Resource Book On Good Practices
Resource Book On Good Practices
Resource Book On Good Practices
Good Practices
Resource Book
2015
Good Practices
Resource Book
2015
Copyright 2015
NITI Aayog
Government of India
This report does not necessarily reflect the views of the NITI Aayog, Government of India, and
United Nations Development Programme.
All rights reserved. No part of this publication may be reproduced, stored or transmitted in any form or by any
means without the prior permission of the NITI Aayog.
Photo credits:
Cover photo (left) - Department of Drinking Water Supply (DDws), GoJ/ Open Defecation Free (ODF)
Villages: Creating and sustaining Nirmal Grams through community participation in Jharkhand
Cover photo (centre) - District Administration, Badaun/ Daliya Jalao: Liberating and rehabilitating manual
scavengers in Badaun of Uttar Pradesh
Cover photo (right) - OneWorld Foundation India/ Organic Rice Production by SRI: Empowering women
in Maharashtra
Other photographs used in this resource book are courtesy OneWorld Foundation India, unless otherwise
indicated
Prepared by
O n e Wo r l d F o u n d a t i o n I n d i a
ACKNOWLEDGEMENT
The Resource Book on Good Practices in the Social Sector Delivery, 2015 has been prepared under the
guidance and support of NITI Aayog (erstwhile Planning Commission), Government of India and United Nations
Development Programme.
The Resource Book has been prepared under the overall guidance of Smt. Sindhushree Khullar, CEO,
NITI Aayog and leadership of Mr. Dheeraj Gupta, Joint Secretary, NITI Aayog & National Project Director
(NPD), GOI-UNDP project Human Development: towards Bridging Inequalities (HDBI). Mr. Tuhin K Pandey,
the earlier Joint Secretary, Government of India & NPD - HDBI project, also provided valuable suggestions in
developing the action plan and conceptual development of the framework for the compendium. While Dr. Sharad
Pant, Director, State Plans, NITI Aayog facilitated the process, senior officials of NITI Aayog (erstwhile Planning
Commission) provided valuable suggestions from inception to compilation to finalisation of the case studies for
the compendium.
The cooperation of the State Governments and UT Administrations in the selection of good practices,
conducting of field research on selected initiatives and validation is gratefully acknowledged. The preparation
of the Resource Book entailed extensive secondary and primary research using tools such as data collection, indepth structured interviews of key stakeholders, focus group discussions and semi-structured interviews of the
beneficiaries across 24 States and UTs in India. This was possible due to the unconditional support extended by
the officers and field functionaries, without which documenting and validating the case studies would have been
a challenge.
The UNDP team led by Dr. A.K. Shiva Kumar, Director, International Centre for Human Development;
Ms. Sumeeta Banerjee, Head Governance unit and Ms. Ritu Mathur, Programme Analyst, Governance unit;
and supported by HDBI project team comprising of Dr. Swayamprabha Das, Ms. Kavya Bopanna, Ms. Simran
Bawa and Ms. Rosalin Mohapatra provided inputs, suggestions and handholding throughout the assignment. This
resource book is truly a team work based on diligence and perseverance.
The OneWorld Foundation India led by Mr. Rajiv Tikoo is commended for the hard work and diligence
in preparing the compendium. The team members of OWFI including Mr. Bijoy Patro, Rupinder Kaur, Abdul
Muheet Chaudhary, Bhavya Goswami, Kavitha Kunhi Kannan, Shruti, Ashok Kumar, Kavita Sharma and Rahul
Kumar are acknowledged for their contribution to the resource book.
Dheeraj Gupta
Joint Secretary
Government of India
& National Project Director
HDBI project
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Government of India
NATIONAL INSTITUTION FOR TRANSFORMING INDIA
NITI
NEW DELHI - 110001
FOREWoRD
The Resource Book on Good Practices in Social Sector Service Delivery, 2015 is a product of our endeavour
to codify, deconstruct and disseminate information on successful government interventions in the social sector, with
the aim of facilitating knowledge sharing, adaptation and replication to localized contexts.
This resource book follows two previous good practice complications that have been produced in past
collaborations between the erstwhile Planning Commission and the United Nations Development Programme. This
compendium has been prepared under the GOI-UNDP project Human Development: towards Bridging Inequalities
and document good practices implemented in the States and UTs.
The thirty-seven good practices documents in the form of case studies have undergone elaborate process
of validation and verification. Spread across eleven thematic categories, each case study highlights relevant features
including rationale, resources utilized, impact, replicability and sustainability. By sharing the valuable insights held
by those conceptualizing and operating such interventions, the book seeks to foster greater dialogue between planners,
researchers and development practitioners across the States. The views of beneficiaries lend a grounded perspective
and are suggestive of the prospects these interventions hold in new regions.
This resource book is presented to the Ministries and the State Governments with the confidence that it
will stimulate more robust channels of communication between States on expedient practices, drive adaptation and
replication, and strengthen social sector delivery for the benefit of all.
Dheeraj Gupta
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Government of India
NATIONAL INSTITUTION FOR TRANSFORMING INDIA
NITI Aayog, Parliament Street
New Delhi - 110 001
MESSAGE
The success of a nation is ultimately measured by the wellbeing of its people. From a promising start in
the 1950s, to challenging times in the 1970s to the phenomenal growth in the last two decades, India has come
a long way since independence in 1947. Being a welfare state, the foremost priority of successive governments
has been to combat poverty and promote equality. Among other things, this means active participation of the
government in sectors such as health, education and employment.
New initiatives of the Government such as Skill India and Make in India ambitiously aim to harness the
benefits of economic growth on a global scale. To ensure inclusion, it is important that the government programmes
to provide basic amenities to all are complemented by expanded and diverse employment opportunities through
sustained rapid growth.
The Resource Book on Good Practices in Social Sector Service Delivery 2015 brings together many
such initiatives in areas such as social security, infrastructure, child protection and local governance. These
initiatives are particularly noteworthy for their innovative implementation and impact.
We at NITI Aayog hope that the States and Union Territories will find these innovative programmes
useful as they continue to combat poverty and bring prosperity to their people.
Arvind Panagariya
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Sindhushree Khullar
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Government of India
NITI Aayog, Sansad Marg
New Delhi -110 001
MESSAGE
The national planning process in India is based on the assessment of the countrys material, capital and
human resources and to formulate a plan for inclusive and balanced growth. This is captured in the countrys Five
Year Plans and further translated into various programmes and schemes with the aim of achieving inclusive growth
and provide for social and economic opportunities for the people.
Consequently, the social sector in India is replete with a variety of development initiatives introduced and
managed by National and State Governments. Some of these initiatives have showcased innovative approaches,
effective strategies, sustainability, and an exemplary ability to reach the marginalized. In the interest of providing
greater impetus to the countrys development process, it becomes essential to share the knowledge gained from these
successful practices using a national platform, so that such initiatives may be replicated and taken to scale.
The Resource Book on Good Practices in Social Sector Service Delivery 2015 features some such case
studies that include innovative interventions in development practice across Indian States that are successfully
addressing persistent challenges for improving the life conditions of the beneficiaries and achieving economic growth.
This compendium prepared under the GOI-UNDP project Human Development: towards Bridging Inequalities
(HDBI), further reflects NITI Aayogs emphasis on knowledge sharing across various stakeholders, especially the State
Governments, and also processes to expedite stronger communication regarding replicable development practices in
India.
It is hoped that the resource book will encourage further uptake of promising interventions in social sector
service delivery and prompt greater government action in support of enabling better lives and opportunities for all.
Sindhushree Khullar
MESSAGE
We laud the NITI Aayog and the Government of India for leading the preparations of this Resource Book
that documents and analyzes 37 carefully selected good practices put in place by state governments across different
sectors in India. The Resource Book acknowledges the efforts of state governments and other stakeholders in
ensuring better public service delivery.
It identifies and assesses factors that have contributed to the success of such initiatives with the intension
of promoting cross-learning among development partners in the states. It features good practices that are relevant
to and have the potential for adaptation to new contexts. The Resource Book identifies the following key
elements for an initiative to succeed - community participation, decentralisation and convergence, multipronged
implementation strategies, effective monitoring and evaluation, sound knowledge management and public private
partnerships.
The UNDP commends NITI Aayogs and Government of Indias commitment to facilitating substantive
and action-oriented knowledge-sharing between states, and affirms its support in aid of revitalising public action
for development.
Jaco Cilliers
Resident Representative a.i. and
Country Director
Contents
Acknowledgement
iii
Foreword
iv
Messages
v-vii
Abbreviations
xiii
1.1
Background
1.2
1.3
Conceptual framework
1.4
1.5
1.6
1.7
1.8
Concluding section
10
15
2.1
17
II EDUCATION
23
2.2
Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
25
2.3
33
2.4
39
2.5
Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
45
III ENVIRONMENT
51
2.6
53
2.7
57
2.8
Environment Management Initiative: A unique low-cost model in Andaman and Nicobar Islands
63
2.9
Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
69
2.10 Integrated Basin Development and Livelihood Promotion Programme: Fostering a spirit of
entrepreneurship in Meghalaya
75
2.11 Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka
(Kaikondrahalli)
83
2.12 Mazhapolima: Ensuring water security through participatory well recharge in Kerala
89
2.13 SAFAR: System of Air quality Forecasting And Research in metropolitan cities like Delhi
95
2.14 Sustainable Plastic Waste Management Plan: Defending the fragile eco-system of Himachal Pradesh
101
IV
107
Financial inclusion
2.15 Panchayat Banks: Providing banking facilities at the village level in Jharkhand
109
115
2.16 Arun ePDS: ICTs and process re-engineering for an efficient Public Distribution System in
Arunachal Pradesh
117
2.17 Dilli Annashree Yojna: Food security for the vulnerable in Delhi
123
2.18 e-Uparjan: Re-inventing the procurement system through digitisation in Madhya Pradesh
129
VI HEALTH
137
2.19 Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill & infirm in Kerala
139
145
2.21 Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition to
all beneficiaries in Odisha
151
2.22 Indira Bal Swasthya Yojana: Applying preventive healthcare measure to promote childrens health
in Haryana
159
2.23 KIDROP: Preventing vision loss in premature infants of undeserved areas in Karnataka
165
2.24 Mo Masari: Using a simple solution to protect pregnant women and children from malaria in Odisha
171
2.25 NRHM Initiatives: Improving access to healthcare through strategic incentives in Assam
177
VII
183
185
LOCAL GOVERNANCE
193
195
2.28 Entitlement-Based District Planning: Innovating planning process for accuracy and efficiency in Bihar
203
211
2.29 Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
211
2.30 Daliya Jalao: Liberating and rehabilitating manual scavengers in Badaun of Uttar Pradesh
217
2.31 Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
223
229
2.33 Samarpan: Early identification and intervention to check disability in Madhya Pradesh
237
IX
245
2.34 Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in
rural Gujarat
247
2.35 Open Defecation Free Villages: Creating and sustaining Nirmal Grams through community
participation in Jharkhand
253
259
WOMENS EMPOWERMENT
2.36 Ghar Doghaanche Abhiyan: Joint ownership of housing by husband and wife in Maharashtra
261
267
Child Protection
275
3.2
Education
275
3.3
Environment
275
3.4
Financial Inclusion
276
3.5
276
3.6
Health
276
3.7
277
3.8
Local Governance
277
3.9
Social Security
277
277
278
3.12 Conclusion
278
annexure
Annexure I
285
Annexure II
293
List of Abbreviations
AABY
Aam Aadmi Bima Yojana
ACWADAM Advanced Centre for Water Resources
Development and Management
AECs
Adult Education Centres
AMC
Ahmedabad Municipal Corporation
ANC
Antenatal Care
ANM
Auxiliary Nurse Midwives
APCCF
Additional Principal Chief Conservator of
Forests
APCCWS Arunachal Pradesh Civil Consumer
Welfare Society
API
Annual Parisitic Incidence
APL
Above Poverty Line
APM
Assistant Project Manager
AQI
Air Quality Index
ARDD
Animal Resource Development
Department
ARSH
Adolescent Reproductive and Sexual
Health
ASHAs
Accredited Social Health Activists
ATM
Automated Teller Machine
AWADHI Air Quality and Weather- Assessment and
Data on Hi-Tech-Digital India
AWCs
Anganwadi Centres
AWW
Anganwadi Workers
BARC
Bhabha Atomic Research Centre
BBMP
Bruhat Bengaluru Mahanagara Palike
BC
Backward Class
BCC
Behaviour Change Communication
BDO
Block District Officer
BDUs
Basin Development Units
BM
Bima Mithra
BMTC
Bangalore Metropolitan Transport
Corporation
BPL
Below Poverty Line
BPO
Business Process Outsourcing
BRC
Block Resource Centre
BRDC
Bio-Resources Development Centre
BRTS
Bus Rapid Transit System
BTADs
Bodoland Territorial Area Districts
CATCH
Comprehensive Annual and Total Health
Check-up for Healthy Sikkim
CBOs
Community Based Organisations
CEO
CDO
CDMO
CEO
CF
CHC
CHD
CLDP
DMO
District Malaria Officer
DoFCS & CP Department of Food, Civil Supplies and
Consumer Protection
DoPD
Department of Planning and Development
DPM
District Programme Manager
DPMC
District Programme Management Cell
DRWSS
Department of Rural Water Supply and
Sanitation
DSC
Disability Service Centre
DWSM
Drinking Water and Sanitation Mission
EBDP
Entitlement-Based District Planning
EDCT
Early Diagnosis And Complete Treatment
EFCs
Enterprise Facilitation Centres
eFMS
Electronic Fund Management System
ENT
Ear, Nose & Throat
ePDS
Electronic Public Distribution System
ETA
Estimated Time of Arrival
ETD
Estimated Time of Departure
ETP
Effluent Treatment Plant
FC
Fully Covered
FCI
Food Corporation of India
FIR
First Information Report
FMS
Fund Management System
FPS
Fair Price Shops
FPTS
Forest Produce Tracking System
FRA
Forest Rights Act
FRC
Forest Rights Committee
FRU
First Referral Unit
FSOs
Food Security Offices
FTDs
Fever Treatment Depots
GCERT
Gujarat Council of Education Research
and Training
GEF
Global Environment Facility
GIS
Geographic Information Systems
GIZ
Gesellschaft fr Internationale
Zusammenarbeit
GNCTD
Government Of National Capital Territory
Of Delhi
GNMs
General Nurses and Midwives
GoB
Government of Bihar
GoI
Government of India
GoJ
Government of Jharkhand
GKS
Gaon Kalyan Samitis
GoMP
Government of Madhya Pradesh
GoS
Government of Sikkim
GPs
Gram Panchayats
GPS
Global Positioning System
GPRS
General Packet Radio Service
GPWSCs
Gram Panchayat Water Supply and
GRCs
GWSSB
HH & SD
HCM
HP
HRD
HWs
IAF
IAY
IBDLP
IBSY
IBT
ICDS
ICTs
IDA
IEC
IFAD
IIM
IISc
IITM
IJBP
IL & FS
IMD
IMR
INR
IPC
IPD
IPGMER
IPM
IRS
ISA
ISRO
IT
ITMNs
ITS
IVDP
IVRS
IWMP
JDA
Sanitation Committees
Gender Resource Centres
Gujarat Water Supply And Sewerage
Board
Handloom, Handicrafts and Sericulture
Department
Hot Cooked Meal
Himachal Pradesh
Human Resource Development
Health Workers
Indian Air Force
Indira Awaas Yojana
Integrated Basin Development and
Livelihood Promotion Programme
Indira Bal Swasthya Yojana
Introduction to Basic Technology
Integrated Child Development Services
Information and Communication
Technologies
International Development Association
Information, Education and
Communication
International Fund on Agricultural
Development
Indian Institute of Management
Indian Institute of Science
Indian Institute of Tropical Meteorology
Indira Jeevitha Bima Pathakam
Infrastructure Leasing and Financial
Services
Indian Meteorological Department
Infant Mortality Rate
Indian National Rupee
Inter Personal Communication
Indoor Patient Department
Institute of Post-Graduate Medical
Education and Research
Institute of Palliative Medicine
Indoor Residual Spray
Implementation Support Agency
Indian Space Research Organisation
Information Technology
Insecticide-Treated Mosquito Nets
Intelligent Transport System
Integrated Village Development Plan
Interactive Voice Response System
Integrated Watershed Management
Programme
Jaipur Development Authority
JMRPL
JPHN
J&K
KIDROP
MSNDC
PC
PCUs
PDS
PHCs
PIA
PILs
PMIS
PoS
PPAFO
PPP
PRA
PRIs
PTGs
PWD
QR
RAPID
RBC
RBSK
RFO
RMDD
ROP
RSK
RTE
SAFAR
SAM
SBI
SC
SCA
SDLC
SDM
SEE J&K
SERP
SHGs
SIP
SIRD
SLC
SMC
SMS
SNCU
SNP
SR
SRI
SSA
Partially Covered
Palliative Care Units
Public Distribution System
Primary Health Centres
Project Implementing Agency
Public Interest Litigations
Partner Management Information
System
Point of Sale
Portable Powered Ankle Foot Orthosis
Public Private Partnerships
Participatory Rural Appraisal
Panchayati Raj Institutions
Particularly Vulnerable Tribal Groups
Public Works Department
Quick Response
Reaching and Programming for
Identification of Disabilities
Residential Bridge Courses
Rashtriya Bal Swasthya Karyakram
Range Forest Officer
Rural Management and Development
Department
Retinopathy of Prematurity
Rajya Shiksha Kendra
Right to Education
System of Air quality Forecasting And
Research
Severe Acute Malnutrition
State Bank of India
Scheduled Caste
Service Centre Agencies
Sub-Divisional Level Committee
Sub District Magistrate
Skill, Empowerment and Employment in
J&K Scheme
Society for Elimination of Rural Poverty
Self Help Groups
Silver Ionisation Plant
State Institute for Rural Development
State Level Committee
School Management Committee
Short Message Service
Sick Newborn Care Unit
Supplementary Nutrition Programme
State Representative
System of Rice Intensification
Sarva Shiksha Abhiyan
ST
STP
SUTP
SWAP
SWOT
SWSM
Tent STPs
THR
TMI
TMST
TNPHC
ToTs
TP
TPDS
TSC
TWD
U 5
UIDAI
ULBs
UNDP
UNICEF
UNISDR
UNOPS
UPB
UPC
VAT
VAP
VBD
VBDCP
VCRO
VHNDs
VLC
VLEs
VO
VMU
VWSC
WASH
WASMO
WCD
WHO
WSSCC
WWF
ZLSS
ZS
Scheduled Tribe
Sewage Treatment Plant
Sustainable Urban Transport Project
Sector Wide Approach
Strengths, Weaknesses, Opportunities, and
Threats
State Water and Sanitation Mission
Tent Special Training Programmes
Take-Home Ration
The Mountain Institute
Technical and Management Support Team
Tamil Nadu Police Housing Corporation
Training of Trainers
Transit Pass
Targeted Public Distribution System
Total Sanitation Campaign
Tribal Welfare Development
Under Five
Unique Identification Authority of India
Urban Local Bodies
United Nations Development Programme
United Nations Childrens Fund
United Nations Office for Disaster Risk
Reduction
United Nations Office for Project Services
Unique Payment Bridge
Unplasticised Polyvinyl Chloride
Value Added Tax
Village Action Plan
Vector Borne Disease
Vector Borne Disease Control Programme
Voice for Child Rights Odisha
Village Health and Nutrition Days
Village Level Committee
Village Level Entrepreneurs
Voluntary Organisation
Vehicle Mounted Unit
Village Water and Sanitation Committee
Water, Sanitation and Hygiene
Water and Sanitation Management
Organisation
Women and Child Development
World Health Organisation
Water Supply & Sanitation Collaborative
Council
World Wildlife Fund for Nature
Zilla Lok Shikshan Sansthans
Zilla Samakhya
Part I
Understanding the Resource Book
part I
1.1 Background
The social sector in India has numerous successful
development initiatives led by various actors and agencies.
These initiatives showcase innovative approaches, effective
strategies, long-lasting impact and sustainability in reaching
out to the most marginalised sections of the population.
However, these success stories and good practices need
to be disseminated widely across various stakeholders, so
as to generate greater momentum across the country for
learning, adaptation and replication of their basic features.
There is thus an urgent need for identification, systematic
codification, documentation and dissemination of such
good practices and innovative approaches in social sector
delivery. Detailed analytical documentation, providing
the nuances of these initiatives is required to facilitate
adaptation and replication in new areas.
The then Planning Commission1, Government of India,
and the United Nations Development Programme
(UNDP) have published two compendiums of case
studies on good practices in social sector service delivery
in 2002 and 2009. These compendiums were prepared
with the objective of disseminating successful approaches
in the social sector and to encourage their replication
to provide greater impetus to development processes
in other parts of the country. Considering the utility of
these compendiums as reliable reference material, this
exercise was extended to document newer case studies
and disseminate them in the form of a new, updated
Resource Book. The current Resource Book is intended
to assist understanding of the implementation of good
practices in different Indian states and to facilitate their
replication in different parts of the country. OneWorld
Foundation India (OWFI), a New Delhi-based NGO, was
entrusted with the task of preparing this Resource Book.
This Resource Book focusses on the documentation and
analysis of good practices that are being implemented in
the form of government schemes and policies across various
social sectors. Thirty-seven case studies from 22 states and 2
union territories across the country have been documented
after a detailed process of data collection, verification and
validation. The validation has helped bring out a number of
aspects applicable to any policy initiative, irrespective of the
thematic focus area. Thus, these good practices have also
been analysed in two ways one, in relation to the wider
public policy context, by highlighting lessons learnt from
their implementation which could be applied across themes,
and two, in relation to the specific thematic area, drawing
out critical factors for consideration by other planners or
practitioners focusing on the same theme. In attempting
to support the creation of a community of practice and
peer-to-peer interaction, this resource book documents
implementation strategies and the roles of stakeholders
Known as NITI Aayog (or National Institution for Transforming India) from 1st January 2015.
