SERP SOCIETY FOR ELIMINATION OF RURAL POVERTY DEPARTMENT

SERP SOCIETY FOR ELIMINATION OF RURAL POVERTY DEPARTMENT OF RURAL DEVELOPMENT GOVT. OF ANDHRAPRADESH Srinivas Baba Director SERP

Poverty Eradication Core Beliefs Poor have a strong desire and innate ability to come out of poverty; a strong sense of self-help and volunteerism Social mobilization to unleash their innate energies Poor can come out of poverty only through their own institutions Sensitive support institutions for poor to induce and nurture social mobilization and their capabilities.

Building Institutions of Poor Key Interventions Social mobilization of poor and building institutions of poor >1. 4 crore poor women organized into 10 LAKH Self Help Groups (SHGs) 40, 000 Village Organizations 1100 Mandal Samakhyas (sub- block federations), and, 22 District Federations Community managed financial systems SHGs and their federations manage a own corpus of Rs. 4650 crores The Three-tiered financial intermediation involving MS-VO-SHG Initial seed capital support from project Product innovations to finance ultra-poor, food security, agri-marketing, health, education Microfinance - SHG-Bank Linkages Cumulative bank finance of Rs 45, 000 Crores raised by S. H. Gs – 2004/05 – 12 /13.

Andhra Pradesh: Self-help Groups Federation Model 22 zilla samakhyas Mandal Samakhya Village Organization SHG District Federation 1100 MSs 40 thousand VOs SHG 1 million SHGs and 1. 4 crore members

Features Self Help Groups First tier and Building Block Organised by Poor Comprising 10 -20 individuals Self Help and mutual aid Unregistered/ Association of Persons Monthly twice meetings on prefixed dates Decisions on consensus Transactions in meetings Savings and credit core activity Micro Credit Plan, Livelihoods promotion and Social Priorities SB account in name of Group Two Elected Leaders – Rotation Minutes Book and Mobile accounts GBK / VBK/CA Borrowings from VO and Bank Transactions in Cash Audit by Vos Data base of Individuals and Groups computerised

Community Investment Fund POP Fund Health Risk Fund Group Savings and Shares Bulk Finance Internal lending SHG Mobile Bookkeeping SHG Grading Organising leftover poor into SHGs Identifying eligible groups and individuals for schemes Identifying Community resource persons Facilitating Bank linkage Facilitating Insurance Facilitating Marketing of produce. Facilitating grant programmes Facilitating SHG meetings Monitoring SHG activities Nutrition and Day care centres Gender fund management Programmes Village Organisations

Capacity Building of Social Capital Formation and development of VOs Systems and best practices development Legal compliance by VOs AWFP facilitation Corpus funds and capital grants channelisation Programme grants channelisation Supervision of VOs CRPs strategy VO Savings and Shares Internal lending Mandal level social priorities Vos grading Approving eligible groups and individuals for schemes Facilitating Bank linkage Facilitating Insurance Trading and Marketing Facilitating grant programmes Facilitating VO meetings Monitoring VO activities Programmes Mandal Samakhyas

Capacity Building of Social Capital Development of MS and VOs Systems and best practices development Legal compliance by MSs AWFP facilitation Corpus funds and capital grants channelisation Programme grants channelisation Loan insurance, general insurance, and pensions Supervision of MSs CRPs strategy MS grading Approving eligible groups and individuals for schemes Facilitating Bank linkage Facilitating Insurance Trading and Marketing Facilitating grant programmes Facilitating MS meetings Monitoring MS activities Programmes Zilla Samakhyas

Interventions Health and nutrition initiative healthy mothers and babies – ‘zero’ low birth weight babies Education Pre-school centres managed by V. Os Gender initiative – intra family equity, ‘no to domestic violence’, family counselling centres Insurance and contributory pension: Life, health, assets&loans Livelihoods: supporting new and existing micro enterptises inboth forward and backward linkages and producer organisations through KRu. SHE Project. BMCUs , procurement with MSP etc.

Why health in poverty reduction program 56% of the SHG members spent their income on health related issues Strong link between poor health and nutrition indicators No special nutritional care for vulnerable groups Lack of awareness about Govt schemes & low Utilisation Mismatch between the design & implementation of Govt schemes Community level interventions are needed to increase community participation and reduce gaps in service delivery

Community Managed Nutrition cum Day Care Center (NDCC) Beneficiaries: Pregnant and Lactating women and Children up to the age of 2 from the poor and marginalized communities (POP/Poor) Physical center i. e. , building with Kitchen, Dining and Garden (for growing vegetables) THREE MEALS a day prepared and served to pregnant and lactating mothers and children <2 years Cook (Para nutritionist) is an SHG member trained in preparation of nutritious, traditional diet (with focus on use of millets & green leafy Vegetables) Health activist (Community nutritionist) provides NHED while doing the CIG activities 11

End-to End Community Managed Model Universal Health interventions as a starting point, such as Health Savings , Fixed NH Days, Trainings - to set a strong Health and Nutrition foundation Intensive Interventions after 6 months through Community Resource Persons- CRPs (SHG women) who are the backbone for NDCC establishment and scale up. One-time grant to cover all establishment expenses procured through the VO Identification of active and interested VO members to function as Health Subcommittee members by CRPs Health Subcommittee members are trained once a month on procurement of materials needed for preparation of a balanced diet, monitoring of NDCC activities and community mobilization Cook (SHG member) is trained once a month on preparation of balanced diet and maintaining a hygienic environment Monitoring and supervision by VO OB

Key elements of NDCC Daily use of millets Daily use of sprouts Balanced diet (3 meals) NDCC Growth monitoring Fixed NH Days NHED Common Interest Group (CIG) activities Complementary food 13 Capacity building Community kitchen Garden

NDCC Expansion Graph

Current status S. No Particulars 1 NDCCs established 2 Total beneficiaries enrolled a Pregnant b Lactating c Children < 2 Yrs DPMUs 3138 TPMUs Total 1089 4227 72168 21574 21855 6439 94023 28013 23392 8397 31789 27202 7019 34221 % 3 Total No of deliveries (2007 -2012) 19449 6221 25670 4 No of Safe deliveries 19000 5955 24955 97 5 Total no of girl children 11400 2517 13917 54 6 No of Children with < 2. 5 Kgs 825 600 1425 6 7 No of Children with >2. 5 to 3. 00 Kgs 11388 3976 15364 60 8 No of Children with >3. 0 Kgs No of NDCCs with regular member contribution No of NDCCs identified with land for vegetable gardens under NREGS No of NDCCs with financial sustainability 7496 1071 8567 33 2362 503 2865 68 1189 493 1682 40 1408 196 1604 38 9 10 11 Note: Approval under NREGS is given on 15 th Aug’ 12 which will enables the NDCC to become self sufficient.

Reasons for success Community managed through CBOs Prioritisation by community for finance. End to end monitoring by community. Responsibility and ownership.

Education- Interventions by CBO’s Some Vos are arranging common tuitions for their children from their surplus (profit) ECE center’s (play school)are being run by the CBOs Vos are financing the education loans to their members. Some CBOs are running Neighborhood centre’s for PHC children.

Proposed model-MDM End to end control and monitoring by CBOs. The MDM to be financed through CBOs where they can monitor the Quality and Hygiene. CBOs can prioritise and finance the related investments in both backward and forward linkages in MDM. The Responsibility, Monitoring and ownership rests with the community for their own good.

Why not MDM through CBOs PILOT IN 3 MANDALS IN DIFFERENT DISTRICTS ?

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