRG members would avail a total Rs.1000/- for lodging.
4. SRG members would have to provide a month wise progress report and submit it to
the SPM-NF & DPM in the first week of the following month.
5. Depending upon the monthly report submission and duly recommended by DPM
payment will be made.
6. SRG members may avail one casual leave as per their entitlements.
7. A sum of Rs. 1000/- may be paid as telephone/internet allowance.
8. Review Committee to Monitor SRG members Work
The Chief Executive Officer, Rajeevika in association with the State Project Manager (Non-
Farm), Project Manager (Non-Farm) & District project manager shall be responsible for
reviewing and monitoring the work of SRG members. A review committee to monitor the
progress and interact with the SRG members.

11.5 Annexure V - Capacity Building Plan for Entrepreneurs

Kudumbashree NRO‟s work in the area of promoting entrepreneurship in the food sector
among rural women specifically focuses on areas like building capacities, developing
knowledge resources, piloting different food service models, establishing Support System in
form of State Resource Group (SRG) for creating a sustainable ecosystem that support and
nurture food service enterprises in the State. Since the project aims at supporting and enabling
rural women to run their own enterprise, one of the main focuses is to build their capacities
and strengthen their existing skills. The idea is to transform home chefs into entrepreneurs
having expertise in professional food production and servicing, handling a large customer
base and overall management of the business. Potential Entrepreneurs from the NRLM SHG

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 network being the primary stakeholder under the project, Kudumbashree NRO has designed a
comprehensive capacity building programme focused on enhancing the necessary skills. The
programme consists of a set of training courses designed taking into consideration the level of
skill and knowledge of the entrepreneurs. Each of the courses can be administered based on
the requirement.

Courses in Foodservice Enterprise Administration and Management

The Course offers „potential entrepreneurs‟ intensive training in the area of managing food
service operations aimed at helping them to gain necessary entrepreneurial and food
preparation skills in the long run. It also focuses on bringing attitudinal change and building
managerial capabilities of entrepreneurs. The capacity building program focuses on four
strategic areas

Sl. No. Strategic Areas Description

1. Operational This area refers to the operational aspects of running a food

capacity building service enterprise that ranges from introduction to hospitality
and the emerging opportunities in food service sector , Types
of Food service enterprise, Major sections in Foodservice
enterprise, various sections of kitchen, food production, food
servicing, inventory management, cost control, menu planning,
standard operational procedures and other functional areas.

2. Administration This area refers to skills required to take business related

capacity building decisions as well as planning and managing resources of the
enterprise for effective and gainful operation. The topics
include food service enterprise planning, human resource
planning, maintaining records related to administration,
tracking performance of the enterprise etc.

3. Financial and legal This area refers to the skills required to manage the financial
capacity building resources of the business. It involves imparting basic financial
knowledge like maintaining financial records (cash book,
ledger book, creditor and debtors register etc.) as well as
responsibilities of the front office personnel. It also includes
equipping entrepreneurs with necessary knowledge on legal
compliances of the Enterprise.

78
4. Personal capacity This area refers to instilling entrepreneurial skills like
building communication, leadership, conflict management, group
dynamics etc.

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CAPACITY BUILDING PLAN FOR ENTREPRENEURS

The training programme is divided into two broad Phases. Phase-1 includes an entry level
course designed for first generation food service entrepreneurs. Whereas, Phase-2 of the
training comprises specialized and skill upgradation courses.

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 PHASE 1

The following are the training programmes offered by Kudumbashree NRO under phase 1

Course 1: Training in Food Service Enterprise Administration And Management

● Total number of days: 7- 10

● Nature of orientation: Classroom and practical sessions
● Total number of hours for classroom session: 30
● Total number of hours for practical session: 30
● Maximum participants per batch: 20
● Objective: The foundation course is a 7 to 10 days program which offers an insight into
the hospitality industry, existence and emergence of entrepreneurial opportunities,
introduction to food service-related concepts, soft skills, management of resources and
standard operating procedures.
● Modality: The sessions will be conducted through classroom teachings and practical
demonstrations conducted by experienced resource persons from Kudumbashree NRO.
At the end of the training, a performance evaluation will be carried out to grade the
participants. Based on this grading final list of entrepreneurs can be selected.
● Outcome: At the end of the training it is expected that entrepreneurs will be equipped
with an understanding of business operations, basic etiquettes in food service
management and other technical aspects of food service enterprise functioning.

Sl. No. Topics

1. Introduction to hospitality sector and emerging opportunities in food service

enterprise

2. Major sections in Foodservice enterprise

3. Ice breaking & Expectations

4. Various sections of kitchen & Equipment used in setting up kitchen

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5. Personal grooming and hygiene

6. Foodservice enterprise Planning

7. Introduction to food service - Types of Food Service and Food service area

8. Attributes of food & beverage service personnel

9. Group Vs Team and Leadership & Entrepreneur

10. Menu Planning and Costing

11. Stores & Inventory Management

12. Bulk Cooking (Volume Feeding)

13. Standard Operating Procedures

14. Fire Safety and First Aid

15. Production Plan

16. Indenting

17. Human Resource Planning in a Food service enterprise

18. Suggestive Selling

19. Cost Control

20. Inventory Management & Catering cycle

21. Legal Formalities & Resource Management

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Course 2: Training In “Training in enterprise start-up”

● Total number of days: 3-4 days

● Nature of orientation: Classroom sessions, on the job training and field orientations
● Total number of hours for classroom sessions: 6 hours
● On the job training/field orientations: 12 hours
● Objective: The objective of this course is to prepare the participants to become an
entrepreneur and train them in the practical aspects of the enterprise set up process.
Depending on the ability to learn, the selected entrepreneurs are given training of 3-4
days to make them acquainted with the skills for Operating the food service enterprise.
● Modality: This course will comprise handholding support for the Entrepreneurs mostly
learning by doing /practical orientations. Participants will be familiarized with the
specific business plan pertaining to their food servicemodel along with support in
acquiring necessary legal compliances/certificates, market visits, familiarization in
maintaining records/formats and trial run prior to the actual launch of the enterprise.
● Outcome: At the end of the course, entrepreneurs are expected to learn practical
aspects of starting a food service enterprise along with an understanding of its day to
day functioning.

Sl. No. Topics

1. Business plan familiarization

2. Familiarization of equipments

3. Necessary legal compliances

4. Record Keeping

5. Menu planning

83
 6. Production planning

7. Market/Exposure visit

8. HR planning

9. Marketing and branding

10. Trial run

11. Cost control measures

12.
Handling emergency situations. (Fire safety, first aid etc.)

Phase 2

The courses under phase 2 has been outlined below

Course 3: Training On Performance and Quality Improvement

● Total number of days: 2-3 days on a quarterly basis

● Nature of orientation: On the job training
● Number of hours per day: 6 hours
● Nature of participants: Women entrepreneurs
● Objective: The objective of this course is to study and interpret the key performance
indicators of an existing enterprise and implement a customized training programme
for bringing about an overall quality improvement.
● Modality: This training programme will be administered on a quarterly basis to all
entrepreneurs of a unit. This will mostly include practical orientations and where
necessary, classroom sessions will be conducted. Experienced resource persons will be

84
 placed with the unit members and will train them on practical aspects of performance
improvement and cost control measures. Where required services of external resource
persons will also be taken for executing the training.
● Outcome: As this training will be given at regular intervals, entrepreneurs are expected
to have an idea of specific areas where costs can be controlled as well as areas where
performance can be improved.

Sl. No. Topics

1. Volume forecasting

2. Catering cycle

3. Indenting

4. Food Servicing

5. Maintenance of proper records

6. Menu Engineering

The above topics are indicative in nature and may change according to the requirement.

Course 4: Advanced Course On Skill Upgradation

● Total number of days: 3 days

● Nature of orientation: On the job training & practical sessions

● Total number of hours: 18 hours
● Objective: The focus of this course is to provide entrepreneurs training in product

85
 diversification and upgradation of specific operational skills that will help in increasing
the scope of their business.
● Modality: The training will be administered through classroom sessions or practical
orientations, depending on the requirement. Broad areas identified for skill upgradation
has been mentioned in the table

Sl. No. Topics

1. Specialty cuisines

● Chinese
● Punjabi
● Continental
● South Indian
● Any other regional area
● Pastry & baking

2. Variety Beverages

● Juices
● Milkshakes
● Soups

3. Technology upgradation

● It would include the training of entrepreneurs in any new technology like

Epos machine, food service equipment, electronic token systems etc.