Government of India, Planning Commission and United Nations Development Programme India. Social Sector Service Delivery: Good Practices
Resource Book. 2009.
1
2
part I
II.
Refer to Dhara Vikas: Creating water security through spring-shed development in Sikkim.
Refer to Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill and infirm in Kerala
5
Refer to Indira Bal Swasthya Yojana: Applying preventive health care measure to promote health of children in Haryana
6
Refer to Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition in Odisha
3
4
part I
Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in rural Gujarat
Refer to Aam Aadmi Bima Yojana: Life insurance for rural landless labourers in Andhra Pradesh
18
Refer to Pota Cabins: Residential schools for children in LWE-affected areas of Chhattisgarh
19
Refer to Himayat: Placement linked skill development in Jammu and Kashmir
20
Refer to Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
16
17
part I
Refer to Arun ePDS: ICTs and process re-engineering for an efficient public distribution system (PDS) in Arunachal Pradesh
Refer to e-Uparjan: Re-inventing the procurement system through digitisation in Madhya Pradesh
23
Refer to Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
24
Refer to Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
25
Refer to Pratibha Parv: Strengthening quality of education in Government schools of Madhya Pradesh
26
Refer to Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
27
Refer to Dhara Vikas: Creating water security through spring-shed development in Sikkim
28
Refer to Samarpan: Early identification and intervention to check disability in Madhya Pradesh
29
Refer to Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka (Kaikondrahalli)
21
22
No.
Eastern Region
Bihar
Chhattisgarh
Open Defecation Free Villages: Creating and sustaining Nirmal Grams through
community participation in Jharkhand
Mo Masari: Using insecticidal nets to protect pregnant women and children from
malaria in Odisha
Dilli Annashree Yojna: Food security for the vulnerable in New Delhi
SAFAR: System of Air quality Forecasting And Research in metropolitan cities like
Delhi
Haryana
10
Indira Bal Swasthya Yojana: Applying preventive health care measures to promote
childrens health in Haryana
Himachal Pradesh
11
12
13
14
15
Punjab
16
Uttar Pradesh
17
Jharkhand
Odisha
Northern Region
NCT of Delhi
Madhya Pradesh
30
10
Refer to Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka (Kaikondrahalli)
part I
State
No.
18
Arun ePDS: ICTs and process re-engineering for an efficient Public Distribution System
in Arunachal Pradesh
19
20
Tripura
21
Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
Assam
22
Meghalaya
23
24
25
Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
26
27
Forest Produce Tracking System: Facilitating resource management from source to sink
in Karnataka
28
29
30
31
Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill
& infirm in Kerala
32
33
34
Migration Card and Migration Monitoring Software: Tracking and educating migrant
children in Gujarat
35
36
37
North-Eastern Region
Arunachal Pradesh
Sikkim
Southern Region
Andaman and Nicobar
Islands
Andhra Pradesh*
Karnataka
Kerala
Tamil Nadu
Western Region
Gujarat
Maharashtra
Multi-State
Karnataka and Rajasthan
The field work for these case studies was conducted in Andhra Pradesh before the state of Telengana was carved out of it in June 2014.
11
12
CASE STUDIES
Child Protection
II
Education
Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
III
Environment
Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
10
Integrated Basin Development and Livelihood Promotion Programme: Fostering a spirit of entrepreneurship
in Meghalaya
11
Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka
(Kaikondrahalli)
12
13
SAFAR: System of Air quality Forecasting And Research in metropolitan cities like Delhi
14
Sustainable Plastic Waste Management Plan: Defending the fragile ecosystem of Himachal Pradesh
IV
Financial Inclusion
15
16
Arun ePDS: ICTs and process re-engineering for an efficient Public Distribution System in Arunachal Pradesh
17
Dilli Annashree Yojna: Food security for the vulnerable in New Delhi
18
VI
Health
19
Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill & infirm in
Kerala
20
21
Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition in
Odisha
22
Indira Bal Swasthya Yojana: Applying preventive health care measures to promote childrens health in
Haryana
23
24
Mo Masari: Using insecticidal nets to protect pregnant women and children from malaria in Odisha
25
NRHM Initiatives: Improving access to health care through strategic incentives in Assam
VII
26
part I
Case Study
No.
CASE STUDIES
VIII
Local Governance
27
28
Entitlement-Based District Planning: Innovating planning process for accuracy and efficiency in Bihar
IX
Social Security
29
Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
30
Daliya Jalao: Liberating and rehabilitating manual scavengers in Badaun district of Uttar Pradesh
31
Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
32
33
34
Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in rural
Gujarat
35
Open Defecation Free Villages: Creating and sustaining Nirmal Grams through community
participation in Jharkhand
XI
Womens Empowerment
36
Ghar Doghaanche Abhiyan: Joint ownership of housing by husband and wife in Maharashtra
37
13
Part II
The Case Studies
17
child protection
Rationale
Prior to the deployment of the Sampark Helpline, avenues
of redressal were limited with respect to increased cases
of dropouts, cases of negligence and violation of rules or
the non-availability of entitlements as per the mandate
of the RTE Act. Similarly, issues related to the needs
of special and disadvantaged children, complaints of
corporal punishment and incidents of sexual abuse of
students needed redressal. It was primarily due to the
fact that no direct contact mechanism existed between
the officials and citizens to address their complaints, that
issues seldom reached higher authorities, and suitable
action was rarely taken.
Against this background, a 12-hour student helpline,
Sampark, was started by the Department of School
and Mass Education in Odisha. The helpline service
was initiated to provide relief to the students in distress
through timely action. It allows any individual or students
(between the classes of I and IX) to call up the toll free
number 1800 345 6722 to seek information or voice
concerns, views and ideas on school education. The
project is innovative as it covers almost all issues ranging
from sexual abuse to education and the management
system. Importantly, the identity of the caller is kept
confidential. This case study aims to highlight the working
design and impact of the Sampark helpline in Odisha.
Key Stakeholders
The key stakeholders involved in the programme are
School and Mass Education Department at Odisha,
school-going children and drop outs (6-16 years), parents,
guardians, community members and teachers.
Funding Agency
Objectives
The student helpline is an attempt by the Department
towards timely and efficient redressal of complaints lodged
by students related to education and schools under the
RTE Act. The specific objectives of the helpline are to
listen to the concerns of students, ensure a safe and childfriendly environment that is free from punishment and
exploitation and to understand the perspective of students
Beneficiaries
The programme covers all the students going to
19
Implementation Strategy
The student helpline is based on the principle of
freedom of expression where any student whose right to
education is violated or who wants to share a suggestion
or lodge a complaint can dial the toll free number
1800 345 6722. Students can also send an e-mail to
schoolstudenthelplinesme@gmail.com to place their
concerns before the authorities. The helpline has a welldefined functioning grievance redressal mechanism. The
cell has a designated person who listens to phone calls
and enters call details in a register. The identity of the
caller is kept confidential to avoid any harm to the caller,
especially if the complaint or suggestion is sensitive in
nature. The information obtained is written down in
a register for record keeping. The information is then
entered into the computerised database under a suitable
category. Letters received through the helpline are also
scanned and sent through an e-mail to the concerned
authority for further investigation and verification within
a deadline.
The case is then investigated by the concerned officer or
Headmaster, Block Resource Person or District Project
Coordinator, depending upon the nature of the case.
Cases which need urgent attention are given priority
and are presented to the Commissioner-cum-Secretary
for immediate redressal and action. He reviews the
action taken on all calls in weekly meetings. The action
taken reports are submitted to the helpline cell by
the investigating officer though e-mail and in cases of
emergencies, a direct message is sent to the concerned
field level officer over phone call. Nodal officers in charge,
who are senior officers, make a visit to each district once a
month to follow-up and monitor activities and the action
taken on cases registered. Disciplinary proceedings are
then initiated against teachers and officials who are found
at fault under the Odisha Civil Services Classifications,
Control and Appeal Rules (OCSCCA).
Resources Utilised
The Helpline Cell started with two call attendants-cumcounsellors, one data entry operator and one official
assistant. At present the helpline team has 18 members.
The programme is funded by the School and Mass
Education Department, Government of Odisha. The
Budget provision has been made in the Ministry of
Human Resource Development, Government of India
(2013-2014) to make the system sustainable.
To spread awareness among students and parents about
the helpline, schools have been instructed to display the
toll free number and e-mail address on their school walls
and buildings. All schools, including government and
private schools, as well as schools run by the Scheduled
Castes (SC) and Scheduled Tribes (ST) Development
Figure 2: Process flow for addressing calls received at the Sampark helpline
Receipt of Calls
Designated officers
Recording of Cases
Details of the calls are
done verbatim.
redressal is defined
and weekly review and
reporting of progress
of redressal is shown
to the Secretary of the
Department.
20
child protection
People speak...
Birendrea Pradhan, Jhumpura, Keonjhar
My daughter, Gayatri (Class-II) met with severe burn
injuries in school by falling in hot gruel. I was away
from home. My younger brother called the helpline.
Thanks to the helplines immediate intervention my
daughter got the best treatment at Keonjhar and
Cuttack. She is going to school now.
Impact
Programme Coordinator
Call Operatorscum-Counsellors
Moderator-cumTranslator
Reporter
21
Corporal punishment
Mid-Day Meal
4.
5.
6.
Key Challenges
The project implementers faced challenges during the
initial stage, but with the passage of time they overcame
these to enhance the effectiveness of the helpline. Some
of the challenges that the helpline faced includes the use
of unparliamentary language by callers, which makes
the attendants uncomfortable, and the misuse of the
helpline by people making false calls and arguing with
call attendants. Also, scores of cases have been found to
be false after verification, resulting in loss of government
resources. Due to the growing number of cases, field
level officers are overburdened with the enquiry and
reporting of cases.
Similarly, some of the callers expect higher authorities,
such as state level officers, to resolve their matters
which may not be possible in each case. On the other
hand, there are challenges which have to be dealt with
carefully such as cases of sexual abuse or corporal
punishment. At the same time, collecting accurate details
and verification from people is difficult as officials face
resentment and opposition in such situations. A lot of
the above challenges were dealt with through training
and capacity building of teachers and counselors who
have to attend the calls and resolve cases. They were
trained to be patient and deal with complainants in a
very friendly manner, and assure them of speedy and
appropriate resolution of cases.
22
child protection
Conclusion
The Sampark helpline provides a unique service as it
provides children with a mechanism to express their
concerns over email and through telephone in anonymity.
In Odisha, the helpline has managed to create a positive
impact on students and parents by restoring their faith
in the school education system. Active feedback and
redressal mechanisms by government officials have
played an important role in this. The helpline has made a
mark beyond the education system as well, by raising the
issues of students for open discussion in the community.
Fact Sheet
Theme
Child Protection
Geographical Coverage
Target Groups
School students
Years of Implementation
2010 - Present
23
Education
Rationale
The Right of Children to Free and Compulsory Education
(RTE) Act, 2009 implemented at the national level
envisages free elementary education for children in the
age group of 6-14 years. The implementation, however,
has faced several roadblocks, including high dropout
rates among students.
Migration for seasonal employment is one of the factors
known to contribute to the dropout rate of children
25
Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
Objectives
Providing education to migrating children in the age
group of 6-14 years is one of the main objectives of
this initiative. Other objectives of the initiative include
tracking and monitoring students migrating from one
cluster, block, district or state to another cluster, block,
district or state. The programme also aims at increasing
retention and reducing the dropout rate of students in
Gujarat. Additionally, it endeavours to map intra-state
and inter-state migrant children in Gujarat.
Key Stakeholders
This initiative is run under the Sarva Shiksha Abhiyan (SSA)
Mission of the Department of Education, Government of
Gujarat. Officials from various sub-departments of the
SSA, such as, the Out-of-School Department and Girls
Education Department have been assigned as nodal
officers-in-charge of districts under this initiative. The
implementing entities at state, district, block, cluster and
school levels have been given in Figure 2.
At the grassroots level, there are Bal Mitras in Tent STP
schools who are special teaching volunteers drawn from
the local population. The final and the most important
stakeholders are the migrant children.
26
Implementation Strategy
Under the Migration Card initiative, three different cards
were maintained for facilitating school admissions Pink
Card: Block Resource Centre (BRC) Coordinator; Yellow
Card: Headmaster, and White Card: Migrating student.
The details of the students used to be manually entered
into ward education registers and village education
registers, as per the format given by the Ministry of Human
Resources Development. However, this manual system
faced issues such as lack of accuracy and specificity in
records, improper maintenance of the card and loss of
card in transit.
Hence, in 2010, it was decided to migrate to an online
platform the Migration Monitoring Software (MMS).
A committee was formed for deliberating upon the
standardised format to be used online and inputs
were taken from the Tribal Department, Child Labour
Department, Non-Governmental Organisations (NGOs),
Gujarat Council of Educational Research and Training
(GCERT), other states and members of the project staff
hired for the initiative. Based on these inputs, the MMS
was created and launched in May 2010 on a pilot
basis in 12 districts and then upscaled to all 26 districts
after a successful run. It was recognised that crucial
implementation work was required to be done at the
cluster level and, hence, it was ensured that internet and
computer facilities were provided up to Cluster Resource
Centres. As a result, for the first time in Gujarat, 8,000
inter-state migrant students and 16,000 intra-state
migrant students began to be tracked.
a. Process flow
A unique pre-printed number is given to each migrant
child and is displayed on all migration cards. The preprinted number helps in preventing duplication and
Education
District Name
IN Migrant
Directly Received
Enrolled
b. Project components
The modalities involved in the two cases, intra-state
migrants and inter-state migrants are described herein.
Intra-state migrant children: A survey is conducted at
the beginning of the academic year in June by the School
Management Committee (SMC), other school staff
and cluster level officials. The survey shows how many
enrolled-students will be sent out of the cluster. In some
cases, parents do not inform about intended migration,
in which case the children will be accounted for as outof-school children.
Hostel facilities are provided to children of migrating
parents. In 2010, boarding and lodging was provided by
local NGOs, but since 2011-12, the children are housed
in buildings sanctioned and/or constructed by SSA,
Government of Gujarat. The hostels are maintained,
constructed and managed by the SMC/community
themselves, thus enlisting support from the parents who
trust local members.
Feedback Pending
Out
Migrant
Enrolled
Feedback
Pending
Untraced
Ahmedabad
76
76
44
41
Amreli
25
10
14
24
15
Anand
Banas Kantha
Bharuch
11
18
11
Bhavnagar
13
12
21
14
Dahod
35
30
Gandhinagar
Jamnagar
Junagadh
13
04
Kachchh
13
21
15
Kheda
19
17
Mahesana
15
15
21
20
Narmada
0
0
Navsari
Panch Mahals
21
15
Patan
Porbandar
Rajkot
27
26
19
17
27
Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
Resources Utilised
28
Education
23059
Inter-state
Intra-state
15220
13393
12693
6813
2012-13
2011-12
2010-10
Class I to V
11.77
10.16
8.72
Impact
Educational rehabilitation and reduced dropout rates of migrant children: The Migration Card
and Monitoring Software have helped improve time
efficiency by reducing the duration of time in tracking
migrant children since the progress can be tracked in real
time and on a daily basis as opposed to monthly checks.
CRC coordinators are able to inform the headmaster
of the school in advance, so the needful educational
rehabilitation can be undertaken without delay. Figure
3 shows that the number of children covered under the
programme has substantially increased over the years.
Also, there is a significant reduction in the drop-out
rates of boys and girls till class VII (Figures 4 & 5).
2.06
2.02
Boys
2.04
Girls
2004-05
All
2012-13
29
Migration Card and Migration Monitoring Software: Tracking and educating migrant children in Gujarat
Class I to VII
22.8
18.79
15.33
6.87
Boys
7.37
7.08
Girls
2004-05
All
2012-13
Key Challenges
Incorrect data entry has been a challenge, especially as
data entry was carried out randomly in the initial phase
of the initiative. The need was felt to institutionalise this,
and to this end, monthly trainings were carried out to
familiarise personnel with the modalities involved.
Another difficulty is in finding schools. In certain cases,
schools in remote places were hard to track, therefore the
process of using the DISE code of schools was initiated
in July 2011.
Identifying the level at which tracking has to be carried
out is also challenging. In the earlier stages, the first unit
of entry and tracking was at the village level, but this was
subsequently changed to cluster level due to frequent
shifting by migrant parents.
The language barrier, too, is a challenge. The most pertinent
problem in educating inter-state migrant children has been
the lack of education material in regional languages.
30
Education
Conclusion
Indias RTE, 2009 cannot be implemented in the true
spirit without arresting the high dropout rates. The migrant
population is, of course, one of the biggest challenges in this
regard. With people from neighbouring states like Madhya
Pradesh more prone to migration, it is their children who
are sacrificed at the altar of their jobs.
Fact Sheet
Theme
Education
Geographical Coverage
Target Groups
Years of Implementation
31
The Sarva Shiksha Abhiyan (SSA) in Gujarat has used a tracking system to accommodate and educate
migrant children in seasonal hostels, thus helping increase retention of children migrating with seasonally
employed parents.
Education
Rationale
The status of education in Dantewada district of Chhattisgarh
was abysmal. As per a 2005 report, the literacy rate of the
state stood at 30.2% against the state average of 64.7%.1
The development deficit in the Dakshin Bastar area, which
includes Dantewada district, has been largely attributed
to the remoteness of villages, lack of proper infrastructure
such as roads and bridges, and weak penetration of
communication technology. The situation in this region has
worsened due to Left-Wing Extremism (LWE) and violence.
According to a study published in 2014, nearly 86 primary
and residential schools have been destroyed.2
In January 2011, the number of out-of-school children
in the age group of 6-14 years in Dantewada district was
50.3%, and 20-30% schools were reported defunct. It
was in the backdrop of such adversity that the district
administration introduced a range of educational
interventions such as Education City, Livelihood Colleges,
Choo Lo Aasman and Tamanna.3 For the benefit of outof-school children, especially in Left Wing Extremism
affected areas, Pota Cabins, or residential 500-seater
campuses were installed in 2011.
To address the destruction of concrete structures,
the administration decided to build schools made of
prefabricated materials such as bamboo and ply so that
schools cannot be used as hideouts or armed camps.
Objectives
The main objective of the initiative includes enrolment and
continuous retention of out-of-school children by bringing
them to the mainstream society through formal education.
It also aims at inculcating a scientific temper in children to
prepare them not only for employment opportunities but
also for qualitative changes through the provision of basic
amenities of healthcare, food and proper accommodation
along with an environment that encourages innovation and
entrepreneurship. It seeks to promote vocational skills and
build capacities for self-employment among students.
Key Stakeholders
The key stakeholders involved in the programme operate
at five different levels state, district, block, cluster and
school. The details of the key stakeholders are depicted
in Figure 1.
1
UNDP and Planning Commission of India. Human Development Report of Chhattisgarh. 2005. Web. 01 April 2014. http://www.undp.org/content/
dam/india/docs/human_develop_report_2005_chhattisgarh_full_report.pdf
2
Against the Odds: A Case Study of Educational Initiatives in Dantewada; published by Department of Administrative Reforms and Public Grievances,
Government of India, published in 2014 and web accessed on 14.05.2015 from http://darpg.gov.in/darpgwebsite_cms/document/file/DANTEWADA_case.pdf
3
Education City is a Rs. 100 crore project wherein a single campus spread over 90 acres was created in Dantewada consisting of educational institutions
ranging from primary schools (including Pota Cabin) to polytechnics.; Livelihood Colleges are residential colleges run on a PPP model for youth who are
barely literate or semi-literate and are class 5-12 pass. Reputed private organizations like IL&FS impart skill education and provide them linkages for further
placement.; Choo Lo Aasman addresses the deficit of science teachers and science education in Dantewada by bringing together students of classes 11
and 12 in two main campuses in the district headquarters and prepares them for professional courses like engineering and medicine.; Tamanna is a special
venture to expose students to different opportunities by visiting the district headquarters and major cities like Vishakapatnam, interacting with high-level
government officials such as the Collector, and making use of a specially constructed Science Museum and District Library.
33
State
Collector
District
Block
Cluster
Headmaster
School
Teachers/volunteers
Students (upto class VIII)
Implementation Strategy
The conundrum in rebuilding schools was that concrete
structures take a long time to construct and are easily
destroyed by the Left Wing Extremists violence. Therefore,
portable cabins made of pre-fabricated bamboo and ply
were conceptualised. They are long-lasting and durable,
fireproof and waterproof and can be easily rebuilt.
Bamboo is procured from Nagaland and cement plinths
are laid for the foundation.
Further, it was decided that the Pota Cabins would be
built in educational clusters and not in interior areas so
that there is no objection to laying cement plinths. This
will also ensure that teachers would not be required to go
to remote areas, which might affect their attendance, and
this would also make monitoring and evaluation easier.
Around 10-12 Pota Cabin schools, each accommodating
500 seats, were built within a span of 4-5 months in 2011,
the first one being Kasoli Pota Cabin in Dantewada.
The following changes have been incorporated since the
inception of the initiative -
i)
34
Education
ii)
a. Process
After the construction of Pota Cabins, the personnel
involved anudeshaks (volunteers) from the local Gondi
and Halbi speaking population, adhikshaks (teacher-incharge) and other teaching staff are hired. They are
given the dual responsibility of being class instructors as
well as wardens for the student residents.
Anudeshaks are also given a target of enrolling children
based on the capacity of the school. After conducting a
survey, they visit the designated villages in interior areas,
convince the parents about the merits of the Pota Cabin
education system and bring the children to school. This
35
(Clockwise from top left) Dormitory in Karli Pota Cabin; Computer lab in Kasoli Pota Cabin; Library in
Kasoli Pota Cabin; Tata Magic van for medical emergencies; Mid-Day Meal being prepared in boilers at
Karli Pota Cabin
Resources Utilised
One of the key players in implementation is the
anudeshak. Volunteers who meet the minimum
qualification requirement of post-matriculation, and
who know the local Halbi or Gondi language are
selected. The selection of local volunteers has helped
in tackling the problem of sending government officers
to Left Wing Extremism-affected areas in overcoming
the shortage of teachers in schools, and in convincing
parents to send their children to the schools. Currently,
anudeshaks are paid approximately Rs. 6,000 per
month. The staff also includes adhikshaks (in-charge),
shikshakarmis (teacher), subject instructors, security
guard and kitchen staff.
