MAHILA ARTHIK VIKAS MAHAMANDAL (MAVIM)

Transcription

1 MAHILA ARTHIK VIKAS MAHAMANDAL (MAVIM) TEJASWINI MAHARASHTRA RURAL WOMEN EMPOWERMENT PROGRAM Annual Progress Report

2 INDEX Sr. No. Content Page No. 1 Executive Summary 3 2 Component A Grassroots Institution Building 6 3 Component B Livelihood and Enterprise Development 32 4 Component C Micro Finance Services 72 5 Component D Women's Empowerment and Social Equity 91 6 Component E Program Management Photo Gallery

3 Executive Summary Mahila Arthik VIkas Mahamandal (MAVIM) is the sole agency for implementing Tejaswini program financed by IFAD in the State of Maharashtra. The program has been commenced from July 2007 and has been extended upto Sept Currently the program is into last phase of implementation and the Annual report for the year is showing the outputs of achievement of the targets as well as reaching the objectives of the whole program in every vertical like Grass Root Institution Building (GIB), Micro Finance (MF), Livelihoods & Women Empowerment (WESE). Under GIB, MAVIM has achieved 100% targets of SHGs & SHG members. The achievement for SHGs is 75,362 against 62,675 and for members it is 9.06 against 9.50 lakh members. There are overall 312 CMRCs under Tejaswini program out of which 78% CMRCs are self sustained and earning their total cost. In Micro finance, the major focus was on Generation of savings amongst SHGs, Access to bank loans to SHGs & Social Security to SHGs through insurance and pension services In current FY, 37% of SHGs has started doing savings for more than Rs. 100 (Upto Rs.200). Overall Rs.413 Cr credit has been given by banks to SHGs while MAVIM has maintained the repayment rate of 98% successfully in this financial year too. The overall cumulative credit by banks has reached upto Rs.1454 Cr. JRM has rated micro finance component 6 out of 6 for 4th year consecutively. MAVIMs focus was more upon livelihoods since last two year which was resulted into 3,609 MLPs with 89,143 members involved in it. Most of the MLPs are of Goat raring which helped us to develop an innovative idea of building a community cadre of Pashu Sakhi i.e. community based PARA VETS. The main objective of this cadre is to provide handholding support to MLPs in the terms regular meetings of MLP members, follow up of vaccination cycle by members, introducing new practices such deworming, Castration, Training of MLP members, etc. Overall 1000 Pashu Sakhis has been trained in this year. Other focused areas under MLPs are Dairy development, Backyard poultry, vegetable cultivation, SRI cultivation & hydroponic grass cultivation techniques etc. Along with MLPs, the program has also focused upon Social Enterprise Activities by CMRCs. Social entrepreneurship is the recognition of a social problem and the uses of entrepreneurial principles to organize, create and manage a social venture to -3-

4 achieve a desired social change. While a business entrepreneur typically measures performance in profit and return, a social entrepreneur also measures positive returns to society. Thus, the main aim of social entrepreneurship is to further broaden social, cultural, and environmental goals. As on March 2017, 403 social enterprise activities have been started by 226 CMRCs. The age of maturity for these activities is 3 to 4 months as this has started in current financial year. The finances for these activities have been done from project funds but the support has been restricted to 20 to 40% depending on the gradation of the CMRC. 66% of the Social Enterprise activities fall in 3 key types i.e Agro Service Centers, Goatary related activities like Goat Bank/ Buck unit/ Breed Improvement centers etc. & Cattle Feed Selling/Manufacturing. The other activities under social enterprise are trading of pulses, poultry, cashew unit, garment units & agro tool banks etc. The innovative programs under Social enterprise activity are E-catering under Indian Railway Catering & Tourism Corporation (IRCTC), Vocational Training Program centers (VTPs) registered under Maharashtra Skill Development Society (MSSDS). So far the social enterprise activities are contributing 5% of total income of CMRCs which is expected to increase to 20% to CMRCs total income in next FY. MAVIM has taken one step forward in marketing of products by setting up a selling station in Mumbai which is run by Mumbai CMRC where various SHG products are sold from across Maharashtra. MAVIM has also tied up with Mahila E- Hatt an initiative by Govt. of India to showcase SHG products. 20 products has been displayed on this website. In the WESE vertical, the focus was upon male sensitization to create enabling environment, develop system to follow up and track social activities, build the capacity of Gender focal person, create enabling environment for gender sensitization of staff along with family members, provide legal support to the SHG members. Apart from this, MAVIM has done many innovative partnerships like IRCTCe-catering, Internet Saathi (Google India-Tata Trust project)- Internet access to rural area, Aakar Innovations to provide affordable high quality sanitary napkins, ICICI Foundation supply of Aprons to training institute, UNDP- tie up with marketing -4-

5 companies, Water.org- sanitation project. JRM has rated 5 out of 6 to overall project in current FY. In current FY, MAVIM has faced financial crunches due to non release of desired amount of fund from GOM. It has hampered the pace of implementation of program. RNGO partnership was also not effective due to no financial support from the project. Staff turnover at CMRC level was always a concern however Tejaswini prog. tried its best and could achieve its milestone achievement in all the sector. MAVIM is always thankful to IFAD for extending the support through ISM & JRM. -5-

6 Component A Grassroots Institution Building -6-

7 Grassroots Institution Building Grass-roots institutions building component aims at building people driven institutional structure for a sustainable community development model. The major thrust area is on building people s institution and strengthening them. The institutional model implemented under Tejaswini encompasses three tier institution i.e. Self Help Group at member level, Village level Committee (VLC) at village level and Community Managed Resource Centre (CMRC) at a cluster level. CMRC is the federation of around SHGs coming in the cluster (approximately 25 km. radius). (i) Self Help Group (SHG): The focus of the program is on social mobilization through formation of SHGs as the basic instrument of empowerment of women. These SHGs assist women to access basic financial services like thrift, credit and insurance, take advantage of new or improved livelihood opportunities and provide a forum for delivery of other services. The program promotes awareness campaigns in terms of legal, policy and programmatic provisions which assist women in organizing and networking for advocacy purposes. (ii)village level committee (VLC): The VLC comprises of one representative from each SHG. VLC plays a role to empower SHG and takes forward the developmental agenda of the village. So far VLCs are engaged in social development activities at village level. Total 8851 VLCs i.e 83% (MAVIM +RNGO) are formed. (iii) Community mobilization resource Centre (CMRC): Under Tejaswini program, MAVIM has envisaged federation formation through CMRC. It is an institution catering around SHGs situated within the radius of km from the cluster. CMRC is a community owned and managed institution registered as a society. CMRC are expected to function independently and MAVIM s role is to provide handholding support in a required manner. Governance building with in CMRC is the soul of institution building. Governing Body is constituted by Executive Members (EC) and Representative Governing Body (RGB) (one member from each village). Program has laid thrust on providing clarity to Governing body on their roles and responsibilities during last nine years. The EC and RGB members meet regularly on monthly basis. CMRC is provided staff with: 1 Manager, 1 Accountant and 4/5 Sahyoginies. Subsequently Program with the consent of CMRC has provided upward mobility to the performing sahayogini and tried to roll out the model of community Resource person to undertake primary activities such as SHG formation and book keeping. -7-

8 Villages covered: Presently program is operational in 10, 495 villages. MAVIM covered villages are 7902 and RNGO covered villages are Formation of SHGs Total 60,852 SHGs are formed and total 9.06 lacks member organized. Year wise Status of SHG & Members: Period (ending 31 March) No of SHGs formed during the year No. of SHGs Removed from MIS No. of Cumulative SHG functional Total SHG Members Closed SHGs During the year Handed over to RNGO SHGs as on March

9 MAVIM Total RNGO Grand total Note: RNGOs data is freezed (up to year 14-15) A.1. Social and Poverty composition of SHG Members:- The status of number of members of the SHGs formed under the program with breakup of categorization of members is given in following table. Around 25.61% members are from SC community followed by OBC % and ST SHGs out of 9.06 Lakhs members. Indicators % Poverty Composition Poverty Composition organized S.C. under the roof of SHGs. 26 % Of PRA S.T. 17% BPL % O.B.C % % of BPL N.T. Card 9 holder members Minority 3 Open 20 TOTAL 100 % of PRA BPL. 46 % of BPL Card holder 37 9% 14% N.T. Poverty categorization members shows that members are from APL category and are 28% Minority from BPL category. The program maintains poverty the ratio of 83 : 17 ( BPL: APL) and Open has targeted % of APL the members 17 TOTAL 100 3% 17% 37% 20% 46% Caste Categorization 25% % Of PRA BPL. % of BPL Card holder members % Of APL members S.C. S.T. O.B.C. -9-

10 Poverty categorization shows that members are from APL category and are from BPL category. The program maintains ratio of poverty 83:17 ( BPL:APL) and has targeted the unprivileged section of community. A.2. Age-wise classification of SHGs: The analysis of age-profile of SHGs formed under the program with MAVIM in respect of The age-profile of SHGs is given below (Excluding RNGOs and MSRLM). Sr. No. of % Age of SHGs No. SHG 1 Above 10 Years to 10 Years to 8 Years to 6 Years to 4 Years to 2 Years Below 1 Year TOTAL Agewise Status of SHG No. of SHG 11% 5% 19% 15% 23% 14% 13% Above 10 Years 8 to 10 Years 6 to 8 Years A.3. Rotation of leadership in SHGs: Rotation of the leadership is the important feature of people s institution. This concept is seeded in SHGs right from the stage of formation. A lot of efforts are invested into institutionalizing this concept. Challenges faced by project are: few smart women are not willing to leave the leadership, tribal SHGs with low level of literacy etc. In few instance it is observed that Sahyogini plays a crucial role in this process, because she finds it convenient to concentrate on trained 2 to 3 members. In spite of awareness generation and constant dialogue this percentage isn t growing at desired level -10-

11 The status is showing rotation of leadership as per their age group. Age of SHGs Total SHG in this age group Out of total SHGs no. of SHG done Rotation % 8 to 10 years times (7664 SHGs) 34 4 to 8 years times ( 8366 SHGs) 50 2 to 4 years times ( 7963 SHG) 43 1 to 2 years time ( 2708 SHGs) 40 Below 1 year ( SHG) 46 A.4. Community Managed Resource Centre CMRC is the soul of institution Govern by Executive Members (EC) and Representative of Governing Body (RGB) - (one member from each SHG) at the cluster level. In the project period 315 CMRCs have been formed of which 236 are nurtured by MAVIM and remaining 79 by Resource NGOs (RNGOs). In the last year 03 CMRCs of MAVIM were closed down. In the current year out of 233 CMRCs 03 CMRCs of MAVIM are closed down. MAVIM count of CMRC remained as 230, further MAVIM adopted 05 CMRCs from NIWCYD of which 02 are functional and 03 are defunct, hence the data analysis is based on 232 CMRCs. In totality MAVIM + RNGO CMRC no. is 304. It doesn t include 15 CMRCs exclusively formed under CAIM. Social and Education profile of EC and RGB Members: CMRC aims at empowering the socially and economically backward class community women to take over the governance of CMRC and to avoid elite captured. The policy of reservation 80: 20 ratio (BPL & socially backward class: APL) is adopted for selecting EC and RGB members. The status of social profile of EC and RGB, and education, age and members is given in table below. -11-

12 The status social profile of RGB Members S.C. CMRC Governing Body Caste Categorization % S.T. O.B.C. N.T. Minority Open Other CMRC Governing Body Cast Categorization % CMRC Governing Body Caste Categorization Indicators % S.C. 34 S.T. 16 O.B.C. 25 N.T. 7 Minority 2 Open 16 Other 0.34 TOTAL 100 The status social profile of EC Members: EC Cast Categorization % EC Caste Categorization Indicators % S.C. 36 S.T. 14 O.B.C. 25 N.T. 7 Minority 2 Open 16 TOTAL 100 Education profile of EC Members: EC EDUCATION % EC EDUCATION Indicators % th 10th to and 12th Above 10th and Below EC EDUCATION % 12 th and Above th to 12 th 38 9 th to 10 th 52 TOTAL

13 Educated cadre of women taking up leadership of CMRC has boosted the movement of women empowerment and strengthening the CMRCs management. Strategies Adopted and the progress achieved during the year:- Challenges 1) Increasing attendance in RGB Meeting. 2) Capacity Building of New RGB 3) Collection of Service Charge from 100% SHGs. 4) Institutionalizing CRP Model due to reluctance of sahayogini. 5) Involvement of RGB Members in Execution of Social Enterprise activities. 6) Enabling CMRCs to reach their services to all SHG members. 7) Increasing SHGs involvement in CMRC activities. 8) Retaining the motivation of CMRC staff with poor salary structure. 9) Capacity Building of CMRC staff and RGB members to execute the livelihood initiatives, e.g. MLP and Social Enterprise activities 10) Enabling 100% CMRC to become a financial sustainable organization. 11) Addressing tribal & remote areas CMRCs 12) CMRCs to adhere the legal formalities. Strategies A) Increasing Involvement of RGB Members in CMRC governance 1. Institutionalizing meetings of CMRC Representative governing body and Executive Body Members by paying travel cost. 2. Vision Building workshops for RGB on quarterly basis at district level by HO person: 3. CMRC Chairperson s weekly visit to CMRC by paying their travel cost. 4. Regional level CMRC Review Meetings with Manager & office bearers of CMRCs. (common Learning ) B) CMRC sustainability 1. Revising CMRC Business Plans 2. Implement CMRC revised staff structure: 3. CMRC support cost as per the performance of CMRCs 4. Incentive to Good Performing CMRCs 5. Gap filling support cost to weak CMRCs 6. CMRC Annual General Meetings using as common platform to educate members 7. Strategy to support Weak CMRC 8. Initiating Roaster exercise to identify the gaps and educate SHGs. CMRCs are engaged in undertaking social enterprises. They are essentially serving the unserved and meeting the credit needs of the most vulnerable sections of community. They generate revenue to meet their establishment cost. We do realize that balance between business activities and social activities are a tough job, but most of the CMRCs have tried to maintain the balance in it. In this process they faced lots of challenges and accordingly further strategies were evolved. -13-

14 Increasing Involvement of RGB Members in CMRC governance:- The following are the initiatives taken to involve the RGB members in the governance of CMRCs. i) Institutionalizing meetings of CMRC Representative governing body and Executive Body Members:- Efforts are pulled in to institutionalize the CMRC systems and manage their functions. Handing over the ownership of CMRCs to the RGB members gave them an opportunity to aggressively get involved in the management of CMRCs. Experienced and trained CMRC leaders are rotated and new women taking over the leadership. Capacity building of new EC & RGB members is taken up and it is foreseen as an ongoing task for the promotional institution. Regular attendance and active participation of CMRC RGB and EC members in meetings have been addressed effectively by organizing meeting cum- training concept. This monthly meetings of RGB and EC are channelized as "Input Session". Apart from the review and routine work, knowledge information is shared by district office and CMRCs within the meetings. District representative regularly are present for these meetings. Indicators % of CMRCs with 100% meeting conducted during last 8 months (8 out of 8) Meeting Details % of CMRCs with 85% to 90% of meeting conducted during last 8 months (7 out of 8) % of CMRCs upto 75% meeting conducted during last 8 months (6 out of 8) RGB EC No. of CMRCs with 100% meeting conducted during last 8 months (8 out of 8) Meeting Details No. of CMRCs with 85% to 90% of meeting conducted during last 8 months (7 out of 8) No. of CMRCs upto 75% meeting conducted during last 8 months (6 out of 8) RGB EC -14-

15 Indicators. Status of Attendance % of meetings with 100% attendance % of meetings with 90 to 99% attendance % of meetings with 80 to 89% attendance RGB EC No. of monthly meetings with 100% attendance Status of Attendance No. of monthly meetings with 90 to 99% attendance No. of monthly meetings with 80 to 89% attendance RGB EC Agenda for monthly meeting of RGB members is set. These meetings are considered as ongoing educational platform. Monitored this meetings closely. This mechanism helped to increase frequency of RGB member s visits to CMRCs and then involvement too It is quite noteworthy that mostly educated and young women have been selected as chairpersons and secretaries. But women with low literacy level are also encouraged to come ahead and take the charge of CMRC. Women admire the fact that they have their own office at the taluka place. They often drop in when they come there for weekly marketing and they even approach the office to seek help for women in crisis. ii) Vision Building workshops for RGB on quarterly basis at district level by HO person: Regional Workshops for RGB leaders (2 days residential workshop) was conducted in campaign mode. The objective of the workshop was to give clarity to RGB members regarding their roles and responsibilities, Orientation about AWPB and Business plan, protocol for implementing MLP and Social Enterprise Activities and CMRC Management. The major focus of workshop was perspective building of RGB Members. -15-

16 Impact has shown increase in clarity level of their roles and responsibilities and increase involvement in the decision making process of CMRC. Perspective building of RGB members is the major achievement of these workshops. 714 RGB members, 238 capacity Building Sahyoginies and 238 CMRC managers are trained. It is observed that RGB members are taking over more responsibilities; need to have constant dialogue and responsibility of specific task. Ensure their involvement in the decision making process. iii) CMRC Chairperson s weekly visit to CMRC: Due to fund constraint there was no weekly meeting provision for CMRC office bearers. It was realized that it is hampering CMRC Governance. Therefore, to enable Chairperson to monitor the activities of CMRC closely and increase their involvement in CMRCs, their weekly visits to CMRC were initiated. During their visit they are fulfilling the administrative responsibility on regular basis, for e.g. signing of cheques, depositing money in banks etc. During CP s visit they are reviewing the performance, participating in the management of CMRCs day to day activities, started enquiring about the action plan. CMRC staffs are also drawing their execution plan systematically based on the CP visit. iv) Regional level CMRC Review Meeting: CMRC Regional Review joint meeting of CMRC Managers and RGB members were conducted. Regional comparison of CMRCs boosted healthy competition and resulted in increase of service charges. -16-