4. Operational upgradation

● Catering services
● Central kitchen services
● Homemade ready to eat products

Course 5: Need based Refresher Training

● Total number of days: 3 days

● Nature of training: Classroom and practical sessions

86
 ● Number of hours: 18 hours
● Objective: The focus of this course is to revisit the core areas of food service
administration and management for strengthening the performance of the business. As
this course is for experienced entrepreneurs, it will help them to relook into their
existing practices and make necessary changes.
● Modality: The training will be administered through classroom sessions and practical
orientations. Broad areas identified for refresher training has been mentioned in the
table

The topics are indicative and may vary according to the specific demand.

Sl. No. Topics

1. Personal grooming & hygiene

2. Menu Planning & Cost control

3. Production plan

4. Bulk cooking and indenting

5. HR management

6. Menu engineering

7. Inventory management and catering cycle

8. Standard operating procedures

9. Strengthening group dynamics

87
11.6 Annexure VI - Action Plan

Please refer to the attachment(excel).

88
 11.7 Annexure VII - Responsibility Matrix

The table presents a detailed responsibility matrix for the stakeholder involved in the project as per the activity. The stakeholders involved in the
project are:

● Rajasthan Grameen Aajeevika Vikas Parishad (Rajeevika)

● State Resource Group (SRG)
● Community Based Organisation (CBO)/ Nodal CBO
● Entrepreneurs
● Technical Support Agency (TSA)

In the first year Mentor/ Resource persons from TSA would train the potential entrepreneur, provide handholding & set up training and refresher
training for all the entrepreneurs promoted as part of the model enterprises. In this phase the SRGs shall engage closely with the Mentor/
Resource person from TSA and would learn the processes involved in promoting the food service enterprises through practical engagement,
assignment and training from the TSA.
Post Model enterprise establishment, the SRGs shall directly takeover the responsibilities of enterprise promotion starting from entrepreneur
mobilization, training, support in setting up, hand holding refresher and other related support with the guidance and support of Resource person
from the TSA.

Sl. Specific Nature of the Role of SRLM Role of SRG Role of TSA Role of CBO/
No. Activities services (Kudumbashree NRO) Entrepreneur
A. Develop State Resource Group (SRG)
Formation State Resource Group State Mission: ● Develop ToR for CBO:
A 1. of State (SRG) are a team of ● Approve the ToR NA State Resource NA
Resource professionals, who ● Conduct the Group (SRG)
89
 Group will lead and manage selection process ● Prepare capacity Entrepreneur:
(SRG) the promotion of ● Ensure all building plan for NA
foodservice arrangements are SRG
enterprises in the made for executing ● Conduct capacity
state. the capacity building of SRG
building plan.
● Formation of the
State Resource
Group and their
placement.
Refresher Refresher trainings to ● Ensure necessary ● Identify areas and
A 2. Trainings to be conducted for arrangements for plan refresher
SRG SRG members to conducting the training for SRG
enhance skills and refresher training. members.
improve knowledge ● Develop module
for refresher
training
● Conduct refresher
trainings
B. Develop high quality resource materials and policy document
B 1. Developing Capacity building State Mission: NA ● Develop capacity CBO:
capacity modules refers ● Give appropriate building modules NA
building preparation of set of feedback on the for
modules training content for capacity building -State Resource Entrepreneur:
building capacities of modules shared and Group NA
identified approve the same. -Entrepreneurs
stakeholders -SRLM staff
-Community
Institution
-Community
Professionals
● Develop ToT
modules for
-SRG members

90
 -Community
Professionals

B 2. Resource Develop high quality State Mission ● Provide ● Develop resource CBO/ Entrepreneur:
materials resource materials ● Finalize and approve inputs/feedback materials such ● Ensure adherence to
and and policy documents the submitted resource needed for guideline on approved policy,
documents materials. developing the establishment of food guidelines and
for ● Share these knowledge knowledge service enterprises, advisories.
foodservice resources at required resources. operational manual on
enterprise levels and ensure its ● Orient foodservice enterprise
promotion usage. stakeholders in operation and
the usage of the management, standard
knowledge formats for books of
resources. records etc.
● Ensure utilization
of these
knowledge
resources by
stakeholders.
C. Branding and marketing

C 1. Develop Develop a umbrella State Mission: ● Facilitate the CBO:

Brand for Brand for its food ● Develop a ● Ensure the workshop for ● Ensure maintenance
Women run service enterprises for distinguish brand quality of developing of branding protocols
food service larger visibility and name, theme and brand is branding protocol for all the food
enterprise promotion branding protocols maintained ● Prepare service enterprise
● Conduct workshop brand strategy
to develop strategies document with Entrepreneur:
for Brand standardised ● Ensure standardised
recognition and practices for practices and brand
increasing visibility increasing its quality maintained
● Approve and visibility
circulate the
branding protocol

91
 ● Engage resource
persons in
developing and
designing the brand
protocol
● Provide inputs for
developing larger
branding strategies
like inauguration
strategy, media
coverage,
invitations and so
on

District Mission:
● Ensure adherence of
branding protocols
across food
enterprise units
● Ensure branding
through various
modes like printing
logos/taglines on
banners, uniforms

C 2. Conducting/ Marketing strategy State Mission ● Identification and ● Support in CBO:

Participatio for promoting food ● Plan regarding the selection of outlining activities
n of Food service enterprises conduct of Food enterprises for like tender ● Support in
Court/Food through organizing Court/Food Fests participation of requirements, identification and
Fests and conducting Food ● Invite nominations Food Court/Food layout design, nomination of
Court/Food Fests at for the participation Fest theme of the Food potential SHG
Block/District/State of Food Court/Food ● Delivering Court,, budget members for the
level Fests specific services preparation etc. in Food courts/ food
● Ensure all necessary in managing the the conduct of the fests

92
 logistical Food Court/Food food court Entrepreneur:
arrangements are Fests like ● Develop State
done orientation of specific SOP and ● Participation in food
● Assign required participants, protocol for courts/food fests and
number of resource menu planning, conduct of food present traditional &
persons in maintaining fest ethnic cuisine of the
coordination with health/hygiene region
SRG for managing norms, stargazing ● Share the learning
and conducting the sales experience with other
Food Court/Food ● Tracking each team members
Fests day sales report
and providing
District Mission: support to
● Nomination of potential entrepreneurs
entrepreneurs ● Share an overall
report on the
conduct and sales
of the Food
Court/Food Fests
and share it with
State Mission

D. Capacity building of entrepreneurs

D 1. Mobilizatio Mobilization and State Mission ● Support District ● Develop CBO:
n and selection of ● Approve the document Mission in document for ● Ensure participation
selection of entrepreneurs to be on entrepreneur conducting the mobilization and of all members of the
potential done for identifying selection final selection of selection of CBO network in the
entrepreneu potential ● Orient District/ Block potential potential orientation sessions
rs entrepreneurs who mission staff on entrepreneurs entrepreneurs ● Support District
will be participating conducting the ● Orient Mission Mission in finalizing
in the training mobilization & staff members in the list of potential
programme selection of the process of entrepreneurs
entrepreneurs mobilization & participating in the
District Mission: selection of training programme

93
● Conduct orientations potential
for SHG members on entrepreneurs Entrepreneur:
the potential of starting
a food service business. NA
● Conduct the final
selection process for
identifying potential
entrepreneurs
● Share the list of
selected potential
entrepreneur with State
mission

94
D 2. Conducting Trainings will be State Mission: ● Coordinate with CBO:
training in provided to a batch of ● Share the training ● Facilitate sessions SRLM on ● Ensure the selected
"Food potential / existing calendar with NRO and provide finalizing the participants attend
service entrepreneurs (SHG ● Guide District necessary technical training schedule the training
Enterprise members) for running Mission staff on the support for and the programme
Administrat the food service training schedule conducting training arrangements to ● After the training
ion and enterprises and arrangements to ● Prepare a detailed be done. programme get
Managemen be done report of the feedback from the
t" & training and submit Model enterprise participants
training in District Mission: it to SRLM. establishment phase.
“Enterprise ● Approve the list of ● As per the Entrepreneurs:
startup " potential entrepreneurs schedule, conduct ● Participate in all the
and form batches for the training of activities related to
training entrepreneurs for the training
● Ensure necessary Model enterprise programme and share
arrangements done as per promotion. feedback
the training module ● Ensure quality of
● Necessary arrangements the training
for conducting exposure programme and
visit such identifying communicate any
markets/exposure sites. issues to
SRLM/SRG if
necessary
● Evaluate the
performance of
entrepreneurs and
submit final
grading sheet to
SRLM
● Engage SRG in
conducting the
training
programme.
● Facilitate
exposure visits

95
 Post Model Enterprise
Establishment Phase
Support and Handhold
SRGs in all the above
mentioned areas of
enterprise establishment.