Training and capacity building programmes for all
instructors are conducted regularly by the district
administration, and starting 2014, training by the District
Institute of Education and Training (DIET) will also be
made mandatory.
The initial cost of setting up one Pota Cabin school
(500 seater) in the pilot phase was approximately
36
Impact
Increased outreach: In Dantewada district, there are 17
functional Pota Cabins. The initiative has been expanded
to include neighbouring Sukma and Bijapur districts as
well, totaling 43 functional Pota Cabins as of 2012. Figure
2 depicts the impact that has been achieved so far.
Improved enrolment and retention: The Pota Cabin
initiative has helped reduce the number of out-ofschool children and there has been improvement in the
enrollment and retention since its introduction. In just
two years of its inception, the number of out-of-school
Education
Figure 2: Number of children enrolled in Pota Cabins in Dantewada and Sukma districts
Karli
Kasoli
Bangapal
Hitameta
Gatam
Mokpal
Kuwakonda
Palnar
Pakela
Chhindgarh
Rokel
Gadiras
Kerlapal
Korra
Murtonda
Sukma
Burdi
Tongpal
Konta
Bangalur
Maraiguda
Errabore
Dhanikarka
Gumda
Kuwakonda-2
Godre
Metapal
Chitalur
550
543
425
353
574
447
644
591
381
513
507
258
473
346
646
432
289
324
471
165
427
610
141
232
173
161
171
151
Source: Empowerment through Education in LWE Affected Areas: A Synopsis of Educational Initiatives in Dantewada. District Administration,
Dantewada (CG).
Children in the
6-14 age group
Key Challenges
21816
Children
out-of-school
5780
January 2011
January 2013
37
Conclusion
Pota Cabins seek to bring about a generational change
by addressing the lack of education in schools that have
been destroyed by violence. Attempts are being made to
merge Pota Cabins with the primary school system so that
it can be brought under the Right of Children to Free and
Compulsory Education (RTE) Act, 2009. Pota Cabins have
raised hope for a positive change by bringing the dropout
children back to the schooling system and fulfilling the
goal of education for all.
Fact Sheet
38
Theme
Education
Geographical Coverage
Target Groups
Years of Implementation
2011 - Present
Education
Rationale
The Pratibha Parv initiative in Madhya Pradesh evolved as a
response to address key education issues and shortcomings
in facilities provided in government schools. Even as
the government is making efforts to address problems
related to infrastructural shortages and student dropouts
by implementing schemes such as Sarva Shiksha Abhiyan
and the Mid-day Meal programme, it is equally important
to concentrate on aspects of teaching and learning to
improve the performance of students in schools.
The school education system suffers not only from a lack
of infrastructural facilities but also from the shortage of
well-trained and motivated teachers. Factors such as a
high rate of teacher absenteeism, increased drop-out
rates and under-staffed government schools adversely
affect the quality of education.
Objectives
39
Key Stakeholders
Technical Support
The technical support for this programme is provided by
Beneficiaries
The programme covers school students, and teachers
Other Partners
Directorate of Public Instructions and Tribal
Implementation Strategy
The Pratibha Parv initiative seeks to evaluate students
capabilities while at the same time doing away with the
fear of the formal examination system. It also involves
assessment of teaching arrangements and facilities in the
schools, other school activities such the Mid-Day Meal
scheme, as well as progress on the syllabus. Attendance
of students is also assessed along with the maintenance
of school records. Additionally, the general knowledge of
40
Education
Tools designed
at the state level
Training
organised at the
state level
Soft copies of
question papers
provided
with security
password
Sealed envelopes
opened by
headmaster
Source: OneWorld Foundation India, 2014 and Rajya Shiksha Kendra, Madhya Pradesh
Impact
Better quality of education and improved attendance:
Pratibha Parv is reaching out to many students and
teachers in under-resourced schools and providing them
with an opportunity for better quality of education. It
has reduced the fear of examination among students by
making the assessment procedure more student-friendly
Resources Utilised
For the implementation of Pratibha Parv for one crore
students, more than three lakh teachers, 35,145 external
assessors, block and district level field officers and officers
working in the state project office were engaged.
Phase I
(2011-2012)
Phase II
(2012-2013)
41
1,12,788
No. of schools
covered
No. of children
assessed
84%
79.1%
Key Challenges
Like many other initiatives focussing on improving the
education scenario in the country, especially in government
schools, Pratibha Parv initially struggled to bring about
changes in existing system and convincing teachers and
students about the new assessment programme. A teachers
protest on the issue of their salaries in 2012 brought to the
fore front how the initiative could be held hostage to noncooperation from teachers. Long-drawn negotiations with
the teachers union were undertaken to resolve the issue.
Phase I
(2011-2012)
Phase II
(2012-2013)
42
Education
Conclusion
Pratibha Parv presents an excellent example of taking a
step towards improving the quality of school education.
This model has been appreciated by parents, the
community as well as by other states. Self-appraisals and
departmental and third party appraisals have helped
identify the lacunae in the educational system and the
comprehensive assessment programme has helped
academic and administrative decision-making.
Fact Sheet
Theme
Education
Geographical Coverage
Target Groups
Year of Implementation
2011 - Present
43
Andhra Pradeshs Saakshar Bharat programme has facilitated opportunities for continuing education by
extending educational options to adults who have dropped out of, or never entered the formal education
system with its emphasis on basic literacy, post-literacy and continuous education.
Education
Rationale
Low levels of literacy have been a persistent problem
in India, despite the implementation of strong and
sustained government programmes to tackle this issue.
The National Literacy Mission launched in 1988 with the
purpose of imparting functional literacy to non-literates
between the ages of 15 and 35 years produced 127.45
million literates. As a result, the literacy rate jumped by
12% between the Census of India undertaken in 1991
and that in 2001, from 52.21% to 64.84%.
But the sheer numbers of illiterates recorded in the 2001
Census, putting the number of illiterates in the 15 years
and above age group at 259.52 million, called for further
introspection. This was compounded by the fact that wide
disparities were reflected in terms of gender, social groups
and regions. Thus, notwithstanding the progress achieved,
India still has a long way to go to reach the world average
rate of literacy, which is 84%. In the context of Andhra
Pradesh, the significance of adult literacy is pronounced,
as according to the 2001 Census, the state had a literacy
rate of 60.47% and a gender gap of 19.89%.
The Saakshar Bharat programme, launched at the allIndia level in 2009, was conceptualised with the goal
of creating a learning society with focus on non-literates
and neo-literates in the age group of 15 years and above
with a special focus on women. This programme seeks
to reach 80% literacy in the target group along with
reducing gender disparity in literacy to less than 10% by
2012. The programme also aims to reduce other socio
and regional disparities.
Objectives
The main objective of the programme is to impart
functional literacy and numeracy to non-literate and neo-
Key Stakeholders
The key stakeholders of the programme are the National
Literacy Mission, State Literacy Mission, volunteer
teachers, preraks or coordinators, state resource centres,
change makers in the community of local NGOs and
neo-literates above 15 years of age, especially women.
Volunteer Teachers
Preraks/Coordinators
State Resource Centres
Change makers in the community or
local NGOs
* The field work for this case study was conducted in Andhra Pradesh before the state of Telengana was carved out of it in June 2014.
45
Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
Implementation Strategy
The basic literacy programme was launched in in
19 districts Adilabad, Anantapur, Chittoor, Guntur,
Karimnagar, Khammam, Kurnool, Mahbubnagar, Medak,
Nalgonda, Nizamabad, Prakasam, Rangareddy, Sri
Potti Sriramulu Nellore, Srikakulam, Visakhapatnam,
Vizianagaram, Warangal, YSR of Andhra Pradesh, having
less than 50% female literacy in 2011. The programme
focusses on four components including basic literacy,
vocational skills, equivalency to formal education, and
continued education. The programme seeks to achieve
these goals by boosting the neo-literates capacity
through libraries and newspapers at Adult Education
Centres (AECs).
Targeted Beneficiaries
79,52,984
Project Cost
Rs. 5,91,70,49,131
No. of AECs
18921
No. of Districts
19
No. of Blocks
No. of GPs
945
18921
a. Process Flow
The process started with the constitution of the
management committees at various levels, right from
the national level to the Panchayat level. At the state
level the Directorate of Adult Education acts as the
secretariat of the State Literacy Mission Authority,
followed by the Zilla Lok Siksha Samithi (ZLSS) at the
district level, the Mandal Lok Siksha Samithi (MLSS) at
the mandal level and the Gram Panchayat Lok Siksha
Samithi (GPLSS) at the Gram Panchayat (GP) level
(Figure 2).
This was followed by the opening of bank accounts for
these committees. The allocation of funds is activity
based, and funds are disbursed directly by the APSLMA
to the account of committees at each level starting from
the state level down to the Panchayat level, with clear
Ma
na
ge
me
nt
S
tru
ctu
re
46
Education
% Success
06-03-2011
10.08 lakh
5.54 lakh
54.42
20-08-2011
10.07 lakh
5.63 lakh
55.91
18-03-2012
16.41 lakh
12.48 lakh
76.30
26-08-2012
16.10 lakh
11.56 lakh
71.80
17-03-2013
11.67 lakh
8.40 lakh
71.98
25-08-2013
13.88 lakh
Total
78.31 lakh
Results awaited
43.61 lakh
67.99
b. Awareness
Since adult education requires a change in perception
among target beneficiaries about the need for literacy, the
process of awareness generation is critical. A state-wide
campaign, Saakshar Bharat Yatra, has been organised
in collaboration with the Bharat Gnana Vignana Smithi
in Chitoor, YSR Kadapa, Kurnool, Mahaboobnagar and
Rangareddy districts to mobilise learners. Similarly,
Yatras have been organised in Vishakhapatnam as well.
Participation of ministers and senior officials ensured
wide coverage by media. A motivational film was also
made and shown during the awareness generation
drives.
c. Trainings
Training is an important component of this initiative. The
training process starts with identifying and training the
resource persons and master trainers at the state level.
At this level, the trainings are provided by SRCs located
in Hyderabad and Vishakhapatnam. These resource
persons and master trainers then begin training the state,
district, and mandal-level trainers. The trainings are also
organised for preraks at the mandal level. As new initiative
Manna TV (State government channel) is used to provide
training, orientation and guidance to almost 37,000
functionaries on various aspects of the programme.
d. Monitoring
An effective mechanism for monitoring is in place to
ensure smooth implementation of the programme.
The Director, Adult Education, holds a Monthly Review
Meeting on the 7th of every month with the Secretaries
of the Zilla Lok Shikshan Sansthans. Similarly, the District
Collector; Deputy Director, Adult Education; and CEO,
Zilla Parishad, hold review meetings at the district level
with mandal coordinators on the 5th of every month.
At the divisional level, similar meetings are held by
the divisional in-charges such as project officers/
assistant project officers of the adult education mission
fortnightly. Mandal development officers and adult
education supervisors hold review meetings with village
coordinators on the 27th, 28th and 29th of every month.
Along with the traditional mechanism of monitoring,
a web-based MIS system has also been developed.
It is a web-flow based-system that connects all major
stakeholders to the Panchayat level. This system is
designed to facilitate physical and financial planning,
47
Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
70.32
60.47
59.15
50.43
43361
43361
Resources Utilised
All Persons
Total
(Rs. in
Crores)
GOI
Share
(75%)
State
Share
(25%)
877.23
657.93
219.30
Male
2001
2011
Female
% Increase /Decrease
Amount Sanctioned
so far
514.91
403.49
111.42
Expenditure
355.86
334.21
111.40
27,73,061
22,59,843
Impact
14,78,930
48
Gender Gap
16,65,136
11,38,488
2010-11
2011-12
2012-13
Education
No of Programmes conducted
Adilabad
866
25,980
Ananthapur
1,336
33,363
Chittoor
1,108
33,247
Guntur
284
18,230
Kadapa
41
1,025
Khammam
171
5,146
Kurnool
897
26,937
Mahaboobnagar
921
23,260
1,059
27,395
Nalgonda
854
21,350
Prakasam
77
1,925
Rangareddy
200
5,000
Srikakulam
165
4,950
Visakhapatnam
150
3,750
Vizianagaram
120
7,620
Warangal
247
5,434
8,496
244,612
Medak
Total
Source: Andhra Pradesh State Literacy Mission Authority, and OneWorld Foundation India, 2014
Key Challenges
People speak...
Chandrakala, Velimela Village
Madam (prerak) came to tell us
that we should come to the centre
in the evenings and spend time
with her. It would be good for us
and we will learn how to read and
write. Initially I was scared as I did
not know how to read or write.
Now I have started on Primer A.
My children also encourage me to continue.
49
Saakshar Bharat: Sustaining and enhancing efforts in adult education in Andhra Pradesh
Awards
Andhra
Pradesh
State
Literacy Mission Authority
(APSLMA) won three awards
at the state, district and
village levels for successful
implementation in 2012:
APSLMA at the state level got the award for
improving the literacy percentage.
Vizianagaram district in Andhra Pradesh was
selected for Saakshar Bharat award for its
efforts in implementation. Pre-implementation,
7.39 lakh women above 15 years of age were
illiterate. Post-implementation, 61% of this
number was made literate and efforts are
ongoing to expand literacy levels.
The P. Yeleru Gram Panchayat in Anantpur
district got the award for improving the literacy
percentage.
Conclusion
The energy and passion with which the Saakshar Bharat
programme has been implemented in Andhra Pradesh
can be gauged from the initiatives that have been taken
up in different districts to enhance its reach and impact.
The District Collector of Vizianagaram initiated a special
intensive literacy drive to cover 4,00,000 learners,
primarily MGNREGA beneficiaries, by involving civil
society organisations. The ZLSS has conducted the
NIOS assessment test in March 2012 for all learners in
Vizianagaram.
For this activity, Vizianagaram district was recgonised
in the Limca Book of Records. Similarly, the District
Collector of Mahaboobnagar initiated a special literacy
drive in low literacy mandals such as Gattu, Leeja,
Maldakaland and Dharur to cover 1.50 lakh nonliterates. Such high levels of passion on the part of the
state and district administrations to ameliorate illiteracy
have made a significant impact on the literacy canvas
of the state.
Fact Sheet
50
Theme
Education
Geographical Coverage
Target Groups
Years of Implementation
2009 - Present
environment
Rationale
The lack of sewage treatment facilities was a major
concern for residents of the police quarters in Avadi, a
suburb of Chennai under the municipality of Thiruvallur
district. The police colony, constructed by the Chennai
Public Works Department (PWD) in 1966, occupies an
area of 1,000 acres and houses approximately 12,500
residents from 2,000 households. However, as the Avadi
area does not fall under Chennai city limits, it was not
connected to the underground sewer system and had to
dispose of its sewage through septic tanks.
The problem with this arrangement was that the
percolation of water from the septic tank to the subsoil
was little, as the soil was largely clayey. This resulted
Objective
The STP was constructed with the objective of treating
and reusing the sewage water generated in the Avadi
police quarters.
Key Stakeholders
The programme is being implemented by the TNPHC
with the financial support of the Government of Tamil
Nadu, and the beneficiaries are the residents of Avadi.
53
Implementation Strategy
The approach followed for implementation involved
focussing on the basics initially, testing the essential
viability of the project and then, if successful, scaling
it up. Thus, the first goal of the project was to contain
the existing damage and treat the sewage that was
being generated. Emphasis was also placed on building
a robust system that would be as maintenance-free as
possible. Accordingly, the methodology of activated
sludge control was chosen for deployment due to its
simplicity and reliability. The method uses air and a
biological floc composed of bacteria and protozoa to
treat sewage. A contractor was selected through an open
tendering process to construct the STP using this method.
Unplasticised Polyvinyl Chloride (UPC) material was used
in construction, as it does not corrode easily and requires
less maintenance.
Phase I of the project began in 2003, with the target of
treating 2 lakh litres of water daily and constructing a
pond to store the treated water and use it to recharge
the groundwater table. The project was completed
in 2004. Phase II began in 2011 and had the target of
treating 10 lakh litres of water daily. An additional STP
was constructed for this purpose by 2012.
After the construction of the treatment plant, its
maintenance was handed over to the members of the
police colony. Constables and pump operators were
trained for three months by the implementing agency.
SCREEN CHAMBER
COLLECTION/EQUILISATION
FILTRATE
AERATION TANK
SLUDGE
DRYING
BEDS
SETTLING TANK
SLUDGE
RECIRCULATION
Image 2: (Clockwise from top left): Collection well; clarifier; settling tank; pressure sand and activated
carbon filter; sludge drying bed, and treated water pond with walking track
Source: Tamil Nadu Police Housing Corporation
54
environment
Resources Utilised
Details about the resources utilised in the construction of
the STP in Avadi are presented in Table 1.
Additional Resources
Sand
1,000 cu.m
Phase I
30,00,000
Brick jelly
96 cu.m
Phase II
1,00,00,000
Stone jelly
850 cu.m
Bricks
4,000 bags
Cement
10,000 bags
Manpower
3,000
Running cost
Monthly
electricity
bill
15,000
Impact
Treatment of sewage, removal of odour and diseases:
The immediate outcome of the STP in Avadi has been to
treat 12 lakh litres of sewage every day with no negative
discharge, produce manure, recharge groundwater,
remove the source of foul odour and waterborne diseases,
and beautify the area.
Production of economically valuable items: The water
produced by the STP is being used for cultivation of
bananas, coconuts and vegetables; fish like katla, kapis
and logu; and beema bamboo, which is used in the
production of furnace oil, paper, cloth, ornamental items
and mats. This fast growing, thorn-free plant generates
high levels of oxygen and also acts as a green boundary
wall. The 1,000 beema saplings brought from Hosur,
Bengaluru, will be ready for harvesting in five years. The
Key Challenges
Residents of the police colony were initially reluctant to
use the treated water. To address this issue, senior police
officers were involved in building a consensus leading
to acceptance of the initiative. The Additional Director
General (Police), Inspector General (Prisons) and a
former Police Commissioner of Chennai visited the field
site, held discussions with the residents of the colony and
encouraged them to use the treated water. The unutilised
land around the plant was divided into plots that were
to be used for cultivation. Three teams were formed to
carry out the cultivation, and within six months the land
reaped a harvest of bananas. The culture of cultivation
caught on, and kitchen gardens irrigated by the pond are
now a common sight in the colony.
Subsequently, the TNPHC introduced fish cultivation
in the pond by providing seeds and feed. However,
residents showed reluctance in consuming the fish. To
deal with this, the previous strategy of involving highlevel leadership was successfully used again. In fact, the
Additional Director General (Police) set an example by
consuming some of the fish himself. This encouraged
many of the residents to follow suit.
55
Conclusion
The construction of the STP in Avadi shows how off-grid
or isolated systems for sewage treatment can effectively
manage sewage in a way that converts waste into useful
products and also recharges the environment. Having
already been replicated at several sites in Tamil Nadu,
the model offers a proven strategy for responsible and
productive sewage disposal.
Fact Sheet
56
Theme
Environment
Geographical Coverage
Tamil Nadu Police Housing Colony, Avadi suburb, Chennai, Tamil Nadu State
Target Groups
Years of Implementation
2003 - 2012
administrative reforms
Rationale
Key Stakeholders
Government Departments
Department of Forest, Environment and Wildlife
Management
Department of Science and Technology and Climate
Change
Department of Mines and Geology
Indian Space Research Organisation, Department of
Space, Bengaluru
Private Institutes
G.B Pant Institute of Himalayan Environment and
Development
World Wildlife Fund (India)
Gesellschaft fr Internationale Zusammenarbeit (India)
Peoples Science Institute, Dehradun
Chirag, Nainital
Objectives
Arghyam, Bengaluru
Advanced Centre for Water Resources Development
Beneficiaries
People of South and West districts in Sikkim
1
Tambe, S., Arrawatia, M. L., Bhutia, N. T. and Swaroop, B. Rapid, cost effective and high resolution assessment of climate-related vulnerability of rural
communities of Sikkim Himalaya, India. Current Science, 2011, 101(2), 165-173.
2
This lack of water was primarily due to drying up of lakes and decline in the lean period discharge in streams and springs.
57
Implementation Strategy
Increasing occurrence of droughts in South Sikkim and
West Sikkim districts, where the springs and streams used
to dry up every year between the months of March to
May, led the RMDD to launch the Dhara Vikas initiative
in 2008. The initiative was launched under the centrally
sponsored Mahatma Gandhi National Rural Employment
Guarantee Act (MGNREGA) scheme, with technical
support from other government agencies and organisations
like WWF - India; Peoples Science Institute, Dehradun;
ACWADAM, Pune, and Arghyam, Bangaluru.
Dhara Vikas aims to revive and maintain the dhara
(springs) in the South and West districts of Sikkim by using
rainwater harvesting, geohydrology and Geographical
Information System (GIS) techniques.
58
environment
Resources Utilised
Impact
Recharging lakes, reviving springs, reforestation: Dhara
Vikas has created a significant impact by recharging lakes
and reviving several springs in Sikkim. As many as 50
springs have been revived, most of them in Kaluk, Rhenock,
Ravangla, Sumbuk, Jorethang and Namthang. Further,
five lakes, namely Dolling, Deythang, Nagi, Karthok and
Datum, were revived by the initiative. It has also led
to reforestation of seven hill-top forests at Simkharka,
Sadam, Tendong, Maenam, Gerethang, Chakung and
Sudunglakha. Overall, at an investment of Rs. 2.5 crore
over the last four years, Dhara Vikas has brought about
900 million litres of annual groundwater recharge.