17 . There is less interest and enthusiasm among primary stakeholders, especially among the members of very poor households, to take up leadership responsibilities at SHG and federation levels. A system of payment of salaries or honorarium to the leaders may encourage the members to take up leadership responsibilities. The primary members have much more organizational and managerial capabilities than assumed by the secondary stakeholders- (A study of SHG federation structures in India Report published by GIZ NABARD Rural financial Institutions program 2012) MAVIM also came across the demand of honorarium from CMRC leaders. But considering the financial health of CMRCs, practically it was not possible to accommodate this demand. Beauty of the MAVIM CMRC leaders is that they do understand the strength of this mechanism, also acknowledged that they are receiving Honor in public forums, in their own families and are able to help to others through CMRCs. They are also confident about their CMRCs sustainability. Program consciously did not invest into the honorarium, but considering economic conditions of leaders travel cost has been provided by program. MAVIM as a mentor always seen that No leader considers this opportunity as alternative to their livelihood option/as job opportunity. Therefore even if CMRCs get substantial profits, and CMRCs decides to pay honorarium to the leaders, amount of honorarium will be meager, so that spirit of volunteerism needs to be maintained. MAVIM also experienced that SHG members have much more organizational and managerial capabilities than assumed by us. Therefore step by step MAVIM is directly involving them into reviews, planning and organizational responsibilities. Guiding Principle The promoting organization cannot continue working in the same area for an indefinite period of time. To provide sustainability to SHG activity initiated and developed by the promoter, it is necessary to build people s institutions that can eventually and independently carry forward the social and economic empowerment agenda. -17-

18 CMRC sustainability Tejaswini has ambitious aim to set sustainable grassroots institutions. Therefore, programme has invested lot of efforts to gain community s confidence, developed simple and easy business and perspective plan with consultation with community. Considering aspirations, strengths and limitations of the community, business plan were prepared to achieve cost coverage of the CMRCs through paid services to the community. Programme has successfully seeded the concept and perused response from community. Programme reviewed those plans and accordingly executed capacity building trainings and inputs through frequent meetings. Program indentified eight important areas and emphasized its implementation to build Governance and ensure sustainability of CMRCs. Those areas are stated below; Increase No. of SHGs in CMRC Focused on income from livelihood activities Revision of Business Plans to make it practical Revised structure in view of diversified activities undertaken by CMRC systems developed for collecting Service Charges -18-

19 i) Status of SHG covered in CMRCs The model principle is to mobilize adequate financial resources and use them optimally. This exercise is providing an opportunity for increasing the participation of RGB members in CMRC governance. RGB members are monitoring the business plan achievement in the monthly meeting. They have taken over the task of ensuring Service charge collection from their own villages. This activity is now institutionalized at CMRC level. Governing Body expressed their concern on achieving the business plan It is experienced that a CMRCs to get its break even, it requires membership of 200 to 250 SHGs. Therefore Project is taking efforts to maintain this ratio. At present 182 CMRCs are with 200 to 25o+ SHGs. Details are stated below; Classification of no. of SHGs under the CMRCs is given below:- Ratio of SHGs in CMRCs No. Of Indicator CMRCs Below to to to to and Above 74 TOTAL Ratio of SHGs in CMRCs Ratio of SHGs in CMRCs No. Of CMRCs ii) Revising CMRC Business Plans: The focus of revising the business plan is to enlist the activities of the CMRC and confirm the income sources. CMRC have been providing a number of services to member SHGs. This CMRC Services are grouped into four categories: - Sector development, Financial services, Livelihood Services and social intermediation Services. -19-

20 Status of CMRC Business Plan: CMRC Business Plan Range No. of CMRC 4 to 6 Lakh 40 6 to 8 Lakh to 10 Lakh to 12 Lakh 8 TOTAL to 12 Lakh, 8 8 to 10 Lakh, 80 6 to 8 Lakh, to 6 Lakh, 40 Status of Service charge collection Currently, Services charge is the main income source of CMRC. Project is emphasizing collection of service charge from 100% SHGs. But still reach of the CMRCs to each SHG and its members is revealed as challenge. Also the trend set is majority of SHGs are paying the Service Charge by Feb. & March. Therefore program is addressing this issue rigorously. Average state achievement is 55%. Thus it is expected that service charge will reach up to 80 to 85% by end of the year. The responsibility of collection of service charges has been entrusted on RGB members. Special Campaign mode drive was organized for collecting the current year as well as backlog outstanding service charges. This strategy is yielding the results. Details are shown in chart below; Service Charges Indicator No. Of CMRCs Upto 40% to 50% to 60% to 70% to 80% 21 81% and Above 26 TOTAL 232 Status of SHG payment of Services Charges to CMRC Upto 40% 41 to 50% 51 to 60% 61 to 70% 71 to 80% 81% and Above -20-

21 Status of good performing Districts in Service Charge Collection. Indicators Name of Districts 71 to 80% Thane, 81% and Nanded, Sangli, Jalgaon, Akola, Yavatmal. (6 districts) Kolhapur, Ratnagiri, Chandrapur, Solapur,, Buldhana, Jalana, Parbhani, Bhandara, Gondia ( 9 districts) Above Latur, Ahmednagar, Beed, Aurangabad, Dhule, Osmanabad, Pune, Washim, Nashik. ( 9 ) Services Charges Pattern in Districts: Initially, CMRC annual service charge of SHGs was Rs. 600/-. In development stage of CMRC the amount of service charge is increased gradually. Urge for increasing the service charge was to meet the cost of annual expenditure of CMRC. The service charge has been gradually increased as 600 to 800, , 1000 to 1200, 1500 to The pattern of collecting age wise Service Charge and Member wise lifetime service charge is also initiated by few CMRCs. The following is the status showing of district status on annual service charges collection pattern. -21-

22 District Service Charge Pattern Indicators 100% SHGs with this Service Charges Model 80 to 99% SHGs with this Service Charges Model 60 to 79% SHGs with this Service Charges Model 40 to 59% SHGs with this Service Charges Model 20 to 39% SHGs with this Service Charges Model 19% SHGs with this Service Charges Model % of SHGs with Rs.600 Bhandara Chandrapu r Solapur, Gadchiroli Pune, Aurangaba d % of SHGs with Rs.800 % of SHGs with Rs.1000 Hingoli, Amravati, Yeotmal, Washim, Nagpur, Gondia % of SHGs with Rs.1200 Beed, Wardha, Ahmednag ar, Dhule, Jalgaon % of SHGs with Rs.1200 to Rs.1500 Nashik % of SHGs with Rs.1500 to Rs.2000 Thane Buldhana Akola Parbhani Gadchiroli, Raigad, Sindhudur g Ratnagiri Aurangaba d Solapur, Chandrapu r Latur Satara Pune Aurangaba d, Ratnagiri, Nanded, Jalana Raigad, Sindhudur g, Sangali, Kolhapur, Nandurbar Pune, Solapur, Chandrapur, Thane Nandurbar Solapur, Jalana, Buldhana, Satara Aurangaba d, Sangali, Latur, Akola Kolhapur, Nanded Parbhani Solapur, Aurangabd, Sangli, Latur, Jalana Kolhapur, Nandurb ar Solapur, Sangli, Nanded Latur, Jalana % of SHGs paying lifetime service charges Osmanabad Sangali Bhandara district is the only district with Rs. 600/- Due to district Staff turnover and conflict between staff and CMRC Managers had hampered the progress.. Solapur, Gadchiroli, Pune and Aurangabad district have 19% SHGs with Rs.600/- service charge model. ii) Status of CMRC Financial Sustainability: CMRC financial sustainability shown below states the cost coverage status as against the annual expenditure. 1% CMRCs are falling in the lowest category that is CMRCs with cost coverage of 1 to 25% (3 CMRC). Out of these 3 CMRCs, 2 CMRCs are from -22-

23 Nandurbar, these CMRCs are situated in tribal areas and Ratnagiri Pali CMRC is non functional due to political interference. Sr. No Status of CMRC Sustainability against annual income Indicators CMRCs with Cost coverage of 75% & above No. of CMRC % CMRCs with Cost coverage of 51 to 74% CMRCs with Cost coverage of 26 to 50% CMRCs with Cost coverage 1 to 25% TOTAL % CMRC financial sustainability status is given below:- 8% 1% 78% CMRCs with Cost coverage of 75% & above CMRCs with Cost coverage of 51 to 74% CMRCs with Cost coverage of 26 to 50% CMRCs with Cost coverage 1 to 25% CMRC Services: CMRC is established as a service provider institution for the SHG. CMRC is working as a catayalst and is responsible for last mile delivery to the SHG members. The following services are provided by the CMRC: 1) Services to the SHGs : i. SHG quality monitoring is done by using SHE software, this is leading to the quality enhancement of the SHGs and has resulted in availing micro finance from private banks like ICICI. ii. SHG alerts generating system has given an opportunity to track the weak performing SHGs on time. iii. Ensuring Bank Repayment above 90 % iv. Regular Handholding support from sahyogini, who interacts with SHG and supports them as and when required. v. Preparing Bank linkage proposals -23-

24 vi. vii. Submitting linkage proposals and following it up with the respective Banks. Repayment Schedule 2) Convergence facilities : i. Preparing SHG member wise convergence demand plan. ii. Submitting this plan to respective dept. and follow it up with them. iii. Preparing proposals for convergence 3) Livelihood development : i. Identifying the potential participants for building MLP. ii. Preparing MLP proposals for Bank finance and convergence linkages. iii. Facilitating the implementation process of MLPs 4) Training and development : i. CMRCs are into developing the capacities of CMRC RGB & EC members. ii. Ongoing HH support is given to CMRC leaders to develop leadership qualities. Analysis of CMRC sustainability: CMRC are being developed as an institution performing the role of Honest Broker " & "Reliable Partner" and taking up the responsibility of last mile delivery service. This is the main essence of the CMRC because of which the sustenance of CMRC with peoples own contribution come to a reality. CMRC have internalized the concept of self sustenance. In this process of the selfsustenance of CMRCs MAVIM district unit s role has been widen because of diversified activities undertaken by CMRCs. Program experienced that CMRCs are showing maturity in their implementation process, enhancement in monitoring skills. They are in process of formulating their priorities. They are undertaking cost saving measures. In short RGB and ECs are showing ownership with clarity. -24-

25 Analysis of CMRC Income Sources: Analysis of CMRC Income Sources shows that 37% income is earned from service charges. 7% income from yearly membership fees, 3% income from interest on FD, 35% from Bank Linkages, 1% from MLP, 5% from Social Enterprise Activity and 11% from other sources. In the current year CMRC income source is majorly shouldered by SHG Service charge and bank linkages service charge i.e 72% of the income. Program made deliberate efforts to encourage CMRCs to earn major income from livelihood activities. CMRC has started earning income from MLP and social enterprise activities. Including other sources of income CMRCs earn around 18% from other than service charges, membership fees and bank linkages. CMRC Income Sources CMRC Income Sources Indicator % Service Charge 37 Service Charge Yearly Membership Fees 7 Bank Service Charges 35 Social Enterprises 5 3% 1% 5% 12% 37% Yearly Membership Fees Bank Service Charges Social Enterprises MLP 1 Interest on F.D. 3 35% 7% MLP Interest on F.D. Other Sources 12 Other Sources TOTAL

26 Achievement of the income is the reflection of the type services CMRC is offering to its members. CMRC have become instrumental in mainstreaming the vulnerable section of society. Availing social entitlements and livelihood schemes through convergence with various departments has become the core service of CMRC. CMRC has strengthened them and have succeeded in enabling the target group to access the right scheme for the right purpose. iii) CMRC revised staff structure: CMRC s revised staff structure is executed from the year , wherein two experienced Sahyoginis are upgraded in the role of Area Coordinator. One is Capacity Building coordinator Sahyogini and other is Livelihood coordinator Sahyogini. CPRs strategy is executed. These paid CRPs are conducting SHG meetings, maintaining books of SHGs and collecting perforated sheets. CRPs are recruited initially for a period of 2 months and are confirmed after successfully completing the given task. Coordinator Sahyoginis and CRPs are capacitated to perform their duties. Till today 3365 CRPs, 183 Livelihood coordinator sahyogini, 171 Capacity Building Coordinator sahyoginis are in place. iv) CMRC support cost provided as per the performance of CMRCs: As per midterm appraisal, project supported CMRCs in the scaling down approach, i.e. in the year , 50% support was provided by project and 50% was contributed by beneficiaries. From the year onwards CMRCs took over the task of becoming 100% financial sustainable institution. Project has designed to give support to the CMRCs as per their performance:- a) Incentive to Good Performing CMRCs: To motivate them A grade CMRC who are succeeded in 75% cost coverage and B grade CMRCs in the range of 51 74% cost coverage are awarded with incentive -26-

27 resulted into boosting confidence of these CMRCs. Project had given incentive to these good performing CMRCs. 188 had qualified for incentive, A grade 131 and B grade 57 CMRC b) Gap filling support cost to weak CMRCs: Egg or Chicken is the situation aroused in the non performing CMRCs, due to non performance they were unable to retain their staff and it was adversely affecting the functions of the CMRCs therefore as recommended by last ISM mission, program has supported weak CMRCs. In the year Rs crore amount was disbursed as support cost to weak performing CMRCs. These CMRCs were given the support in the form of soft loan and where expected to repay it. Till March Rs. 50 lakhs out of 2 crore is repaid by these CMRCs. Of which 13% CMRC have repaid 100% of support cost and 6% CMRC have paid partial amount towards soft loan. The support given to the CMRCs based in tribal and remote areas are not found in the position to repay the amount and are struggling to earn the survival cost. B) CMRC Annual General Meetings: As a statutory requirement of societies Act CMRC conducted Annual General Body meetings in major way. This activity has been institutionalized in these meetings CMRC s presented AWPB and Achievement during the year. 232 CMRC out of 237 CMRC have conducted AGMs. Remaining 5 CMRCs are newly adopted from RNGO thus there AGM were not conducted. These AGM have now treated as one of the important event of the CMRC, wherein different government and banking stakeholders are invited. This platform is used as an opportunity to publish the identity of CMRC. In spite of no budgetary provisions CMRC s are organizing AGMs through own funds and generating donation. -27-

28 C) Support to RNGOs CMRCs: RNGOs contract is ended on 31 st March 2015 and due to financial crisis it was not renewed further in the year For the year draft of contract for RNGOS for the extension period is approved by IFAD & circulated to all RNGOS. Out of three RNGOS NIYCWD has accepted the contract terms and conditions. Dhan foundation is not willing to accept the strategy adopted by MAVIM i. e providing soft loan to support weak CMRCs. They are insisting to provide 100 % grant support to weak CMRCs. Consultation meeting conducted with Chaitanya in the month of Aug.2016 but still Chaitanya, did not communicated their acceptance. The experience with NIWCYD is not so encouraging in the entire project period. MAVIM has adopted 5 CMRCs of NIWCYD from Amravati region in the month Oct It is clearly seen that CMRCs were in absolutely defunct situation. MAVIM has tried to improve the situation with lot of persuasion and follow up, two CMRCs could really been improved. However the remaining three are still in poor position and at the verge of closure. Program is in dilemma about partnering with RNGOs under this program. Outcome: In many ways, the CMRC model is unique the women are the owners, managers, users and beneficiaries. CMRC is a Home Grown Model acknowledged by NRLM. CMRC has achieved significant scale and considerable acceptance among all the major stakeholders. CMRC is having great potential for the CMRC to address issues of poverty. Governance amongst the CMRCs is developed over a period of time & now is in the process stabilization. Bargaining Power of SHGs has increased. RGB member s ownership for the CMRC has been increased during the year. -28-

29 Rotation of the leadership has resulted into developing second line leaders at CMRC level. Finally it has resulted into transferring ownership of institution from the project to member achieving defined exit strategy of the project. Almost all sample federations have limited financial resources, which vary considerably across the sample structures. In a majority of the cases, grants and other external funds are the major source of resources. SHG federation in India Published By NABARD 2010 MAVIM s experience in developing SHG Federation and strengthening them to become a sustainable institution acknowledges the fact that such federations need outer grant or financial support to some extent for certain period may be 5 to 8 years. But it is possible to develop sustainable grassroots institutions. Sustenance of the institutions is not possible without perspective building and clarity about purpose of existence. They must have policy for seeking financial support because there is always a threat of political interference and market driven actors. Continued organic link with promoting Agency till governance of the institutions get stabilised is crucial aspect. MAVIM has experienced that as CMRC/institutions grow, their developmental needs get changed and therefore promotional agencies role also changes drastically. Promotional Agency needs to be ready/equipped to perform the changed role. CMRCs are expected to focus on catering the services like retaining the quality of the SHGs and giving on-going handholding support, provide livelihood enhancement activities leading to increase in income of its member. CMRCs are expected to render livelihood services like technical support for MLPs and developing enterprise activities, aggregation of the product, marketing support, wholesaling of the products, initiate the JLGs, developing value chain, support on farm activities- trading activities etc. Also to -29-

30 start agriculture allied activities specifically to address the need of landless section of members. The status of accumulated corpus with CMRC: Sr. No. Range of CMRC Corpus No. of CMRCs 1 Upto Rs. 1 lakh 64 2 Rs.1 lakh to Rs.2 lakh 35 3 Rs.2 lakh to Rs.3 lakh 18 4 Rs.3 lakh to Rs.4 lakh 11 5 Rs.4 lakh to Rs.5 lakh 18 6 Rs.5 lakh to Rs.6 lakh 9 7 Rs.6 lakh to Rs.7 lakh 10 8 Rs.7 lakh to Rs.8 lakh 18 9 Rs.8 lakh to Rs.9 lakh 7 10 Rs.9 lakh to Rs.10 lakh Above Rs.10 lakh 26 Total 232 As per the above status it shows that almost all the CMRCs are having the corpus ranging between Rs.1 lakh to Rs.10 lakh. CMRCs have also invested this corpus into Social Enterprise activity. This status is encouraging and it reflects the fact that CMRCs as an institution has been admired and accepted by the community. If the people s institution works on the principle of participation and ensure the last mile delivery, then people will willingly share the operating cost of the institution. Thus, this corpus will serve as a buffer to the CMRCs in its journey of sustenance. -30-

31 Focus Area: Following is the focus areas proposed: 1. Programme has invested in capacity building of CMRC staff and Women. Training is imparted on ongoing process, but there is need to train new RGB members so as to enable them to take over the governance of the CMRC. 2. Perspective Building Workshop for RGB members. 3. Training to CMRC Staff. 4. Support for CRP honorarium for initial 6 months period and provision for CMRCs office bearers visit to CMRC. 5. Training to CRP. 6. Support Cost to weak CMRCs. 7. Exposure Visit for the CMRCs 8. Providing seed capital to the CMRCs who are capable to scale their businesses. Challenges before CMRCs 1. Developing 2 nd line leadership in governance of CMRCs 2. Maintaining transparency and moulding CMRC staff as per their vision. 3. Increasing linkages with nationalised and rural banks. 4. To deal with socio-political scenario 5. Establishing identify of CMRC at taluka level & district level 6. CMRC to take over the role of need based services and should work on demand driven approach. 7. Climate change and its adverse impact on agriculture and water. 8. Addressing relative poverty has also remained as one of the issue. -31-