E. Establishment of model food enterprise

96
E 1. Conducting Conduct viability State Mission: ● Engage with the ● Develop viability CBO:
viability analysis for each ● Approve and circulate District Mission in assessment ● Convene meeting to
assessment proposed location viability assessment doing viability framework vet the business plan
and prepare and prepare a format to concerned assessment of ● Visit the potential ● Sanction required
business business plan for the districts. proposed locations. identified loan to the enterprise
plan selected location. ● Process necessary funds ● Engage with NRO locations group
for enterprise setup in preparing the ● Prepare business
business plan plan for the Entrepreneur:
District Mission ● Engage with selected location
● Identify potential Mentor/ renounce NA
locations for starting food person to
service enterprise understand and
● Conduct viability learn the variou
assessment for the tage of enterprise
identified locations promotion and
● Orient the business plan support.
to CBO and support them
in vetting the business
plan.
● Ensure flow of funds are
done as per due diligence
to the enterprise group

E 2. Prepare Floor plans will give State/District Mission: ● Engage with NRO ● Develop floor NA
floor plan detailed layout of ● Based on the floor plan, in preparing floor plans for
for the positioning of undertake necessary plans. identified
proposed equipment, fixed refurbishments and other ● Develop floor plans locations
enterprise assets and also electrical work.
mention necessary
refurbishments

97
E 3. Setting up Startup services State Mission: ● Engage with ● Undertake the CBO:
support for would include the ● To share approved NRO and following ● Participate in any of
foodservice entire set of activities partnership deed & facilitate the activities the orientation
enterprise for beginning MoU between following - session organized by
enterprise operations. enterprise group & - Market visit Registration/licens District Mission
nodal CBO with - Suggestions ing ● Purchase fixed assets
District Mission on menu -Equipment & equipment for the
● Ensure all mapping and enterprise
District Mission: required civil setup ● Ensure all equipment
● Facilitate the works/refurbi -Vendor has been received
Enterprise unit in shments are identification and according to the
hiring of human done as per -Books of records approved list.
resources like floor plan -Menu finalization ● Sign MoU with
Accountant/canteen institution , if
manager and cook. ● Prepare draft required
● Facilitate the partnership deed ● Sign MoU with
registration format enterprise group
/licensing of the ● Prepare MoU and
enterprise between nodal Entrepreneurs:
● Support CBO in CBO and ● Participate in the
purchase of fixed partnership firm. procurement process
assets and of equipment,
equipment. utensils and vendor
● Ensure signing of identification for the
MoU between raw-material supplies
institution and ● Support in
CBO, if required. completion of
● Ensure the signing necessary legal
of partnership deed formalities,
between group registrations, signing
members MoU and procuring
● Ensure signing of licensing
MoU between ● Participate in all the
nodal CBO and training programmes

98
 enterprise group. and understand the
functioning of the
enterprise

E 4. Inauguratio Conduct of trial run State Mission: ● Provide necessary ● Develop protocol CBO:
n of the and inauguration for ● Approve and share support to the on inauguration ● Ensure branding
enterprise launching the inauguration protocol Enterprise group ● Facilitate the norms are followed
enterprise with concerned District for the enterprise group by the enterprise
Missions inauguration. in finalizing the ● Disseminate
● Engage in menu for the information on the
District Mission conducting trial run inauguration day launch of foodservice
● Give feedback on the and setup of the and conduct trial enterprise in the
inauguration plan and foodservice run. community network
finalize it. enterprise. ● Provide necessary ● Participate and
● Ensure necessary ● Support District support to support the enterprise
arrangements are done as Mission in enterprise group group in the launch
per protocol for conducting the on the day of of foodservice
inauguration inauguration of inauguration enterprise
● Ensure enterprise enterprise
branding as per approved Entrepreneurs:
protocols ● Familiarise with
● Support the enterprise various process
group in carrying out the involved in the
inauguration functioning of the
enterprise- -
- HR planning
- Books of records
- Menu and planning
- Customer handling
● Understand the

99
 functioning of
equipments/ utensils
● Trial run of menu
and practicing
customer service for
inauguration
● Conduct the
inauguration of the
enterprise
F. Capacity building of stakeholders (Mission Staff, CBO)
F 1. Capacity The block, district State Mission ● Participate in ● Conduct CBO:
building of and state team ● Identify point the training/orientatio NA
State members from the persons at State and orientation n programs for
Mission SRLM will have to District Mission programmes SRLM team Entrepreneur:
staff be trained in different level under the ● Conduct the NA
processes of food project for refresher trainings
service enterprise participating in the for the SRLM
promotion training/orientation staff as required
program.
● Prepare training
calendar in
consultation with
NRO
● Ensure appropriate
arrangements for
conducting the
orientation/training
program
F 2. Capacity Members of the District Mission: ● Support ● Conduct ToT for CBO:
building of community ● Conduct the District Mission staff and Ensure participation of all
Community institution network training/orientation Mission for SRG members on concerned members in the
Institution will have to be for the nodal CBO the conduct of training modules orientation/training program.
trained on monitoring ● Ensure the the related to
of foodservice participation of the training/orient community Entrepreneur:

100
 enterprises concerned CBO ation for the institutions NA
members in the CBO ● Conduct training
training/orientation. for CBO on
● Ensure community
arrangements for monitoring
conducting the systems.
orientation/training
programme
G. Establishing Monitoring Systems

G 1. Preparation Action Plans will State Mission: ● Prepare action CBO:

of Action outline specific ● Give inputs for plan in every six NA
Plans activities to be preparing action NA months in
undertaken and plans and approve consultation with Entrepreneur:
immediate outputs for the same. SRLM NA
the specified time

G 2. Regular Review & monitoring State Mission ● Share the ● Present project CBO:
quarterly & will ensure the ● Conduct quarterly data, reports progress reports NA
annual progress of action and yearly review and ● Discuss and
review at plans meetings performance present the action Entrepreneur:
State ● Approve and of the plan NA
Mission circulate the enterprise in ● Prepare the draft
level Minutes of Meeting the meetings MoM
● Discuss the project ● Facilitate quarterly
progress and and yearly
prepare action plan meetings with
in consultation with SRLM
NRO

G 3. Regular Review & monitoring State Mission ● Participate in CBO:

101
 project will ensure the ● Guide District meetings and ● Whenever required,
monitoring progress of action Mission in provide participate in the
& review at plans at DMMU level conducting periodic inputs/feedbac NA meetings conducted
District meetings and k at the by District Mission to
Mission review progress of District share the monitoring
level enterprises Mission level of enterprises

District Mission: Entrepreneur:

● Conduct regular
monitoring of ● Provide necessary
enterprises information/data on
● Track the monthly the functioning of the
progress and share enterprise
the same with State
Mission

G 4. Establish To establish State Mission: ● Ensure that ● Develop CBO:

monitoring monitoring ● Share inputs and the MIS is - Project monitoring ● Ensure regular
framework mechanism for finalize monitoring updated and framework monitoring by the
and Rollout project activities, framework for the data - Community nodal CBO members
staff and individual project activities shared is monitoring ● Discussion of the
food service ● Support in correct framework agenda/ plan of
enterprises integrating the MIS - Enterprise action at the nodal
with their existing performance CBO meetings
system framework
Entrepreneur:
District Mission: ● Support SRLM in ● Provide necessary
● Ensure monthly MIS updating information/data on
data is updated in the functioning of the
the MIS enterprise
● Ensure regular
monitoring by the
community