Creation of a cadre of technical specialists: Dhara
Vikas has also developed seven master trainers as inhouse cadre of para-hydrogeologists.
3
Sikkim First Bureau, web accessed on December 6, 2013, from: http://sikkimfirst.in/2013/11/10/sikkims-dhara-vikas-initiative-gives-fresh-lease-of-lifeto-dying-mountain-springs/
59
Key Challenges
60
Achievements
Prime Ministers Award for Excellence in
Public Administration (20112012) to Rural
Management and Development Department
(RMDD), Government of Sikkim
National Groundwater Augmentation Award
(20102011) to WWF-India for technical support
to MGNREGA-Dhara Vikas of RMDD; given by
the Ministry of Water Resources, Government of
India
T.N. Khoshoo Memorial Award by ATREE (2011)
to Sandeep Tambe, Special Secretary, RMDD,
Government of Sikkim, in recognition of his efforts
in sustainability and community-based governance
of common property resources in Sikkim
eNorth East Award (2012): Winner of Village
Spring Altas for conservation of Himalayan
springs and adapting to climate change (www.
sikkimsprings.org)
environment
People speak...
Experience of a beneficiary
Lendup
Lepcha
is
a beneficiary of the
Dhara Vikas project. He
considers the improved
availability of drinking
water to be the biggest
benefit of the programme.
Like everyone else in the
village, Lendup too has
his own water tank. He
believes that the Panchayat
and block development
officers played an important role in ensuring water
security, which opened income avenues for the local
population. Earlier, he was not able to cultivate in
the lean period due to lack of adequate irrigation
facilities. After the implementation of Dhara Vikas,
the improved availability of water for irrigation
has allowed him to diversify into horticulture and
vegetable cultivation. Unlike before when he could
only cultivate dry crops such as ginger, Lendup now
also grows vegetables such as tomato, peas, cabbage
and cauliflower. This diversification has increased
his income. Lendup believes other parts of the state
should also be brought under Dhara Vikas so that
many others can benefit from it.
Conclusion
Dhara Vikas has had a profound impact on the lives of
people living in water-scarce areas of Sikkim, and this
innovative intervention is set to continue in future.
In keeping with its utilisation of latest technology for
spring-shed development, Dhara Vikas has initiated an
environmental isotopic fingerprinting study of springs
in Sikkim, in collaboration with the Bhabha Atomic
Research Centre (BARC), to increase knowledge of
mountain aquifers. This technique can further strengthen
the understanding of recharge areas and pinpoint specific
locations for optimal recharge of a spring.
Apart from this, a training handbook is being prepared to
illustrate the process of groundwater recharge. Pilots of
other water security initiatives, including documentation
of village water budget, village recharge areas and
ways in which water efficiency can be enhanced are
underway.
Fact Sheet
Theme
Environment
Geographical Coverage
South and West Sikkim districts (only mapping covered Sikkim State)
Target Groups
Citizens of Sikkim
Years of Implementation
2009 - Present
61
An environment management initiative of the Dr. B.R. Ambedkar Institute of Technology promotes
environmental conservation and awareness through implementation of rainwater harvesting, effluent
treatment and paper recycling that meets about half of the institute campus water requirement.
environment
Rationale
Objectives
This
environment
management
initiative
was
implemented inside a residential educational campus,
comprising buildings and living quarters. The campus
faced a severe waste management problem, an issue that
is felt universally across urban settlements, negatively
affecting the environment and consequently, public
health. The waste management problem was further
complicated by the fact that waste segregation was not
practised by the students and other residents of the
campus, as a result of which organic recyclable waste
was being mixed with inorganic toxic waste. In any case,
the waste was not collected regularly. The absence of
waste segregation and waste collection by students in
a systematic manner resulted in piling up of waste and
growth of harmful bacteria, which posed a health risk to
all campus residents.
Key Stakeholders
Dr. B.R. Ambedkar Institute of Technology, which
operates under the Department of Higher Education,
implemented the initiative. The Department of Science
and Technology, Andaman and Nicobar, and the Andaman
63
Environment Management Initiative: A unique low-cost model in Andaman and Nicobar Islands
Implementation Strategy
Decomposable
Paper
Inert Debris
Non Decomposable
Green Bin
Paper Collection
Blue Bin
Disposal by Municipality
64
environment
Impact
Plant type
70 lakh
5 lakh
15 lakh (2 members)
Key Challenges
Image 3: Recycled Paper
Resources Utilised
The contribution of students at the institute was crucial in
the planning and implementation of the initiative. They
took the responsibility of monitoring and operating the
different plants/units deployed in the campus as part of
the Initiative.
65
Environment Management Initiative: A unique low-cost model in Andaman and Nicobar Islands
Percentage
Organic waste
64.90
Paper waste
15.46
Plastic waste
11.01
E-Waste
2.00
Other waste
6.63
Effluent quantity
Ph value
6.4
Suspended solids
40mg/1
Dissolved solids
9mg/1
B.O.D
2.5mg/1
Ph value
5.5 to 9
5.5 to 9
Suspended solids
100mg/l
100mg/l
Dissolved solids
2100mg/l
2100mg/l
B.O.D
30mg/l
100mg/l
1mg/l
1mg/l
66
environment
Conclusion
The uniqueness of this initiative lies in the simple yet
effective and efficient solution it offers to alter waste
management and environmental practices. Recognising
the importance of the community in ensuring
sustainability, this environment management initiative has
been put completely under the charge of the community,
especially students and the younger generation, making
it an exemplary practice.
Fact Sheet
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
2005 - Present
67
The Karnataka Forest Department has initiated Indias first end-to-end online system for tracking forest
produce by managing transit of produce as user departments have access to all the data on a single,
simplified dashboard that can track the high volume of transactions.
environment
Rationale
Prior to the introduction of the FPTS, the Karnataka
Forest Department (KFD) used a manual system to
manage and regulate the extraction of natural resources
such as timber, minerals and firewood. A forest officer
would inspect a load at the source of release and issue a
TP to the owner of the material, certifying the details of
the load. This certificate was periodically verified at each
forest check post till the sink.
However, this manual system suffered from several
shortcomings. It was very time consuming as multiple
authorities, approvals and logistics were involved in the
issuance of TPs. The enormous volume of paper-based
TPs made it difficult for KFD to effectively carry out its core
69
Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
Implementation Strategy
Objectives
Prior Process
destination
Key Stakeholders
Current Process
weigh bridge
Electronic cancellation using bar code scanners
produce
Citizens
The ultimate beneficiary who can use the data made
public by FPTS
70
Business/Industry
http://164.100.80.10/forest_epermit/(S(yyjucc55wfh5tjzlyugsx1ql))/default.aspx
environment
Buyer
5) Buyer data of
volume of produce and
vehicle details captured
at weigh bridge which
is integrated with FPTS
FPTS Admin
a)
b)
c)
d)
e)
f)
g)
h)
Weighing platform
Weighing loadcell
Junction box
Weighing indicator
Computer (selective)
Scoreboard (selective)
Printer (selective)
truck
4) Release order
approved within
6 hours
DCF
Sink
6) Data validation and
checking if relevant
payments complete
7) TP generation
approval and
printing by buyer
NIC Server
Resources Utilised
FPTS was developed in-house by the KFD and as such did
not require any additional resources for web application
development. For field deployment, ICT infrastructure
and human resource training were the main resources
utilised, the details of which are given in Table 1.
Impact
The deployment of FPTS has resulted in transparent,
accountable and efficient movement of forest produce
from source to sink.
71
Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
Quantity
Rate (Rs.)
Amount (Rs.)
Item
Cost (Rs.)
15,000
75,000
1 Computer
12,000
12,000
1 Scanner
57,000
57,000
1 UPS
1,000
36,000
Destination CP
3,000/month
1,80,000
Total
40,000
7,000
10,000
3,60,000
None
57,000
Source: Third party evaluation of process innovation Mineral Movement Administration through innovative use of ICT of Karnataka Forest
Department
2201531
42893544.164
421958
13326092.138
2599
41481.540
10570
172699.300
2636658
56433817.142
Total
Source: Karnataka Forest Department
2
72
environment
Key Challenges
Infrastructure gap was the key challenge that the KFD
encountered. Besides IT connectivity and infrastructure,
awareness levels of functionaries also varied across the
state. This was tackled by prioritising resource allocation
for infrastructure development and through training, which
were facilitated by high-level support for the project.
The application initially met with lukewarm response from
functionaries, as it took away their discretionary powers.
This issue was dealt at the highest level through a strategy
of indifference and firmness till the change was imbibed
on a deep and wide scale. Anti-corruption sentiments in
the society also seem to have helped diminish potential
resistance.
73
Forest Produce Tracking System: Facilitating resource management from source to sink in Karnataka
Conclusion
The stakeholders involved in the management of forest
produce administrative officials, industry and the
general public now have access to precious real-time
data made available by FPTS. This has made it easier to
take policy decisions that are more realistic, sustainable
and responsive to the needs of the public and the
environment. The public has also been empowered to
keep a check on malpractices, thereby ensuring much
wider accountability.
Fact Sheet
74
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
2011 - 2012
environment
The Integrated Basin Development and Livelihood Promotion Programme (IBDLP), a flagship programme, was launched by
the Government of Meghalaya in 2012. It aims to develop sustainable and inclusive entrepreneurship through an extensive
system of training and capacity building, credit linkage and supply chain development. The programme has brought about
significant process re-engineering, facilitating convergent action and holistic development through inclusive growth, livelihood
promotion and environmental conservation. An Enterprise Facilitation Centre located at the block level functions as a single
window for partners to receive all services, saving them from running pillar to post, thereby increasing efficiency in stakeholder
matchmaking. Departments also stand to benefit as the Centre filters non-serious applicants.
Rationale
Meghalaya is rich in important minerals such as coal,
limestone, clay and silimanite.1 It also has a large forest
cover, rich biodiversity and numerous water bodies.
However, despite such natural abundance, almost half
the population of the state lives below poverty line
(BPL).2 The paradoxical existence of such high poverty
amidst plenty led the Meghalaya government to rethink
its development strategy, which had so far focussed on
enactment of welfare schemes to provide various goods
and services free of cost to target beneficiaries.
The effectiveness and reach of this approach was
questionable, as the schemes were prone to errors
in inclusion and exclusion of beneficiaries and were
plagued by standard service delivery issues like
corruption and inefficiency. Also, this approach made
beneficiaries become dependent on government aid
and lose their own initiative to develop livelihoods.
The State government, therefore, felt it imperative to
develop a new approach.
The decision to move to an entrepreneurial model of
growth and development was taken at the highest levels
of the State government. It was believed that transforming
beneficiaries into entrepreneurs (undertaking production
for the market) would help them generate their own
livelihood and obviate the need for constant government
aid and schemes. Over time, this approach came to
be known as the partnership model of development.
Significantly, the term beneficiary, with its intonations
Objectives
IBDLPs primary objective is to ensure 11% growth
during 2012-2017 through an inclusive and sustainable
entrepreneur-led model implemented in convergence
mode. The programme also seeks to promote
knowledge-centric development through capacity
building, particularly in natural resource management
and entrepreneurship. It seeks to promote the creation
of the required physical infrastructure in a convergent
and participatory manner and set up efficient, adaptive
and responsive governance systems for facilitating the
process.
1
Planning Department, Government of Meghalaya. Development and Management of Natural Resources. http://megplanning.gov.in/MSDR/natural_
resources.pdf
2
Meghalaya State Planning Board, 2009
75
Integrated Basin Development and Livelihood Promotion Programme: Fostering a spirit of entrepreneurship in Meghalaya
Key Stakeholders
Implementation Strategy
Entrepreneurs
Supporting Institutions
Natural Resource
Management
Convergence
External Partners
International Fund for Agricultural Development, Asian
76
Entrepreneurship
Development
Good
Governance
a. Convergence
The rationale behind a convergent strategy is two-fold
optimising resources by harnessing departmental
synergies and improving planning and implementation
environment
b. Entrepreneurship development
Enterprise Facilitation Centres (EFCs) have been set up at
the block level. After self-assessment of an entrepreneurship
idea, families or individuals (partners) come to the EFC
where they receive further counselling on their ideas and
the assistance available to them. They are also provided
access to documents and audio-visual material on
successful enterprises to enhance their motivation.
The partners socio-economic profile (including their
livelihood profile, bank linkage details and educational
qualifications) is recorded, and psychological mapping
is undertaken to assess their seriousness. This data,
along with their proposed idea, is used to assess their
entrepreneurial value and categorise them into three
priority lists. Priority 1 partners receive immediate
assistance. Priority 2 partners get assistance in two-three
months. Priority 3 partners receive assistance in six
months. Once the proposals of entrepreneurs have been
approved, the next step generally involves providing
them with the necessary support.
Two types of assistance training and bank linkages
are provided. Training initiatives are aimed at upgrading
skills to enable partners to undertake more valuable
and profitable activities. Capacity building is primarily
undertaken by the State Institute for Rural Development
(SIRD), Bio-Resources Development Centre (BRDC),
Meghalaya Institute for Entrepreneurship (MIE) and
various other agencies that offer skill training programmes.
Bank linkages, on the other hand, are aimed at assisting
partners to obtain bank loans.
77
Integrated Basin Development and Livelihood Promotion Programme: Fostering a spirit of entrepreneurship in Meghalaya
c. Knowledge management
The Knowledge Services Division (KSD) controls
the knowledge management function, guided by
the underlying philosophy of creating networks that
encourage free flow of information and foster dialogue
between all the IBDLP partners like government, citizens
and traditional institutions.
A Partner Management Information System (PMIS)
has been created to handle data related to partners
who register at EFCs. This data is categorised by the
mission and analysed at the macro level by BDUs and
the MBDA before interventions are planned. Through a
state-wide market study of trade data, value chain and
infrastructure, Meghalaya has identified areas in which it
has a comparative advantage and large-scale livelihoods
78
environment
Basin
Development
Unit
Resources Utilised
Meghalaya
Basin
Development
Authority
e. Good governance
Accountability, capacity building and responsiveness
are the three main pillars of good governance under
IBDLP. The Meghalaya Institute of Governance has been
created as a nodal agency to monitor these aspects.
Accountability is handled through external evaluation,
peer review and activity reports placed before the
state legislature. Partnership with several international
development organisations has made it necessary to have
deeper and more proactive measures for transparency.
Capacity building, on the other hand, focusses on
empowering stakeholders so that they can participate
in a positive manner. Accordingly, training is given to
government officials, NGO partners, district local bodies,
village councils, village headmen and communities.
Responsiveness focusses on strengthening institutions
such that they are able to effectively meet emerging
demands. Key institutions like the EFCs are monitored to
ensure that they respond consistently.
Impact
Attitudinal shift towards entrepreneurship: Bringing
in change in peoples mindset has been one of IBDLPs
biggest achievements. As in many other parts of the
country, the underprivileged in Meghalaya too were
mainly involved in subsistence farming and look up to
the state for doles and subsidies. IBDLP has been able
to change the attitude to a great extent towards one of
entrepreneurship, where citizens think of how they can
undertake profitable activities and generate their own
livelihoods. In terms of actual livelihood generation as
well, the programme is making progress, as is presented
in Table 1.
Greater access and efficiency for all stakeholders:
The EFC functions as a single window through which
partners receive all the services, which saves them from
running pillar to post. Being conveniently located at the
block level, it not only connects them to the relevant
departments but also does all the necessary follow-ups,
thereby increasing efficiency in stakeholder matchmaking.
Departments also stand to benefit, as the EFC filters nonserious applicants and provides them with genuine and
sincere candidates, thus eliminating the trouble of going
to the field to hunt for partners. Table 2 and Table 3
present details on trainings and loans and infrastructure
development, respectively.
Entrepreneurs Trained
Aquaculture
21,511
12
14
34
79
Integrated Basin Development and Livelihood Promotion Programme: Fostering a spirit of entrepreneurship in Meghalaya
Key Challenges
The biggest challenge faced by IBDLP has come from the
absence of entrepreneurship culture in the state. Peoples
dependence on government doles and subsidies makes
it difficult to orient them towards creating their own
livelihoods.
8,041
29,103
Details
18.5% of the total cost of the project was contributed by IBDLP under
Viability Gap Funding and the remaining was funded through MGNREGA
Image 3: (Left) Trainees in Mawphlang EFC and (right) margin loan from Womens Economic
Empowerment Entrepreneur Scheme helps a partner upgrade her tailoring business
80
environment
Conclusion
The implementation of IBDLP has been unprecedented
in so far as the entire government of a state has rallied
around a programme and carried out the reforms
necessary to achieve its goals. The IBDLPs aims are
also extremely ambitious, as it attempts to change the
mindset of an entire state in a mission-mode manner.
The programme is still underway but has set a powerful
precedent in livelihoods management for other states
that seek to raise their citizens out of poverty in a manner
that conserves the environment and is driven by the local
community.
Fact Sheet
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
2012 - Present
81
Government initiatives in Karnataka and Rajasthan have successfully revived the lakes and the ecologies
dependent on them through public private partnership or a multi-stakeholder, socially inclusive model.
environment
Rationale
Common Problems
Unique Problems
(Mansagar)
downstream
irrigation during
summer
deposits
Dumping of debris and
waste
Land formation owing to
Inflow of industrial
eutrophication
effluents
Encroachments
2007, JMRPL took over the entire lake area on a 99year lease from the Government of Rajasthan. Jaipur
Development Authority (JDA) was appointed the nodal
body for the restoration project.
In the case of Kaikondrahalli, the plan of its restoration
began with administrative measures. The lake was
earlier under the control of the Lake Development
http://www.downtoearth.org.in/content/mansagar-lakes-fate-hangs-balance
83
Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka (Kaikondrahalli)
Objective
Lake restoration and its sustainable maintenance were
the primary objectives of the two projects focussed on
Mansagar lake and Kaikondrahalli lake respectively.
Key Stakeholders
For Mansagar, the important stakeholders are JMRPL, JDA,
the Forest Department and the Irritation Department.
Whereas for Kaikondrahalli, the BBMP, Mahadevapura
Parisara Samrakshane Mattu Abhivrudhi Samiti (MAPSAS),
United Way and the Revenue Department are the key
stakeholders.
Implementation Strategy
Mansagar
Agency
Role
Jal Tarang
Restoration, tourism
development
and maintenance
JDA
Nodal authority
Forest Department
Irrigation Department
Kaikondrahalli
84
Agency
Role
BBMP
MAPSAS
Community maintenance
United Way
Maintenance funding
Revenue Department
a. Mansagar
Stopping any further pollution was the first prerequisite
for the restoration of Mansagar lake. This required
diversion of highly polluted drain water from Brahmpuri
and Nagtalainalas drains. A 1.5-km channel was
constructed as part of the initiative to divert drain and
storm water into a 7-metre-deep sedimentation basin
constructed on the east side of the lake. Using boulders,
sand and dredged mud, a natural filter was created for
the incoming waste by building a bund at the end of the
depression. The waste passes through this bund, leaving
behind large-sized pollutants, then moving into two
chambers, which have vegetation in them. This strategy
significantly lowers the Biological Oxygen Demand
(BOD)2 of water and makes it clean enough to sustain
flora and fauna.
environment
b. Kaikondrahalli
The BBMP used a phased approach for lake restoration,
primarily because it did not have access to adequate
funds to begin with. The phased approach ensured
regular availability of funds for the project. Phase I, which
lasted from December 2009 to March 2011, began with
demarcation of the lakes boundaries. This was necessary
to enable a precise mapping of the lake and to stop any
encroachment. The mapping was done in coordination
with the revenue department, which is the custodian of
land records. Revenue surveyors conducted a survey,
leading to the establishment of the lakes boundaries.
Lake encroachers were then served eviction notices
through the tehsildar. With the lake administratively
secured and cleared of encroachments, the next step was
to stop pollution. As the inflow of sewage was a major
reason for the lakes degradation, the inflow was diverted
through a pipeline.
Pre-restoration
Post-restoration
Storage Capacity
(Cu.m)
1,85,000.00
2,85,000.00
Tank depth
1.50 mt.
2.50 mt.
85
Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka (Kaikondrahalli)
2)
3)
86
Resources Utilised
The cost of restoration in terms of the financial resources
utilised by these initiatives, an estimated amount of Rs. 20
crore has been spent on the restoration of Mansagar lake.
The finances were provided by the BBMP and JMRPL
respectively. An estimated amount of Rs. 7.5 crore has
been spent on the restoration of Kaikondrahalli lake.
Impact
Development of recreational urban spots: Following
the restoration drives, both Mansagar and Kaikondrahalli
have gone from being eyesores and sources of pollution
to charming recreational urban spaces. In the case of
Kaikondrahalli, the local community is enjoying the new
facilities, evident from the approximately 1,200 visitors
the lake site receives every day. Even Nobel Laureate
Elinor Ostrom visited the lake and planted a sapling in
appreciation of the effort.
Revival of local ecosystems: A notable and successful
strategy in the restoration of Mansagar Lake was the
use of treated storm water as a primary water source
for lake revival. The sedimentation basin in the lake
is an inexpensive treatment system that costs far less
than treating sewage. Both the lakes have also revived
the local ecology and attract a large variety of birds
including pelicans, ducks, black cormorants, shikhrajuvs,
rufoustreepie and many others.
environment
Key Challenges
Mansagar
The initiative to restore Mansagar Lake faced challenges
from a different front. Public Interest Litigations (PILs)
were filed against the project developer in 2010 and
2011, seeking to scrap the project and cancel the
lease agreement. The argument was that a 99-year
lease amounted to sale, and the lease agreement had
undervalued the property. The matter is currently subjudice at the level of the Supreme Court.