32 Component B Livelihood and Enterprise Development -32-

33 LIVEHOOD AND ENTERPRISE DEVELOPMENT The main objective of the livelihood and enterprise development strategies is to promote sustainable livelihoods for poor women and their families. Since Agriculture and allied activities form major source of livelihood and also form major proportion of investments through loans taken by SHGs, MAVIM has focused activities like Goat rearing, dairy, Poultry, SRI, vegetable cultivation etc. MAVIM is promoting the best practices/models well established in livelihoods development. Non-farm activities like tailoring, beauty parlor, etc. are also being promoted based on the potential of the area and local demand. MAVIM has partnered with other government agencies, UNDP, IDH etc. for leveraging their expertise. The main strategies adopted and impact achieved is stated below- B.1 Micro Livelihood Plan (MLP) A group of individual members engaged in a common livelihood activity are organized into Micro Livelihood Plans (MLP). The strategy was envisaged considering the failure of group activity which downplays individual interest. So, -33-

34 promoting livelihood activity at individual level and the need for aggregation at group level for achieving economies of scale necessitated the strategy of forming MLPs. Under MLP, individual production can be aggregated at group level and a number of MLPs can be aggregated at cluster level for value addition, market linkages, etc. Total 3,609 MLPs have been prepared upto March The year wise status of the MLPs is as follows:- During = 143 MLP and 3575 members During = 2157MLP and members During = 1,309 MLPs and 33, 317 members Total members covered in these MLPs are 89,143. The social composition of the MLPs shows that 24.84% members are SC, 15.24% members are ST, 11.17% members are NT, 19.75% members are OBC, 3.87% members are minority and 25.13% members are from open category. 15 MLPs, on an average, have been started per CMRC for 238 CMRCs in Maharashtra. 20 or more MLP have been started in 47 CMRCs. Bifurcation of CMRC wise MLP is as follows: No of CMRCs with No. of CMRCs with more than 20 MLPs 15 to 20 MLPs 69 No of CMRCs with 10 to 14 MLPs 45 N0 of CMRCs with 5 to 9 MLPs 19 No of CMRCs with less than 5 MLPs -34-

35 As per below figure, MAVIM is able to build sectorial interventions for livelihood promotion through MLPs. Goat and Dairy sector comprises more than two-third of MLPs. The Goat MLPs are largely located in Vidarbha and Marathwada region of Maharashtra where agri allied activities are highly under- developed and one of the major factors hampering livelihood security. Sectorwise Distribution of MLPs Goat Dairy Poultry 633 Agro produce Other Sector wise MLPs Upto March 2017 (Cumulative Status) Table 1 Type of MLP No of MLP % No of Members % Goat Dairy Poultry Agro produce Other Total

36 B. 1.1 Support Services to MLPs I. Funding Program has adopted the strategy to support the selected MLPs to a certain extent from project funds. Thus most of MLPs from B and C category CMRCs are supported with upto 20% of the project cost from Tejaswini. The remaining cost is expected to be raised through bank loan and individual contribution. Total 479 MLPs are supported with the support cost of Rs Cr during the year Program has fixed the areas of support that i.e. for common infrastructure, skill trainings of members, Insurance cost of the animal & CRP cost for 6 months. It boosted confidence of the CMRCs and rolled out few MLPs by weak CMRCs too. It has been learnt over the last six months that, skill trainings are majorly covered through convergence. The support grant is mainly utilized by the MLPs for the purchase of buck, insurance payment of animals, common infrastructure such as shed/ vessels etc. Each MLP has its bank account and project grant has been transferred to the same. Some of the MLP members have starting collecting common contribution in the MLP account to generate their small corpus. Project has provided skill training to 11,875 MLP members which is 44% achievement of total target of 26,707 (Only from budgeted MLPs). The trainings were provided through convergence from ATMA, Agriculture department, Animal husbandry department etc. In addition to this, 18 districts have trained 5,380 women members with the support from RSETI, DIC, MAFSU, Jan Shikshan Sanstha, KVK etc. II. Backward and forward linkages The livelihood activities MAVIM focused through MLPs operate traditionally and at subsistence level lacking a minimum scale, management practices, market orientation, etc. resulting into low productivity and poor market linkages. So, -36-

37 MAVIM provided support services for better access to quality inputs, scientific management practices, insurance and market linkages for reducing costs of production and risks, enhancing productivity and earning better prices. Sector wise strategies and impact achieved is explained below B.1.2. Sector wise analysis of MLPs Goat Rearing Goats are among main meat producing animals in India and has huge domestic demand. Goat rearing is one of the main livelihood activities for poor households as it requires low investment, low inputs, less infrastructure, higher breeding rate and offers reasonable income with minimum risk. Therefore, 50% of MLPs promoted by MAVIM are goat MLPs. The minimum scales for goat MLP is defined as 3+1 (Doe + buck), 5+1. The MLP does include the members having at least one goat. But major thrust is given on increasing number of goats per member. To start with women were encouraged to take model of 3+1. It has resulted increased in no of goats.10+1 model is more useful for enhancing the annual income of the member in reasonable timeframe. However due to the lack of financial support this model could not been executed at large scale. The Program is making conscious efforts in promoting high order loans which will be resulted more 10+1 model in near future. Another strategy is to develop a community cadre of Pashu Sakhi (Para Vet) is adopted this year. The learning of PASHU SAKHI (community based PARA VET) from Goat Trust Model Gondia under MSRLM program is scaled up in all over Maharashtra during The Master Trainers from Gondia district has trained the batch of 30 Pashu Sakhis from each district and total 1000 Pashu Sakhis are provided with practical training. They have also been provided training from Maharashtra Animal and Fishery Sciences University (MAFSU) Nagpur. -37-

38 After the induction training the each district has organized a meeting with all Pashu Sakhis at district level and specified the plan of action for the next two months. Their tasks mainly roll around handholding support to MLPs in the terms regular meetings of MLP members, follow up of vaccination cycle by members, introducing new practices such deworming, Castration, Training of MLP members, etc. The Pashu Sakhies from project supported MLPs are paid from the support grant at least for 6 months. However in other CMRC where project is not supporting for the MLPs, we have introduced the model of service based payment Sr. No. Type of service Payment (Rs) 1 Castration 50 2 D worming 10 3 Vaccination 10 4 Feeding stand/water stand 25 Program has tried to introduce ONE CRP model across all the projects and initiatives in the village. Majority of Pashu Sakhis are Internet Sathi as well. Thus they have got the initial support for the payment of CRP cadre. It is seen that at around 397 Pashu Sakhis have started receiving the payment against the services paid to MLP members in four districts of Maharashtra. We believe that integrating the CRP model across all the projects will be wise strategy in the future course of time. It is also learnt that Pashu Sakhi model could be made self sustainable by defining her areas of services and strictly monitoring the delivery of the services with quality by CMRCS. It is also learnt that the response to Pashu Sakhi model is comparatively poor /less where the MLP members themselves are good practitioner in their own business. -38-

39 E.g. In districts like Kolhapur, the members themselves are with good knowledge about animal rearing practices, feed practices etc. In such cases the Pashu Sakhi has to come up with the higher level sets of services. Further the practice of getting the written consent from the owner has been initiated when the Pashu Sakhi is required to treat the animals in emergency and when she is insisted by the family. CMRCs are informed to develop the directory of Govt. and Pvt. doctors for easy consultation. BUILDING A CADRE OF PASHU SAKHI Lata Nagdevte, is a PashuSakhi from Walki village in Ner CMRC in Yavatmal district. She has three years of experience in Goat rearing. She is a member of goat MLP. Recently, she was also selected as PashuSakhi from her village. Lata was a farm labourer before joining an SHG promoted by MAVIM. Her husband had passed away and she was fighting hard to make a living for herself and 2 children. She came to know about MAVIM and joined an SHG and got her first loan. She bought a goat with her first loan. She increased number of goats gradually and earned regular income out of it. Now, she has 7 does, 2 bucks and 14 kids. With her considerable experience in goat rearing, she was selected as Pashu Sakhi this year. She underwent training in important aspects of goat rearing and started serving other villagers engaged in goat rearing. She gets service charges for different services. She has earned INR 3,250/- as service charges during last two months. Lata s life has changed a lot after she joined MAVIM. Now, she no more works as laborer, earns regular income through goat rearing and acknowledged by her villages as a PASHU SAKHI. Figure 2: Coverage of Goat MLP -39-

40 Coverage of Goat MLP 5754 No of SHGs covered No of members covered Cumulatively 31,775 members from 5,754 SHGs have been covered under Goat MLPs. Total no of animals covered 1,33,730. So, average animal size per member is 4. It has doubled after the intervening through MLPs. 44% of those has been vaccinated. 10% of those have been insured. It is seen that members of Goat MLP are reluctant for insurance of the animals due to cost constraint. Program is constantly educating the members. For increasing the rate of vaccinations, campaigns have been taken up at district level for creating awareness and through convergence with an Insurance Scheme of State Government. Ahmadnagar district s 8 CMRCs have been registered the insurance agents with New India Figure 3: Animals under Goat MLPs Insurance company for cattle insurance. They have insured 1413 cattle during last one month. Members has to pay Rs. 130/- per cattle and Rs. 130 paid from Govt under the scheme. CMRC earn the margin of 15% per case out of which 5% paid to Pashu Sakhi. -40-

41 Animals Under Goat MLP 59% (*Out of 27,587 newly purchased goats, majorities are baby goat) Breed improvement by introducing Osmanabadi buck is one of the important interventions in Goat rearing members (29.5%) have adopted Osmanabadi bucks. Besides, 3% of total local bucks have been castrated this year. This will be taken up in wider manner in the next period of the program -41-

42 Impact % of women earning income between Rs3,500 to Rs.7,000 after one batch % of women earning income between Rs7000 to Rs.14,000 after one batch % of women earning income Rs14,000 and above after one batch % of women with losses An internal study was done by MAVIM with sample size of 436 women to measure impact of goat MLP. Out of total 436 members, 29% members have the model below 3 Goats and 1 buck, 48% have 3 goat and 01 buck and 19% have 5 goat and 01 buck. Remaining 4% are with 10+2 goal model. All of them have completed at least one batch. Out of 436, 127 members have completed atleast 2 batches and 111 members have completed at least 3 batches. We have not taken into account 10+2 model in this exercise. It is seen that on an average 57 % of the Women members are earning INR between 14, 000 per batch in different models of goat rearing. The categorization of the earnings is as follows: 1. 23% of women earned income in between INR per batch across different models % of women earned in between INR per batch across different models % of women earned in above INR 14,000 per batch across two different models. 4. 7% of women have suffered losses in goat rearing. -42-

43 Dairy Development Increasing demand for milk and a large numbers of low productive cattle populations in rural areas emphasizes the need for dairy development program. Dairy can fetch good income on daily basis to the poor households. With a wide network of milk collection centers established by cooperative and private dairies in rural Maharashtra, dairy has emerged as one of the main agro-allied livelihood activities in rural India. The key strategies MAVIM has undertaken are establishing milk collection centers in B&C category CMRCs, Promoting proper management practices, providing access to Artificial Insemination (AI) services, insurance and cattle feed development. Figure : Animals under Dairy MLP Animals under Dairy MLP 55% Exisiting Animals New Animals Purchased New born Animals Vaccinated animals Insured Animals Animals with AI -43-

44 Figure: Coverage of Dairy MLP Coverage of Dairy MLP No of SHGs covered No of members covered There are total 23, 890 animals under dairy MLP. So, the average animal size per member is almost 2.It has doubled after the intervening through MLPs. 55% of total animals is vaccinated and 20% are insured. AI is introduced for 8% of animals. In dairy MLP is has been found that MLPs are based on existing set of animals available with members. As there are no specialized finances available for MLP, new purchase of the animal is found to very limited extent. Out of 633 Dairy MLPs, 56 (9%) MLPs are with the model of Milk Collection Centers. One milk collection centre per village is established and On an average the collection of milk per center per month is 2370 to 5000 liters.. District has developed tie ups with local dairies. This model has rooted the concept of fat based pricing of the milk. The centers are equipped with the fat machines and other necessary equipments either through project grant or other sources. There are 56 Milk collection centers in Maharashtra. Program has supported for purchasing equipment like Milk tester, Milk Sachiv, Printer, Battery, Weighing machine, Fodder cutter etc.. The centre in Osmanabad, Bhandara, Ahmednagar have started paying the service charges to CMRC upto Rs. 3000/- per month. -44-

45 Special Intervention for hydroponic grass cultivation Marathwada and Vidarbha region of Maharashtra were facing severe drought conditions for the last 3-4 years. Scarcity of green fodder affected animal health and milk production. So, distress sell of cattle became rampant. To prevent this, MAVIM introduced a for Hydroponic Grass and Azola cultivation. Due to Azola and hydroponic grass, fat ratio in the milk was maintained and milk production also increased. MLP members could retain their animals members from 955 SHGs of 402 villages from 15 districts of Maharashtra were covered under this program. Program has supported with Rs lakh for Beed and Rs.43 lakh for Osmanabad Dist. Total 3809 members are trained and supported to grow hydroponic grass which has reduced the risk of selling out the animals due to lack of green fodder. Another model of MLP of Animal Rearing activity in which milk collection centers are existing and only back end efforts are made under MLPs to improve the quality and quantity of the milk. Such models are existing only in Western Maharashtra and some pockets of Marathwada in which doorstep sale of milk is preferred as members get high pricing. In addition to the vaccination, Insurance; program has continued the interventions of Azola and Hydroponic grass in almost all MLPs.3809 members from 955 SHGs of 402 villages from 15 districts of Maharashtra were covered under this program. It is visibly seen in Osmanabad, Beed, Dhule, Aurangabad, Jalna, Hingoli, Latur,b Parbhani, Nanded, Gondia, Wardha, Amrawati, Bhandara, Chandrapur and Buldhana districts. -45-

46 Impact upto Rs.10000/- between Rs.10000/- to Rs.25000/- between Rs.25000/- to Rs.40000/- between Rs.40000/- to Rs.55000/- between Rs.55000/- to Rs.70000/- between Rs.70000/- to Rs.85000/- between Rs.85,000/- to Rs.1,00,000/- above Rs.1,00,000/- 1 Milch Animal 2 Milch Animal 3 Milch Animal 4 Milch Animal A internal study was conducted with a sample size of 174 women for measuring the impact of Dairy MLPs. Out of total 174, 26% had 1 milch animal. 47% had 2 milch animals. 15% had 3 milch animals and remaining 12% had 4 milch animals. It is seen that the average range of the rate for the milk received is between Rs. 25 to Rs. 40/-. The average milking days are during the annum. 50% of the cases has the two times milking a day and 50% cases has two times milking a day. The average milk production per day is ranging between 6 to 10 Liters. It is seen that members do not procure entire milk at the milk collection centre, the procurement is only upto 1/3 of the total production. Most of the breeds adopted are Jersy and Murra in the studied sample cases. Program has mainly supported for insurance, Vaccination and changing the cattle feed practices. -46-

47 The analysis shows that: 1. 76% of women having 1 milch animal were earning annual income in between INR % of women having 2 milch animals were earning annual income between INR & above % of women having 3 milch animals were earning annual income in between INR & above % of women having 4 milch animals were earning annual income above INR1 lakh. CASE STORY Laxmibai is from Kuditre village of Karvir block in Kolhapur district. She joined one of the SHGs promoted MAVIM in Her SHG, with consistent savings, got bank loan of INR /- in SHG members decided to take up dairy activity. Laxmibai bought a crossbreed cow which milked 18 litres per day. She sold it at INR 22 per litre. She repaid the loan with the income from cow and also taught her two sons. One of her sons competed Degree and other completed diploma. Laxmibai s SHG got their second loan of INR /- Laxmibai bought a buffalo this time. Buffalo milked 23litres per day. She sold it at INR 25 per litre. -47-

48 Now, Laxmibai earns around INR 8000 per month through Dairy activity. She has built a small house with the income and also got one of her sons married. BACKYARD POULTRY There is growing demand for ingenious chicken breeds and rural households are traditionally rearing ingenious breeds in their backyard. Mortality rates are low in ingenious birds compared to broiler breed and ingenious birds get better prices. Besides, Chicken and eggs are excellent sources of animal protein for the rural poor. The key strategy MAVIM has undertaken for promoting backyard poultry is - Program has introduced the model of 50 birds with each member though same MLP, 100 & more than 100 birds per MLP. Out of 347 cumulative MLPs, 21.64% MLPs are with 50 birds, 3.74% MLPs are with 100 birds and 44.38% MLPs are with more than 100 birds. Program ensured 100% vaccination of birds. The local breed -48-

49 is more prepared. The project focus is on to purchase vaccinated 21 days chick to reduce mortality rate. Total 6007 members have been covered from 1194 SHGs under 360 poultry MLPs Coverage of Poultry MLP 49% 1194 Total SHGs Total Members Exisiting Birds Birds Under Poultry MLP New Birds Purchased Vaccinated Birds Sold Birds Supplementary income through Poultry Sushama Gaikwad is from Nadgaon, a village situated at hilltop in Mahad block of Raigad district. She joined one of the SHGs promoted by MAVIM in Her CMRC arranged village level trainings on backyard poultry. That boosted her confidence and she, with other 34 members, formed MLP. 11 members from the MLP, including herself, got 10+1 model poultry units from one of the schemes of Block Panchayat. MAVIM funded INR 2 lakhs to their MLP. 25 members got bank loans for the activity. Now, the MLP members rear per batch. Sushama has reared 6 batches and earned INR per batch every three months. The income is proving valuable and assistive to meet her family s needs. -49-

50 Impact The average income generated per member for 50 birds model of backyard poultry was INR 4220 /- CASE STORY Yeotmal district has introduced the model of KADAKNATH poultry in which they have purchased around 250 cheeks of three months from Nagpur (MAFSU). The purchase rate is of Rs.270/- paid by members who rares the cheeks for further three months. The sailing cost of the 6 month old chicken is of Rs. 1200/-. The kedaknath eggs are Rs. 30 as they contain high nutritional value. Yeotmal has developed house to house tie up as a part of marketing strategy and such eggs are sold locally in residentially society. VEGETABLE CULTIVATION MLP The demand for vegetables and fruits is growing worldwide. Like Dairy, vegetable cultivation can also provide daily income on regular basis to the farmers. The program focuses on enhancing the production by providing quality inputs and transferring package of practices to farmers resulting reduced cost of cultivation and increase productivity of vegetable crops Coverage of Vegetable MLP No of SHGs covered No of members covered -50-