102
 institution
● Ensure regular
monitoring at the
District mission
level

G 5. Monitoring Regular review, State Mission ● Support in ● Develop tools for CBO:
by check and analysis of ● Give inputs/finalise orientation community ● Nomination of nodal
Community the functioning of the framework of and training monitoring CBO members for
Institutions food enterprises by community of nodal CBO ● Orientation and training on
the Nodal-CBO monitoring members training of CBO Community
members ● Conduct training for members on monitoring
District Mission on community ● Ensure regular
community monitoring monitoring and
Monitoring ● Conduct training discussion on
for District important agenda
District Mission Mission on
● Ensure roll out of Community Entrepreneur:
community Monitoring ● Provide necessary
monitoring system System information/data on
● Support community the functioning of the
institution in enterprise
monitoring of
enterprises

H. Replicationof foodservice enterprises

H 1. Replication Replicating of model State Mission ● Engage in the ● Support in the CBO:
of Food food enterprises ● Orient District scaling up of expansion and ● Disseminate
Service across different Mission/ Block enterprises scaling up of information about
enterprise blocks/ districts Mission on the scale across various enterprises across promotion of
up process of food Districts various districts/ foodservice
service enterprises - Location blocks enterprise initiative
● Ensure timely viability - Preparation of among the CBO

103
 release of funds - Preparing business plan and network
business plans floor plan ● Encourage women to
District Mission: and layout - Training of be part of the
● Facilitate in - Orientation entrepreneurs selection programme
Identifying potential /training of - Enterprise setup ● Support in
location in entrepreneur and hand holding identifying and
convergence with - Training of - Performance screening of the
local institutions CBO improvement of desirable candidates
● Mobilizing potential - Enterprise enterprises as per the
entrepreneurs for setup and requirements
orientation and handholding ● Purchase fixed assets
training support & equipment for the
● Timely release of - Completing enterprise
Funds legal ● Ensure all the assets
● Ensuring formalities, and equipment have
completion of legal licensing been received
formalities, ● Ensure according to the
licensing, MoU and standardisatio approved list.
registrations n and ● Sign MoU with the
● Support in the branding of enterprise
orientation/training the units
of Nodal CBO across all the Entrepreneur:
● Preparing districts ● Participate in the
inauguration plan ● Monitor the procurement process
● Support in functioning of of equipment,
monitoring of the enterprises utensils and vendor
enterprises identification for the
raw-material supplies
● Support in
completion of
necessary legal
formalities,
registrations, signing
MoU and procuring

104
 licensing
● Familiarise with
various process
involved in the
functioning of the
enterprises
I. Performance improvement and handholding support
I 1. Provide Periodic assessment District Mission ● Conduct assessment ● Provide mentoring CBO:
mentoring and performance ● Ensure units are and prepare PIP. Support at regular ● Monitor the
and improvement plan provided with adequate ● Provide necessary intervals to the functioning of an
handholding (PIP) for enterprises and quality inputs to the entrepreneur enterprise on timely
support to be done for handholding support enterprise group in group. basis
ensuring operational ● Give inputs on the the implementation ● Conduct on the ● Monitor proper usage
efficiency and assessment reports and of the PIP. job refresher of assets and
growth. on the implementation ● Monitor the training for the equipment
on the PIP progress of each enterprise ● Timely communicate
● Monitor the progress of enterprise based on ● Conduct the half with District Mission
each enterprise based PIP yearly on feedback related
on PIP performance to branding or
assessment of the performance of units
enterprises
● Prepare PIP for Entrepreneur:
each unit in every ● Participate in
six months for two trainings
years ● Perform activities as
● Monitor the per directed and
progress of each based on
enterprise based recommendations
on PIP

J. Advisory committee and Expert Working Group

J 1. Formation To explore emerging State Mission ● As per the ● Share a concept CBO:

105
 of Advisory opportunities within ● Nominate requirement note on NA
Committee Government/ private committee members share functioning
institutions for for formation of information to Advisory Entrepreneur:
seeking expert Advisory committee state nodal committee NA
support and ● Conduct meetings person
promotion of food as per calendar and
service enterprises seek expertise on
various matters

J 2. Expert State Mission ● Support in ● Prepare draft CBO:

To form a group
working ● Nominate formulation of guidelines, NA
of professionals
group committee members policy policies and
from respective
for formation of ● Share the strategies Entrepreneur:
stakeholder and
expert working inputs, ● Ensure NA
partner
groups from the experiences participation in the
organisations,
respective and meeting
who shall work
stakeholders requirements
closely on project
● Conduct meetings from ground
implementation,
on regular timeline level with the
design and
● Share the agenda District/ State
monitoring results
for discussion Mission
● Suggest and finalize
on policy,
guidelines, systems
and implementation

K. Development of community based resource person for food service enterprise development from existing pool of entrepreneurs

K 1. Selection Experienced State Mission ● Ensure ● Design and CBO:

and training entrepreneurs from ● Approve the mobilization facilitate the ● Support SRLM in
of the existing pool of selection process of of potential selection process identifying
community enterprises shall be community based community for community entrepreneurs by
based selected and trained resource person based based resource providing a
resource who will act as ● Provide inputs on resource persons suggestive list.

106
 person resource persons the guideline and persons from ● Training of ● Ensure selected
approve the same the pool of community based entrepreneurs
entrepreneurs resources person participate in the ToT
District Mission ● Facilitate in ● Develop guideline
● Ensure necessary the selection for community- Entrepreneurs
arrangements are and training based resource
made for process person ● Participate in the
conducting the ToT selection of
community based
resource person
● Participate in the ToT
organised by District
Mission

The Responsibility matrix for different stakeholders for enterprise promotion is listed below.

Enterprise
SRLM
Group/Entrepreneur
Stakeholder (SMMU/DMMU/BMM TSA SRG CBO
s/Trainees/Potential
U)
Candidates
Stages of
Enterprise
Promotion
To provide a location
District and/or block checklist with To support SRLM team To conduct internal
Location team to shortlist multiple indicators and a in location shortlisting survey of locations and
1 NA
Identification locations for food service detailed data entry based on the agreed sharing the list with
enterprises sheet for location guideline. District and Block team
shortlisting
2 Location Viability To ensure that the TSA To conduct the viability To conduct or support To support field team in NA