Kaikondrahalli
Mansagar
Prior to its restoration, Kaikondrahalli was being
destroyed by real estate developers, who were
systematically dumping debris into the lake to create
land for profit. These illegal activities were checked
through boundary demarcation and construction of
87
Lake Restoration: Two successful models of lake restoration in Rajasthan (Mansagar) and Karnataka (Kaikondrahalli)
Kaikondrahalli
The lake has now been restored, but keeping it pristine
requires urgent reduction and control of incoming
pollutants like sewage, effluents and solid waste. This
cannot be achieved without effective administrative
coordination between various agencies like the Public
Works Department and the Pollution Control Board. This
is difficult to achieve as the lake is currently under the
control of a municipality, which is a local government
body with limited ability to effectively coordinate with
these agencies/departments and take necessary actions.
The same concern emerges with regard to the financial
sustainability of the model. Effective maintenance and
monitoring of the lake require regular supply of funds.
However, the municipality has a limited ability to
generate resources. The maintenance and monitoring
of the lake is now largely dependent on funding from
Conclusion
The two different yet successful strategies for lake
restoration offer replicable models that other states can
learn from. However, there is a need to address the
sustainability related challenges the two models face. In
this regard, the Mansagar model could be strengthened
through a robust PPP agreement in which the lease
duration with the private partner is reduced and the
valuation carefully done. The Kaikondrahalli model could
be enhanced by putting a state-level nodal authority in
charge of the lake and providing budgetry allocation for
community-based monitoring.
Fact Sheet
88
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
environment
Rationale
Kerala has a unique water resources management
problem. The state has a large number of perennial
springs, streams, rivers and other water bodies and
receives an average of 3,000 mm of rainfall in a year.
Paradoxically, the per capita availability of water in Kerala
is substantially lower than the national average. This is a
result of accelerated surface water runoff to sea, which
leaves little water for consumption and causes cycles of
water abundance and water poverty in the state.
Open wells form a critical part of water supply in
the state, with more than 4.5 lakh open wells that
contribute 70% of the domestic water supply in Thrissur
district alone. Most of these wells run dry in summer.
There is also the problem of groundwater exploitation.
Thrissur district itself has one over-exploited block
(Kodungallur) and four semi-critical blocks (Mala,
Mathilakam, Ollukkara and Thalikulam). The district
spends more than Rs. 100,000 every year on water
tankers, as stated in the WASH-UNICEF Report on
Mazhapolima. Further, poor households in rural areas
spend on average approximately two hours every day
on fetching water. Overall, despite heavy investments
in water supply over the years, the outcomes in terms
of water quantity, quality and source sustainability have
not been commensurate. Successive droughts in Kerala
between 2000 and 2004 raised serious concerns about
the availability of water and placed conservation and
rainwater harvesting high on agenda.
Seeking to tackle the acute water scarcity, the District
Collectorate of Thrissur launched Mazhapolima
(meaning, bountiful rainfall) in 2008 as a climate
change adaptation initiative to augment groundwater
resources through rainwater harvesting. Under this
model, rainwater from rooftops is collected and filtered
before being routed down to recharge open dug wells.
This also leads to the formation of a fresh water zone at
the source of the dug wells, as shown in Image 1. The
initiative took into account the regions unique geohydrological factors: the area receives average annual
rainfall of 3,000 mm; open dug wells form unconfined
aquifers; there are 200 homestead open dug wells per
sq km; the water table goes down in the summer when
75% of the 4.5 lakh wells dry up; and the coastal belt
suffers from saline intrusion.
Objectives
Mazhapolima was initiated to enhance the water table and
increase water availability in open dug wells throughout
the year; improve the quality of water in open dug wells;
reduce public spending on water tankers, and reduce
saline intrusion into open dug wells along the coastal
line.
89
Implementation strategy
Key Stakeholders
There are many stakeholders involved in the project
households and institutions facing water scarcity, the District
Collectorate, the District Rainwater Harvesting Mission,
the Revenue Department, Arghyam, Panchayati Raj
Institutions (PRIs), the Department of Education, the State
Planning Board, the Department of Rural Development,
the State Bank of Travancore, the Thrissur Pooram City
Chamber, and the Malayalam Manorama Group.
90
environment
a. Innovation
The concept of rainwater harvesting is not new.
However, the participatory model of implementation
under Mazhapolima and the convergence of the efforts
of various agencies and actors are innovative. The major
innovative strands under this initiative include its PRIcentric, participatory approach to rainwater harvesting;
creation of a dedicated unit at the district level to assist GPs
in technical implementation; extension of the initiative to
various government and private institutions; convergence
of existing government schemes such as Mahatma Gandhi
National Rural Employment Guarantee Act (MGNREGA)
scheme, Integrated Watershed Management Programme
(IWMP), and Western Ghat Development Programme;
and encouragement of private investment in cash or kind
to ensure ownership of the initiative by the beneficiary.
Government assistance is provided only to Scheduled
Caste (SC), Scheduled Tribe (ST) and BPL beneficiaries.
b. Awareness generation
The drought of 2004 was the immediate trigger
that escalated the issue of water conservation and
management to the top of the public agenda. While efforts
were being made by the district management to meet
this crisis, the vernacular media, especially Malayalam
Manorama, launched a dedicated campaign on the issue
of water conservation called Pala Thulli (many drops)
in Thrissur district, which propagated various means of
achieving a new water culture. For more than a year, the
newspaper dedicated a page to the Pala Thulli campaign,
organised seminars and workshops, held exhibitions and
video shows, and distributed booklets. These efforts
were especially targeted at the youth, and created an
unprecedented awareness on the subject. The newspaper
91
c. Grievance redressal
The initiative does not currently have a separate
complaint or grievance redressal mechanism, but since it
is implemented through GPs, people take their grievances
to the Panchayat representatives and members.
Beneficiaries can also contact the Mazhapolima office
with their technical complaints.
d. Trainings
Capacity building has been identified as a key component
for the successful implementation of the Mazhapolima
initiative. However, this has not fully taken off. For
example, staff training has been held only once since the
inception of the initiative.
Resources Utilised
Impact
As the GPs act as the nodal implementation agency for
Mazhapolima, the existing resources of PRI institutions
were utilised for it. The administrative cost of the MMCU
was met with the funds provided by Arghyam to support
the programme.
The Government of Kerala sanctioned Rs. 1 crore to
the programme, while other agencies such as Kerala
Water Authority, and National Bank of Agriculture and
Rural Development (NABARD) provided some financial
support. The funds available to Mazhapolima from all
sources in Phase I totalled Rs. 2,10,32,000.
Setting up MMCU required some human and material
resources. Infrastructure for the unit was borrowed from
the Jalanidhi project aided by the World Bank. The
unit had seven personnel Director, Liaison Officer,
92
Key Challenges
There were several challenges in the implementation
of the programme, especially from the beneficiaries.
Low attendance at meetings, for instance, has been one
environment
People speak...
Baby, Manaloor Gram Panchayat
Earlier the water was slightly
yellowish in colour and turbidity
was high - the water was heavy.
We didnt have any salinity
issues. This is the third year
running. We didnt have to make
any financial contributions for
installation. Everything is done
by the Panchayat. We clean the
pipes and channels.
93
Conclusion
Mazhapolima has importance in the light of the drastic
and dramatic global climate change scenario. One of the
sustainable ways to deal with the threat is to embrace
adaptation mechanisms that reverse or at least limit the
Fact Sheet
94
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
2008 - Present
environment
Rationale
Systems to scientifically assess the quality of air and
collate information for the general public had not
been adequately developed in India earlier. Private
institutes and research organisations had conventional
techniques, used in a sporadic manner, for monitoring
air quality. On the other hand, for the government, this
role was performed by the pollution control boards using
analyses equipments. A high resolution atmospheric
chemistry model was used in government institutions
which, however, extended only up to monitoring and
not forecasting, and required many input parameters to
maintain accuracy.
Awareness about air quality the level of air pollution and
emission levels is generally low. It has a direct impact
on the life of the common man, primarily in the form of
health and agricultural issues. Before the introduction of
SAFAR, there was no way to know the status of air quality
in a period of 48-72 hours. Prescient knowledge about
air quality has a bearing on how the state can prepare for
upcoming disasters, changes in transport availability and
flight parameters.
The project initiated by the Ministry of Earth Sciences and
Indian Institute of Tropical Meteorology (IITM), Pune, is
the first of its kind in India, which has been developed
primarily for the purpose of forecasting air quality. The
project emerged from the need to assess air quality during
the Commonwealth Games (CWG), New Delhi, in 2010.
The target beneficiaries were sports persons (especially
athletes, who breathe in ten times more air) for whom air
quality information is useful in determining the effect it
has on their physical capabilities.
Objectives
One of the main objectives of the project is to be able
to provide forecasting information on air quality and
not simply monitor the quality of air. SAFAR also allows
translation of highly scientific air quality information in a
simple format for easier understanding. It also increases
awareness on the importance of knowing the air quality
in ones area and using that information to understand
its impact. In addition to the above services, it now
also provides forecasts on weather, emissions and UV
radiation in the region. Currently, SAFAR is active in
two metropolitan regions of India the National Capital
Region of Delhi and the Pune Metropolitan Region.
Key Stakeholders
95
SAFAR: System of Air quality Forecasting And Research in metropolitan cities like Delhi
SCVRITE, Dhirpur
University of Delhi
Guru Teg
Bahadur
Hospital
IMD Delhi
implementation
Operates and maintains SAFAR, collects requisite
Beneficiaries
Inhabitants who view and assess Air Quality Index (AQI)
Institutions that collect data for sector/issue specific
Implementation Strategy
The concept of an air quality monitoring and forecasting
system was decided upon in the run up to the CWG
Delhi 2010. Studies were conducted for two years
to determine the exact locations for the monitoring
stations. Primary data was collected for building the
system, after which monitoring stations were placed at
different stadia and the pilot test was run for a period of
15 days. Finally, SAFAR was inaugurated on September
23, 2010.
After the CWG, the stations were relocated from areas
around the stadium and spread out across the capital.
As of 2013, there are 10 air monitoring stations along
with weather monitoring stations and 17 display boards
at multiple locations in the city.
All the air monitoring stations were set up, operated and
maintained by IITM for the first year. Thereafter, IMD
took control of operations and maintenance. IITM now
plays a supporting role in hosting servers and resolving
any technical issues in Delhi, even as it continues to
implement the project in other metropolitan regions.
96
a. Process
The SAFAR system integrates several complex components
to provide four main products:
1.
2.
3.
4.
Emission scenario
environment
3.
4.
Step 1
Data is collected on an hourly basis at the 10
Step 2
The data on weather is sent to the server in IMDs
Step 3
The supercomputer, housed at IITM, processes
Step 4
b. Dissemination
The initiative uses a number of modes of dissemination
including digital display boards and a web portal. The
portals query form finds an audience ranging from
school children to the elderly. These queries, around 350
queries per month, are usually responded to within 24
hours. Apart from this, roughly one lakh calls per month
are received on the IVRS. Based on the response from
the younger and older generations alike, IITM publishes
reports in regional languages in Delhi and Pune. Initially,
when SAFAR was launched, it received wide media
coverage, which is being taken forward through yearly
and periodic assessments of the project through press
releases.
2.
97
SAFAR: System of Air quality Forecasting And Research in metropolitan cities like Delhi
c. Capacity Building
At implementation sites, there is a team of experts
to supervise the work of the ground staff. This team is
distributed across different parts of the city so as to be
able to provide any form of advice/assistance.
The emission inventory development was preceded
by a full-day orientation workshop given to a batch of
200 students to educate them on data collection and
precautions to be taken while collecting data.
At sites where SAFAR can be used for an organisations
research interests such as hospitals, the staff undergoes an
orientation workshop on instruments, limitations of the
data collected, and the measurements and precautions
to be taken.
Resources Utilised
At IITM, there is a team of 15 people comprising senior
scientists, technical assistants and research scholars,
98
Impact
Availability of information relevant to improving
public health: Awareness on air quality and weather
is generated through three main channels that bring
information on air quality and weather forecasts to the
public regularly web portal, digital display screens and
IVRS. With this kind of information, one can identify
environment
Key Challenges
99
SAFAR: System of Air quality Forecasting And Research in metropolitan cities like Delhi
Conclusion
SAFAR, the air quality and weather monitoring
system, is a first-of-its-kind initiative in the country,
which has already shown positive impact in the areas
of public health and generating important data for
the government. With such information, authorities
can identify the health risks associated with poor air
quality and high pollution. Importantly, it allows the
government to take measures to avoid these areas and
form mitigation strategies for improving air quality and
minimising risk.
SAFAR has proven to be successful simply because
it has allowed the government to get an insight into
environmental issues needing solutions. In short, the
SAFAR system is an innovation that has proven its efficacy
in public health as well as in disaster management and
mitigation strategies.
Fact Sheet
100
Theme
Environment
Geographical Coverage
Delhi
Target Groups
General public
Years of Implementation
2010 - Present
environment
Objectives
The initiative aims to establish environment-friendly
plastic waste disposal solutions. In the process it seeks
to ban the use of plastic bags and plastic products,
Revenue
Department
PWD
Other Organisations
Key Stakeholders
Beneficiaries
Rationale
Panchayats
Urban Local
Bodies (ULBs)
Forest
Department
Tourism
Department
People of
the state of
Himachal Pradesh
NGOs and
Civil society
organisations
Eco clubs/
Mahila/Yuvak
Mandals and
citizens
101
Sustainable Plastic Waste Management Plan: Defending the fragile eco-system of Himachal Pradesh
Sustainable
Solution
(Eco Clubs)
Creating Broad-based
Ownership-Government
and Civil Society
Awareness Generation
(Campaign)
Implementation Strategy
The Sustainable Plastic Waste Management Plan has
been implemented in three stages. Stage I aimed at
creating an enabling framework, Stage II focussed on
creating awareness through campaigns, and Stage III on
consolidation and sustainability.
102
environment
1,256
806
30,912 kg
21,688 kg
35
468 kg
66,528 kg
750
494
27,008.3 kg
255
8,940 kg
23,432.3 kg
12
446 kg
9.5 km
NIL
103
Sustainable Plastic Waste Management Plan: Defending the fragile eco-system of Himachal Pradesh
Resources Utilised
The initiative of using plastic waste in road construction
represents a highly innovative approach. After collection
through various drives and campaigns, the waste was
recycled and used in different parts of the state on
road stretches totalling 200 km. About 36 roads across
the state were identified for construction using plastic
waste.
The involvement of multiple agencies and individual
contributors make the initiative especially remarkable.
9,360 kg (approx.)
936 kg (approx.)
6,500/-
3,744/-
Savings
35,256/-
35,000/-
9,360 kg (approx.)
104
environment
Impact
Cleaner environment and reuse of waste plastic
for roads: The ban on plastics and the systematic
waste recycling model have not only ensured cleaner
surroundings and contributed to environmental
conservation but also supported infrastructure
development through road construction. The
institutional mechanism for collection, transportation
and utilisation of plastic waste has become functional
and has been adopted across the state.
Public awareness and participation: The plan has made
a significant impact in building awareness and securing
peoples cooperation. It is encouraging people to collect
plastic waste to minimise its negative environmental
impact, and assume responsibility for the maintenance
of their local environment.
Key Challenges
Community interest and involvement is of paramount
importance when it comes to successful implementation
of any environmental initiative. Prior to the launch of the
Sustainable Plastic Waste Management Plan, plastic carry
bags and products were seen as convenient and had
become part of everyday life. In fact, during the initial
stage of the project, people did not show much interest
in waste management and plastic disposal. Convincing
them about the harmful environmental impact of plastic
proved to be a challenging task. Many campaigns and
IEC activities were undertaken to help create awareness
and encouraged citizens to participate in the drive.
Under-performance at the lower level of administration
was another key problem. It resulted in disruption
of activities planned as part of the campaign. Poor
coordination and monitoring at the district level (in terms
of campaign-related events, performance monitoring,
training, capacity building and awareness generation) also
hindered the initiative in its initial stages. Moreover, the
non-availability of shredding machines in many districts
delayed implementation.
However, concerted efforts, teaming up of resources
of different departments and agencies and motivation
of the community brought success to the initiative.
Accomplishments on this front have gone a long way in
making Himachal Pradesh a cleaner, plastic-free state
and reducing the health and environmental hazards that
threatened the state before the implementation of the
Sustainable Plastic Waste Management Plan.
105
Sustainable Plastic Waste Management Plan: Defending the fragile eco-system of Himachal Pradesh
Conclusion
The Sustainable Plastic Waste Management Plan is an
innovative and simple yet highly effective solution that
Fact Sheet
106
Theme
Environment
Geographical Coverage
Target Groups
Years of Implementation
2009 - 2011
Financial Inclusion
107
Financial Inclusion
Rationale
The network of financial institutions in Jharkhand is weak
with only 1,500 bank branches across the state, which
are mostly concentrated in urban areas. Residents of rural
and far flung areas face several difficulties in carrying out
financial transactions. The problem becomes particularly
acute when it comes to the disbursal of government
benefits such as pensions, scholarships and MGNREGA
wage payments. A large majority of these beneficiaries
are residents of rural areas and they face difficulties in
accessing their benefits. The difficulties include the need
to travel long distances, entailing monetary expenditures
and loss of time. Sometimes multiple visits are required
for the same transaction. This often results in diminishing
savings, as account holders prefer to withdraw money in
bulk when they have to travel long distances to carry out
every financial transaction.
In recognition of this, several initiatives have been taken to
increase the reach of the financial network in Jharkhand.
Postal savings schemes and regional rural banks have
expanded their reach to some extent, although these are
still confined to the block level. To further improve access
and bring banking facilities closer to the village level, in
2010 the Government of Jharkhand decided to introduce
financial services as part of the existing system of Common
Service Centres , known as Pragya Kendras in Jharkhand.
The Pragya Kendra is a Gram Panchayat level centre,
which is housed in the Panchayat office. These centres are
spread extensively across Jharkhand, covering more than
half of the total 4,562 Panchayats in the state. Citizens can
visit the kendras to avail of e-Governance services such
as applying for a birth certificate, death certificate, caste
certificate etc. Locally residing Village Level Entrepreneurs
(VLEs) build and operate these centres in return for a
commission on each service provided. The objective was
to make the Pragya Kendras into Panchayat Banks as well
and bring financial services to the Panchayat level. The
Kendras were selected for reasons of financial sustainability.
Objectives
The primary objective of this initiative was to provide
banking and financial services at the Panchayat level. The
idea was also to provide access to government schemes
such as pensions and MGNREGA payments, which bring
numerous benefits to people.
Key Stakeholders
The key stakeholders involved in the programme are
Jharkhand Agency for Promotion of IT, banks, Service
Centre Agencies (SCAs) and VLEs.
Banks
Main funding agency - Works with SCAs for expanding financial
network.
109
Implementation Strategy
The first step in implementation was to bring banks on
board. This was done through regular engagements
between the government and banks through the State
Level Bankers Committee. Banks supported the initiative
as the Aadhaar-based payments were already receiving
a strong thrust from the Government of India, and this
presented an additional opportunity for expansion. The
first partner banks were the State Bank of India (SBI) and
Bank of India (BoI).
The strategy was to use a one block, one bank approach
for streamlined payments, and 260 blocks were allocated
to the partner banks. Initially, two service delivery models
smart card and kiosk banking were used. However,
over time the kiosk banking model based on online
biometric authentication as used by SBI proved to be more
successful than smart cards, which ran into a number of
problems. In 2011, a decision was taken to standardise
kiosk banking across the state and discontinue the smart
card model. Figure 2 shows a comparison between smart
cards and kiosks.
location.
Business Correspondents using smart cards were
Kiosks
Biometric details stored online and comparatively
more secure.
Customers can draw funds from any location as
110
Financial Inclusion
a. Process Flow
Figure 3: Setting up a Panchayat Bank
Financial transactions
carried out based
on biometric
authentication only
Panchayat Bank
becomes operational
b. Awareness generation
To ensure that people are aware about Panchayat Banks,
the government held camps and fairs where citizens
were mobilised and encouraged to open bank accounts.
Mobilisation was undertaken at the block level, among
Gram Panchayat members and the VLEs. Details about
the services and the uses of Panchayat banking facilities
were explained with clarity. Even the Block Development
Officers (BDOs) mobilised MGNREGA workers to open
accounts for receiving payments, and this contributed to
large scale dissemination.
Additionally, the issuance of certain documents such
as birth and death certificates from the block level was
stopped and was devolved to the Panchayat level. The
VLEs also disseminated information about the Panchayat
Banks in their communities as they gain a direct benefit
in doing so.
The Panchayat Banks are regularly monitored. The
transaction details are updated daily on an online reporting
system. For grievance redressal, citizens can contact the
SCAs and banks which then take follow-up action.
Resources Utilised
The government incurs no costs in establishing Panchayat
Banks, as the costs are borne entirely by the VLE. The only
additional technology required is a fingerprint scanner,
which connects to the Aadhaar network or the banks
database, to enable financial transactions. The cost and
commission details are provided in Table 1.
111
Rs. 40,000-50,000
People speak...
Rs. 30
Rs. 120
Impact
The Panchayat Banks model of Jharkhand has been
successful as it has achieved its main aim of providing
access to a range of government schemes and financial
services to rural citizens. It has also led to the creation of
local entrepreneurs amongst community members who
are able to connect better with the people.
Improved access to financial services: The initiative has
significantly improved access to financial services in the
rural areas. Prior to the introduction of Panchayat Banks,
rural citizens had to travel long distances for conducting
financial transactions, often spending up to Rs 100 per
day. The expenditure is significantly higher if factors like
loss of daily wages, the travel cost of an accompanying
aide and the cost of multiple trips are also included.
However citizens now have the convenience of banking
from their Panchayat headquarters itself.
Reduction in corruption and leakages: The usage
of biometric authentication and the direct transfer of
payments to beneficiary accounts have significantly
reduced corruption and leakages. In the de-duplication
exercise for the National Social Assistance Programme,
popularly known as the pension scheme, one lakh
bogus identities were detected out of a total of 10 lakh
beneficiaries. There has been a reduction of leakages
in other ways as well. Prior to the Aadhaar-based direct
transfer system, MGNREGA payments would take
place partly through post office accounts. A large sum
of money would often be appropriated by supervisors
who would give a pittance to the beneficiary. In the
new system, the money is credited directly into the
account and can be withdrawn only through biometric
authentication. Additionally the micro-ATM device has
an audio component that reads out all details such as
bank balance, amount being withdrawn, deposited
and transferred. This provides transparency even to
illiterate beneficiaries who know the exact details of the
transaction taking place.