51 Total 5680 women farmers have been covered under vegetable cultivation MLP. Total area under cultivation is 4481 acres during Kharif and Rabi season this year. Total production up to March 2017 is 8410 Tons. Agro MLP has helped to increase the no of women in the terms of coverage however the success in the terms of increase in yield production per acre can be spelled out accurately. Program needs to develop the tool to track the increase in the individual production in the given cultivated land area. The major interventions in the terms of soil conservation, water irrigation, use of organic/herbal nutrients during cultivation has been introduced. Program is experiencing the need of defining standard activities under MLP interventions of Agro/ Vegetable activities. SRI MODEL IN CHANDRAPUR WINS SPECIAL JURY AWARD MAVIM was recently awarded Special Jury Award at Sitaram Rao Livelihoods Asia: Case Study Competition The case study, Paving New Pathways in Paddy plantation was adjudged in 10 best case studies published as Innovations in Sustainable Agriculture by Livelihoods Asia forum. The SRI model is adopted by 1183 women farmers covering 1271 acres of land producing 1512 Tons of rice with INR increased income per acre. SRI cultivation MLPs SRI method is well known for reducing costs of production and increasing productivity of Paddy crop. Paddy is the main food crop in the districts like Gadchiroli, Gondia and Thane. The program has focused on introducing technologies like paddy transplanter, reaper, etc. This has helped in reducing drudgery of women, saved on labor costs and time taken and enhanced income. -51-

52 Coverage Under SRI MLP No of SHGs No of members Total 1614 farmers from 340 SHGs have been covered under SRI MLPs. Total area under cultivation is 8880 acres during Kharif and Rabi season this year. Total production up to March 2017 is 12,074 Tons. OTHER MLPs 68 th round of NSSO has revealed that nearly 50% of rural income is generated through non farming activities. So, program has also strengthened non-farm activities like tailoring, catering, garments, flour mill, candle making, incense stick making, beauty parlor, etc Coverage Under Other MLPs No of SHGs covered No of members covered Total 8696 members from 2045 SHGs have been covered under Other MLPs. Garment making is the most important non-farm activity. Total 2498 sewing machines are purchased by members for garment making. -52-

53 B.2. SOCIAL ENTERPRISE ACTIVITIES BY CMRCs Social entrepreneurship is the recognition of a social problem and the uses of entrepreneurial principles to organize, create and manage a social venture to achieve a desired social change. While a business entrepreneur typically measures performance in profit and return, a social entrepreneur also measures positive returns to society. Thus, the main aim of social entrepreneurship is to further broaden social, cultural, and environmental goals. Keeping this theory in view, Tejaswini program has seeded the concept of Social Enterprises through CMRCs from last one year. Initial six months we struggled to develop the uniform understanding of the staff across all the levels. A lot of discussions and consultation took place before finalizing the one or two activities per CMRC. The overall 403 initiatives have been started from the CMRCs from last April activities has been initiated from April 2016 in Phase 1, hence the maturity age of the CMRC social enterprise activity is of 8 months. With trial and error experiment with Phase 1 activities, project has sanctioned 120 plus additional activities in the month of Aug-March Hence, the categorization based on the social enterprise types is as follows: -53-

54 Types of Social Enterprise Activity B.2.1. Financing details of social enterprises: Project has supported 226 CMRCs in social enterprise activities irrespective of their financial status however the percentage of financial support is more in case of moderate and weak CMRCs as compared to financially strong CMRCs. The project support grant has been restricted to 20% of the total project cost. The remaining contribution was expected from each household/shg or contribution from CMRCs own corpus. The state level situation is as follows: -54-

55 Amount No. of CMRCs No. of CMRCs No. of CMRCs No. of CMRCs Total Supported supported supported supported supported No. of from Project with Rs.3 with Rs.3 with Rs.2 with less than CMRC (Rs.) lakhs and lakhs to Rs.2 lakhs to Rs.1 Rs.1 lakhs s above lakhs lakhs Rs.8.58 Cr Challenges:- 1. While financing the CMRCs for social enterprises, it was kept in mind that if weak CMRCs (C grade CMRCs) would be supported, they will be able to deliver various services for the community. It was assumed that it will support for their image building in the community and also will support for their financial sustainability. Though it has worked out accordingly in few CMRCs, but in some places it is found that it is difficult to mobilize the community in implementation as the rapport between CMRC and community has been disturbed over the period of time. It shows that mere financial capacity or investment capacity of the CMRC is not sufficient to trigger the ED activity whereas the involvement of the social capital is very much pre requisite of the entire process. Project has started taking measures accordingly to improve the communication with community especially in districts like Pune. In such cases, district unit has started with frequent communication with RGB of CMRCs. 2. During the reviews it has also been observed that most of the activities could not raised the individual contribution upto the desired level which has led to scale down the total project cost of the activities. This has raised MAVIMs contribution upto 50% in reality. CMRCs are not much willing to invest from their own corpus in some cases. Project has started taking the special review of social enterprise activities at regional level in which the monthly action plan and financial mobilization is being monitored rigorously. -55-

56 3. It has been reviewed that, there is a lot of scope for improvement in building the governance of community in managing social enterprise initiatives. Programme is consciously making an effort for social enterprise to be driven by community and not by district or CMRC staff. Various systems are set such as forming different committees comprising of some RGB members. For example, in case of canteen activity, purchase committee looks after purchase of grocery items whereas other committee is responsible for stock register maintenance, account verification etc. Programme has developed the protocol under MLP & Social enterprises explaining the charter of activities along with responsible units. The trainings of RGBs of all CMRCs and all district teams have been conducted to develop the uniform understanding. 66% of the Social Enterprise activities fall in 3 key types i.e. 1) Agro Service Centers 2) Goatary related activities like Goat Bank/ Buck unit/ Breed Improvement centers etc. 3) Cattle Feed Selling/Manufacturing The analysis of these types is as follows:- AGRO SERVICE CENTRES Soaring costs of agro inputs/costs of production is one of the critical bottlenecks in agrarian distress. To avail quality inputs like seeds, fertilizers and pesticides at right times with reasonable rates to the farmers, MAVIM has promoted 66 Agro service centers (16% of total SE are Agro Service Centers). Objectives of Agro Service Centers 1. Providing the better reach of agriculture extension services on improved and modern agriculture technologies to enhance the crop production and reduce the expenditure on production. -56-

57 2. Providing the agriculture equipment on service basis or selling of the same as micro irrigation, spray pump, seed drills, Integrated Pest management equipment s, mini tractors, rice trans-planters, etc. 3. Providing quality inputs as seeds, fertilizers and pesticides at low cost to reduce the expenditure over input purchase for the farmers. Results:- Out of 66 Agro Service Centers, 30 centre have been started in last two years and 36 centres have been started during this season. The categorization of the centers depending upon the turnover is as follows:- No. of Centers with turnover upto Rs lakhs during the rainy season of No. of Centers with turnover between Rs to 5.00 lakhs during the rainy season of No. of Centers with turnover between Rs to lakhs during the rainy No. of Centers with turnover above Rs lakhs during the rainy season of season of Yeotmal (10 centers), Thane (4), Gondia (2 centers) and Amravati (4 centers) had done the highest business in the range of Rs. 15 to 36 lakhs during one season. All CMRC of Yeotmal and 04 CMRCs of Thane are running this activity since last two years. Their profit level has reached upto Rs.1.00 lakh each. Gondia has developed a tie up with Vidarbha Co-operative Marketing Federation from whom they got the credit worth Rs. 78 lakh. Out of which Rs.60 lakh has been already repaid. The business will expand 2 times in next season and they will be needed fund of Rs.1.50 Cr. It is found that this activity has picked up very well where there is strong bonding and rapport between CMRC and Community and also -57-

58 where District units have taken massive interest and follow up. Yeotmal is always demonstrating the best practice in the terms of effective planning and sound management. The results with the other 42 centre s is at average level. The main challenges found are as follows:- 1. Mobilization of finances from the community in the terms of advance is not so easy. People are willing to buy from the other private Agro Service centers due to credit facility provided by them. It limits the business capacity of the centre. 2. Since CMRCs do not have much financial capacity, they can not go for the pre booking of the products from wholesale market and finally it affects the profit margin. 3. Some district officials are not ready to take much risk in initiating this activity which requires high investment with high degree of risk. In fact, we have come across some instances where districts are not really able to promote this centre and make the business. So the change in ED activity has been thought for such districts. Program has taken up flexible approach and districts are supported to choose the activity with their own comfort. Cattle Feed Selling/Manufacturing The most encouraging type of activity which has come up and shown results in short period is trading of cattle feed/production of cattle feed. Out of 403 Social enterprises activities 64 activities (which are 16% of overall activities) are related to cattle feed trading or manufacturing. This trend is prominently found in districts like Jalna, Kolhapur, Raigad, Sangli, Chandrapur, Bhandara, Wardha, Osmanabad, Hingoli & Gondia. Initially the districts have studied the existing demand pattern of -58-

59 the community and the cost incurred by each household. This has helped them to identify the suitable agency such as Godrej Agrovet which provides the need based product at door steps. CMRC earn the marginal income out of this. In the district like Jalna, CMRC has initiated the cattle feed selling centre at village level which is outsourced to local SHG. In such cases, CMRC is experiencing a lot of engagement in management and logistic arrangements. Districts like Pune & Buldhana have started the cattle feed production. In Pune district, the cattle feed production unit is located at village level and it is run by local SHG. In such cases, upto to 20% investment has been made by program and remaining has been contributed by the SHG especially those receiving the repeat finances from banks. Buldhana has demonstrated the other model in which the manufacturing is done by one CMRC and other CMRCs from the districts are involved in the marketing of the same product. Sr. No. District Model adapted No. of women benefitted Activity initiation period Profit earned (Rs.) 1 Jalna Village level selling points establishes 2 Kolhapur Feed supply by agency at village level months 4, months 6,500 3 Pune Cattle feed manufacturing months 10,617 4 Buldhana Cattle feed manufacturing year 75,115 GOATBANK / BUCK UNITS 34% of Social Enterprises are related to goat rearing which is catering to the needs of 50% of total MLPs i.e. goat MLPs. The SE include goat bank and buck units. Breed improvement is one of the important program taken up under SE activities. The -59-

60 model of GOAT BANK has been adopted in majority cases. The salient features of this model are as follows:- Particulars Members role CMRC Role Purchase of 4/5 months pregnant Goat Vaccination Members contribute 25% of the goat amount CMRC contribute 75% of the goat cost from project support CMRC ensures 4 cycles of vaccination through convergence Insurance CMRCs support for the 3 years insurance of the goat through project grant Rearing of the goat, cattle feed Sharing of Profit Management System Members do take care at individual level for 6 months Members share the fifty percent of the income after the sale of each animal after 06 months of rearing. Thus is applicable till the 4 th cycle of reproduction. Even if the members do not sale the animals still they have to share the income to CMRCs from their other income CMRC enters into agreement with the SHGs and SHG plays a vital role in execution of this model. The SHGs are made responsible unit to repay the amount from the savings of that concerned member if anything goes wrong. Project has supported 25 such Goat banks especially in Amravati Region (11) and Nashik region (10) and few in other districts. The total project cost supported for -60-

61 this activity is of Rs.4.45 lakhs which comes to average support of RS. 97,000/ per activity. The response to this model is quiet encouraging as women are able to get asset in the 25% of their own investment. The main challenge is to ensure the continuity of member s commitment and also to ensure market with better pricing. This activity will be providing the income only after the six months of the purchase of goat; this is not suitable for the financially weak CMRCs which need immediate income. Hence they are compelled to think of the other trading activity. In most of the cases the purchase of the goats also started in the third quarter of the year in post rainy season. So this will show the results only after March POULTRY / HATCHERY 4% SE are related to poultry. 15 CMRCs in 5 districts have initiated the poultry Social enterprises from around last 6 months. There are two models existing in this sector of social enterprises. One model is initiated in Gadchiroli in which CMRC has purchased the INDIBRO birds from Hyderabad. The purchase cost is of Rs. 250 per bird. CMRC has purchased the 500 birds with 3 months age and there is no cost involved on vaccination on bird. The egg are available for sale only after one week and are sold in local 5/-. CMRC has initiated this activity in the premises of MAVIMGHAR and thus saved the cost of Shed etc. The local coordinator looking after the unit is paid RS. 3000/- p.m. This activity has been started a month ago and following are the leanings: 1. Mortality of 1.2% -Only 6 died out of 500 birds. 2. The birds require the feed with high value of calcium and requires more space with more ventilation for producing the better results. Though this has been challenge in the implementation, CMRC is exploring the possibility of initiating the trading of chicken feed as a social enterprise initiative as they have current demand of feed 3000 kg p.m Presently they are buying it from -61-

62 Hyderabad between RS per bag If CMRC will start its own trading they can sale a bag with RS. 22/-.This will be beneficial in economic terms. Similarly CMRC is planning to sale the birds to the individual members to by forming the MLP groups. 3. CMRC has identified 3 local agents who are ready to purchase around 300 eggs per month. Project has invested Rs lakhs for each CMRCs and beneficiary contribution is upto 20%. In another model, Nandurbar (3 CMRCs) has purchased 21 days old from KVK etc and they are nurtured upto 45 days. CMRC have used the common infrastructure facility built under earlier project called swayamsidhaa in this activity. It has saved the expenses over common shed etc. CMRC has identified a local SHGs which is responsible for the rearing of the birds for which they are paid Rs.3000/- p/m. CMRC provides resources for vaccination and bird feed. The purchase cost from KVK is Rs.30/- per bird and production cost after 45 days is of Rs.130/- per bird. The birds are sold in open Rs /-. The units have faced the challenges of sudden mortality of birds due to flew or no market support etc in the initial phase. However this seems to provide better results in the coming period. Project has contributed RS.2.00 lakhs for each unit and people s contribution is of 15%. Nandurbar and Gadchiroli both are the weak districts. For weak CMRCs the peoples contribution can not go beyond 20% and hence project needs to own larger share of the finances in project cost. However project also have their own limitation in the terms of pouring the financial contribution. In such cases, poultry activity could be one of the better option in social enterprise sector which do not require larger investments. -62-

63 TRADING, PROCESSING AND MARKETING OF GOODS 9% of SE is involved in trading and processing of goods. MAVIM has identified major products like pulses (Toor), Spices, Rice, Haldi and Chilly/chili powder. Cashew Processing Unit in Sawantwadi, Sindhudurg Cashew nut is mainly grown in Sindhudurg and Ratnagiri districts in Maharashtra. Most of the cashew producers are small producers and unorganized. So, processing and marketing of cashew nut is one of the major economic activities in Sindhudurg district. Maher CMRC in Sawantwadi started cashew nut processing Unit in April members in Yashaswi SHG from Satarda village are running the Unit and they are earning INR 2300 per month per person from cashew processing in the form of daily wages. MAVIM HO funded INR 5,00,000 for establishing cashew processing unit. INR 1.25 Lakh was provided by Lupin Foundation as soft loan. Total 5 tons of cashew nut has been purchased and processed from CMRC members at one rupee higher (per Kg) than the prevailing market rate during the period Apr - Nov Marketing is being done through IRCTC, Mahila e-haat web portal, Lupin Foundation. Gopuri Ashram and local markets in Sindhudurg. Maher CMRC has earned net profit of INR 57,957/- The enterprise has also helped in reducing drudgery of women. Automatic dryers are installed at the Unit and women are well trained in the operations. Even though, this is just a beginning, the members could not earn net profit out of this activity. Hence they have planning to double up the business in the coming season. This is possible as Cashew is a high value product and raw material for it is ab undant in the district. SHG members are well trained in cashew processing now. Learning:- 1) To expand the business, unit has to reach out to more farmers to purchase the cashew seed. It requires bigger investment in timely manner. Since this is one of the key challenges at present, project may need to invest more since this is the proven concept. 2) Another key factor of the cashew business is the grade of cashew nuts. The quality of the raw material (cashew) purchased decides the grade of final product. The unit has experienced loss to some extent as the final product was not upto the mark. Unit is also more cautious about the processing part of the entire business and the element of delicacy and alertness is much more focused. -63-

64 In Total, Program has supported 292 social enterprise activities through However, the enterprise also faces some challenges. Climate change affects both quality and quality of investments raw produce. of The INR fluctuating 5.16 crores market in SE. rates affect profits. Grading has to be accurate as the prices are determined by Cashew Grades. There are issues in consistency in grading. Local suppliers are also there to compete. Programme has also implemented Agro Tool Bank under social enterprises through convergence. This is implemented through village organizations. Tools bank is an activity with the set of various tools consisting of mini tractor, trasplantor, konovidder, thresher machine, cutting machine etc. 32 tool banks have been started in 32 villages of Thane district. Proactive support of Agriculture Department of Zilha Parishad encouraged women for this activity. One unit of Tool Bank is worth of Rs lakhs /-.It is purely convergence model in which 10% amount is contributed by Village Development Organization and 90% amount is supported by the Zilha Parishad. CMRC has viewed this activity as useful social enterprise activities due to following reasons: 1. Adoption and use of modern technology in Agricultural processes. 2. Ensure accessibility to needy and poor farmers. 3. One of the model to reduce the drudgery of the farmer members 4. Cost effective initiative for poor members as they can hire the required agro tools at minimum cost during the season. -64-

65 5. It can generate income to VO and CMRCs with best use of the tools. CMRC played a crucial role in the selection of villages, and demonstrating the planning at VO level. Challenges Faced:- 1. Lack of readiness from community for contributing 10% contribution in tool bank ; more inclination for free/subsidized support 2. Lack of space to keep the instruments of the tool bank 3. Management of tool bank by community and daily monitoring of the same 4. Community Unwillingness to invest in Agriculture: - It is not seen as very profitable business activity. Program has undertaken the small but useful intervention such as management of the tool bank is shifted to village level instead of CMRC as it is easy to manage and move the machinery from one are to other. The VOs are educated to prepare a planner for the use of each type of machine for each season. The profit and losses are also calculated depending upon the seasonal use of the machines. Impact of Tool Bank:- 1. This initiative helped poor farmer to access instruments in a low cost which was only accessed by rich farmer before. 2. Village development has got property of their own which has increased their status among community. 3. It has proven a best model for drudgery reduction E.g. women had to stand in water for a whole day for rice plantation and had affected them with back pain and other diseases from which she got relief. 4. Enhancement in increasing the income level of farmers. 5. Earning source for VOs and CMRCs -65-