107
 has collected data and
support field team (TSA-
SRG-SRLM) in
conducting viability
study for the identified
locations.
To identify CBOs closest
to the finalised location
3 CBO Identification based on a CBO
identification checklist
shared by the TSA.
To finalise the dates of
orientation at the
respective CBO and to
ensure necessary
information sharing with
4 CBO Mobilisation all relevant stakeholders
for the same. All the
necessary arrangement
based on the community
training norms are to be
arranged.
To finalise selection
dates and make logistical
Entrepreneur
arrangements for the
Selection and Pre-
5 selection/interview/scree
selection
ning. To be a part of the
Screening
entrepreneur selection
process.
study with the support the conduct of viability conducting the viability
of SRLM Staffs. To study. To submit or study
submit the final support submission of
viability report and the final viability
propose model of report.
enterprise.
To develop, share and To assist SRLM in To provide all necessary
orient the CBO CBO identification documents and support
NA
identification checklist process based on the to SRLM in conducting
for district/block teams checklist the identification process
To ensure maximum
participation for the
To conduct the
orientation. To ensure
orientation and/or
To conduct the the discussed application
support the SRG in
orientation of the process, timeline and
conducting the
identified CBO. To information sharing. To
orientation of the
share the application ensure distribution of
identified CBO. To
form and selection information to all
share the application NA
schedule. To ensure members affiliated to the
form and selection
necessary information CBO through different
schedule. To ensure
sharing regarding the medium (pamphlet,
necessary information
application, selection messages, letters and so
sharing regarding the
process and the project. on). To minutise the
application, selection
orientation process. To
process and the project.
mobilise related cadres
for information sharing.
To support SRLM in To facilitate the
To ensure credibility
facilitate the selection/screening
check of the applicants To ready all necessary
selection/screening interview process
and provide need based documents required
interview process and/or support the
support to SRLM-TSA for the training
and/or support the selection process. To
for selection of process
selection process by recommend the final
entrepreneurs.
providing necessary selection list to the
108
 orientation. To SRLM.
recommend the final
selection list to the
SRLM.
To support the floor
development process. To
facilitate meeting of the To develop the floor
field team, SRLM & the plan and/or support To develop the floor
To ensure familiarity of
civil contractor for floor SRG in developing the plan and the utility
Floor Plan the CBO stakeholders
6 plan development. To floor plan and the plan. To develop the NA
Development with the prepared floor
facilitate meetings with utility plan. To submit refurbishment plan to
plan.
concerned institutions the refurbishment plan the SRLM.
and authorities for plan to the SRLM.
approval for floor design
and utilities plan.
To develop the business To develop the business
To support the field team
plan for the proposed plan for the proposed
in developing the
enterprise and/or enterprise and/or
business plan for the
support the SRG in support the SRG in To ensure familiarity of
identified potential
preparing the business preparing the business the CBO stakeholders
Business Plan enterprise. To ensure
7 plan. To ensure the plan. To ensure the with the prepared NA
Development timely approval of the
enterprise group enterprise group business plan and
business plan. To ensure
develops familiarity develops familiarity financial statements.
timely forwarding of the
with the develop plan with the develop plan
business plan to the
and financial and financial
SMMU.
statements. statements.
To ensure arrangements To ensure training to
To ensure training to
for the training as per the the shortlisted To ensure the shortlisted
the shortlisted To ready all necessary
shared training entrepreneurs as per the entrepreneurs attend the
entrepreneurs as per the documents required
Entrepreneur requirements. To ensure agreed training plan. To training. To ensure that
8 agreed training plan. To for the training
Training finalisation of the ensure submission of the office bearers attend
ensure submission of process. To attend the
entrepreneur group based grading sheet to the the training to understand
grading sheet to the residential training.
on the recommended SRLM. To engage the process
SRLM. To engage
grading sheet. To ensure SRLM in making the

109
 travel and stay grading sheet of
arrangements of the shortlisted candidates.
trainers and the SRG to take the lead in
participants for the training process once
planned engagement if the model phase
no alternate concludes.
arrangements are present.
To notify the nodal CBO To ensure the office
amongst the initially bearers minutise the
To ensure necessary To ensure necessary
Identification of identified CBOs. To formalisation of the
9 support to the SRLM in support to the SRLM in NA
Nodal CBO ensure formalisation of nodal CBO. To ensure
identifying nodal CBO identifying nodal CBO
the Nodal CBO under the necessary document in
project. place for the process.
To support SRLM in To support SRLM in
To ensure all necessary providing the formats providing the formats To ensure necessary
registrations/partnerships and design for all and design for all documents and proofs
Formalisation of
10 , agreements, enterprise related MoUs, related MoUs, NA for enterprise
enterprise firm
firm bank accounts, PAN agreements related to agreements related to formalisation and
and all related processes. enterprise firm & nodal enterprise firm & nodal registrations.
CBO. CBO.
To ensure
contractor/builder
follows the approved To ensure visit to the To understand the
floor plan layout in location to understand refurbishment process
To ensure support to To ensure support to
consultation with TSA the refurbishment and ensure the
Refurbishment the refurbishment team the refurbishment team
11 and/or SRG. To ensure process. To ensure the refurbishment work
Completion and SRLM in terms of and SRLM in terms of
meetings with refurbishment work follows approved
technical input/advice. technical input/advice.
institutions and taking follows the approved floor plan and utility
neccessary agreements refurbishment plan. plan.
and permissions for the
required refurbishment.
To ensure timely To support the SRLM To support the SRLM To ensure timely follow- To ensure timely
12 Grant Facilitation
approval and in the process based on in the process based on up and necessary follow-up with the

110
 disbursement against the the guideline. To ensure
the guideline. To documentation once the CBO on the business
business plan. To ensure orientation of all ensure orientation of all grant is received. plan approval process.
necessary business plan involved stakeholders
involved stakeholders
approval steps. on the business plan
on the business plan
and business plan and business plan
approval process. approval process.
To ensure that the
To ensure approval of a
stakeholders follow
standard procurement
procurement process in a To support the CBO
guideline . To ensure To support the SRLM
time bound manner. To in the procurement
Procurement of quality control processes & CBO is finalising the To support the SRLM
ensure fair quotation process. To
Asset (Equipment and vendor identification standard procurement & CBO is finalising the
13 submission process. To accompany CBO
& Billing system. To ensure guideline. To provide standard procurement
ensure vendor office bearers during
Software) orientation of nodal need-based support to guideline.
identification process vendor visits and
CBOs on the the CBO in the process.
based on quality checks quality checks.
procurement guide. To
and vendor visits and
support CBO in
pricing norms.
To ensure readyness
To ensure necessary To ensure the insurance
with respect to
Insurance of the processes to get the To support the SRLM To support the SRLM requirements of the
14 documents and proofs
Enterprise Group enterprise group in the process. in the process. enterprise group
for the regitsration
members insured members.
process.
To go through the
To orient the nodal CBO To support the To support the To submit to the nodal
working capital
Working Capital on working capital enterprise group and enterprise group and CBO a working
15 requirement of the
Facilitation requirement for the CBO in facilitation of CBO in facilitation of capital requirement
enterprise against the
proposed enterprise working capital working capital proposal.
approved business plan
To ensure training and To provide training to To provide training to To ensure attendance
Start-up Support to To ensure stakeholders'
16 logistical arrangements the enterprise as per the the enterprise as per the for the planned
enterprise visit to the training
as per the training plan agreed training plan. agreed training plan. training.
To ensure necessary To support SRLM in To support SRLM in To provide required To obtain all required
Procurement of
17 support to the enterprise obtaining all necessary obtaining all necessary support, documents, licenses. To ensure
Licenses
in obtaining operating licenses for the licenses for the nominations and other readyness of

111
 licenses (Shop act, enterprise. enterprise. process to the enterprise documents &
FSSAI, GST, Safety and firm. personnel for
so on) registration purpose.
To float vacancies for
To support enterprise in
the enterprise. To
the hiring process by
To support the SRLM To support the SRLM facilitate hiring
sharing and collating the
in finalising HR hiring in finalising HR hiring process through
To finalise hiring application forms for
guideline. To orient the guideline. To orient the interviews or any
guidelines. To finalise different roles. To
Hiring at accountants on roles accountants on roles other agreed medium.
18 ToRs of the HR mobilise vacancy
Enterprise Level and duties. To support and duties. To support To maintain necessary
(Accountant, cook and so information &
the CBO and enterprise the CBO and enterprise documentation for the
on). application in the CBO
in hiring and orienting in hiring and orienting selection process. To
network. To ensure
the HR. the HR. furnish the CBO and
shortlisting process for
SRLM with the list of
applicants if required.
selected HR.
To ensure enterprise
To make necessary
readyness for
arrangements for the
To support the To support the inauguration purpose
inauguration. To ensure
enterprise in gaining enterprise in gaining against the checklist.
an agreement with the
necessary skill sets for necessary skill sets for To ensure that
institution for the To support enterprise in
19 Inauguration enterprise opening. To enterprise opening. To enterprise members
inauguration of the inauguration preparation.
support SRLM and support SRLM and have been skilled in
enterprise. To invite
enterprise in enterprise in all training
dignitaries and eminent
inauguration planning. inauguration planning. components required
personalities for the
for enterprise
inauguration.
opening.
To develop and share To support TSA in
the operational manual developing of the
To ensure integration
Standardisation To ensure official with the SRLM. To Operational Manual. To
To ensure familiarity of the operational
based on notification on the ensure all project ensure all project
20 with the operational manual in the
Operational developed operational stakeholders are stakeholders are
manual functioning of
Manual manual oriented on the oriented on the
enterprise.
operational manual and operational manual and
the roll-out process. the roll-out process.