Increase in savings: Thrift and savings are becoming
common as customers are now able to withdraw only as
much as they need, since they can access the withdrawal
services more easily. This is a significant improvement over
112
I opened a bank
account in 2010
after
seeing
an
advertisement about
the financial services
available here. The
account was opened
within two days
and I have been doing banking here ever since.
It is extremely convenient and my savings have
increased. Moreover, I get other documents such as
certificates here itself.
Financial Inclusion
1,41,964
Total Payments
Rs. 12,66,74,176
Total Receipts
Rs. 5,38,73,491
Total Transactions
Rs. 17,66,43,769
Key Challenges
Limited network connectivity is one of the key challenges
faced. Panchayat Banks require electricity and internet to
be able to carry out transactions, the availability of which
is an issue in Jharkhand. Power shortages are handled by
installing generators, but unreliable internet connectivity
becomes a critical supply bottleneck. Efforts are currently
underway to connect Panchayats to the National Optical
Fibre Network through which 100 MBPS connectivity
will be available to the Panchayat headquarters where
Common Service Centres (CSCs) are located.
There are delays in processing VLE applications. Local
level bank managers tend to treat VLE applications as a
low priority matter, leading to delays in approvals. This
slows down the spread of the Panchayat Bank network.
To counter this, the importance of the initiative has to
be effectively communicated to the local level bank
managers.
Another challenge faced is limited data sharing between
agencies. SCAs require transaction data from banks for
preparing their financial claims. The revenue raised is
113
Conclusion
Fact Sheet
114
Theme
Financial Inclusion
Geographical Coverage
Target Groups
Rural citizens
Years of Implementation
2010 - Present
Rationale
The Justice Wadhwas Report and the order of the
Supreme Court of India in September 2010 raised a
number of issues, including problems in accurate
targeting and segmentation of APL / BPL beneficiaries;
the pilferage of PDS commodities, including pilferage
at every node of supply chain; wastage of food grain
and the issue of inaccessibility of foodgrains for many
people in the country and the problems of bogus ration
cards.
Arunachal Pradeshs unique set of problems impinge on
the implementation of the public distribution system in
the state. Most significantly, many regions in the hill state
are hard to access. Further, the state does not have a
civil supplies corporation to manage the movement of
foodgrains from the Food Corporation of India (FCI)
godowns to Fair Price Shops (FPS). The FCI does not
have its own godowns in the state either. In the prevailing
situation, the task of procuring and transporting PDS
117
Arun ePDS: ICTs and process re-engineering for an efficient Public Distribution System in Arunachal Pradesh
Objectives
The prime objective of the initiative is to improve the
PDS in Arunachal Pradesh; arrest issuance of bogus
ration cards; and to create a mechanism to achieve
accuracy in projecting requirements. Arun ePDS aims to
facilitate citizen-centric functioning and rapid grievance
redressal, have centralised reporting and monitoring,
create efficient allocation of commodities, and track
supply chain from FCI godowns to FPS.
Key Stakeholders
The key stakeholders of Arun ePDS include the
Department of Food and Civil Supplies (DFCS), Indian
Institute of Management - Ahmedabad, Beacon Analytics,
National Informatics Centre, Department of Information
and Technology and beneficiaries availing PDS ration
from FPSs.
2.
3.
Beacon Analytics
Supply-Chain
Management
Implementation Strategy
In 2008, the effort to formulate a plan for streamlining
PDS was undertaken by the District Commissioner,
Tirap, and DFCS. Institutions like the Indian Institute
of Management-Ahmedabad, Indian Institute of
Technology-Delhi, and Beacon Analytics were involved
in the process.
The Tirap ePDS model was conceptualised after a
study was undertaken by a group of researchers from
118
Computerisation
FPS Automation
Transparency &
Grievance
Redressal
4.
5.
2.
Application processing
ends with reason of
rejection. Printed and
handed over to
beneficiary
Application Verification
required
Application approved by
DFCSO / SDFCSO
Application approved by
SIFCS / ASIFCS
Application process is
completed. Now card &
coupons are ready for
printing
119
Arun ePDS: ICTs and process re-engineering for an efficient Public Distribution System in Arunachal Pradesh
a. Innovation
Resources Utilised
b. Awareness generation
Impact
c. Grievance redressal
Grievance redressal is an integral part of the system and the
toll free number 1967 has been provided to people to list
out their grievances and register complaints. As the entire
process is digitized, actions taken to address grievances
could be tracked. This has deterred malpractices and
enforced efficiency by enabling swift action to be taken
on complaints and discrepancies.
120
Key Challenges
The biggest challenge is the prevalence of multiple ration
cards in a single household. In absence of the biometric
system, more than one card was provided to a single
household due to lack of updated records. With the
Challans are authentication letters issued by the department allocating specific quantity of ration for each district to be released from the FCI godowns.
Conclusion
Arun ePDS is a dynamic scheme and tackles extreme
challenges of connectivity, both physical as well as
virtual. It plans to implement a fool-proof system for PDS
in Arunachal Pradesh. After the successful completion of
activities under Phase-I of Arun ePDS, the outlines of a
comprehensive Phase-2 have been planned.
Phase-2 includes aspects like establishing connectivity
and related infrastructure, expansion in all blocks of the
17 districts, establishing real-time/near real time linkage
to the transparency portal, track and trace supply chain
through point of sale (PoS) device and strengthening
grievance redressal at the ePDS cell.
Fact Sheet
Theme
Geographical Coverage
Target Groups
Families availing ration quotas under APL, BPL, AAY, Annapurna schemes
Years of Implementation
2010 - Present
121
Dilli Annashree Yojna has covered more than 1,00,000 since its implementation and has served the dual
purpose of food security and social security to vulnerable families.
Rationale
The National Capital Territory of Delhi has many
vulnerable households due to a large migratory population
who are not able to avail benefits under existing food
security schemes like Targeted Public Distribution System
(TPDS), Annapoorna Yojana or Antyodaya Anna Yojana.1
There is a cap on the number of Below Poverty Line
(BPL) families that can access benefits in a state, as per
the directives of the Planning Commission. In Delhi there
are a total of 4.09 lakh BPL families availing the benefit
of subsidised food grains through the Public Distribution
System (PDS) but there are many households that are
not covered by other government schemes. Existing food
security schemes, like BPL ration cards or the Annapoorna
Yojana/Antyodaya Anna Yojana, focus on benefits in kind
as they provide food grains and sugar.
The other significant aspect is that most of the
vulnerable sections of population do not have the
required documents or literacy levels to make use of the
existing facilities, which hamper their inclusion in the
existing social security programmes. Keeping the above
mentioned problems in mind, DAY was conceptualised
to bring these vulnerable and neglected sections within
the fold of the PDS. DAY therefore fills the gaps in the
existing food security policy and has become the first
such scheme to adopt the DBT mechanism in the PDS.
Key Stakeholders
The main stakeholders in the scheme include the
Department of Food Supplies and Consumer Affairs
(DFSCA), Mission Convergence, Gender Resource Centres
(GRC), Unique Identification Authority of India (UIDAI),
National Payments Corporation of India (NPCI), partner
banks, and old women, transgenders and widows.
Mission Convergence
Objectives
Partner Banks
Opened up no-frills accounts for the beneficiaries
Linked the bank accounts to Aadhaar Number
Beneficiary
Eldest woman of the identified vulnerable family, widows
123
Implementation Strategy
The idea of vulnerability as a criterion for extending social
sector services in Delhi has been used in DAY. The Mission
Convergence of the Government of the National Capital
Territory of Delhi (GNCTD) had in 2008-2009 defined
the yardstick of measuring vulnerability. A door to door
survey for identifying vulnerable households in Delhi was
conducted in partnership with local NGOs, which were
called GRCs, whose functionaries were trained to be the
interface between the government and the beneficiaries.
This study, conducted during 2008-2010, surveyed
12 lakh families and identified 5,85,000 families as
vulnerable or most vulnerable. Vulnerability was assessed
on the basis of three criteria. The first criterion was
location vulnerability for families which were shelterless,
Non-Identified HH
(After 3 visits)
Returned to
GRC
Identified and
Eligible HH
Identified HH
But not-eligible
Returned to
GRC
124
b. Awareness generation
a. Innovation
Vulnerability as a benchmark in selecting beneficiaries
is a novel method that covers multiple factors of social
deprivation. Vulnerability is more comprehensive than
the yardstick of poverty that is traditionally used in
determining the BPL status.
Besides this, another salient innovation of DAY was
to effectively process the DBT in PDS to vulnerable
households. Further, the scheme used Aadhaar Unique
Identification (UID) card as an identifying mechanism for
a social sector service. Use of the Aadhaar card resolved
the issues of lack of documents of vulnerable families. A
web portal was created to connect various stakeholders
by developing a database for all those surveyed and
selected. The database shows the sanctioned number
of beneficiaries and also tracks transactions. Another
innovative measure was the convergence of the Aadhaar
c. Grievance redressal
A strong and effective grievance redressal mechanism
was put in place by setting up a toll-free call centre to
register complaints. The beneficiaries could also approach
the Food Security Office (FSO) of their area to lodge
complaints. Further, the GRCs who link the government
to the community under the scheme can be approached
by the beneficiaries in case of any grievance. The GRCs
followed up on the complaints till redressal by tracing
the problem on the governance portal and contacting the
concerned authority.
Resources Utilised
The scheme heavily depended on existing resources in
terms of human resource and infrastructure. Existing
institutional mechanisms of all the involved agencies
such as DFCSA, Mission Convergence, GRCs, UIDAI
and the banks were used. While DFSCA recruited
personnel for data entry from the existing budget
of the department, the GRCs temporarily recruited
surveyors for the initial period of filling up forms and for
verification, for which they were paid according to the
number of forms completed.
125
Impact
Food security and social security: This scheme has been
in operation only for a short time, so it is too early to
assess its long-term impacts. In the short term, the scheme
has assisted more than 1,00,000 most vulnerable and
vulnerable households in attaining food security. It has
also had indirect effect on the dignity and social security
of the women beneficiaries. Women beneficiaries felt that
monetary benefits served the dual purpose of food security
along with social security in case of illness, especially in
occupationally vulnerable families. Figure 3 shows the
number of beneficiaries categorised by the agency through
which they have come to avail of the subsidy.
Key Challenges
The biggest challenge was the verification of beneficiaries
after conducting the surveys. Since the target group mainly
comprised migrants or the homeless, and came from JJ
clusters and resettlement colonies, the data collected in
the initial survey became redundant. It was difficult to
locate the families using the addresses they had provided.
The GRCs had to locate the target families, fill up the
forms and verify their addresses many times over before
they could send the forms for further processing.
Since many of the identified vulnerable families did
not have bank accounts or the experience of operating
them, they were apprehensive and not forthcoming to
take up the scheme. This scepticism was overcome by
the proactive role played by the GRC in assisting the
beneficiaries right from opening the accounts to helping
them operate these.
The scheme involved many stakeholders and coordination
was a challenge. Coordination between the major
stakeholders was achieved through weekly meetings on
fixed days and times.
Mission Convergence
71,120
Widows
7,248
Source: OneWorld Foundation India, 2014 based on the data
provided by the DFSCA
126
Since the scheme was novel in using the DBT, there were
queries from all the agencies involved. For example, a
system of weekly meetings was devised between the
DFSCA, Mission Convergence, partner banks, UIDAI and
NPCI, wherein the ongoing challenges that were being
faced were addressed and solutions arrived through
dialogue. Even within the department, there were weekly
meetings with all the 70 FSOs of the state, through open
house discussions. This continuous engagement helped
in overcoming the challenges at every stage as well as
fine tuning the scheme.
Initially the scheme could only be availed by the
women heads of the identified families, but later it was
enlarged to include households that had no women.
Conclusion
The Dilli Annashree Yojna is unique in making vulnerability
a criterion for providing food security. The practice
of providing targeted social services to the identified
vulnerable sections of the population can be replicated
in sectors like education and health. While the financial
implications of DBT for PDS can be debated, the fact
that this scheme addresses the vulnerability of people
in securing the benefits of social sector service delivery
transcends this limitation.
Fact Sheet
Theme
Geographical Coverage
Target Groups
Years of Implementation
2012 - Present
127
Madhya Pradeshs e-Uparjan initiative has helped streamline operations and strengthen procurement
operations, thus encouraging farmers to sell their produce at the government procurement centres.
Rationale
127
91
89
85
73
64
49
45
45
40
54
49
35
20
2009-10
Area under wheat production
(in lakh hectare)
2010-11
2011-12
Quantity of wheat produced
(in lakh metric tonnes)
2012-13
2013-14
Procurement of wheat
(in lakh metric tonnes)
129
30
23
18
16
16
19
18
17
16
14
13.4
9.4
4.3
2.0
2009-10
2010-11
2011-12
2012-13
2013-14
130
Objectives
The primary objective was to enable a smooth, regulated
and efficient process of procurement at the centres. This
essentially required simplification of procedures, ushering
in transparency of operations from purchase to payment,
weeding out malpractices and developing a near realtime reporting mechanism for field-level operations
such as forecasting, purchase, transportation, storage
and payment. This could be achieved by improving the
cost and resource efficiency of the procurement process.
The initiative also sought to enable better planning,
monitoring and management. A significant objective of
this initiative was to protect small and vulnerable farmers
from being shortchanged by middlemen.
Key Stakeholders
The main stakeholders of the programme include DFCS
& CP, Madhya Pradesh State Civil Supply Corporation
(MPSCSC), Madhya Pradesh Warehouse and Logistics
Corporation (MPWLC), Madhya Pradesh State
Cooperative Marketing Federation Limited (MARKFED),
Mandi Board, District Central Co-operative Banks, Food
Corporation of India (FCI), National Informatics Centre
(NIC), cooperative societies and farmers.
1.
2.
3.
4.
5.
6.
Transport management
7.
Storage management
8.
Co-Operative Societies
Implementation Strategy
e-Uparjan digitises the entire process of procurement.
Upscaling of e-Uparjan in the first Phase (2011-12) was
through a simple SMS system initiated in Harda district
for wheat procurement, but by the second phase many
more aspects were added to make e-Uparjan more
nuanced.
NIC conceptualised, designed and developed applications,
both online and offline, in Hindi for MPSCSC. The offline
application included eight features:
131
a. Innovation
b. Awareness generation
9) Assurance of
payment within
7 days
1) Farmer
registration
8) Sent SMS
to farmers for
payment
2) Verification of
farmer registration
Farmer
7) Sent SMS to
farmers of intimation
date of selling
6) Change of
procurement centre
as per farmer
request
3) Update request
of farmer
registration
5) Sent SMS to
farmer to update and
delete record after
verification
4) Delete farmer
registration
Source: Department of Food, Civil Supplies and Consumer Affairs, and OneWorld Foundation India, 2014
132
Hardware
procurement
and
deployment
at Uparjan
Kendras
Dec.
up
5th
Recruitment of
the data entry up
operators and 5th
runners
Training at
Bhopal for
registration
Farmer
registrations
Data
verification
Training at
district level
Jan.
Feb.
Component
Aug.
to
Hardware
procurement
and
deployment
at Uparjan
Kendras
up to 6th
to
Recruitment of
the data entry
operators and
runners
up to 5th
10th
15th to 31st
1st to 15th
Training at
Bhopal for
registraion
12th to 10th
Farmer
registrations
22nd to 14th
Data
verification
26th to 20th
Training at
district level
25th to 10th
Field testing
11th to 14th
Procurement
start
15th
onwards
Sep.
Oct.
Nov.
14th
onwards
Field testing
10th
Procurement
starts for coarse
grain
14th
Procurement
starts for paddy
28th
c. Trainings
133
2.
3.
4.
Printing of receipts
5.
Issue/receipt of bags
6.
d. Grievance redressal
A 24x7 call centre with toll free number 155343 registers
grievances. This centre receives complaints and forwards
these to the Department, which takes the necessary steps
to address grievances.
Members of the NICs quick response team, whose
names and numbers are provided to runners and data
entry operators, are deployed to troubleshoot technical
problems. The call centre has been functional since
Phase-I. Since then more than 1,00,000 complaints have
been registered.
People speak...
Sitaram Maran, Gram Semri Kalan,
Bhopal
Earlier, local traders used
to pay lower prices even for
good quality produce, so
farmers used to suffer losses.
The fact that we would bring
the produce to the mandi
would go against us. We were
forced to sell the produce at
whatever price was offered to us in the open market
rather than wait for mandi. We would not get any
receipts nor would be know how much produce had
we sold. Now the produce is sold in a transparent
manner and we get our money on time. The system
is checked by the highest officials and there is no
way in which corruption can happen. We are very
happy with this system.
134
Resources Utilised
Various departments DFCS & CP, MPSCSC, MPWLC,
MARKFED, and NIC have utilised existing budget
resources in developing this initiative.
Hardware such as laptops, printers and inverters of defined
configuration were bought by procurement centres with
the amount sanctioned to them by MPSCSC.
Operators and runners were appointed by the cooperative
societies and their salary is to be provided by MARKFED
or MPSCSC for the few months of their engagement.
The data entry operator is paid approximately Rs. 6,000
per month, while the runner is given Rs. 2,000 for
conveyance.
The number of personnel engaged in the procurement
process is less than that of the previous system that
depended heavily on human resources including the
police department.
The total cost including application design,
development, implementation, trainings, support
and
maintenance,
hardware
and
temporary
manpower has been estimated to be approximately
Rs. 19.58 crore.
Impact
Creation of a decision support system: By creating
a database of genuine farmers and their land details,
e-Uparjan has placed the DFCS & CP in a better position
to accurately forecast the next procurement, based on
which preparations for transportation and storage can be
made well in advance. It also provides the Department
with real time information regarding the availability of
storage space in warehouses.
Thus, it has impacted the forecast, preparation,
implementation, monitoring and feedback so as to make
the system efficient and transparent.
Better monitoring and transparency: The digitisation of
transportation and storage makes monitoring effective as
the grains cannot be accepted at the warehouse without
details being entered into the system and generating
an acceptance note. Only after this note is produced,
the transporter gets the amount due to him, making the
system foolproof.
Convenience of loan repayment: The initiative has
created a better system for farmers interested in repaying
their loans by making the loan repayment facility an
option. It creates a citizen-government interface that is
critical for effective governance.
Awards
The MP e-Uparjan Project has been awarded
Best
CSI-Nihilent
Key Challenges
The initiative faced many challenges as it was being
upscaled in all the 50 districts in Madhya Pradesh.
The fact that GoMP provides a bonus to its farmers
attracted farmers from neighbouring states also. A
system of verification was started in Phase-II to ensure
that wrong entries were not made. To make verification
foolproof, 10% of patwari-verified areas were randomly
crosschecked by officials from the DoCS & CP. The
sheer extent of the operation was a major challenge
with Rabi procurement undertaken in 40 districts and
Kharif procurement undertaken in all the 50 districts of
the state. There are 2,900 procurement centres for Rabi
procurement and 1,130 centres for Kharif procurement.
Year
Procurement
Season
Total
Centres
Farmers
registered
(in lakhs)
Procured
from
Farmers (in
lakhs)
Total
Transaction
(in lakhs)
Procurement
(in lakh MT)
Amount
paid to
farmers (in
crores)
2012-13
Rabi
2313
15.62
10.26
52.56
85.07
11,637
2012-13
Kharif
981
3.92
2.53
3.46
13.50
1,793
2013-14
Rabi
2852
14.21
8.96
13 .00
63.50
9,530
2013-14
Kharif
1113
4.11
2.87
3.95
15.65
19,582
2014-15
Rabi
2893
17.13
135
Conclusion
Fact Sheet
136
Theme
Geographical Coverage
Target Groups
Farmers
Years of Implementation
2010 - Present
health
Rationale
Palliative care refers to healthcare for patients who are
undergoing intense suffering as a result of their chronic
medical conditions. It is a holistic approach to medical
care, focussing not only on health concerns but also on
the social, economic and psychological condition of a
patient. Palliative care is required by cancer patients, HIV/
AIDS patients, bedridden patients, paraplegics, geriatric
cases, accident cases, cerebral palsy patients etc. In India,
an estimated 59 lakh people are in need of such care but
less than 2% are currently being catered to.1
800
Confined to a
Start of
Small
Involvement of
Local Self
Government
Institutions
Community
Community
Involvement
700
600
Government of
NGO at
500
30 projects
Keralas
Medical
started by
Palliative Care
College
400
neighbourhood
Calicut
Policy
network in
300
Northern Kerala
200
100
0
1993
1998
2003
2008
2013
139
Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill & infirm in Kerela
in Kerala and was later upscaled by the State government as a result of unprecedented Peoples support that it
generated.
A five-part series text campaign comprising print advertisements was launched in the newspaper. The campaign
touched on what palliative care is, success stories in the northern districts where this initiative was carried out by
various community based organisations and how the public can participate in providing palliative care.
Four helplines were established at the Institute of Palliative Medicine (IPM), Calicut; these were serviced by
student volunteers who worked to channelise the vast response from the community.
Thereafter, experts from IPM and Malayalam Manorama arranged and conducted training sessions in all 14 districts
of the state.
A campaign website aimed at establishing an online presence was maintained by Malayalam Manorama.
A 15-minute documentary was created to promote volunteering among community members, especially among
showcased by the newspaper to elicit more participation from the community. As a result, a lot of motivated
citizens from different walks of life, including women and retired officials, came forward as volunteers. Being
a large and well-known media vehicle, Malayalam Manorama had a huge impact on people and institutions
and garnered tremendous support. The newspaper invested about Rs. 55 lakh in conducting the awareness
campaign and training programmes. The conclusion of Malayalam Manoramas role came with the handover of
the list of all volunteers to the LSGI Minister in 2008. NRHMs presence in palliative care, therefore, came about
in an atmosphere of general awareness and support for the cause.
of community-based homecare initiatives under the
leadership of local self governments.