66 CMRC as VTP- New trend of Social Enterprises Program has promoted the Social Enterprise of Vocational Training Provider (VTP) by CMRCs. The VTPs are registered entities with MAHARASHTRA SKILL DEVELOPMENT SOCIETY (MSSDS ) of Govt of Maharashtra. Presently 32 CMRCs are registered across 9 districts. Gadchiroli is the first one who has started 04 VTPs from last 05 months. CMRCs have invested Rs.. 15,000/- each for registration purpose. 01 CMRC is registered under ALLIED HEALTH CARE ASSISTANT in which total 60 girls (8 th standard pass) are trained so far. 03 have got self employment as a assistant to nurse in private nursing homes. CMRCs have invested Rs. 45,000/- and so far received first installment of 10 % (Rs.34,000) from Govt. The second installment of next 50% (Rs.1.70 lakh) is about to be released soon. 03 CMRCs are registered under Dress Designing and Tailoring course and initiated first batch recently. Project has supported RS lakhs each unit and remaining supported is contributed by the CMRC. Since CMRC have made use of MAVIM GHAR premises and used existing machinery of tailoring unit, they saved upon the infrastructural investment in such cases. B.2.2 Support of Social Enterprise initiatives in CMRC sustainability:- In the beginning of the year project has decided to earn up to 20% of income from Social enterprises. Presently the contribution of social enterprises is hardly 5% in the total income earned by CMRCs. Total 25 CMRCs have earned from RS.40,000 to Rs lakhs during current year. It is seen in the districts like Thane, Sindhudurga, Yeotmal, Solapur, Sangali, Latur. Hingoli, Amravati. It is mainly seen that the activities such as Agro Service Centre, Cashew Unit and trading of cattle feed are producing results in the terms of financial gains. These activities have started contributing upto 20% to CMRCs total income. Program feel confident that Social Enterprises will be able to contribute up to 25% in the span of next one year. Program feel the need to standardize the menu of social enterprise in case of some districts or CMRCs where they are not able to originate the activities by their own or not willing to take much initiative in this regard. Furthermore program feel it is essential to invest more in some activities such agro service centers or cattle feed trading activity where the results are proven. This will enable the team to scale up the activity in bigger way. -66-

67 B.3. Marketing Initiatives:- In in marketing sector MAVIM has focused on the following: 1. Mahila E-Haat: With the help of women and child development department, Govt. of India has inaugurated Mahila E-Haat program in Maharashtra on 22 nd Aug In this program around 150 SHG entrepreneurs were participated. 15 stalls were also put up to exhibit the sample products. Due to Mahila E-Haat website, SHG women can display their product and can get direct orders. MAVIM has displayed total 20 products such as Cashewnut, Kokam Sarbat, Kosa Saree, Musli Powder, Track suits, Ragi Aata etc. product on website. 2. Apex marketing of SHG Products by Mumbai CMRCs: We are developing one of the Mumbai CMRC as marketing federation. Various SHG products are sold through exhibitions by Mumbai CMRC in various parts of Mumbai. The overall turnover of the SHG products through marketing efforts of Mumbai CMRC during the year is as follow Name of the Products Turnover in Rs. (during last 6 months) Toor Dal 4,12,000/- Diwali eatables 27,000/- Spices, Jaggery, Ghee other Food items 31,000/- Diwali Decorative Items 25,000/- Total 4,95,000/- In last sixth months Mumbai CMRC has earned a profit of Rs.45,000/- Supply of GREETING cards by Bhandara CMRC to ICICI: Bhandara CMRC has received the order of making 6000 Greeting Cards from ICICI Bank. The turnover for this order has amounted to Rs. 2,16, 000/-.The profit earned is of Rs. 28,000/- -67-

68 B.4. Concluding Summary:- Programme has entrusted upon following areas from April to March 2017 under Livelihood component:- 1. Human Resource Development and Capacity Building :- Pashusakhi/MLP CRP has been identified and postioned in each MLP- Gondia s model of Goat Trust replicated in all districts All DCOs and Livelihood consultants had visited Gondia Goat trust model for developing the uniform understanding All Pashusakhis are trained by external trainers from Gondia district All Livelihoods sahyoginis and CMRC managers provided with 3 days training on package of practices under sector based MLPs through BAIF MITTRA. 2. Development of Review and Monitoring systems:- All RMOs, DCOs & LDC are assigned with visits to MLPs each month, protocol verification and income analysis (Periodically) of MLP members. They are reviewed on key livelihood indicators at various levels. Livelihood sahyoginis are assigned with specific task and reviewed at district level on monthly basis. All Pashusakhis/MLP CRPs are assigned with monthly task and reviewed by Livelihood sahyoginis on monthly basis. MLP kit is introduced in each MLP of goat Sector. 3. Measuring the results:- Programme has devised the income & expenditure statement under Goat, Poultry and Dairy MLP. RMOs has demonstrated on how to make use of tool to assess the income and expenditure under MLP Programme has undertaken an internal study of 610 MLP members from Goat and Dairy sector with the use of this simple matrix. -68-

69 4. Overall Results:- 1) Increase in the number of MLP members adopting Osmanabadi breed. 2) Back end efforts in MLPs are executed in the terms of vaccination of animals, insurance of animals, changes in the practices of cattle feed 3) Introduction of various rearing practices are adapted by MLP members 4) MLP members are supported to earn additional income 5) Sector based marketing initiatives at local level are continued 6) Apex marketing for selected SHG products such as Toor daal, Ghee, spices, pickles has been ensured consistently at Mumbai level through Mumbai CMRC 7) The larger marketing partner in the form of Future group, D-Mart has been explored through partnership with UNDP 8) Programme has gained the confidence in implementing social enterprise activities 9) Few initiatives had demonstrated as a proven concept with the limited available financial resources with project It has created the ground for the possible larger investment to expand these activities in the upcoming period B.5. Future focus areas:- Program is expected to receive amount Rs. 33 Cr. Hence the key focus activities to be implemented are mentioned below with brief explanation AWPB for (will be based on these focus areas. 1) Support to selected (25) Agro service Centers Out of 64 ASCS, 25 are from 2 operating from last 02 years and equipped with systems and trained human renounces. They have picked up the business in real terms. Program is proposing to support each of such 25 ASCS (Yeotmal, Thane, Gondia, Lakhs each. With this support, the centre on catch the business of current monsoon season well in advance. -69-

70 2) Support to cattle feed trading activities for CMRC 3) It has been proved during last few months that trading of cattle feed is requires minimum investment with low risk. This is very much complementary to Agro MLPs. The CMRCs have already exported the potential agencies in the market with whom the business could be expended. Hence, person proposes to support such CMRC to expand the business. Toor Dal value chain experimental min. scale has boosted the confidence of Program team. It has been learnt the higher purchase capacity of CMRC, higher the potential to expand the business. The professional farmers are already tie up and more could be involved in this initiative future group / D Mart has opened the doors for bulk purchase from one location. This project has identified 08 types of Agro product Toor Dal, Jawar and Ragi for developing the sectoral value chain in the span of next of months. It is this proposed that CMRCs could be for purchasing the row product directly from farmer. Sr. No. Particulars Unit Unit Cost (Rs.) Total (Rs.) 1 Support to well established 25 1,000,000 25,000,000 Agro Service Centres 2 Support to Cattle feed treading 50 1,000,000 50,000,000 activity 3 Support to CMRCs for treading 10 5,000,000 50,000,000 of Agro produces 4 Support to Hatchery Unit 6 1,000,000 6,000, ,000,

71 Food Products Supply to Police Training Centre in Jalna SHG women in Jalna district are largely engaged in making food products at household level. However, they were unable to find a regular marketing channel for their food products. Hence, Jhansi Rani CMRC in Jalna has started an enterprise in Oct 2016 for the supply of food products. The CMRC tied up with the Police Training Centre of Maharashtra Government which has the capacity of total 1200 Trainee Police. Currently, 30 SHG women are engaged in this enterprise. They are supplying vegetables, spices, pickles, Papad, Chutney, etc. to the Police Training Centre. The expected income per member is around INR 60,000/- per annum. The project cost for the enterprise in INR 1,00,000/- The amount was raised through contributions made by its members. MAVIM is expected to support INR 3,00,000/- The enterprise also helped in reducing drudgery of women as they can pack products in bulk and save on time and labor required for retail packaging and selling at exhibitions and market streets. They can direct make the products in bulk and supply it from their doorsteps. The enterprise has a great potential to grow and generate turnover of around INR 50 Lakhs per annum. All the products are made by SHG members domestically and so quality and taste can be maintained. However, there is huge gap in demand and supply. There is limit to production capacity of individual SHG members at household level. So, CMRC may also have to think of hired human resource and centralized production for increasing production and meeting the high demand consistently. -71-

72 Component C Microfinance Services -72-

73 C.1. Introduction The Tejaswini program has been started in the year Since the inception of the Tejaswini program, MAVIM has taken initiatives for providing financial services through SHGs as credit finance is being crucial factor for economical development of SHGs/Members. The program has also put efforts upon the generation of savings and social security to SHGs. Hence the major focus of the program can be listed as follows: Generation of savings amongst SHGs Access to bank loans to SHGs Social Security to SHGs through insurance and pension services From the year 2007 to 2011, MAVIM has made tremendous efforts to get banking support for providing credit finances to SHGs. Finally in year 2011, the partnership with ICICI bank has come up. Meanwhile, SHGs are capacitated on financial literacy. The SHGs are educated to meet regularly and save regularly with the gradual increase according to their age and individual income. Sahyoginies has been introduced who play important role in financial literacy and monitoring and reviewing the savings and loan management by the groups. Finally in the current year (FY ) the credit plan of SHGs has reached upto Rs.207 cr. Program has successfully developed the partnership with various other banks such ICICI, IDBI and Dena Bank. They have accepted to recognize the CMRCs as Banking Facilitator. It has accelerated the process of SHG bank linkage in the bigger way. The SHGs above the age of six months are linked with banks and the loan quantum has increased tremendously. The minimum benchmark size of loan is of Rs.50,000/-per SHG. The partnerships with IDBI have opened the doors for JLG financing which will support the livelihood financing in the due course. Program has succeeded in creating conducive atmosphere in banking sector. -73-

74 Sr. No. During the current financial year, Program has focused on increase in monthly savings of older SHGs (5 years and above SHG). Savings outside SHGs in other forms such as RD / Post is also encourage and monitored. Since inception of the program, Tejaswini has taken initiatives for providing financial services through financial literacy on financial discipline. Members are encouraged to avail insurances of various types (Life, general, health etc.) as a part of the social security to them and their families. Program has largely supported for the Atal Pension plan and Jivan Jyoti Bima Yojana. The various insurance companies such as LIC, New India Insurance are tying up with CMRCs and channelizing the products through CMRCs. The efforts in financial inclusion campaign through Jan Dhan Yojana have been continued from last two years. C.2 Mobilization of savings by SHGs Status of saving mobilization based on monthly saving:- Monthly savings as per mutual decision is one of the base for creating financial resources at SHGs level. Each member contributes its monthly contribution into the savings and same is used for internal lending amongst the members. Internal savings are also support for the comfort level for banks to sanction loans to SHGs. The savings pattern observed under the program is as under: Particulars 1 % of SHGs with more than Rs.200 as monthly saving % of SHGs during the year % of SHGs during the year % of SHGs during the year % of SHGs during the year % of SHGs during the year % 2 % of SHGs with more than Rs.100 as monthly saving 3 % of SHGs with monthly saving between Rs 50 to Rs % of SHGs with monthly saving between Rs 30 tors 50 4% 07% 13% 36% 29% 59% 65% 69% 53% 57% 25% 21% 15% 10% 06% -74-

75 Program has taken up the conscious efforts to raise the internal individual savings beyond Rs.200/- especially in the older groups. The districts such as Sangli and Ahmadanagar has shown the leading performance in this regard. C.3 State level status of Increase in savings amount During the implementation of the program, it has been observed that the pattern of monthly savings is changing and SHGs have increased their monthly savings. 12,084 SHGs have reported increase in their monthly savings and pattern of their savings is mentioned below. Sr.N o Particulars 1 % of SHGs increased saving from Rs 100 to Rs 200 and above in last one year 2 % of SHGs increased saving from Rs.50 to RS.100 in last one year 3 % of SHGs increased saving upto Rs.50/-in last one year No & percentag e during the year % (895) No & percenta ge during the year % (1363) No & percentag e during the year % (1901) 45% (6212) % (9344) 55% (6636) 49% % 29% (6782) (7465) (3547) Table 2: Monthly Saving % wise pattern of MAVIM SHGs No & percentag e during the year % (2108) 52% (7304) 31% (4125) C.3.1 Savings Generated by SHGs As on March 2017, the cumulative savings generated by SHGs has reached to Rs.353 Cr for Tejaswini SHGs under Tejaswini program. It is observed that the average savings per SHG has been showing improving trend from Rs.22,974/- in to Rs.57,352/- in March Even the per member saving has also increased from Rs.1,509/- to Rs.4,729/- in cumulative span. -75-

76 The position is as under: Year No. of SHGs (Cumulative) Savings generated Rs. In cr Average per SHG savings generated in Rs. Average per member savings generated in Rs. Upto , , , , , , , , , , , , , , , , , , Table 3: Savings generated by SHGs C.3.2 Status of regularity in saving by SHG members Based on the data received from SHE software, 85% women are found saving regularly (7 out of 8 months), 8% women are regular for 6 out of 8 months, 7% women are regular for 5 out of 8 months during current year. Program has introduced the system of SHG alerts which caters the primary indicator of regularity in saving by members. CRPs/Sahyoginis are providing special attention to the SHGs in which the savings of the members itself is irregular; promotional efforts has been done rigorously. As a result of this, the avg. irregularity of the members in saving has been reduced from 2 members to 1 member in last 1 year. C.3.3 Additional savings A new trend is continuously prevalent in the program districts that members of SHGs have stated additional savings through RD, post offices, insurance companies and other savings product for the consumption purposes. During the current year, as on March 2017, additional savings made by 1.70 lakh members made saving of worth Rs cr besides regular monthly savings with their groups. The average per member saving is of Rs. 1722/- in current FY which was Rs.1151/- in last FY. This is -76-

77 the investment made by members outside group in many forms through the promotion of program. The districts such as Kolhapur, Sangali, Washim, Bhandra, Ahmadnagar has made major contribution in this. Sr. No. Year No. of members invested in additional saving (RD/POST/INSURANCE ) Amount invested in additional saving (Rs. in cr ) (RD/POST/ INSURANCE) Average additional saving per member (Rs) 1 Upto , cr Upto , cr Upto ,17, cr Upto ,70, cr 1722 Table 5: Yearwise status of additional saving by members 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1, ,729 3,401 2,787 2, Avg. Savings generated per Member (in Rs.) Average additional generated by Member (in Rs.) Graph of average savings generated by members and additional savings generated by members. -77-

78 C.4. SHG BANK LOAN SHG bank linkages are one of the milestone achievements of Tejaswini program. In the program districts, ICICI has been the major loan provider. During current FY, the overall portfolio has been divided between ICICI bank (84%) and other banks (16%) like SBI, IDBI, RRBs etc. The year-wise position of the loans provided by banks and total loans provided to members by SHGs is given below: Year Loans provided by banks (Cum) Rs. cr Upto Total Loans provided by banks (Cum) Rs. cr Loans provided by banks (Cum) Rs. cr -78-

79 C.4.1 Target and Achievement of loans by banks for the year During the year the total target for bank linkage was 32,241 in the terms of no. of SHGs to be linked. Out of this 23,180 SHGs are supposed to be linked through ICICI and 9,061 SHGs are to be linked from other than ICICI banks. Upto March 2017, total 26,902 SHGs were linked out of which 21,198 SHGs are through ICICI and 5,704 were linked with other banks. The target for amount of bank linkage is Rs Cr in the terms of amount of finance to be received from bank. The total achievement is of Rs cr from all banks (Rs cr from ICICI and Rs cr from other banks) No. of SHGs Amount of Bank linkages (Rs. Cr) Annual Target Achievement % Sr. No. Particular s Annual Target Achievemen t % 1 ICICI 23,180 21, Non ICICI 9,061 5, Total 32,241 26, All districts of Konkan and Amravati region, Kolhapur, Jalgaon, Nashik, Gondia, Chandrapur are the leading districts in linkages during last 8 months. The Bank wise status of NON ICICI bank linkages is as shown below. RRBS, DCCBs and IDBI has supported for the bank linkages to some extent. Program has expanded the partnership with IDBI in 17 districts during the year The regional and district team of MAVIM has approached zonal officers and IDBI branch managers for initiating this partnership. Few proposals have been accepted and sanctioned too. We are observing that the SHGs formed in urban /semi urban areas (SHGs formed under NULM /Minority) are more likely to be benefitted by IDBI considering the branch locations. Program has taken half yearly review of the credit plan and the district wise and bank wise targets have been revised in the month of Oct The targets have been rearranged amongst the supportive banks to accelerate the progress. MAVIM head office team has regularly attended (bi monthly) and put forth the issues pertaining to SHG -79-

80 bank linkages program with nationalized banks. This has resulted into increasing in the linkages in the last quarter (Dec 2016 to March 2017). C.4.2 Current Data shows that total 55,913 SHGs are above six months are eligible for bank finance. Out of that 45,436 SHGs are with active loan as on today (81.26%). Ahmadnagar is one of the top performing districts in this sector (98% SHGs with active loan). The other 15 districts such as Kolhpaur, Nanded, Parabhani, Yeotmal, Hingoli, Buldhana, Gondia, Sangli & all districts of Konkan division has also made significant contribution in this sector. The categorization of the active loan cases is shown below. This clearly shows that 59% cases are in repeat finance categories. The total outstanding loan amount is of Rs cr. Sr. no Particulars No and % of SHGs (as against the active loan SHGs) 1 SHGs upto second loan dose 18, 484 ( 41%) 2 SHGs with third loan dose 11,103(24.44%) 3 SHGs with fourth loan dose 06,431 (14.15%) 4 SHGs with fifth and above loan dose 09,418 (21%) Total 45,436 SHGs Around 1918 proposals are submitted to nationalized banks and still pending for sanctioning. Details are mentioned in annex A. If we analyze this further it is seen that around 15 CMRCs are weak in the terms of lack of retention of CMRC staff, absence of proactive involvement of the RGB. In such CMRCs we could not push for the bank linkages at ground level. It has also affected the SHG bank linkages programs to some extent especially in tribal areas of Amravati, Nandurbar, Nashik etc. Gadchiroli is one of the district in which ICICI has its limited presence and linkages with other nationalized banks are generally triggered in the last quarter of the year. Hence even though Gadchiroli has only 50 % of SHGs with active loan as on today, this is surely to be enhanced in the next one quarter. -80-