112
 To ensure visit during
the assessment to
To ensure that all
To ensure all necessary understand the process of
To ensure assessment To ensure assessment members attend the
Assessment, support to TSA and/or grading and assessment.
and grading of the and grading of the planned intervention
21 Grading and Skill- SRG, enterprise for To monitor the enterprise
enterprise as planned in enterprise as planned in and integrate the
gap identification assessment and related and share the report with
the project the project learning in enterprise
activities the TSA and/or SRG that
operations
will be incorporated in
the assessment.
To ensure visit during
the assessment to
To ensure that all
To ensure refresher To ensure refresher understand the process of
To ensure all necessary members attend the
training (Theory and training (Theory and grading and assessment.
support to TSA and/or planned intervention
22 Refresher Practical) to address Practical) to address To monitor the enterprise
SRG, enterprise for and integrate the
need based identified need based identified and share the report with
refresher training learning in enterprise
areas. areas. the TSA and/or SRG that
operations
will be incorporated in
the assessment.

113
 11.8 Annexure VIII - Cost Norm Details

Code Activity Cost Norm details Mode of spending

A State Resource Group

Selection workshop for State

A1 Resource Group member Rs.2000 per person/day Directly by SRLM

SRLM and
Kudumbashree NRO
A2 Capacity building of State Resource Group member reimbursed

A2.1 Training Classroom Rs. 4000 per day NRO- reimbursed

Cost of utilizing lab (Food

A2.2 Production/Service) Rs. 4000 half day NRO- reimbursed

Inputs/ equipment's/
Accessories for sessions
A2.3 during training Rs. 200 per trainee per day NRO- reimbursed

Rs.2000 per person per session.

In case of external
faculty/trainer honorarium will
as per agreement to be signed
Honorarium to Master between Kudumbashree and
A2.4 Trainer/faculty Institute/resource person NRO- reimbursed

On actual basis travel

conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
or actual charges of
Bus/Auto/taxi.

Travel: Air - Economy Class if

Travel distance more than 500
kilometers
Travel of Master
A2.5 Trainer/faculty Rail – II AC NRO- reimbursed

Travel to Kerala and back

for State Resource Group
A2.6 member Rail – III AC on actual basis Directly by SRLM

114
 Local Conveyance in Kerala On Actual. Lumpsum provided,
for State Resource Group Rs. 8000 per day for one batch
A2.7 member (exposure visit) of maximum 10-12 participants NRO- reimbursed

Stay & Food for State Rs.2000 per person per day for
A2.8 Resource Group member stay and food NRO- reimbursed

Stay & Food for Master Rs.2000 per person per day for
A2.9 Trainer/faculty stay and food NRO- reimbursed

Lumpsum provided (Rs 50,000)

A2.10 Institution Fee for batch of 15 participants NRO- reimbursed

Miscellaneous cost towards

medical expense, support staff,
travel and other emergencies
A2.11 Miscellaneous cost upto Rs. 15,000 per training NRO- reimbursed

Refresher training for the

State Resource Group Rs. 5000 per person/day
A3 members including venue, stay, food Directly by SRLM

B Capacity building of Entrepreneurs

Year 1 - Rs. 2,00,000

(Lumpsum provided),

Year 2 - Rs. 4,00,000

(Lumpsum provided),

Identification and selection Year 3 - Rs. 3,00,000

B1 of potential entrepreneur (Lumpsum provided), Directly by SRLM

SRLM and
Training on Food service enterprise administration and Kudumbashree NRO
B2 management for Entrepreneur reimbursed

B2.1 Training Classroom Rs. 3000 per day Directly by SRLM

Cost of utilizing lab (Food

B2.2 Production/Service) Rs. 3000 half day Directly by SRLM

115
 Inputs/ equipment's/
Accessories for sessions
B2.3 during training Rs. 100 per trainee per day Directly by SRLM

Year 1 - Rs.700 per person per

day for stay and food,

Year 2 - Rs.750 per person per

day for stay and food,

Stay & Food for potential Year 3 - Rs.800 per person per
B2.4 Entrepreneur day for stay and food Directly by SRLM

One time travel cost for On actual: Bus/auto whichever

B2.5 participants is less Directly by SRLM

Stay & Food for Master

Trainers/Mentor Resource Rs.1500 per person per day for Directly by SRLM or
B2.6 person stay and food NRO- reimbursed

Year 1 - Rs.1400 per person per

day.

Year 2 -Rs.1600 per person per

day.

Year 3 -Rs.1600 per person per

day.

In case of external
faculty/trainer honorarium will
Honorarium to Master as per agreement to be signed
Trainers/Mentor Resource between Kudumbashree and
B2.7 person Institute/resource person NRO- reimbursed

On actual basis, travel

conveyance. Rail: 3 a/c fair or
actuals whichever is less and
local travel by bus/auto/. Rail: 3
a/c fair or actuals whichever is
Travel of Master less. Case to case basis Air
Trainers/Mentor Resource Travel may be allowed
B2.8 person (Pandemic situation etc.) NRO- reimbursed

DA for Master
Trainers/Mentor Resource Rs. 500 DA per person per day
B2.9 person during the travel NRO- reimbursed

116
 Miscellaneous cost towards
medical expense, local resource
person, accommodation and
other emergencies upto Rs.
B2.10 Miscellaneous cost 15,000 per training Directly by SRLM

SRLM and
Kudumbashree NRO
B3 Training in Enterprise Start-u reimbursed

B3.1 Training Classroom Rs. 2000 per day Directly by SRLM

Lumpsum Rs. 4000 per batch

(Vendor identification,
B3.2 Market Visit Enterprise visit) Directly by SRLM

Inputs/ equipment's/
Accessories for sessions
B3.3 during training Lumpsum Rs. 2000 per training Directly by SRLM

Rs.200 per person per day for

B3.4 Food for Entrepreneurs stay and food Directly by SRLM

Stay for Master

Trainers/Mentor Resource Rs.1000 per person per day for Directly by SRLM or
B3.5 person stay NRO- reimbursed

Year 1 - Rs.1400 per person per

day.

Year 2 -Rs.1600 per person per

day.

Year 3 -Rs.1600 per person per

day.

In case of external
faculty/trainer honorarium will
Honorarium to Master as per agreement to be signed
Trainers/Mentor Resource between Kudumbashree and
B3.6 person Institute/resource person NRO- reimbursed

DA for Master
Trainers/Mentor Resource
B3.7 person Rs. 500 DA per person per day NRO- reimbursed

117
 Miscellaneous cost towards
medical expense, local resource
person, travel and other
emergencies upto Rs. 5,000 per
B3.8 Miscellaneous cost training Directly by SRLM

Refresher/performance improvement training for the

Entrepreneurs SRLM and
Kudumbashree NRO
B4 reimbursed

Lumpsum Rs. 5000 per batch

B4.1 Exposure Visit (Enterprise visit, market visit) Directly by SRLM

Stay for Master

Trainers/Mentor Resource Rs.1000 per person per day for Directly by SRLM or
B4.2 person stay NRO- reimbursed

Year 1 - Rs.1400 per person per

day.

Year 2 -Rs.1600 per person per

day.

Year 3 -Rs.1600 per person per

day.

In case of external
faculty/trainer honorarium will
Honorarium to Master as per agreement to be signed
Trainers/Mentor Resource between Kudumbashree and
B4.3 person Institute/resource person NRO- reimbursed

DA for Master
Trainers/Mentor Resource
B4.4 person Rs. 500 DA per person per day NRO- reimbursed

Inputs/ equipment's/
Accessories for sessions
B4.5 during training Lumpsum Rs. 2000 per training Directly by SRLM

C Capacity building of the SRLM Staff and CBO

Capacity building of the Lumpsum provided Rs.

C1 SRLM Staff 10,00,000 Directly by SRLM

Capacity building of the Lumpsum provided Rs.

C2 CBO 12,00,000 Directly by SRLM

118
D Branding and Marketing

SRLM and
Kudumbashree NRO
D1 Branding Lumpsum Rs. 5,00,000 reimbursed

D2 Marketing Lumpsum Rs. 45,00,000 Directly by SRLM

E Cost of Developing Community Cadres

Rs.1500 per person/day

Selection workshop for including venue, stay, food and
E1 community resource persons materials Directly by SRLM

SRLM and
Kudumbashree NRO
E2 Capacity building of community resource persons reimbursed

E2.1 Training Classroom Rs. 4000 per day Directly by SRLM

Cost of utilizing lab (Food Rs. 8000 per day (Rs. 4000 half
E2.2 Production/Service) day) Directly by SRLM

Inputs/ equipment's/
Accessories for sessions
E2.3 during training Rs. 100 per trainee per day Directly by SRLM

Rs.2000 per person per session.

