The programmes is implemented through a dedicated support structure at national (National Mission Management Unit), state (State Rural Livelihoods Mission), district (District Mission Management Unit) and block level (Block Mission Management Unit). Based on the recommendation of the Planning Commission working group on DAY-NRLM, the poor are
identified by a participatory process at the community level.The aim is to cover vulnerable groups, persons with disabilities and the destitute.
The most striking feature of this structure is the induction of professionals along with Government personnel in each of these three levels with an expected output of effective roll out of the programmes at the lowest level. This has also been supported by well laid out systems and processes adapted from the flagship programmes in Andhra Pradesh and Bihar.
Some of the key issues highlighted during the Common Review Mission that needs to be further given a policy or operational support are as follows:
1. Leadership:
The programmes is implemented by a three tier structure in the states at State, District and Block level (SMMU, DMMU and BMMU), that is headed by a State Mission Director (SMD). The key to the success of the programmes is stability of the CEO/SMD at the State level as well as technical professionals at the District and Block levels.
Some key observations are as follows:
Stabilization and scaling up of the SRLM programmes has been benefited from continuity of the CEOs, as in the case of States of Jharkhand, Tripura, MP, AP (more than 3 years). To enable more effective implementation of the programmes, a 3-year tenure for the CEOs may be included in the policy design.
In Odisha, there has been a history of quick turnover of CEOs in the initial stages of the programmes but the current incumbent in the post has been continuing for about two years.
2. Implementation Structure
The implementation structure at district and block level is another key factor for the success of the programmes. These institutions are mostly managed by technical people who give support for social mobilization, aid in accessing multifarious services, especially financial services and liaison with various institutions at the State and National level for training and livelihood implementation, etc. It is quite evident that the role these technical personnel play is critical to success of the programmes, as exemplified in SERP in Andhra Pradesh. Hence building an ecosystem which motivates them and helps in their professional growth has been given a priority at the policy level.
Some of the key observations around HR systems and the quality and tenure of the technical personnel, as observed in state visits are as follows:
HR guidelines had been circulated to all States by DAY-NRLM for adoption or adaption of the same by the States. Given the leeway to develop their own guidelines, some States
have implemented it differently leading to discrepancy between States leading to associated problems such as lower pay structure in some States.
Attrition rate is high among the personnel in both DMMU and BMMU. For example, in the past one year, about 200 personnel from Madhya Pradeshhave leveraged their experience and moved to higher positions in other State Missions. Also people have moved horizontally (at the same level), because of higher payment offered by other State Missions.
Attrition is also high because of new opportunities emerging from increase in CSR activity as reported in Maharashtra.
Attrition rate at the block level in Jharkhand and Odisha has been observed. In Tripura, the attrition is minimal.
The key challenge therefore lies in retention of the technical personnel and motivating them to continue the good work in DAY-NRLM. This calls for creation of an environment of stability supported by good HR systems and processes, maintaining a suitable remuneration structure, which is at par with industry standards.
3. Technical Support:
The support by the District and Block Team/Cluster Facilitation Team has been instrumental in steering the programmes ahead. Two distinct but complementary support systems have been pursued under the programmes, namely, social mobilization and livelihood development services.
As mobilization of the poor and community institution building for livelihoods promotion requires intensive efforts, the Mission has adopted a phased expansion and saturation approach. As intensive efforts are required, the Mission makes extensive use of community resources (social capital) for building and sustaining the community institutions and promotion of livelihoods.
The social mobilization team has been developed and nurtured through mandatory 45 days training and immersion programmes, including exposure visits to states and village stays. The livelihood component has been supported by dedicated professionals at the State and District level with relevant educational background and sectoral experience. This has helped in smooth implementation of the programmes and has resulted in good livelihood initiatives in the States. The technical team at State and District have facilitated bank linkages.
The other important role played by the technical support team is in aiding the women SHGs to graduate into higher order of economic activity or direct linkage with processors, wholesalers or retailers, etc., leading to higher income for households. This can be further facilitated by effective village (VO) and cluster level community institutions (CLFs).
There is a need for more sector specialists at the Block level who will be instrumental in provision of required forward and backward linkages to SHG groups or even higher order institutions such as sector co-operatives or producer companies.
Market linkages with MayurShilpa, Fab India and Mother Dairy have been seen in Mayurbhanj district in Orissa
Business models for turmeric groups developed for 56 farmers from 10 SHGs in MP. Business activity in dairy, poultry, LED bulb making, NTFP collection has been done through producers group
All these initiatives are encouraging but are few in number. It is to be recognized that for sustaining the community institutions in the medium term, there is a need for providing economic benefits through the higher order linkages across traditional and new emerging sectors. All the SRLMs have to identify a few sectors wherein such support can be extended in a more intensive manner in each State as well as build collaborations with identified support institutions for provision of services.