81 C.4.3 It has been observed that as on March 2016, 3569 SHGs were without any loan dosages (not even linked once with banks).it has been reduced to 2927 upto March Ahmadnagar and Jalgaon are the two districts in which all SHGs have received at least one loan. The districts such as Gadchiroli, Amravati, Sangli, Sindhudurga, Raigad has made great efforts to reduce their numbers of SHGs without any loan during this year. The comparative scenario of the last three years for SHGs without active loans is shown below: No. of SHGs No. of SHGs Total No of eligible SHGs Year without even one received linkages without active loan loan dosage only once At March At Feb At March * Note: *The number of pending proposals with nationalized banks is excluded in this data. This shows that the number of SHGs without any finance has been focused on greater extent and the % of SHGs without any finance is being reduced. Program has continued its strategy of developing SHG WISE CREDIT PLAN at the beginning of the financial year. It is being monitored much regularly at all levels. In fact the sourcing with ICICI banks has been systematized and rooted at operational level. CMRC staff has developed its ownership in sourcing and delinquency management as their income is related to bank linkage programs. Sindhudurg is one of the district which ahs larger partnership with DCCB and they have even set the systems to charge from the SHGs as there is no banking payout system with DCCB. It has supported to increase the bank linkages and also supported for the CMRC sustainability. The National Trend in other SHG program shows the average loan size is of Rs lakhs per SHGs. One has to consider that in southern states, SHG bank linkage program is given as a target to banks as Govt. provide subsidy under this sector. Tejaswini program is not listed under subsidy driven program hence do not attract the bakers in -81-

82 linkage program in massive way, still the program could achieve the average loan size per SHG upto RS.2.00 lakhs which is the milestone achievement. C.4.4 Analysis of the Repeat Finance Cases: During last one year it has been observed that 60% of cases are receiving the repeat finance by the banks. The high order loan ranging between RS.3 to 7 lakhs per SHG are also found during the field visits. Hence program has undertaken the small internal exercise to study the trend of the repeat finance on sample basis. The objectives of this study is as follows: 1. To understand the trend of the use of the higher loan within the members 2. To analyse the credit intake by leaders- How much % of loan availed by them Each CMRC has identified the 10 SHGs received (Active loan) more than 03 bank linkages. The SHGs were selected through lottery system. The GIB Coordinator Sahayogini was assigned to fill up the one page questionnaire. The data of 45,700 Presently members has the been data has compiled been received and analyzed from at 15 head districts office and level. 62 CMRCs for 452 SHGs. The key facts are as follows:- 1. The age classification of the total 452 SHGs is as under :- Between 3-5 years Between 5-7 years Between 7-9 years Between 9-11 years Between years Between years Between years No. of SHGs % of SHGs It shows 67% SHGs studied are above 7 years and 34% SHGs are between 3 to 7 years. They have received loans between 3 to 6 dosages. Majority of the cases are found for third and fourth linkages. The categorization of the amount of live loan is mentioned in the following table. It is seen that almost 50% of SHGs received bank loan beyond Rs.4 lakhs to 10 lakhs. 31 SHGs have received the high order loan which is between Rs.10 lakhs to Rs lakhs per SHGs. -82-

83 Particulars SHGs % Bank loan upto Rs.2.00 lakhs Bank loan between Rs.2.00 to 4.00 lakhs Bank loan between Rs.4.00 to 6.00 lakhs Bank loan between Rs.6.00 to 8.00 lakhs Bank loan between Rs.8.00 to lakhs 26 6 Rs. 10 lakhs and above C.4.5. Key Findings:- 1. Study has analyzed the pattern of loan distribution, how much loan is distributed amongst how many members and how much percentage is availed by the leaders of the SHGs. It is seen that on an average 26% of the loan amount is availed by the group leaders. Earlier this percentage has been above 45%. However program has tracked this through STANDARD ALERT tool and we could see the reasonable decrease under this key indicator. In 91 cases out of 452 (20%) the amount of loan taken up by leaders is below 20%. In 134 cases out of 452 (30%) the amount of loan with leaders is still beyond 30%.This is learning and alarming for the team. The basic strategies of presence of CRPs/Sahyoginies while loan distribution within the SHGs and monitoring the distribution pattern needs to be adopted rigorously. -83-

84 2. The utilization pattern of the loan is as follows: Sr. no Use of the loan made for No. of members reporting % of members 1 House Repairing % 2 Education of children % 3 Animal Purchase / Expanding % existing business 4 New Business % 5 Vehicle /Tractor purchase % 6 Land Purchase % 7 Gold Purchase 933 2% 8 Consumption activities % Utilisation pattern 1 House Repairing 4% 4% 2% 10% 12% 19% 12% 2 Education of children 3 Animal Purchase / Expanding existing business 4 New Business 37% 5 Vehicle /Tractor purchase 6 Land Purchase 7 Gold Purchase It clearly shows the drastic shift from consumption to productive activities. The livelihood related financing has seen in 47% cases. Use of loan for house repairing, land purchase, asset purchase shows that they are able to meet with their daily consumption needs and could think of spending over the creating or developing assets for the family. -84-

85 It also proves that the members requires the first two dosages of loan for the consumption activities and then only they could be enabled to invest for livelihood initiatives. The livelihood financing in the real terms could be initiated only development only after third cycle of loan. The sample 452 SHGs has the excellent repayment track. The timely loan repayment is of 97%, 03% of loan amount is paid in delayed manner. It is seen that 350 SHGs out of 452 (77%) have not distributed their saving within the group. Program has taken up the efforts to educate the SHGs for not distributing the corpus amongst the members. It has helped the SHGs to enhance the internal corpus and gain the high order bank loans. This is illustrated with following comparative example of two SHGs from Jalgaon district: Parshuram SHG Veer SHG Year of Formation Age of the group 13 years 07 years Increase in saving From RS. 50 to Rs.100/- From RS. 50 to Rs.100/- Loan dosages received by the group 5 times 4 times Saving distributed In the years 2012 Not distributed Current loan amount received from bank (Rs) 4.22 lakhs lakhs This is the learning of the program that there is a need to counsel the SHGs to retain their corpus without distribution. The study shows that this trend exists still in around 25% of the SHGs. Hence still the conscious efforts are required to be taken in this regard. This will enable to enhance the loan intake by each SHG and we could further trigger the livelihood financing. Similarly there is need to rigorously focus upon increase in the saving of the SHGs according to their age. Program will start monitoring saving plan of the CMRCs along with credit plan in periodical manner. -85-

86 C.4.6 District wise performance assessment of bank linkages for last three years We have clearly observed the progressive growth in the terms of linkage amount in each of the district. There is an average hike of Rs.1.50 cr in the credit plan of each of the district. The average loan of the SHGs has been increased to Rs.60,000/- per SHG for first finance and on an average of Rs.2.00 lakhs for repeat finances. The annual linkage capacity per CMRC has been increased to Rs.1.50 cr from Rs.1.00 cr. Sangli, Kolhapur, Satara, Osmanabad, Amravati, Yeotmal, Ahmadnagar have achieved their credit plan of RS.8 crores and above as on March Kolhapur is the top performing district where bank finance of Rs Cr has been received (Average credit linkages per CMRCs is of RS cr C.4.7 Repayment of internal loan, bank loan & delinquency The total Principle Outstanding of ICICI loan is of Rs cr. The percentage of linkages of SHGs with bank loan (ICICI) is retained at 98% for ICICI bank linkages whereas repayment of exclusive internal loan amount is of 83%. Program is keenly monitoring the ICICI delinquency. Overall 1560 SHGs are delinquent as on 31 st March 2017 in various buckets. The status of delinquency is as follows:- Particulars No. of delinquent SHGs Delinquent Amount (In lakhs ) Bucket 1 to 30 days Bucket 31 to 60 days Bucket 61 to 90 days Bucket 90+ days Total 1389 SHGs 1.85 cr 1.43 cr 0.76 cr 2.68 cr 6.72 cr % of delinquency It has been found that Sangli, Nanded has maintained the least delinquency with high number sourcing whereas Chandrapur, Ahmadnagar, Thane, Solapur Buldhana are with higher delinquency in all buckets. -86-

87 Program has clearly observed that the systems are set for delinquency management at district and CMRC level. Nanded was the one of the highest delinquent district a year ago and reduced itself to 1.47 of delinquent amount in this year. Total 449 JLGs are formed during this financial year with the loan amount of Rs.1.51 Cr. Cumulatively 2,206 JLGs are formed and Rs.3.44 Cr received as bank loan. Mostly banks do provide finance to the Rs.1.00 lakhs as a first linkage. However the fund flow to JLGs from C.5. Insurance banks is not services so smooth. and pension plans:- Awareness amongst the SHG members is created through Sahyoginies/CRPs and the service providers on insurance product. The government sponsored insurance products are advocated as they are economical, affordable and are easy for settlement of claims etc. Some of the insurance products do provide school scholarship for girl child. Insurance business could also generate revenue for CMRCs. During current financial year, program has focused upon two prominent insurance schemes of Central Govt that is Jan Dhan Suraksha Yojana, Jevan Jyoti Bima Yojana. Total 1.40 lakhs members are covered in these insurance schemes. In addition to this 29,347 members are enrolled under Atal Pension Yojana. Sr. No. Particulars During the year Cumulative 1 Atal Pension 29,347 64,576 2 Jan Dhan Suraksha Yojana 91,906 2,35,744 3 Pantapradhan Jeevan Jyoti Bima Yojana 48,594 1,21,573 4 Other Insurance (LIC) 52,111 1,22,599 5 Health Insurance 29,654 67,986 6 Cattle Insurance 27,922 68,732 Total (Including multiple membership within different products) 2,55,165 6,18,

88 C.6 Strategies Adopted:- i. Currency Demonetization: Due to sudden currency demonetization situation, SHGs are unable to withdraw the entire loan amount disbursed from the bank. However the interest on the non withdrawn loan amount is being charged from the banks. MAVIM has taken up this issue to ICICI and requested for disbursement of the loan in installments till the issue get resolved. Even district offices have been instructed to educate the SHGs to make use of cheques for internal loan distribution amongst the members as a solution in this matter. The non withdrawal cases for each district are weekly reviewed by MAVIM and ICICI to solve the operational issues over con call. ICICI has been requested to wave off the penalty for the delay in the repayment due to currency issue and they have agreed for it. ii. Promotion to reduce the interest Rate within the SHGs:- Program has initiated the effort to educate the members to distribute the loan within the SHGs with less than 24% per annum. It is seen that around 10,793 SHGs put of 45,793 SHGS (25% ) have adopted this practice. They have started distributing loans upto 20% p.a. Still this issue needs to be focused at operational level. iii. Thrust upon finance to each SHG- MAVIM is keenly monitoring to include SHGs in bank linkages. The no. of SHGs without single bank finance has been reduced as compared to last year. Still there are gaps in motivating all SHGs for repeat finances. We have observed the trend that 65% of SHGs after their existing loan closure come forward to avail the next dosage of finance. Another interesting factor is that around 2500 SHGs in last one year has fore closed their loans and 85% of them have taken up higher dosage of the loan especially from ICICI. It has been observed the groups themselves are motivated for foreclosure in majority of the cases which is tapped by CMRC and Bank. The use of more finances within the group has been more for asset creation for the family of the SHG members. iv. Monitoring Delinquency:- Program has majority bank linkages with ICICI bank and with support of database provided by ICICI, program is able to closely monitor the delinquency on regular basis. -88-

89 The delinquency management systems are institutionalized. The repayment rate has been improved to 98%.The ownership of delinquency management is owned by CMRCs. It has been clearly observed that CMRCs being SHPI are owing responsibility of promoting healthy clients for banks and equally ensuring the repayment of the loan. They are not merely responsible for collection of the money. But the culture of regular repayment is promoted and followed up by the CMRC.MAVIM has absorbed the same best principal of monthly repayment in CIF loaning or loaning through any other banks. V. Mainstreaming of Interest Subvention Scheme : Initially MAVIM was implementing interest subvention of Govt of Maharashtra for MAVIM promoted SHGs. However MSRLM has declared that they will be providing interest subvention to all eligible SHGs formed by any agency. Hence MAVIM had joined the hands with MSRM for this scheme. The success of the execution of this scheme depends upon the initiative of all banks in the terms of uploading the SHG data on regular basis over the national portal. So far 36,425 SHGs have received the benefit out of 90,306 due SHGs (40%) in last 06 months. The process is still going on. Future Focus Areas :- CIF experience of MSRLM- Proposed replication in few selected CMRCs :- MSRLM experience reveals that financial intermediation through CMRCs can be effective option for the CMRC sustainability. The best features of the MSRLM model are : 1. VO is the most important unit in the CIF operation. They are made responsible units to identify the SHG clients, assess their demand of loan, verify the same and actually distribute the loan to members. 2. VOs are equipped with one accountant and maintain the accounts manually. 3. VOs are made responsible to ensure timely repayment and pursue for No delinquency. In the economic terms on an average each CMRC has distributed Rs.1.85 cr through 60 VOs. Each VO has earned the annual income of RS.10,000/-(average) and CMRC has earned the income upto Rs.6.00 laks per annum. This has been possible with maximum loan outstanding and no ideal bank balances in VO account with 100% repayment. -89-

90 Program has got the confidence for financial intermediation from CMRCs through VO as a focal unit. It is proposed that we experiment with selected 10 CMRCs with corpus grant of RS lakhs each. This will need investment of RS.7.00 for 10 CMRCs. This will enable us to address the SHG bank linkage program (gap filling), promote MLP finances/jlg finances, individual finances for enterprise development. The subsidized financing for sanitation financing for Water.org project could also be encouraged. -90-

91 Component D WOMEN'S EMPOWERMENT AND SOCIAL EQUITY -91-

92 D.1 Approach: MAVIM acknowledged the fact that even if the programme is meant to specially focus target to women of having access to micro finance programme and Self Help Groups targeting only women does not automatically lead to gender justice and equality. Gender sensitivity and gender mainstreaming is not a component but an integral part of, and central to the every programme and the plan itself. Throughout the women s empowerment program we have followed gendered strategic policy and plan within the program and taken conscious efforts to reach bottom of pyramid. It has seen in MLP 37% landless members have been covered in MLP. Specific focus is given to the practical and strategic needs of the women in special socio-economic conditions like Women Headed Household (widows, deserted women) women with illness like HIV etc. Through the program intervention at various levels women are coming forwards and contributing in development. As an outcome 89,143 Women are participated in MLP related activity. Of which 25% women belongs to SC category, 15% from ST and 11% from NT. Gender equality and equity both cannot be achieved without the participation of men and women both, and without the changing power position within the family and community. Going beyond mere sensitization program for men, we have planned specific program and actions for greater involvement of men in program. Men who are role model for pursuing women empowerment agenda will be recognized and encouraged at different levels. D.2 Broad Objectives of the activities to be taken up during this year 1) To emphasis on male sensitization to create enabling environment. 2) To develop system to follow up and track social activities 3) To build the capacity of Gender focal person. 4) To create enabling environment for gender sensitization of staff along with family members. 5) To provide legal support to the SHG members. The activities envisaged under this subcomponent were budget related. Therefore these activities are planned in last quarter, but preparation of these activities has been done as mentioned below. -92-

93 I) Gender Integration: a) Training for Gender Focal Person from expert organization: It was proposed to organize training for gender focal person from expert organization. The objective is to create enabling healthy gender equity environment in the organization and also the families of the staff. This gender focal person will be empowered to monitor the gender sensitization scale at organization level. Meeting with the technical agency is conducted wherein syllabus and content has been finalized. Due to fund constrain this training was not conducted. It was proposed in fourth quarter. b) Cultural Meet for the staff and sahyoginies at district level : The focus of this activity is to sensitize the staff along with their spouses. Basically sahyogini who comes from the rural background and is working as a backbone of the SHG movement needs to be given support from the program. The support here is perceived in the form to build the gender perspective in the families of the staff and especially sahyoginis. It will enable program to create an enabling environment for women empowerment. This activity is planned in the month of 24 th February 2017 on the occasion of MAVIM Anniversary day. c) Male Sensitization through MAVIM Mittra Mandal : The Tejaswini Programme is based on Gender and Development (GAD) approach which talks about creating equal opportunities for men and women. The patriarchal values are imposed on men & women both and influence their behaviors. Hence program has recognized the need of involving male in the process of women empowerment. However strategies was planned to select and trained male to perceive this agenda further. Therefore, total 1165 male members were identified and trained in Gender Sensitization Workshop organized with the support of technical agency. These trained male members further motivated to take over the role MAVIM Mittra Mandal at village level.. These trained male members supported SHG members at village level, basically to organize different events and supported women in difficult situation. Based on this experience it is proposed to scale up this activity and set up MMM at village level. But the approach towards forming new MMM is to form the Action Group constituting of both male and female. -93-

94 In this year it is proposed to train new Action group members as MAVIM Mittra Mandal at CMRC level. Further they will spread the message of gender equality in their respective and adjoining villages. MAVIM Mittra mandal will support women in problem/difficult situation along with Kayada saathi at village level. It is planned to link MMM to police station so that they will be empowered to support women locally. Eligible criteria for selecting members for MMM Influencing and sensitive towards gender. Aware about social issues. Convinced about MAVIM s work and has positive approach towards women empowerment. Total 28,243 (Women: 16,469, Male: 11,774) eligible action group members from total 2688 village are identified. Of which 16,469 members were identified in the year and 11,774 members were identified in These members along with Kayda Sathi and VLC members will be strengthening and they will act as action group at village level. This group will address the issues of violence against women at village level and will act as a primary support institution for women in difficult situation. Gender sensitization training for these members is planned with the support of technical agency. Consultation with the Technical agency has been done, wherein syllabus and content has been finalized. Due to unavailability of fund this training is planned in the fourth quarter. II. Creating Enabling Environment a. Drudgery reduction model: Provision has been made to set up new drudgery reduction model at CMRC level. Under CAIM project agriculture based tools and equipment are given to CMRC, it has shown good result as it has helped to reduce drudgery of women. This intervention gave CMRC establish their own asset. Inspired by this experience it is proposed to replicate this model for the Tejaswini CMRC. -94-