In case of external
faculty/trainer honorarium will
as per agreement to be signed
Honorarium to Master between Kudumbashree and
E2.4 Trainer Institute/resource person NRO- reimbursed

On actual basis travel

conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
or actual charges of
Bus/Auto/taxi.

Travel: Air - Economy Class if

Travel distance more than 500
kilometers

E2.5 Travel of Master Trainers Rail – II AC NRO- reimbursed

119
 Conveyance for community
resource persons (exposure On Actual Lumpsum Rs. 8000
E2.6 visit) per day Directly by SRLM

Stay & Food for community Rs.800 per person per day for
E2.7 resource persons stay and food Directly by SRLM

Stay & Food for Master Rs. 1500 per person per day for Directly by SRLM or
E2.8 Trainers stay and food NRO- reimbursed

Lumpsum provided (Rs 40,000)

E2.9 Institution Fee for batch of 20 participants Directly by SRLM

Subsistence allowance for

E2.10 community resource persons Rs. 300 per person per day Directly by SRLM

Miscellaneous cost towards

medical expense, local resource
person, accommodation and
other emergencies up to Rs.
E2.11 Miscellaneous cost 15,000 per training Directly by SRLM

Refresher training for the Rs. 3000 per person/day

E3 community resource persons including venue, stay, food Directly by SRLM

F Mentoring and Hand-holding support

F1 State Resource Group - SRLM Directly by SRLM

Professional fee for State

Professional fee for State Resource Group members
F1.1 Resource Group members Lumpsum Provided Directly by SRLM

Stay and Travel expenses for

coordination related
F1.2 outstation travel Lumpsum Provided Directly by SRLM

F2 Mentor Resource person/Mentor Core Group NRO- reimbursed

120
 Year 1 - Rs.2060 per day
(Honorarium 1400, 500 DA,
160 LC).

Year 2- 2260 per day

(Honorarium 1600, 500 DA,
Honorarium, local 160 LC) in Year 2.
conveyance and daily
allowance to Mentor Year 3- 2260 per day
Resource persons from (Honorarium 1600, 500 DA,
F2.1 Kudumbashree 160 LC) in Year 3. NRO- reimbursed

Rail: 3 a/c fair or actuals

whichever is less. Case to case
basis Air Travel may be
Travel of Mentor Resource allowed (Pandemic situation
F2.2 Person etc.) NRO- reimbursed

F2.3 Insurance coverage Rs.5,000 per person per year NRO- reimbursed

Travelling and On Actual. Lumpsum provided

Accommodation for Mentor (3 A/C train or Deluxe bus,
Resource person for
reviews, training, Hotel accommodation – up to
F2.4 workshops, meetings, etc. Rs. 1500 per day) NRO- reimbursed

Year 1:Honorarium – Rs. 2000

per day,

Year 2:Honorarium – Rs. 2200

per day,
Mentor Core Group/
Kudumbashree hospitality Year 3:Honorarium – Rs. 2200
F2.5 group member per day NRO- reimbursed

Daily Allowance – Rs. 500 per

day Hotel accommodation – up
to Rs. 3000 per day Local travel
conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
or actual charges of
Bus/Auto/taxi. Travel: Air -
Mentor Core Group/ Economy Class if Travel
Kudumbashree hospitality distance more than 500
F2.6 group member - Travel Stay kilometers Rail – II AC NRO- reimbursed

G Monitoring and Evaluation

121
 Directly by SRLM
Development of monitoring and NRO-
G1 modules/MIS Lumpsum Provided reimbursed

G2 Evaluation Lumpsum Provided Directly by SRLM

Other Cost - Data Entry

G3 Operator Lumpsum Provided Directly by SRLM

H Project Management -SRLM

Year 1 -Rs. 600000,

Year 2- Rs. 660000,

Professional cost (State
H1 Nodal - SRLM) Year 3 - Rs. 726000 Directly by SRLM

Stay and Travel expenses for

coordination related
H2 outstation travel Lumpsum Provided Directly by SRLM

H3 Review and planning events Lumpsum Provided Directly by SRLM

Sharing-learning platforms
and State level consultation
H4 workshop Lumpsum Provided Directly by SRLM

Programme
Management/admin - Other
Costs including printing of
H5 resource materials etc. Lumpsum Provided Directly by SRLM

I Cost of Technical Support Agency

I1 State/Team Lead - (Stationed in Partner State) NRO- reimbursed

Year 1 - Rs. 4,20,000 ,

Professional cost -
State/Team Lead (Stationed Year 2 -Rs. 4,63,000 ,
in Partner State - 15 working
I1.1 days per month) Year 3 -Rs. 5,08,200 NRO- reimbursed

122
 Daily Allowance – Rs. 500 per
day, Hotel accommodation – up
to Rs. 2000 per day, Local
travel conveyance -Actual
charges by Taxi limited to Rs.
State/Team Lead - Travel 22 per km. or actual charges of
and Stay Bus/Auto/taxi. Travel: Air -
Economy Class if Travel
coordination related distance more than 500
I1.2 outstation travel kilometers Rail – III AC NRO- reimbursed

Expert support and

I2 supervision Lumpsum Provided NRO- reimbursed

Year 1 - Rs. 10,000 per day,

Year 2 - Rs. 11,000 per day ,
Chief operating officer/ Year 3 - Rs. 12,000 per day
National Resource Person
and senior management Year 1 - Rs.1,20,000, Year 2 -
(Part time ) Rs. 99,000 , Year 3 - Rs.
I3.1 1,08,000 NRO- reimbursed

Daily Allowance – Rs. 500 per

day Hotel accommodation – up
to Rs. 3500 per day Local travel
conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
Chief operating officer/ or actual charges of
National Resource Person Bus/Auto/taxi. Travel: Air -
and senior management - Economy Class if Travel
Travel and Stay distance more than 500
I3.2 kilometers Rail – II AC NRO- reimbursed

Year 1 - Rs. 5000 per day,

Year 2 - Rs. 5500 per day ,

Year 3 - Rs. 6,000 per day

Year 1 - Rs 3,00,000, Year 2 -

Program manager/ assistant Rs. 2,64,000 , Year 3 - Rs.
I3.3 program manager (Part time) 2,16,000 NRO- reimbursed

123
 Daily Allowance – Rs. 500 per
day Hotel accommodation – up
to Rs. 3000 per day Local travel
conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
or actual charges of
Bus/Auto/taxi. Travel: Air -
Program manager/ assistant Economy Class if Travel
program manager - Travel distance more than 500
I3.4 and Stay kilometers Rail – II AC NRO- reimbursed

Year 1 - Rs. 2500 per day,

Year 2 - Rs. 2750 per day,

Year 3 - Rs. 3000 per day

Year 1 - Rs 1,50,000, Year 2 -

Rs. 1,32,000 , Year 3 - Rs.
I3.5 Thematic anchors 1,08,000 NRO- reimbursed

Daily Allowance – Rs. 500 per

day Hotel accommodation – up
to Rs. 3000 per day Local travel
conveyance -Actual charges by
Taxi limited to Rs. 22 per km.
or actual charges of
Bus/Auto/taxi. Travel: Air -
Economy Class if Travel
Thematic anchors - Travel distance more than 500
I3.6 Stay kilometers Rail – II AC NRO- reimbursed

Documentation, Knowledge
Management and
Development of training Lumpsum Provided Rs.
I3 modules 18,00,000 NRO- reimbursed

Lumpsum Provided Rs.

I4 Administration - Other Costs 5,00,000 NRO- reimbursed

J Community Fund - Food Service Enterprises Development

Community Fund - Food

Service Enterprises
J1 Development Lumpsum Provided Directly by SRLM

124
 11.9 Annexure IX: Books of Records

These are the recommended books for any food service enterprise. The format will be further
reviewed in consultation with the SRLM before rolling out in the field level based on their
existing record keeping design that has already been laid out in the CBO network for the ease
of maintenance at the enterprise level and monitoring by the CBO.