The policy has received high-level support from all
political parties in the state and is implemented by
the state National Rural Health Mission (NRHM). The
Arogyakeralam palliative care project has been formulated
in consonance with this policy.
Objectives
The primary objective of the Arogyakeralam project is
to provide palliative care to all the patients who are in
need of this service. Its larger objective under NRHM
is to ensure that palliative care becomes entirely selfsubsistent and community-based.
140
health
Key Stakeholders
The key stakeholders for the project include NRHM and
the Institute of Palliative Medicine (IPM) at the State
level, District Project Managers and medical personnel
at district level, Panchayat ward members, community
nurses, medical personnel and patients and their families
at the village level.
District
District Project Managers: Coordinating and
Village
Nodal implementing stakeholders: Panchayat ward
Implementation Strategy
After the institution of the Pain and Palliative Care
Policy, even Gram Panchayats where palliative care was
unknown were institutionally brought into the fold. As
per the policy, Local Self Government Institutions (LSGIs)
in all 14 districts of the state are required to plan and
implement palliative care projects.
When the project was launched in 2008, it focussed on
primary level care, involving nurse-led homecare. At
least 5% of the Panchayat Plan Fund had to be allocated
to this project. On their part, LSGIs took additional steps
to procure external contributions to expand the project
and elicit greater community participation. For example,
families in Chemmarudi Panchayat (Thiruvananthapuram)
decided not to consume fish for a day and instead
donated the money to 11 palliative care patients. In
2013, the implementation mandate was expanded to
cover the introduction of palliative care units in block
(taluk), district and general hospitals.
The project provides for the delivery of free palliative
care at different levels. At the primary level, homecare
141
Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill & infirm in Kerela
People speak...
Chandran, homecare patient,
Kilimanoor, Thiruvananthapuram
My medical problem is the
lack of strength in my hands
and the inability to walk
without support. However,
I can stand and move to a
certain extent with the help
of the walker provided by the
PHC. The Palliative Care team
has been visiting me once a month for the past two to
two-and-half years. The nurse changes the catheter
each time I call when I have any difficulty. Medicines
that would have otherwise cost approximately
Rs. 1,900-2,000 are given to me free of cost.
Identification of the
target group by
volunteers, local
ASHAs
Development of
palliative care
programme as
per the LSGI
circular
Training of
interested
volunteer group
Joint meeting on
project formation
based on need
Resources Utilised
Basic implementation of the Arogyakeralam palliative care
project is done using the existing healthcare infrastructure.
Additional infrastructure, in the form of OPDs, has been
set up for secondary-level care, where existing facilities
are not sufficient. At both primary and secondary levels,
a medical kit is assembled by the healthcare staff for use
during patient visits. In some cases, LSGIs also arrange
a vehicle exclusively for palliative care services. The
cost of monitoring and training is borne by the State
government.
Funds for expenditure, primarily on medicines, nurses
salaries, transport and additional provisions like walkers
and waterbeds, are allocated from every Panchayats
Plan Fund and from external contributions by community
members. The collection of funds and their use depends
upon the enterprising nature and strategy adopted by
the respective Panchayats. For example, the Kilimanoor
Panchayat collected Rs. 50,000 in its first year, Rs. 5
lakh in the second year and Rs. 7 lakh in the third year.
Given the availability of funds, this Panchayat is now
considering expansion of the project to include an SMS
feature in services.
The local ASHAs, who identify patients for palliative care
in a Panchayat, are incentivised by being given Rs. 100
for every first visit to a patients home. Also, the Junior
Public Health Nurse (JPHN)/community nurses who
are part of the homecare team receive approximately
Rs. 6,000 per month as honorarium. Government doctors
are first inducted into the project by the LSGI and later
called upon for palliative care services based on patients
needs.
2
About 97% units maintained nominal register, follow-up register and homecare register. State Resource Centre in Palliative Care, Institute of Palliative
Medicine, WHO Collaborating Center for Community Participation in Palliative Care and Long Term Care. Evaluation of Local Self Government
Institutions based Home Care in Kerala. September 2013.
142
health
Impact
Healthcare to those with chronic illnesses: The
Arogyakeralam project is making a big difference in the
lives of many bedridden people with chronic illness or
old age infirmity. As of March 2014, the project had
provided primary-level palliative care to an average of
48,339 beneficiaries each month and secondary-level
care to an average of 2,419 beneficiaries each month.
Details of state-wide coverage are presented in Table 1.
Findings from an evaluation study3 of the project offer
evidence of the positive impact it has had, which are
highlighted in Table 2.
Key Challenges
Indicators
Numbers
48,339
2,419
875 (out
of 1,000)
74
15
Response (in %)
Change in overall
quality of life of patient
Ibid.
State Resource Centre in Palliative Care, Institute of Palliative Medicine, WHO Collaborating Centre for Community Participation in Palliative Care and
Long Term Care. Evaluation of Local Self Government Institutions based Home Care in Kerala. September 2013.
5
Ibid.
3
4
143
Arogyakeralam Palliative Care Project: Ensuring care and support for the chronically ill & infirm in Kerela
Conclusion
Palliative care is an important area that remains to
be integrated into the Indian healthcare system. The
National Palliative Care Policy that is currently being
drafted must take into consideration the lessons learnt so
far in the state of Kerala. The Arogyakeralam project has
been widely appreciated and represents a viable model
for providing palliative care. As Richard Smith, Editor,
British Medical Journal (June 2011), put it: The Kerala
model does provide a feasible way of achieving the
vision of palliative care covering all patients, all diseases,
all nations, all settings, and all dimensions. Its hard to see
how it will be achieved in another way.
Fact Sheet
144
Theme
Health
Geographical Coverage
Target Groups
General population
Years of Implementation
2008 - Present
health
Rationale
The CATCH programme was developed in response to the
issues challenging Sikkims public health problem. Heart and
blood-related diseases, alcohol consumption, accidents and
suicides, respiratory ailments, cancer and tuberculosis had
developed into major causes of death in the state. However,
these diseases and ailments were often going undetected
and untreated, as access to basic health services remained
almost unattainable in rural areas. Though Sikkim boasts
of a good primary health care system, the focus of health
care prioritises reproductive, maternal, neonatal, child and
adolescent health. Therefore, the CATCH was envisaged as
a comprehensive primary health care programme with a
view to address the major health problems. The absence of
such a comprehensive approach meant that people were
forced to travel out of the state.
Launched by the Government of Sikkim, CATCH seeks
to address the acute need for health promotion and
disease prevention in the state. This unique programme
aims to provide the states rural population with both
preventive care (access to basic healthcare) and curative
care (access to diagnostics, doctors and modern health
services). It is an effort to make comprehensive and
affordable healthcare accessible across the state.
Objectives
By creating access to routine check-ups, preventive and
remedial measures and primary healthcare services,
CATCH aims to shift focus from cure to prevention and
make Sikkim the healthiest state in India. The programmes
specific objectives are to track the health profile of all
the people from the Gram Panchayat to the state level
on yearly/periodical basis; address the key obstacles to
promoting good health and prevention of risk factors for
major public health problems and non-communicable
diseases which are the main health problems in the state;
Key Stakeholders
The key stakeholders for the programme are Health and
Family Welfare Department, Village Health Sanitation and
145
Implementation Strategy
In its bid to progressively introduce changes in healthcare
delivery and given the continuing difficulties in access to
health services, the health team conducted a pilot project
in 20 wards before scaling up the programme across the
State. At present, the AYUSH hospital, one state referral
hospital, four district hospitals, 26 PHCs and 147 sub
centers in the state are involved in the implementation
146
of the programme.
The Government of Sikkim, working through the Health
Department, is responsible for conducting a free health
check-up for each citizen annually at the designated
centres across the state. The programme engages people
of all ages, including senior citizens and BPL households,
who are not able to access basic healthcare services. The
health check-up camp is set up by doctors, technicians
and other staff from the health department at a nearby
locality. VHC members and local NGOs assist in informing
the villagers about the health camp. Health camps are
set up in PHCs in remote villages as the elderly find it
difficult to travel outside the village for treatment. After a
physical check-up, patients suffering from more complex
ailments are sent for free consultation to the concerned
doctors, followed by laboratory investigation and other
procedures as required. Patients are also counseled on
how they can maintain a healthy lifestyle and prevent
further problems.
CATCH uses proprietary software to create a universal
database containing the medical history of the States
citizens. This database is updated after each annual health
check-up, and the citizens included in it are graded as
per their health status. Information is recorded in family
folders, and individual case sheets and data entry into
CATCH software is done to develop each individuals
health card, which is a bar-coded smart card that provides
the detailed health profile of the card holder. This realtime CATCH database provides an overview of the health
situation in the state and helps the state Government in
allocating resources to the sector. The available records
indicate that the major causes of death in Sikkim are heart
and blood vessel diseases, alcohol-related complications,
respiratory diseases, cancer and tuberculosis.
Beneficiaries, who are now aware of the free service,
are increasingly using the healthcare services provided
to them under CATCH. This awareness was largely
health
Resources Utilised
The Government of Sikkim provides the funds required
to implement CATCH programme.
Trainings are an important component of the CATCH
programme. About 6,000 health workers and
Impact
Improved health and access to healthcare: CATCH
has improved the health status of people in Sikkim and
provided them with better access to healthcare services.
The number of patients who come to PHCs and health
camps organised by CATCH has increased several times
since the programmes inception. Regular conduct of
the CATCH programme has resulted in an increase in
health coverage, with preventive interventions focusing
on pregnant women, children, elderly and adolescents
and an increase in awareness about the important
determinants of health such as nutrition and sanitation.
The CATCH programme has been particularly beneficial
to the people of remote and hilly regions in Sikkim,
enabling timely delivery of services in remote villages
where bad roads often discourage villagers from
getting to a hospital. Since its launch in 2010, CATCH
has benefited 5,52,767 people in the state; conducted
3685 health camps, and distributed 1,30,723 health
147
Beneficiary experience
When CATCH organised a health camp at Middle
Summin, an 80-year-old lady, suffering from joint
pain and congestion, visited the health camp
for a routine check-up. Her condition improved
dramatically after she began taking the medicines
prescribed by the doctor at the health camp. She
can now walk properly without suffering any join
pain or other discomfort.
CATCH has benefited many other elderly like this
lady, who find it difficult to travel far for treatment.
It has almost become an integral part of the lives of
many citizens of the state. By providing the people
greater access to high-quality healthcare, creating
awareness about the importance of detecting
problems at an early stage and preventing longterm illness through timely diagnosis and treatment,
CATCH has improved peoples health and wellbeing and revolutionised healthcare in Sikkim.
2.
3.
148
Key Challenges
CATCH has faced several challenges. These include
a culturally sensitive context, which is reflected in the
hesitation of rural folk to discuss their medical conditions
health
Conclusion
The CATCH programmes comprehensive community
healthcare model has introduced positive changes in
Sikkims healthcare system. The programme is not only
creating informed citizens and community healthcare
professionals and taking healthcare to the peoples
doorstep, but also driving the state closer to its goal of
becoming the healthiest state in the country by 2015.
Fact Sheet
Theme
Health
Geographical Coverage
Target Groups
Citizens of Sikkim
Years of Implementation
2010 - Present
149
Odishas Department of Women and Child Development has involved Women Self-Help Groups in the
Integrated Child Development Services supplementary nutrition programme to ensure universalisation with
quality by reaching a standard weekly menu and meeting the protein and calorie norms.
health
Rationale
ICDS has six main components: Supplementary Nutrition,
Immunisation, Health Check-up, Referral Services, Nonformal Pre-school Education, and Nutrition and Health
Education. The first component, Supplementary Nutrition
Programme (SNP), involves the supply of food materials to
Anganwadi Centres (AWCs) across the country to ensure
adequate nutrition for children aged 0-6 years, pregnant
and lactating mothers and senior citizens. However,
the implementation of this programme suffered due to
pilferage, corruption and inordinate delays in supply.
Further, under this centralised system, Anganwadi Workers
(AWWs) did not have any control over the quantity and
quality of food supply. Poor quality of grains was a frequent
concern and the supply of rice stock for three months at
one go created problems of storage.
The Supreme Court issued orders with regard to ICDS in
2001 and 2004, followed by a landmark judgment in 2006
to ensure universalisation with quality in a time-bound
manner. The Supreme Court prescribed the minimum
Objective
The primary objective of the initiative is to decentralise the
procurement method under ICDS in order to eradicate
problems of corruption and non-supply.
151
Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition to all beneficiaries in Odisha
Key Stakeholders
The key stakeholders of the project are: WCD Department
at the State level; Collector, District Administration, Child
Development Programme Officer (CDPO) and District
Stakeholder
State
Department of Women
and Child Development,
Government of Odisha
Collector, District
Administration
District
Child Development
Programme Officer (CDPO)
Jaanch Committee
Village
Mothers Committee
Grassroots-level monitoring
Planning and implementation of the scheme at respective AWCs
Women SHGs
152
health
Implementation strategy
In early 2011, before undertaking the decentralisation of
ICDS, the Government of Odisha held consultations with
the primary stakeholders, including AWWs, Panchayati
Raj Institutions (PRIs) and officials from WCD and other
related departments. Thereafter, it took a series of steps,
as is presented in Table 2.
The two main components of SNP are Morning Snack
(MS) and Hot Cooked Meal (HCM) provided to 3-6 year
olds in AWCs and Take-Home Rations (THR) provided
to the remaining beneficiaries. The revised norms and
entitlements under both these components are described
in detail in Table 3.
Rationale
To prevent transmission loss and eliminate the existing contractor system
To address the problem of inadequate checks on quality and quantity
To avoid spoilage of food materials resulting from storage of supplies for
1-3 months
To address the problem of existing guidelines for the meals served (such
as the use of 5gm of oil in the preparation of a meal) not being properly
followed due to the intention of satisfying fixed nutritional requirements
To enable easier monitoring by officials, as they can cross-check the meals/
snacks being served according to the day on which they make the visit
153
Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition to all beneficiaries in Odisha
THR type
Morning Snacks
(3-6 yrs children)
6 months to 3
Years
Monday &
Thursday
Rice and
dalma (dal
cooked with
vegetables)
Monday &
Thursday
Sprouted
gram (moong
and sugar)
Pregnant
women and
lactating
mother
Tuesday
Tuesday
Chuda ladoo
(chuda
+ sugar /
jaggery)
Severely
malnourished
children (6
months-3 yrs.)
Wednesday
Friday &
Saturday
Wednesday
Friday &
Saturday
Chuda ladoo
(chuda
+ sugar /
jaggery)
Severely
malnourished
children (3-6
years.)
Source: Tackling under nutrition issues and strategies case study from Odisha by Secretary, Women and Child Development Department,
Government of Odisha
154
health
Resources Utilised
Funds for the ICDS programme are shared by the Central
government and the State government as per ICDS
norms. Post-decentralisation, there has been no extra
cost for start-up or maintenance, and it has been running
on existing budgets.
Infrastructure is the key requirement for the ICDS
programme as it is needed for conducting classes and
activities for anganwadi children, preparing meals and
storing two to four weeks worth of food materials for
HCM, MS and THR. However, this requirement has not
been completely met yet. Findings of an audit by the Voice
for Child Rights Odisha (VCRO)1 found out that only 52%
of the surveyed AWCs had their own buildings.
Impact
Improved functioning of the ICDS in Odisha: The
decentralisation initiative is seen to be serving its objective
of streamlining and strengthening the ICDS programme.
A social audit carried out in late 2011 indicated that
71% of the respondents felt that the menu chart was
being followed. During village-level discussions, 57%
said that their children were getting cooked food on
2. Procurement
155
Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition to all beneficiaries in Odisha
Number
7,84,474
27, 96,211
2,00,000
38,43, 906
March12
March13
December 13
Number
Districts / Projects*
No. of AWCs
Districts / Projects*
No. of AWCs
Districts / Projects*
No. of AWCs
Districts / Projects*
No. of AWCs**
30 / 338
71,134
30 / 338
71,134
30 / 338
71,306
30 / 338
71,306
156
Key Challenges
health
Conclusion
Fact Sheet
Theme
Health
Geographical Coverage
Target Groups
Years of Implementation
2011 - Present
157
The National Rural Health Mission (NRHM), Haryana, has launched the Indira Bal Swasthya Yojana (IBSY)
as a preventive health scheme to screen all children accessing public health and education facilities. Haryana is
the only state to have a such a preventive healthcare measure comprehensively covering its under-18 population.
health
The Indira Bal Swasthya Yojana (IBSY) is a preventive health scheme launched by the National Rural Health Mission (NRHM),
Haryana, which aims to screen all children accessing public health and education facilities like schools and anganwadis, for
diseases, disabilities and deficiencies and refer them for free follow-up treatment if required. This makes Haryana the only state
in the country to have a single preventive healthcare measure that so comprehensively covers the under-18 population. The
IBSY screens lakhs of children each year, resulting in large-scale preventive treatment and the discovery of significant health
risk patterns in society that are used for future policy formulation.
Rationale
Childhood Diseases
Anaemia
Skin conditions
Vision impairment
Neuro-motor impairment
Vitamin A deficiency
(bitot spot)
Otitis media
Refractive error
Orthopaedic disability
Cataract
Motor delay
Squint
Cognitive delay
Ptosis
Mental retardation
Convulsive disorders
Visual Disability
Language delay
Hearing impairment
Learning disorder
Vitamin D deficiency
(rickets)
Malnutrition (SAM)
Goitre
Attention deficit
hyperactivity disorder
Source: National Rural Health Mission, Haryana, and OneWorld Foundation India, 2014
159
Indira Bal Swasthya Yojana: Applying preventive healthcare measures to promote childrens health in Haryana
Objectives
IBSY aims to provide free preventive and curative
healthcare to the under-18 population, with focus on
disease, disability and deficiency. The scheme seeks to
cover all the children in anganwadis (child-and mothercare centres) and government schools.
Key Stakeholders
The key stakeholders in the IBSY are NRHM Haryana
and the beneficiaries are children and adolescents up to
the age of 18 who are in anganwadis and government
schools.
Beneficiaries
Children and adolescents up to the age of 18 who
Implementation Strategy
The IBSY was launched on January 26, 2010, with a
formidable goal to screen an estimated population of
38 lakh under-18 children in the state. Plans were made
to implement the scheme in a phased manner and in
convergence mode. The first phase was to cover primary
schools, the second phase was for anganwadis, and the
third phase was for middle and senior schools, thereby
covering the under-18 population.
However, the modalities of implementation changed
in 2011, and the strategy was changed to cover all the
students in a single school (Class 1 to 12) at one go and
the children in anganwadis separately. In the case of
schools, teachers have been selected as the functionaries
to conduct the screening. This was done because each
teacher has a class of 3040 students and is well placed
to carry out the screening. In the case of anganwadis, the
anganwadi workers (AWW) are the functionaries selected
to carry out the screening. Extensive capacity building
has been done for both the teachers and the AWWs.
The process has been kept as simple as possible, and
the functionaries only have to tick against the relevant
condition if a diagnosis is made. The registers, which are
160
Medical
Officer at
block level
compiles
PHC
reports
Deputy Civil
Surgeon at
district level
compiles
block reports
State
headquarters
compiles
district
reports
health
Resources Utilised
IBSY operates in a convergence mode, harnessing the
existing infrastructure and human resources of various
departments. In terms of financial expenditure, the cost
of the scheme stood at Rs. 52 lakh in FY 20112012.
Impact
Wide coverage: The IBSY has covered a massive
population of 38 lakh and made a huge impact through
preventive disease screenings. Table 2 provides details
about the number of screenings conducted and cases
detected.
Identification of adverse health conditions and preemptive treatment: From the data it is evident that a
very large proportion of children (71%) are suffering
from anaemia. Various other health conditions have also
come to the fore and been pre-emptively dealt with. An
exhaustive list of interventions is provided in Table 3.
Key Challenges
The greatest challenge faced by the scheme has been
to convince parents to avail of the benefits and bring
their children for follow up treatment. A majority of
FY 201011
FY 201112
FY 201213
Children
screened
30,65,974
32,06,797
22,66,751
Children
detected
anaemic
11,11,736
6,05,975
1322081
Heart disease
cases detected
112
200
214
Malignancy
cases detected
40
13
16
Tuberculosis
cases detected
965
630
206
Hernia and
hydrocele
cases detected
198
305
167
Juvenile
diabetes cases
detected
40
292
103
Epilepsy cases
detected
948
749
1737
Skin disease
cases detected
46,470
50,486
22480
Activity
Total
5,92,185
3,974,447
51,155
1,16,446
10,51,75,658
10,480
Cleft lip/palate
20
12
Total
397
36,033
46,045
15,152
3,352
1,038
99
161
Indira Bal Swasthya Yojana: Applying preventive healthcare measures to promote childrens health in Haryana
People speak...
My son Hitanshu
was born with a cleft
lip and palate. I am
a poor man who has
neither the time nor
the money to go to
Chandigarh or Rohtak
to get him operated.
Through this initiative,
my son was operated for free and all facilities were
taken care of. For me this is no less than a blessing
from God. I am very grateful for this initiative.
My
daughter
Deepshika had a
severe case of bow
legs. She has benefited
from this initiative,
something good has
happened to her and
that is more than
enough for me.
My daughter Chintan
had a heart problem.
Within six months
of detection she got
operated upon for
free. I make it a point
to take her for the
follow ups. We are
very happy with the
services provided.
162
health
Conclusion
A flagship scheme of the Government of Haryana,
IBSY has had a major impact on disease prevention
in the under-18 population. The scheme has been
able to successfully converge and leverage the existing
infrastructure and resources of various departments.