95 b. Special Initiative of Maharashtra Police and MAVIM for Awareness of legal rights for SHG women : Special Initiative of Maharashtra Police and MAVIM for Awareness of legal rights for SHG women were initiated for protection of women. Maharashtra State Police department has acknowledged MAVIM s work for women empowerment in the state. State Police department had approached MAVIM to joint hands with Police department to work for legal awareness amongst women. A Special drive was taken during month of May Director General of Maharashtra police has issued letter to all local police stations, to reserve afternoon 2 p.m. to 3 p.m. time to conduct meeting with SHG members and make them aware on legal rights. MAVIM was instrumental agency in this process. MAVIM involved all CMRCs in this campaign. All the CMRCs organized the SHG members visit to police station and followed it up with police unit to organize such meeting. Total 26 District have organized these meetings and 8713 women of 1455 groups were participated in 103 batches. These meeting helped to understand different initiative taken by police for women protection. It also helped Kayada Sathi to enhance their knowledge and relationship with police dept. c. Laxmi Mukti Yojana- Drive for Joint ownership of house and Land Property. CMRCs do play a vital role in tapping the various needs of the community and try to address them through convergence with various Government Departments. A huge amount of efforts have been put in convergence in last 9 years. MAVIM has always focused on joint ownership of women members over the property of their husband. Complementing to this, GOM has launched a campaign in the month of August 2016 in the name of Laksmi Mukti Yojana for Joint ownership.. This is mainly in the view of Securing Women s Rights over land and property. All district officers of MAVIM approached to District collectors to rigorously implement this campaign. All the awareness camps were organized by MAVIM team. As this programme was implemented for a week s time, CMRCs Representative General Body members were involved to identify the eligible families to be covered in joint ownership campaign. Further at village level, with support of Community Resource person, RGB member have filled forms to be submitted to tehsil offices. Altogether 80,000 applications are submitted to Talathi and Tahsildars. This campaign is not an end within itself but it is a start and will be further followed upon. -95-

96 MAVIM has successfully enrolled 52,472 members for House ownership (8 A) and 45,793 are enrolled for Land ownership (7/12). Out of that 46,997 member s applications have been sanctioned for 8A forms and 14,597 members applications are sanctioned for 7/12 forms. CMRCs had to invest a lot of efforts in mobilization of members for this activity as it required the involvement of male segment of the society. CMRC has to approach to individual families and consult with the families explaining the importance of this campaign. Especially in the case of enrollment over 7/12, the pre requisite is to receive the application of the male members to enroll his spouse s name over the document. A lot of persuasion and consultation has resulted into such massive enrollment. Program feel that this model of Enabling Environment in the form of complementary policy development at Government level. It has boosted MAVIM s efforts in the joint ownership sector. Similarly CMRCs have joined the hands in implementing Samrudh Maharshtra Jankalyan Yojana under MG NREGS. It was mainly about participatory planning in Gramsabhas of this 11 point program. It includes irrigation program, Farm pond, Vermi compost, NADEP composting, Horticulture, Sanitation, soak pits, pond for village, Nursery, Tree plantation, village development programs. The plans for the budget year 2016 and are supposed to make incorporating the needs of community. CMRC has treated this opportunity to create WIN WIN Situation and created awareness in the operating villages. Special RGB meetings were called to seek their proactive involvement in mobilization of members in attending gram sabha and enrolling for the individual or collective benefit under the campaign. So far 39,169 members have been enrolled and sanctioning process is going on. Both these campaigns have provided an opportunity to CMRCs to function as a service centre addressing the most essential needs of the HH. It has also supported for the image building of the institution of CMRC. -96-

97 Representation in Panchayat Raj Institutions and Committees:- Empowerment of women in all spheres and particularly in the political sphere is very crucial for their advancement and laying foundation for enabling gender equity in society. There can be no true democracy, or people s participation in governance and development without equal participation of men and women at different levels of decision making. The 73rd Amendment Act is a major step towards political empowerment of women through Panchayati Raj Institutions. Project has made efforts for community mobilization, awareness building and motivating women to actively participate in politics. This has resulted in the entry of large number of women into decision making bodies in the rural areas, who were otherwise home makers. Women members of SHGs elected in PRIs and other committees are as under: PRI and Committees No. of women representing in PRIs PRI and Committees No. of women representing in PRIs Zilla Parishad 64 Member Tantamukti 3686 Sabhapati-Panchayat Samitee 115 DakshataSamitee 1651 Dy. Sabhapati- Panchayat Samitee Members-Panchayat Samitee 282 Sarpach- Grampanchayat 980 Dy Sarpanch- Grampanchayat 713 Milk Dairy Committee ArogyaSamitee 2858 Women empowerment committee Village Education Committee Water supply committee Aasha Swayamsevak Yojana Samitee Other committees

98 Total 29,890 women are representing at various level of Panchayat Raj institution and local level committees, sub-committees. Convergence Substantial public investments are being made for strengthening of rural economy and livelihood base of the poor, especially the marginalized groups like SC/STs and women. To effectively address the issue of poverty alleviation, there is a need to optimize efforts through inter-sectoral approaches. The convergence of different programmes like: Watershed Programmes, National Agriculture Development Programme (Rashtriya Krishi Vikas Yojana), National Horticulture Mission, Scheme of Artificial Recharge of Ground Water through Dug well, with NREGA will enable better planning and effective investments in rural areas. This convergence will bring in synergies between different government programmes/schemes in terms of planning, process and implementation. This will also facilitate sustainable development. Details of Convergence (During this year) Sr no Indicators Number 1 Total no. of women have benefited in convergence 2,16,450 women 2 Participated in Activities - farm ponds, soak pits, vermicomposting, vegetable cultivation, wasteland development 3 Received sanctioning for toilet construction on individual basis (Grant amount of Rs.12,000/) 4 Received loan from government corporations on individual basis 39,169 women 30,467 women 4,971 women 5 Received tractor on individual basis 189 women 6 Received individual Skill Building Training 19,193 women 7 Received job card 29,018 women 8 Participated in camps/social awareness program 88,633 women 9 No of SHGs gained support/help in yr for Biofertilizer, facility for stocking cap, waste garbage, 4,810 SHGs -98-

99 shelter/building for grain etc. 10 No. of PRA BPL members received sanctioning in Gram Panchayat 11 No of villages constructed toilets under program Swacchhata Abhiyan 33,684 5,537 Villages 12 No of toilets constructed 7,3194 Toilets 13 To give appraisal of received convergence s gain Crore Women and male both jointly engaged in organizing health camps at village level. Women were aggressively involved in Swachh Bharat Abhiyan. As a result 30,767 Women beneficiaries have received sanction for toilet construction on individual basis. Caste wise women beneficiaries of convergence Total 2, 16,450 women have benefited from convergence from different caste groups. Cate wise ratio has been shown. It shows CMRCs are reaching last mile of the community and catering the need of the marginalised section of population Women Participation in Social Awareness Programs Awareness programmes create an environment where women demand knowledge and information, empowering themselves to chance their lives. Women presence in these programs inculcates the confidence that change is possible, if women work collectively. Collective participation spread the message that education of women is pre-condition for fighting against their oppression. -99-

100 Sr no Social programs Number 1 No.of women neo literate after Tejaswini intervention 82,410 2 welcoming girl child program (Women) 9,490 3 no of villages covered in tree plantation 7,690 4 no of villages covered in Nirmal Bharat Swachhata Abhiyan during year 5 No. of members participated in healthy baby & mother compitation 5,832 17,472 6 Cum. no. of SHG members working as a ASHA worker 6,954 7 no. of members covered in health check up camp 80,148 8 Adoption of under malnourished child No. of Villages covered in parasbag 3, No. of women approached to vidhi kalji v Adhar Kendra 2,381 3 rd Jan 2017 Sports Day Event: - Sports Day event is celebrated on 3 rd Jan 2017 on the birth anniversary of Savitribai Phule, pioneer of Women education in India. On the background of Demonetization it was proposed to organize awareness on Financial Literacy along with sports day event. No of women Participated Sr no Region No.of CMRCs No of Villages Health Camps Sports Financial Literary Total 1 Nashik ,907 12,635 8,316 29,858 2 kokan ,093 5,819 5,964 17,876 3 Nagpur ,428 14,799 9,482 35,709 4 Aurangab ad ,890 10,670 6,430 27,990 5 Amravati ,028 13,225 8,840 32,093 6 Pune ,432 12,838 8,479 28,749 Total ,778 69,986 47,511 1,72,275 32% 41% 28% -100-

101 In this campaign total 1.72 lakhs women actively participated in Health camps, Sports and financial literacy related activities. Equal access for women to basic transport and energy infrastructure can lead to greater economic activity. These activity based intervention eventually increased their mobility. Women (CMRC staff/rgb) are attending residential trainings at District and regional level. Through the exposure visits to well performing CMRCs, women are getting opportunity of outer world. Women are visiting CMRC and District offices, various programs at HO level. Through project intervention their restricted boundaries has been widen up. Annual outcome survey (AOS) measures more women empowerment related qualitative indicators such as women involvement in decision making, women s increased mobility, involvement in local self-government, access to health care services and assets creation and its ownership. This survey will be conducted in month of Feb

102 E. Program Management Component - E Programme Management E.1. MAVIM initiated various Partnerships during year The key partnerships during last one year are.. 1. Partnership with IRCTC :- Objective: To promote women entrepreneurship amongst SHG members To provide E-platform for SHG products & provide support for online marketing To promote local cuisines/food through SHG platform Salient Features:- In a significant measure to promote Self-Help Groups (SHGs), Ministry of Railways through its PSU Indian Railway Catering & Tourism Corporation (IRCTC) has decided to rope in Self-Help Groups (SHGs) in making regional cuisine products produced by such groups available to travelling passengers on e-catering service platform of IRCTC. IRCTC, in association with National Bank for Agriculture and Rural Development (NABARD) has joined the hands with SHGs formed by MAVIM in the Konkan region. This pilot project was launched at Sawantwadi Road Station of Konkan Railway in Sindhudurg in Dec This will not only provide an enriched variety of local homemade foods to the passengers but will help generate local employment, empower women and ensure inclusive growth. Access to the IRCTC website would ensure extensive e- marketing for products produced by the SHGs would lead to increase in rural incomes. MAVIM has registered Sawantwadi CMRC with IRCTC as a vendor. CMRC has initiated a catering unit and management systems are in place. The empanelled CMRC has displayed on e-catering website with their menu and prices. Passenger may choose meal or food items offered by SHGs and place the order

103 This step also assume significance as it integrates the rural population with cashless transaction system through e-catering service where the payment to these SHGs for the services provided will be directly credited to their accounts through online payments. This is not only a passenger friendly measure by leveraging technology but would bring SHGs under the ambit of Digital India Programme of the Govt. of India. On an average 1/2 orders are registered per week. It is understood that the sole e-catering business will not help unit to achieve the breakeven in the immediate period hence the unit has also initiated the restaurant activity, supply of meal in offices etc. to generate additional income. They are also exploring the possibility with Konkan Railway to have tie-up with them in which ready food will be sold directly in the pantry car. Budget of the project: - NABARD has entirely supported this initiative with the grant of Rs lakhs. Results: CMRC has gained the understanding in time management and system management with professional skills. Focus on branding and quality control has been increased. CMRC developed their own ability to compete with other competitors in terms of quality 2. TATA Trust and Google INDIA : Objective: To promote digital literacy amongst SHG members To provide rural women access to technology and awareness for use of smart devices Access to internet and knowledge to SHG members Salient Features: MAVIM is the major implementing agency of TATA TRUST for Internet Sathi project across Maharashtra. Total 1332 Sasthis are identified and trained from 197 CMRCs and 27 districts. They are covering 5324 villages and providing training to SHG members on use of smart phone, use of internet. The plans are to covert this initiative into enterprising activity for the women members. Budget of the project: - The total project cost of Internet Sathi Project is of Rs.1.74 cr supported by TATA TRUST Results: CMRC understands the branding, packaging systems and time management for delivery of food. CMRC developed their own ability to compete with other competitors in terms of quality and quantity

104 3. Partnership with AAKAR INNOVATIONS: - Objective: To provide awareness on Menstrual hygiene amongst SHG members To provide the affordable, high quality & compostable sanitary napkins Salient Features:- MAVIM has entered into an agreement with AAKAR INNOVATIONS in Dec Aakar is a hybrid social enterprise comprised of Aakar Innovations and Aakar Social Ventures that enables women to produce and distribute affordable, high-quality, ~100% compostable sanitary napkins within their communities while simultaneously raising awareness and sensitization of menstrual hygiene management. Aakar Innovations is the winner of 3rd Round of Millennium Alliance Award Under this Program Aakar Innovations has plan to setup Sanitary Napkins Mini factories and execute Menstrual Hygiene awareness program in Maharashtra and MAVIM is their Partner to execute this program in the state of Maharashtra. The Millennium Alliance Program will be continuing for 1 year and after that Aakar Innovations and MAVIM will carry forward this Partnership. This is being launched in the three CMRCs of Pune district i.e. Baramati, Junction and Junnar. MAVIM is visualizing this as Social Enterprise initiatives of the CMRCs which will further support for the CMRCs s self sustainability. CMRC is the main responsible unit to produce and to market the products. AAKAR will provide gap filling support in marketing. In addition to this MAVIM is also setting up 5 mini factories in Beed and Nashik /Jalna districts. This project is entirely supported by Department of Bio Technology in which the buyback arrangement of the sanitary napkins is ensured for the first six months. Education department of Govt. of Maharashtra is the key stake holder in this project. Budget of the project: The project of the 03 Mini Factories at Pune district is of Rs lakhs and the cost of the DBT project (5 mini factories) is of Rs. 53 lakhs. The machinery involved in the project will belong to CMRC. Expected Results: The sector of social enterprise can address the health related needs of the community. This will support community to reduce health hazards and to save money on medication. CMRC will get an experience for marketing of self produced products

105 4. Maharashtra Animal and Fishery Sciences University (MAFSU) : Objective: To get the technical & practical knowledge from the experts to develop the on ground cadre like Livelihoods Sahyogini, MLP-CRP MAVIM and MAFSU have mutually agreed to avail the human and infrastructural resources of university for the capacity building of the Livelihood consultants, Livelihood sahayogini and MLP CRPs across the state. MAVIM is preparing the annual plan of staff capacity building with MAFSU. 5. ICICI FOUNDATION :- Objective: To develop Marketing tie-up for CMRC engaged in garment social enterprises. Salient Features :- MAVIM and ICICI foundation has joined the hand together in CMRC social enterprises. Nanded (Ardhapur) CMRC s Readymade Garment Unit has received the first pilot order of stitching 100 uniforms by the Foundation which is providing the raw material and is ensuring the entire logistic arrangement at their end. This is going to increase as 8000 uniforms per Rs. 71 amounting to the turnover upto Rs lakhs. CMRC is expected to earn the profit of Rs. 50,000/- annually. Budget Cost: - Rs lakhs 6. UNDP :- Objective: To have marketing tie-up with companies like Future group, D Mart for supply of pulses and setting up ensured market for SHG products. Salient Features:- MAVIM has signed a letter of Intent with UNDP in March After a lot of consultations, it has been mutually decided to initiate a pilot value chain of pluses in Yeotmal CMRCs. UNDP has supported MAVIM to assess the production capacity and possible logistic arrangement. UNDP has also explored the possibility with Future Group and other marketing agencies for bulk procuring of the pulses in the upcoming season. The two prominent challenges in this process are ; -105-

106 1. Availability of ensured supply chain with such big quantity from one location 2. Purchase capacity of CMRCs by their own for purchasing the Toor from farmers. Thus the option of purchase of raw Dal directly from the famers by the companies has also come up as one option but in this case CMRCs will not be able to generate the profits. The final plan of action is getting devised. Budget Cost:- Rs lakhs 7. Water.org :- Objective: To provide awareness of community on construction of toilets with the help of access to bank loan. Salient Features: Water.org is an international non-profit organization, providing access to safe water and sanitation. Water.org works with local partners to deliver innovative solutions for long term success. It is microfinance based Water Credit Initiative is pioneering sustainable giving in the sector. The partnership with Water.org will be initiated from Feb 2017 for all districts and 66 CMRCs. Water.Org will provide technical and financial resources. CMRCs will be mainly responsible for awareness at community/ level and provide an access to bank loan for the construction of toilets. Budget Cost: - Rs.4 Cr E.2. HR strategies adopted:- 1. Repositioning of District staff based on performance appraisal:-the moderately performing district coordinating officers of MAVIM has been repositioned as ADCOs or program coordinators for other projects after the performance appraisal. The vacated districts were assigned to performing ADCOs. It has supported to improve the performance of the weak districts such as Buldhana, Raigad etc 2. Roster checking of CMRCs and districts by finance team of Head office: - The team of head office from finance department had completed the roaster of 13 districts and 29 CMRCs. This has been the joint exercise to review the gaps in management systems at both the levels

107 One accounts officer has been dedicated for this exercise and other team members joined him on rotational basis. 3. Geographical redistribution amongst RMOs:- The geographical area allotted to RMOs have been redistributed and matured/seasons districts are excluded from RMO coverage (Gondia, Yeotmal, Osmanabad). Jalana DCO is empowered to function as and mentor the adjoining district of BEED. This arrangement has reduced the physical area of coverage with each RMO and they are able to devote more time for weak districts and weak CMRCs. E.3 Capacity Building:- MAVIM has organized a 06 days Training Cum Study Tour on Federation Building for Tejaswni Madhya Pradesh Team in June It was completed under the valuable guidance of Smt. Girija Srinivasan. First time MAVIM has executed the capacity building training program for the outside agencies without hiring external resources. The series of training programs attended by MAVIM staff during the year are as follows:

108 Sr. No Name of the Officer Designat ion Training / Workshop Date Venue Organized by 1 Mr. Mahendra Gamare Manager Procurement Clinic 28 th Nov. 16to 2 nd Chennai IFAD Dec Ms. Gauri Donde Manager Asia Pacific Regional Consultation workshop on Economic Empowerment of Indigenous People 21 st Nov. 26 th Nov Cambodia IFAD 3 Mr. Sunil Sose Mr. Sandeep Marathe DCO RMO Exposure visit to understand the Mr. Sidheshwar RMO process of Producer Mhasale company and Ms. Jyoti Nimbolkar DCO Marketing linkages Ms. Kanta Mishra DCO 4 Mr. Sunil Sose DCO Livelihood Ms. Kanta Mishra SDCO promotion for Tribal Mr. Sanjay Sangekar DCO forest community 5 Mr. Rajesh Nagpure DCO Training on Mr. Pradeep Kathole DCO Financial Inclusion 6 Mr. Sheshrao Sasane ADCO Training on group Mr. Prakash Hiwale ADCO mode of financing Ms. Vadana Kavate ADCO 7 Mr. Keshav Pawar RMO Inclusive Finance Mr. Mansur Patel, DCO India Summit 8 Mr. Mangesh RMO Livelihoods Asia Survanshi Summit Ms. Kanta Mishra DCO Mr. Naresh Ugemuge DCO Mr. Sachin Kamble DCO 30 th May 2016 to 1 st June th Sept.2016 to 16 th Spet th Dec to 15 th Dec st Nov to 24 th Nov th Dec to 6 th Dec th Dec to 8 th Dec.2016 Madurai Bhopal Manglore Satara New Delhi New Delhi MAVIM BIRD, NABARD BIRD, NABARD Access Foundation Access Foundation Three days training program on updation of SHE software has been orgnised by MAVIM in May 2016 in which Smt. Girija Srinivasan,IFAD consultant has extended the ISM support. The resource persons from DHAN have facilitated training. Management team of MAVIM head office, RMOs and selected DCOs have attended the training