1. Debtors Register

Name of the Debtor: XXXX

Dat Particulars Bill No. Ope. sales Amount Clo. Bal. Remarks
e Ba. Received

2. Credit Register

Name of the Supplier/ Creditor : XXXX

Dat Particular Bill No. Ope. Purchas Amount Clo. Bal. Remarks
e s Ba. e Paid

2/2

3. Asset Register

Month:

Sl. Item Date of Bill Numbe Price Tota Expecte Expen In use/Not Remarks
N Purchas No. r of per l d life of ses on in use
o. e Units unit Cost the asset mainte
nance

125
 4. Attendance Register
Employee
Sl No Name 3/1/2021 3/2/2021 3/3/2021 3/4/2021
Arrival Signat
1 time ure
Exit Signat
Time ure
2

5. Salary Register

Month:
Bal
Net Bal anc
amou nce e to
Numb Previou nt to to rece
er of Salary for s be be ived
days Rate of current balance Advan given paid (adv Sign
worke one month to be ce (D+E- (G- anc Dat atur
Name d day (B*C) given given F) Paid H) e) e e
Pooja 20 200 4000 500 1000 3500 3000 500

Date

6. Day Book /दैननक रनिस्टेर

माह :

दद नकद निक्री उधार निक्री लेनदा नकद उधा देन्दारी को दी पररव अन्य खर्च अन्य
नाां (Cash Sale) (Credit री से खरी र गनय हन
नववरण राशी
क Sale) प्राप्त दी खरी Trans
Da Ite रा Ite रा राशी (Cas दी porta
te h tion
m शी m शी pur
Cre
dit
cha Purc
se) has
e)
नििली Electricity
दकराया Rent
वेतन Wages
इन्दन fuel
लोन भुकतान Loan
repayment

126
 लोन की ब्याि
Interest
मानलक ने दुवारा
ननवेश
लोन (स्रोत
.................)
अर्ल सम्पनत खरीदी

*लेनदारी से प्राप्त राशी- Cash received from Debtors

*देन्दारी को दी गनय – Cash paid to creditors
* अन्य खर्च – other cost

* मानलक द्वारा ननवेश- Owners investment

* अर्ल सम्पनत खरीदी - Asset purchase

127
Cash book with Bank column

Dr
Date Particulars L/F Cash Bank Date Particulars L/F Cash Bank

128
 11.10 Annexure X: Model Business Plan

Kudumbashree-NRO has prepared Model Business Plans that provide a tentative idea on the
costs of promoting various food service enterprises as a part of food service cluster
development under NRLM.
The Benchmark Business Plan of the Canteen Type-A, Catering, Kiosk Structure, Kiosk on
Wheels and Canteen Type-B is prepared based on the experience of a food service enterprise
promoted under the brand name Cafe Kudumbashree in Kerala. The model Business Plans
has been prepared based on the experience (Information such cost of fixed assets,
inauguration cost, Refurbishment Cost, number of entrepreneur that can be engaged,Wage per
day, average operational day in a year, tentative cost of hiring staff, Cost of Production etc)
garnered from variou food based enterprise in Kerala.With support of those benchmark
Business Plans, Model Business Plans have been developed that can be replicated in other
States for the promotion food service cluster.

Purpose and use of a model business plan

Different annexures have been added in the Model Business Plan to detail the different costs
of promoting a specific type of food service enterprise.

Annexure-I
Fixed Capital Requirement Estimation (Fixed Assets - A + Pre -Operative Expenses - B)

Fixed Assets - A Remark

Fixed Assets - CBO Kitchen and Service Area Equipments and

assets. Please refer to annexure 2

Fixed Assets - Enterprise Unit Cooking Vessels, Serving Vessels. Please

refer to annexure 3

Building Refurbishment - CBO This cost component includes plumbing,

electrification, paint work, internal minor
construction and interior development. The
number accounted for is an average but it
may vary depending on infrastructural

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 needs.

Pre -Operative Expenses - B

Description Numbers

Signboards/glow sign - Enterprise Unit Lumpsum

Legal & Regulatory compliance Lumpsum

(includes FSSAI, GST filing etc) - Enterprise Uni

Inauguration - Enterprise Unit Suggestive items have been listed.

Annexure 4

Annexure-II
Inauguration List
This list comprises an estimation of Cost that would be incurred for the inauguration of a
particular type of food service enterprise. The expenditure on the inauguration would differ
based on the type of enterprise and also on the scale of the inauguration plan. The amount
accounted for is based on our experiences with Didi kI Rasoi unit inaugurations.

Annexure-III
Equipment Owned By Nodal CBO
The ownership of the larger portion of the assets required for the enterprise operation has
been given to the Nodal CBO (of heavy range equipment) to minimise the risk factor for
entrepreneurs, given the size of capital. The requirement and specification of the equipment
could differ based on the enterprise type and the size of Business operation. Hence, the Cost
for the equipment/fixed asset could differ from Enterprise to enterprise. Annexure-III lists out
all the equipment that are to be owned by the Nodal CBO. Customized Equipment would be
shared with Customized Business plans based on the type of Enterprise in an identified
location.

Annexure-IV
Equipment Owned By Entrepreneurs

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This annexure details out the smaller equipment that do not form a part of the CBO owned
asset and has to be purchased by the entrepreneur group. The detailed list varies with different
models.

Annexure-V
Revenue Estimation
The revenue estimation in each of the Model Business Plans are conservative in nature and
TSA's learnings and experiences in Cafe Kudumbashree and Didi Ki Rasoi have led to this
projection. The business location‟s viability forms an integral part of the revenue projection.
Each model would have different customer segments as targets and the product families being
consumed by that customer group also needs to be accounted for. A detailed study on the
competitors and their services, their presence, product demand and the pricing. Based on
these indicators the projections for a particular enterprise unit is calculated.

The revenue estimation in the Model business plan tried to understand the Possible customer
type, Total Market size and Expected Market share of Customer. Based on the assumed
market share of Customer the Business plan further includes the daily estimated volume of
products to be sold followed by monthly and yearly.

The annual estimation of revenue is calculated by taking into account the total sale of all
products across different customer categories and at various price points. As a part of the
estimation process the sum of daily sales (across products and customer segments) are
calculated. Based on the realistic expectation the annual potential revenue is estimated.
Taking this annual revenue as a base, the cost of raw material and fuel cost has been projected
i.e. 32% and 8% respectively in Input annual business data of the Model Business Plan.

Financial arrangement to the nodal CBO and Enterprise

The capital investment required in establishing an enterprise has been divided across 3 major
categories:
1. Grant to the nodal CBO- based on which assets are rented out to the enterprise
2. Long term loan to enterprise- This loan covers the pre operative costs and assets that
have to be purchased by the entrepreneurs.

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 3. Short term loan to enterprise- This comprises working capital and other operating
expenses.

The enterprise units may get into institutional tie-ups with where the payments may happen in
cycles. It is expected that a percentage of the revenue will be in credit especially in a few
models therefore the net profit that we have accounted for is not assumed to be all in cash.
It is suggested to the enterprise to have a credit policy with their suppliers where purchase
could happen on a credit cycle. The enterprise also has to ensure a credit policy for the
customers. This would help the enterprise to maintain the cash cycle of the enterprise and it
would ensure a smooth operational system.

11.10 Annexure XI: Glossary/ Acronym

DAY- NRLM: Deendayal Antyodaya Yojana-National Rural Livelihoods Mission

KS-NRO: Kudumbashree-National Resource Organization
TSA: Technical Support Agency
SRLM: State Rural Livelihood Mission
CBO: Community Based organisation
CLF: Cluster Level Federation
VO: Village Organisation
SHG: Self Help Groups
CIF: Community Investment Fund
AIFRHM: Adebha Institute for Food Research and Hospitality Management
RSETI: Rural Self Employment Training Institute
MEC: Micro Enterprise Consultant
BRLPS: Bihar Rural Livelihoods Promotion Society
SMMU: State Mission Management Unit
DMMU: District Mission Management Unit
BMMU: Block Mission Management Unit
SRG: State Resource Group
ToR: Terms of Reference
MIS: Monthly Information System
FASSI: Food Safety and Standards Authority of India
PMJJBY: The Pradhan Mantri Jeevan Jyoti Bima Yojana

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PMSBY: Pradhan Mantri Suraksha Bima Yojana
APY: Atal Pension Yojana

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