109 New Initiative: Community Audit Team SHG movement is based on mutual Trust of Women. SHG records play an important role in building mutual trust. Generally SHG woman write their own accounts, in some cases it is written by outsiders. Proper maintenance of account books brings transparency in functioning of SHGs. It also gives confidence to bank to provide loan to SHGs members. Considering this facts and importance MAVIM provides regular training to SHG members on book keeping so that they should maintain their own records. Also focus on getting done audit of SHG from chartered accountant. To continue this process, MAVIM decided to develop Community Audit Team on pilot basis for Amravati region. The main objective of community audit team will be that every year this team will do Audit of all the SHGs of the CMRCs. Along with this objective Member of audit team can work independent in future as accountant for CMRC or outside. Criteria for selection: The member of community audit team will be selected from SHG members. The basic criteria is, any graduate women with two years experience of SHG accounts or Commerce 12 th pass women having at least 03 years experience of SHGs accounts writing. In exceptional cases, relative of SHG women, with above mention education criteria will be considered. Priority will be given to SHG members. Identification and selection of participants: District offices conducted meetings and shared idea with CMRC staff and governing members and asked them to recommend potential participants. Then, District offices conducted written test and interview of potential participants. District Accounts officer conducted one day training for them and then finalised list of participants

110 Basic Training: Considering the background and experience of participants, it was decided to adopt Known to unknown approach for training. In short to build on what they know. Developing Audit team is continuing process. As process, MAVIM conducted first basic training of four days. This first training was conducted in Amravati district on 18 th to 21 st October 2016.Total 45 participants from six districts had participated. During four days training following topics were covered. Introduction and expectation of Participants Understanding & confirming concept of Self Help Groups To understand present SHG Audit process. Concept and Importance of SHG Audit Process of Audit Roles and responsibility of auditor Planning before audit Field work: In four days training third day was spent of practical SHG Audit process in the field. Next day participants shared their field experience and difficulties faced and then after facilitator guided them. Future plan: It was plan, that each participant will do at least 20 SHGs audit and get firsthand experience before attending next level training. Next level training: As per the process and plan, next level 03 days training was conducted on 28 th to 30 th December 2016 at Amravati. This training was designed with the objective that participants should able to do SHG audit and provide Audit report to SHG. Considering the objectives topics were covers like understanding concept of Trial Balance, Preparation of statement of Income and Expenditure, statement of Profit and loss accounts and preparation and Balance sheet of SHG. Other topics were scientific -110-

111 method of Audit, importance and writing of Audit Report and concept and importance of Reconciliation. Participants also introduced with Golden Rules of Accountancy. In the beginning of training participant share their experience and process they have adopted for SHG audit. Around 450 SHGs audit were done by participants. Future Plan: CMRC will make plan and Audit team will do audit of SHGs as per the CMRC plan. After completion of Audit, these Audits will certify by Chartered Accountant. In the month of the February, MAVIM will conduct formal test of these Community Auditor and based on the result, MAVIM will do further planning. E.4 Review Mechanisms at various levels: Sr. Review Level By whom Frequency No. 1 Review of DCOs State Head Office Quarterly 2 Review of CMRC managers Regional Head office and RMOs Quarterly 3 Review of livelihood consultant Regional Head office and RMOs Monthly 4 Review of livelihood sahayogini District DCOs and consultants Monthly 5 Review of livelihood Pashu Sakhi District DCOs and consultants Monthly 6 Meeting with MLP members Village Pashu Sakhi and Monthly Livelihood Sahayogini E.5 Knowledge Management:- One of the important components of program is knowledge Management. During the year MAVIM has focus to capture few case studies through professional writers even hired professional photographer to capture good resolution images from the field. Details of case studies are stated below; 1. Rice cultivation through organic and improved farming techniques by women from Chandrapur district in Maharashtra State in India: Chandrapur district is practicing cultivation of rice by SRI method since last 05 years. MAVIM has captured -111-

112 this case study and participated in Sitaram Rao Case Study Competition 2016 which is organized by ACCESS Development Services. MAVIM also received award for the same. 2. Ecologically Sensitive approach to livelihood and sustainable Development One of the tribal group of Gondia district Yeshaswi Micro Livelihood groups of Chandanmet village is doing activity of Lac cultivation since last two years. MAVIM captured this story especially for participating in Regional Consultation workshop on economic empowerment of Indigenous people with specific focus on women and youth. This case study is well appreciated in the workshop held at Cambodia Short Write up for IFAD newsletter Considering the importance of sharing and dissemination of knowledge MAVIM had send four different write up for IFAD Gender newsletter. The topics were as follows. Internet Saathi- Towards Digital Literacy KAYADA SATHI- Barefoot Lawyers Laxmi Mukti Yojana- Drive for Joint ownership of Land Special Initiative of Maharashtra Police and MAVIM for Awareness of legal rights and initiative of police department for protection of women. MAVIM has also shared 4 case studies on Agro Tool Bank, Poverty reduction through SHG Bank loan, Building supply chain on Toor dal, CMRC sustainability for Rural Solutions to IFAD. Empanelment of writers for Case study, Success story and Best practices Knowing the importance of Project Completion process, MAVIM had initiated process of empanelment of writers for Case study, Success story and Best practices. This process is in last stage of completion. MAVIM has prepared proposal for Govt. to take call regarding MAVIMs meaningful existence during Post Tejaswni period. Major features of the proposal are as below; 1. GOM may sanction Tejaswini phase II program from 2017 itself so that staff (expertise) could be retained with high moral and program activities could be continued without any gap

113 2. GOM may support MAVIM under NON Plan budget so that MAVIM could ensure the salaries of contract staff till further arrangement takes place. 3. MAVIM s resources and expertise could be utilized in wider and better manner in MSRLM. Especially the non intensive areas (blocks) could be allotted only for MAVIM to work in the sector of Grass institution Building. Recognitions: - 1. MAVIM s case study on paving New Pathways in Paddy Plantation has secured a position in the top ten cases at the Sitaram Rao Livelihoods Asia Case Study Competition The case study Gondia on Lac Cultivation has been selected by IFAD. Ms. Vandana Uike, SHG member from Gondia has been participated in Asia Pacific Regional Consultation workshop on Economic Empowerment of Indigenous People at Cambodia in Nov She has also participated in the 3 rd Global Meeting of the Indigenous People s Forum at IFAD, Rome in February Status of Other rural programmes implemented by MAVIM: 1) MSRLM Programme MAVIM is implementing MSRLM programme in three districts viz. Thane, Gondia, Solapur & six blocks from April 2013.The partnership has been extended upto December The primary details are as follows:- Sr. No. Particulars Status (Upto Dec 2016 ) 1 No. of villages covered No. of SHGs formed & supported 12,309 3 No. of members mobilized 1.52 lakhs 4 No. of village organizations formed No. of cluster level federations formed 32 6 Total saving Cr 7 Amount of Internal lending

114 8 Total amount of bank loan received 141 Cr 9 No. of VOs provided CIF 2, Amount of CIF Cr Process Initiated in developing Cluster Federations during 16-17:- MAVIM has undertaken the geographical remapping of the 12 MSRLM CMRC in the year Each cluster is mapped according to Zilha parishad GAT. The existing villages are reorganized according to geography which resulted into mixing of old and new villages in both CMRCs and CLFs. 12 CMRCs have been reorganized into 45 clusters. The cluster federation staff as coordinator, area coordinators and CRPs has been appointed and trained. CLFs have their own office, furniture. CLF registration under Society Act is in process. RGB and EC of the CLFs have been selected and trained. Administrative and financial systems are introduced. The members SHGs have started paying RS. 1000/- as service charges and Rs. 100/- per member as membership fee. The learnings of CMRC formation and development are adopted in CLF development. The financial sustainability of the institution is the thought off from the initial phase of implementation. Livelihoods: Under Livelihoods promotion, 1000 MLPs are initiated in 6 blocks, Goat & Agro produces are the key sectors. The status of progress is as follows: Goat MLPs:- Prominently in Gondia and Solapurlearnings of Goat Trust Model replicated in MLPs Gondia Model of Pashu Sakhi is replicated all over Maharashtra Goat MLP monitoring kit is developed and systems are set SRI MLP :- Demonstrated in Gondia Thane from last two years and In , 7000 acres in Thane and 4500 acres of land covered under SRI Total 8200 women covered three times increase in the scale

115 Income Vs Expenditure and profit of each MLP is being tracked after each batch as a part of MLP kit Exploring the possibilities with UNDP for value chain development in PADDY sector CRPs and Livelihood Sahayogini are mentoring for adoption of PoPs at member level. MSRLM has supported for special livelihood interventions under Agro and Horticulture sector, Fishery sector, Paddy cultivation, Goat, Sustainable agriculture and entrepreneurship startup program. All the blocks are covered under these initiatives with the technical support from resource agencies. This is providing a learning program for MAVIM staff. MSRLM is able to execute the various livelihood initiatives in MAVIM covered blocks on preferred basis as the social mobilization and ground network is readily available which smoothens the execution part of the new initiatives. Overall Results: 1. VOs are playing instrumental role in CIF distribution and ensuring repayment. It has demonstrated the example of financial intermediation from CMRC through VOs. 2. CIF has really supported the members to expand their existing business in majority cases. 3. CIF has supported for the financial stability of VOs and CMRCs; VOs have become vibrant in the entire process. The economics and financial benefits of CIF is mentioned in the table below: Sr. No. District No. of Vos provided CIF Turn over of CIF amount (Rs. Cr) From TO 1 Thane Gondia Solapur Total Average Annual income earned by each VO (Rs.) Average Annual Income earned by each CMRC (Rs.in Lakhs) 10,

116 It shows the CIF amount has been revolved in 1:1.66 times in the span of two years almost. It has been made possible because VOs have made effective planning to keep entire amount in rolling in the form of loan and also the repayment is ensured. Around 20% members have received first time loan in the CIF distribution. It is proved to be beneficial for VOs in the economic terms as each of them have earned the annual profit of RS. 10,000/ which they have utilized as common corpus in the activities of Agro Tool bank etc. It has helped tremendously to CMRC sustainability as each of them has earned the income in the tune of Rs lakhs each annually. 4. MSRLM has enabled MAVIM to achieve convergence with Zilla Parishad in few districts. 5. MAVIM availed the help of Goat Trust as technical agency in Gondia district in Goat sector under MSRLM. It has replicated through Pashu Sakhi model in other districts of Maharashtra as well. 6. MAVIM is uploading the data of all SHGs from intensive and non intensive areas over NIC portal which is incorporated in the overall projections of MSRLM. The success achieved by MAVIM under bank linkage sector has added the value in the results of MSRLM to a greater extent. Learning: 1. MAVIM has developed the confidence to initiate the financial intermediation in other CMRCs too through VOs. 2. MAVIM has replicated the best practice of Pashu Sakhi of Gondia in the other districts as well and Goat MLP sector has been supported. 3. District teams are equipped to manage a large scale and saturated project, multi tasking management skills are enhanced. Challenges: 1. MSRLM has appointed resource agencies like SERP in some of the intensive blocks of Jalna, Gadchiroli, Nandurbar districts. They are working in the MAVIM covered blocks and villages too. One village one agency principle is really not working in these blocks which are creating disturbances at operational level like hijacking the existing groups, breaking up the groups etc. The district team is trying to resolve the same in co-ordination with CEO ZP and respective agencies; -116-

117 however there is no clear cur solution has occurred. In district of Jalna, MAVIM has to close down 289 SHG and given up 11 villages due to acute MSRLM issues. 2. The practice of collection of service charges from members is getting hampered in these villages as the partner agencies of MSRLM are still away from such practices. This is the biggest challenge. 2) Partnership with CAIM Partnership between MAVIM and CAIM started with 32 CMRCs in the year The second agreement had taken place in August 2014 for additional 11 CMRCs. CAIM had given additional responsibility of 15 CMRCs (8 CMRCs of DHAN Foundation and 07 CMRCs of NIWCYD) to MAVIM from February Presently MAVIM is responsible for total 58 CMRCs. Initially MAVIM and other two agencies were responsible for Grassroots institution Building. Later on whole responsibility was handed over to MAVIM. Presently MAVIM is the sole agency for Grassroots institution building under CAIM. Coverage: Districts Total CMRC CAIM CMRC Total Villages (Tejaswini +CAIM) CAIM Villages No. of members Total SHG No of SHG in CAIM March 16 No of SHG (Apr to March 17) Cumulative Amravati Yavatmal Washim Wardha Akola Buldhana Total (No. of SHGs and Women is inclusive of Tejaswini and CAIM in the villages of CAIM) Partnership with CAIM is a major partnership. Within the region, MAVIM has total 78 CMRCs and out of those 58 CMRCs are covered under CAIM. Along with the Grassroots Institution Building process, MAVIM has focused on following activities. Support to Ultra poor: One of the very important activities of program is Support to Ultra Poor. The concept of activity is to provide financial support to Ultra Poor with proper handholding support to start Income Generation Activity. Initially program -117-

118 supported Rs. 5000/- per beneficiary. Later on amount was increased and now each Ultra poor women is getting Rs. 7000/-Till March 2017, MAVIM achieved target of out beneficiaries. Out of total beneficiaries 73% beneficiaries opted for Goatry activity and rest of the beneficiaries for poultry, dairy and other activities such as tailoring and small shop etc. Debt Redemption: One of the very peculiar activities is to support to those groups and women, who were unable to repay their loan in spite of willing to repay due to unavoidable circumstances. In last three year MAVIM has provided support to 521 women of 105 SHGs. Drudgery reduction: As per the program strategy it is a dual benefited activity. Selected activities help to reduce drudgery of women same time it will also assist CMRC for income generation. CMRC purchased equipment like Spiral Separators, Grading machine, Sprinkler pump, Motor engine etc. which will reduce drudgery of women in farming. Some of the CMRC set up Dal mills. In last three years, total 256 drudgery unit were purchased and set up. Joint Asset Ownership Campaign: Considering importance of ownership of women over assets for women empowerment, Program has made special efforts for joint Asset ownership. During last three year, awareness campaign on joint ownership was conducted in 1189 villages of 06 districts families from 800 villages registered their wife name on house as joint owner families of 617 villages applied and out of that 2719 families of 268 villages succeed to register their wife name as joint owner in land. Sustainability of CMRCs: Out of 58 CMRCs, 9 CMRCs are able to cover 100% cost coverage. Whereas 16 CMRCs are in range of % and 14 CMRCs are in range of 50-75%. 19 CMRCs are in poor stage they are able to cover only 50% of cost coverage. The CMRCs, took over by MAVIM either last year or this year, are lagging behind. MAVIM is trying to make strong these CMRCs by providing handholding support and building capacity of Staff as well as governing body. During the year MAVIM focuses on the following issues suggested by Joint Review Mission, IFAD 0ut of 58 CMRCs, 54 CMRCs have 200 and more SHGs, remaining 3 CMRCs (most of these CMRCs are from newly adopted 15 CMRCs) will achieve target of 200 or more than 200 SHGs by March

119 MAVIM has shared list of 273 Pashu Sakhis to CAIM PMU and also conducted their training with support of Animal Health Department. The Pashu Sakhis have started working in the field. 57 CMRCs has developed their enterprise activities plan which can sanction from MAVIM. The activities are - Agriculture service center, Agri equipment Bank, Cattle feed processing and marketing, Milk collection center, Dal Mill, Goat Rearing etc. Those will be implemented this year by using SHG/CMRC contribution and CAIM project support of Rs per CMRC. 15 new CMRCs have provided induction training and Handholding support for preparation of plan of enterprise activities. These CMRCs will finalize and implement enterprise activities with CAIM support of Rs /- by Dec 16. 3) Partnership with IDH and BCI Introduction: The partnership project is one year pilot project started in the month of September Considering the performance of project, it is extended up to March This project is implemented in 04 CMRCs of Amravati district of Maharashtra. The Project aims to drive a dual focused objective of: Promoting sustainable agricultural practices at the farm level and training cotton growers via the CMRCs which will reduce the vulnerability of cotton farmers to variances in crop cycles, climate and external costs in production The Project is centered on building the capacity of the CMRCs to be self-sustaining by being the gatekeepers and aggregators for a host of services to the village and farmer community, in addition to their role as support to SHGs thereby, continuing to influence and improving livelihoods in the village at large

120 Coverage of project Sr. No. Name of Block No. of villages No. of CRPs No. of farmers Male Female Total No. of groups formed 1 Chandur Railway Chandur Bazar Dhamangaon Daryapur Total Along with IDH, MAVIM had MOU with BCI- Better Cotton Initiatives. IDH has provided training to project staff on principles and criteria of BCI. These 6 principles are as follow Better Cotton is produced by farmers who minimize the harmful impact of crop protection practices. Better Cotton is produced by farmers who use water efficiently and care for the availability of water. Better Cotton is produced by farmers who care for the health of the soil. Better Cotton is produced by farmers who conserve natural habitats. Better Cotton is produced by farmers who care for and preserve the quality of the fibre. Better Cotton is produced by farmers who promote Decent Work. Considering the principles and criteria of BCI, last six month project has focus on following activities

121 Training on Variety Selection, Seed treatment, Spacing, Sowing across the slope, Sowing Non BT, Inter cropping Training to Avoid Mono spray, Health & Safety, Fertilizer Management Training on Pest Identification & Pest Management Child Labor Rally Training on Fiber Quality Workers training Farm Implements Bank One of the major objectives of project is to make CMRC self sustain. IDH has provided 90% support to CMRC to start Farm Implements Bank. All the 04 CMRCs has purchased and started Farm Implements Bank. Average turnover of it is INR 1.35 lakh

122 PHOTO GALLERY Tejaswini Selling Unit at Yavatmal Dist. Goatery Activity Run by CMRC Annual General Meeting (AGM) of CMRC at Parbhani Annual General Meeting (AGM) Annual Sports Day of CMRC -122-

123 Pashu Sakhi Working in the Village Agro Service Centre Run by CMRC SHG Products with Tejaswini Brand SHG Products with Tejaswini Brand -123-