Attention must, however, be paid to the hindrances
encountered during implementation, primarily the
issues related to motivation of field-level operatives and
insufficient appreciation of the value of the scheme by all
the stakeholders, including the beneficiary population.
Greater dialogue and persuasion, capacity building,
measures to improve motivation and effective awarenessgeneration campaigns are some other strategies to tackle
these issues.
Fact Sheet
Theme
Health
Geographical Coverage
Target Groups
Years of Implementation
2010 - Present
163
Staff of the Narayana Nethralaya Postgraduate Institute of Ophthalmology, Bengaluru where the KIDROP,
aimed at preventing vision loss in premature infants of underserved areas in Karnataka has been initiated.
health
Rationale
Retinopathy of Prematurity (ROP) is the leading cause
of infant blindness in India. Approximately 7-15% of the
babies who develop ROP need screening and treatment
for the disease. However, there is an acute shortage
of ophthalmologic resources in the country, and less
than 20 centres in India undertake ROP management.
Inadequate resources and lack of proper treatment
and screening leave a majority of ROP-affected babies
vulnerable to permanent and irreversible blindness.
In 2008, Narayana Nethralaya Postgraduate Institute of
Ophthalmology, Bengaluru, initiated KIDROP to provide
accurate diagnosis and suggestions for treatment to
premature infants in under-served areas of rural Karnataka.
The project uses RetCam Shuttle, which is a portable
wide-field digital imaging device, to screen premature
infants for ROP. The RetCam is capable of imaging 130
degrees of the retina of neonates, and is used to perform
on-site examinations by trained technicians who are
capable of triaging these images. The device can be used
in both hospitals and rural centres. Narayana Nethralayas
KIDROP team stores, reads, analyses and uploads these
images from the rural centres in which they operate. After
successful implementation of the programme by Narayana
Nethralaya Postgraduate Institute of Ophthalmology
in six districts for over 18 months, the KIDROP project
collaborated with the NRHM, Ministry of Health and
Family Welfare, Government of Karnataka, in 2009 and
became Indias first public-private partnership (PPP)
initiative in the field of infant blindness.
Key Stakeholders
Narayana Nethralaya Postgraduate Institute of
Ophthalmology, Bengaluru, conceived this teleophthalmology project. The team comprises doctors,
ROP experts, ophthalmologists and other specialists.
Since 2009, the National Rural Health Mission, Ministry
of Health and Family Welfare, Government of Karnataka,
has been collaborating on KIDROP, and providesthe
financial support the project. i2iTeleSolutions is the
technology partner for the project.
Objectives
i2i TeleSolutions
165
Implementation Strategy
KIDROP is based on the triple T philosophy telemedicine; training of peripheral ophthalmologists;
and talking to neonatologists, paediatricians and
gynaecologists. The project began with five centres in
2008, and expanded to provide its services in 25 centres
across the southern districts of Karnataka. Most of the
centres were located in rural areas, where, prior to
KIDROP, there was no provision to screen for ROP.
166
health
Technological innovation
Resources Utilised
KIDROP is being implemented in PPP mode. The
Government of Karnataka is responsible for funding the
equipment and logistics, and for providing salaries to the
teams. Narayana Nethralaya, the private partner, on the
other hand, is responsible for providing free screening
and treatment to all the patients. There is an alternative
model in which Narayana Nethralaya bears the cost of
treatment without any external funding, and patients may
pay in some situations based on their financial condition.
The treatment is free for all babies born in government
hospitals. Other children are also provided services free
of cost by the Narayana Nethralaya team and in some
cases (where affordable) families are required to pay up to
30% of the nominal cost and the remaining cost is taken
care of by Narayana Nethralaya. A full charge is imposed
on patients in private/corporate hospitals that cater to
people who can afford the treatment there. The revenue
Impact
Successful use of technological innovation to cure
blindness at an early age: The KIDROP programme is an
innovative attempt to provide screening and treatment of
ROP and cure infant blindness using innovative technology
to deliver services even to the remote areas of Karnataka.
167
Key Challenges
The KIDROP project has faced a variety of challenges,
including low awareness, technological problems,
organisational hurdles, financial sustainability issues,
and problems related to collaboration with other
programmes of the government and the PPP framework
with the Government of Karnataka. However, efficient
management and continuous dialogue between different
stakeholders have helped overcome the challenges to a
certain extent.
Lack of awareness in the community about the problem
of infant blindness and its treatment posed a major
challenge. To overcome this challenge and spread
awareness about ROP and its treatment, many focus
group meetings were organised for mothers, doctors,
paramedics and neonatologists. The KIDROP team also
started a Facebook page and used social media as a
platform to increase awareness among all citizens.
The project also faced resistance to adoption of new
technology, especially from stakeholders at the grassroots
level. To make them comfortable with technology, efforts
were made to conduct live video consultations, integrate
work lists into MIS and send SMS reminders to patients
caregivers for follow-up. Another technological challenge
was the non-availability of 3G and wireless broadband
services, which affected the delivery of services.
At times, delays in government funding acted as an
impediment, as it held-up the purchase of equipment
required for screening and treatment. The demand for
improvement in RetCam at a lower cost was another issue
faced by doctors. Better understanding and ownership
among government staff would help in timely release of
funds and prevent any disruption in the functioning of
the project. Effective planning and better coordination
between the public and private partners is important for
the sustainability of any project of this nature.
One of the most serious problems for KIDROP has been
the lack of experts. Statistics show that there are less
168
health
Notes from the field: A visit to Mandya hospital and Sri Cheluvamba
hospital for women, Mysore
Doctors and other specialists were seen counseling mothers who had come for their babies check-up and follow-up.
The mothers were very satisfied and thankful to the KIDROP initiative and the team for providing eye care services
free of cost. It was comforting for them to know that screening for ROP will protect their children from blindness.
169
Conclusion
The KIDROP project has proven to be a financially
viable ophthalmic care service provided across several
districts in the state of Karnataka, especially in its
remote underserved areas. Observing the success of this
innovative ophthalmologic project in reaching out to
the rural masses, many other states and countries have
started collaborating with the KIDROP team to replicate
the model and serve their citizens.
Fact Sheet
170
Theme
Health
Geographical Coverage
Target Groups
Years of Implementation
health
Rationale
Malaria is a rampant health concern in Odisha. Odisha
has been a high endemic state and has had a higher
Annual Parisitic Incidence (API) of 9.3 compared to
the rest of India.1 Despite being home to only 3.5% of
Indias population, in 2010 the state accounted for 20%
of malaria cases, 33% of falciparum malaria (a more
dangerous type of the disease) cases and 25% of all
malaria deaths reported in the country. Aiming to check
the high incidence of, mass distribution of LLINs was
undertaken as part of the National Rural Health Mission
Malaria interventions in
Odisha
1
API refers to number of malaria positive cases (microscopically positive + RDT positive cases) detected during a year per total population; As of 2002,
India had brought it down to less than 2. Technical and Management Support Team (TMST) on behalf of Department of Health & Family Welfare, Govt.
of Odisha. Evaluation of Use of LLIN by Pregnant Women under Mo Mashari Initiative and Effectiveness of BCC Messages on Malaria. March 2012.
171
Mo Masari: Using a simple solution to protect pregnant women and children from malaria in Odisha
Objectives
Mo Masaris main objectives are to prevent the occurrence
of malaria among pregnant women and children and to
reduce the API in high-endemic areas of Odisha.
Key Stakeholders
The key stakeholders of the scheme are at three levels
the Department of Health and Family Welfare, NVBDCP
- Odisha, and Technical and Management Support Team
(TMST) at the State level; Chief District Medical Officer,
Implementation strategy
The Mo Masari scheme was piloted in January 2010
in five districts of Keonjhar, Kandhamal, Rayagada,
Malkangiri and Nabarangpur. The strategy focussed on
two main beneficiary groups: (i) pregnant women and
their children up to five years of age and (ii) children
studying in tribal residential schools. There was delay in
Block
Malaria Technical Supervisor,
CHC Medical Officer
Sub-centre
ASHA, AWW, one male health worker
and one female health worker, Multi
Purpose Health Supervisor
Beneficiaries
Pregnant women and their children
Children in tribal residential schools
Children in orphanages
172
health
Block CHC
ANM
LLINs
LLINs distributed
distributed to
to PW:
PW:
LLINs
LLINs distributed
distributed to
to ANM:
ANM:
During
During VHND,
VHND, Immunisation
Immunisation
During
During Sector
Sector Meeting
Meeting
Provided
Provided at
at Sub-Centre
Sub-Centre
Day,
Day, Health
Health Camp,
Camp, THR
THR Day
Day
and
and other
other days
days at
at SC,
SC, house
house
Asked
Asked to
to collect
collect from
from CHC
CHC
Pregnant Women
Recent + New
Pregnant Women
Source: Technical and Management Support Team on behalf of Department of Health & Family Welfare, Govt. of Odisha
*Other pregnant women are those pregnant women who come for delivery to their paternal houses, if not received LLIN at their in laws house. In such
cases, GKS members accordingly instruct ASHA, AWW, MPW(F).
173
Mo Masari: Using a simple solution to protect pregnant women and children from malaria in Odisha
private vendors, at a cost of Rs. 217 per net for the nets
for pregnant women.
Resources Utilised
174
health
Impact
76.3
75.3
Beneficiary group
Source: Technical and Management Support Team on behalf of
Department of Health & Family Welfare, Govt. of Odisha
40.51724138
29.02298851
1.724137931
1.149425287
3.16091954
Campaign Village
(n=237)
Tribal
Orphanages
Residential School
33.62068966
39.66244726
37.55274262
16.87763713
29.53586498
9,288
(2013-14)
Pregnant
Women
ST & SC
11.81434599
81,000
(2012-13)
Lowest
SLI
Illiterate
25.3164557
60.3
Non-Campaign/
SurroundingVillage (n=348)
Nidhi Ratha
Jatra/Folk Theatre
Songs
ASHA
AWW
ANM
2
Technical and Management Support Team (TMST) on behalf of Department of Health & Family Welfare, Govt. of Odisha. Evaluation of Use of LLIN By
Pregnant Women under Mo Masari Initiative and Effectiveness of BCC Messages on Malaria. March 2012.
175
Mo Masari: Using a simple solution to protect pregnant women and children from malaria in Odisha
Key Challenges
The scheme faced some initial resistance from a section of
the population that was wary of the use of mosquito nets
due to various myths or misconceptions. Attempts were
made to overcome this resistance through effective IEC/BCC
campaigns and consistent IPC by ASHAs, who distribute
LLINs as part of the cluster approach programme.
Difficulties also arose from improper use of LLINs. The
average life of the net is about three to five years but
improper use of the net, such as washing it in hot water
or using baking soda to clean it, reduces its efficacy.
Sometimes the net, in its new packaging, was seen as
a prized possession and stored for a long time instead
of being used immediately. Secondly, in some cases, the
cover of the nets was being used for other purposes like
storing puffed rice, which could be harmful.
Logistical issues in procurement and supply at certain
points also posed a challenge, making it difficult to adhere
to stipulated time frames. In the initial stages, individualsized LLINs for children in schools were difficult to
procure, and hence, Insecticide-Treated Mosquito Nets
(ITMNs) had to be distributed instead. The remoteness
of tribal areas created problems of access, but these
problems were overcome by hiring local people for
distribution and using folk theatre or other traditional
forms of art in campaigns instead of mobile vans.
Conclusion
Odishas primary objective of reducing the rate of
API in the state is being successfully achieved through
interventions like Mo Masari. The scheme has made
major headway toward malaria control in the population
segment most vulnerable to it. The need is to keep
up the momentum of the scheme. Enthusiasm about
the scheme is apparent in the words of implementing
officials such as the Chief District Medical Officer of Mo
Masari-covered Kandhamal district: If these consistent
efforts are kept up, in three years, the API can be
brought down from 23 to 2, even in a high endemic
district like Kandhamal.
Fact Sheet
176
Theme
Health
Geographical Coverage
Target Groups
Years of Implementation
2010 - Present
health
Rationale
Assam faces severe challenges with regard to health
of women and children. Table 1 shows some critical
indicators. The Government of Assam, working through
state NRHM, has taken various initiatives to enhance the
states performance on these health indicators. Improved
service delivery and peoples access to healthcare,
primarily in rural areas, is the core focus of these
initiatives.
NRHM, Assam launched three important initiatives
in 2010: i) Nutrition Counselling-cum-Management
Centres; ii) Mamata; and iii) Morom.
Nutrition
Counselling-cum-Management
Centres
(NCMCs) are unique centres established to assist the
Assam
All India
Maternal
Mortality Ratio
347 (2010,
Source Annual
Health Survey
2011-12)
Infant Mortality
Rate
55 (Source: SRS
Bulletin, 2011)
44 (Source: SRS
Bulletin, 2011)
Under Weight
Children
40% (Source.
NFHS-III, 200506)
46% (Source:
NFHS-III, 200506)
Children who
are Anaemic
76.7% (Source:
NFHS-III, 200506)
79.2% (Source:
NFHS-III, 200506)
Source: www.nrhmassam.in
177
Objectives
NRHM, Assam launched these three initiatives to meet
different objectives. NCMCs, extensions of NRCs, have
been set up with the objective of expanding reach in
peripheral areas to identify and provide medical care
to children with SAM under the age of five years and
educate mothers on appropriate nutritional practices.
Mamata, on the other hand, aims to incentivise mothers
for seeking postpartum care by providing them baby kits.
The objective of Morom is to provide monetary incentives
to in-patients at public health facilities so as to motivate
them to access healthcare.
Key Stakeholders
The key stakeholders of NCMCare the NRCs, National
Rural Health Mission, Department of Health and Family
Welfare, Department of Social Welfare, Department of
Panchayati Raj and Rural Development, United Nations
Childrens Fund (UNICEF) and partner NGOs and
CSOs.
Implementation Strategy
Nutrition Counselling cum Management Centres
The first NRCs in Assam were set up in 20102011 in
districts with high tribal and displaced1 populations in
the civil hospitals at Udalguri and Kokrajhar districts and
at the Primary Health Centre (PHC) in the Kharupetia
block of Darrang district. By the year 20122013, 10
NRCs were established across Assam, and nine more
were slated to be set up. The NCMCs are extensions
of NRCs and are located either at the district hospital
itself or at peripheral locations, bringing beneficiaries
closer to health services. They have been set up in four
districts (Dibrugarh, Nagaon, Darrang and Morigaon)
to peripheral areas
malnourished children
Help with monitoring and reporting of children with
SAM
Counsel and educate mothers on appropriate
National Rural
Health Mission
nutritional practices
implementing agency
Mamata
Department of Health
and Family Welfare
Department of Social
Welfare and
Panchayati Raj and
Rural Development
Department
UNICEF
178
Morom
Awareness generation
support
Partner
NGOs/CSOs
identification of malnourished
children
Kokrajhar has witnessed significant ethnic and communal violence that has displaced large numbers of people.
health
Resources Utilised
179
People speak...
Cerebral palsy is one of the
consequences of malnourishment.
The child on the left had already
succumbed to this mental disorder
by the time the ASHA diagnosed
him with SAM. However Nazima
Khatoon, the young mother on
the right, promptly brought her
daughter to the NRC upon SAM
diagnosis. She expressed gratitude
and happiness and was satisfied
with the facilities offered to her daughter.
Key Challenges
There are only 37 NCMCs as of now to address the
nutritional needs of mothers and children in over
20,000 villages of Assam. Counsellors are found to be
overburdened as they are responsible for providing a vast
range of services and deal with increasing footfalls at the
NCMCs.
Mobilisation of mothers and children remains a big
challenge. Doctors are not adequately sensitised to the role
performed by counsellors, and there is low appreciation of
counsellors among other medical personnel. As a result,
clients arriving at the out-patient departments (OPD) are
not directed to meet with the NCMC counsellors.
Impact
Bringing health services closer to the people: The
NCMCs are located at health centres like the district
hospital or health centres at peripheral locations, bringing
beneficiaries closer to health services. They have been
set up in four districts and sanction has been received for
expansion to the remaining 23 districts. The four districts
are covered by 37 NCMCs staffed by an equal number
of nutrition counsellors 35 of whom are women and two
are men.
High uptake of services: Under the Morom initiative,
a total of 117,181 patients from across Assam benefited
in the year 2013-2014, with approximately Rs. 3.5 crore
241,400
2010-11
180
2011-12
2012-13
health
Conclusion
NRHM, Assams initiatives to bolster access to healthcare
are clearly generating greater demand, as can be seen
in the increase in beneficiary numbers over time. The
strategy of using incentives to address access constraints
and to motivate beneficiaries to adopt health seeking
behaviour seems to offer a workable solution for
improving rural healthcare.
Fact Sheet
Theme
Health
Geographical Coverage
Target Groups
Years of Implementation
2010 - Present
181
Rationale
Mysore city faced severe problems of road congestion
and associated issues of commuters, which include delays
in the arrival of buses at bus stops, lack of information
about different bus routes and stops, time, frequency
etc. Considering the wide range of problems related to
mismanagement of traffic, high pollution levels and the
high growth rate in traffic density in the recent past in
Mysore dynamic solution capable of contributing to the
creation of an efficient and sustainable public transport
system was required in the city.
Key Stakeholders
Objectives
The Mysore ITS was conceptualised with the objective of
managing the entire public transport system in the city to
make it safe, more efficient and environment friendly. By
185
Implementation Strategy
Ministry of Urban Development (MoUD)
Involved in formulating policies, monitoring and
IBI Group
Its services focus on the physical development of cities,
CMC Limited
Involved in design and development of application.
186
Resources Utilised
The Mysore ITS initiative is funded by the Global
Environment Facility (GEF)-Sustainable Urban Transport
Project (SUTP), KSRTC and other international bodies
such as the World Bank and UNDP. The Ministry of
Urban Development (MoUD), being the nodal agency, is
responsible for implementing the ITS initiative.
The infrastructure related investment is partly financed
with the support of the World Bank-GEF grant assistance
and consultancy studies are financed partly through
GEF grants. The estimated cost for the deployment
of the ITS in KSRTC city services in Mysore is about
Rs. 19.13 crore.
187
Impact
Greater safety, convenience and commuter
satisfaction: The introduction of ITS in Mysore has
resulted in several benefits to people, such as safer travel,
lesser traffic congestion and delays leading to greater
commuter satisfaction. The display of ETA and ETD helps
commuters to calculate the total time that will be taken
to travel to any destination and accordingly help them
188
Key Challenges
The integration of VMU and weak connectivity of GPRS
posed a challenge to the technical team at KSRTC during
the implementation of the ITS initiative in Mysore.
Moreover, since the system works to provide time-bound
and real time delivery of services, it faces challenges in
the prediction of expected time of arrival for all the bus
stops with accuracy. As getting real time information from
buses was central to ITS, making GPRS signals available
throughout the city proved crucial for the successful
implementation of the ITS in Mysore.
As such an initiative has not been implemented anywhere
in the country before, there was lack of in-house
domain knowledge and the consequent dependence
on consultants in addition to multi-level monitoring and
coordination posed its own set of challenges.
Since financial management plays a pivotal role in the
long-term effectiveness and sustainability of any initiative,
189
190
Passenger
Information
System
Passenger
Information System
in BRT stops and
terminals
Passenger
Information
System in Bus
Operations
Control Centre
Bus Operator
Depot
139
8
118
1,50,000 (approx.)
7,20,000 (approx.)
5,000 (approx.)
Conclusion
The Mysore-ITS initiative envisions building citizencentric urban transport solutions instead of focussing
on improving the conditions for private vehicles. Real
time information is the most important application of its
implementation in Mysore.
The initiative aims to reduce traffic congestion by helping
people to plan their travel in a better way, suggesting
alternate routes and keeping passengers informed about
different timings, buses and routes, thus making public
transport user friendly.
A well designed and planned ITS system in buses will
make a significant improvement in the urban transport
scenario in Indian cities, especially as it puts the needs
of the majority who use public transport at the forefront.
Fact Sheet
Theme
Geographical Coverage
Target Groups
Citizens of Mysore
Years of Implementation
2012 - Present
191
local governance
Rationale
Objectives
Key Stakeholders
The initiative is being run by the different departments
of government at various levels like state, district and
village. The details of the key stakeholders are given in
Figure 1.
District
District Programme Management Cell (DPMC)
Village
Gram Panchayat Water Supply and Sanitation
Committee (GPWSC)
Beneficiaries
195
Implementation Strategy
a. Pilot
The pilot was launched in three main villages of Ropar
district Paprala, Railon Khurd and Rasalpur. A consultation
was held between officials from DRWSS, the World Bank
and members of the community in order to understand the
problems and requirements of the community, following
which GPWSCs were formed in 2005.
A beneficiary share of Rs. 1,500 per household (totalling
Rs. 5.02 lakh from the villages) was taken as a compulsory
contribution from the community in order to kickstart
the initiative. The rationale behind fixing a beneficiary
share was to assure the involvement of the community
in attaining a favourable and sustainable solution to the
water supply issues and to create direct ownership of the
initiative.
The Department and World Bank provided the remaining
funds for the project and helped procure infrastructural
requirements through a tender process in 2007. The
total cost amounted to Rs. 55.19 lakh. Thereafter,
in September 2009, all aspects of operations and
maintenance of the initiative were handed over to the
GPWSC, with the government limiting its role to handholding and Information, Education and Communication
(IEC) activities.
Since the model is demand-driven, the implementation of
this initiative begins only after an interest is expressed before
the DRWSS and when all members of the village show
willingness to participate as financial stakeholders through
stipulated contributions. The IEC activities by DRWSS also
helped in generating interest in target villages.
196
Department of Water Supply and Sanitation, Punjab. 24x7 water supply in villages covered under PRWSS Project assisted by World Bank. 2013.
local governance
d. Awareness generation
IEC activities are the cornerstone in encouraging and
facilitating the implementation of this initiative in villages.
An Information, Education and Communication (IEC)/
Human Resource Development (HRD) team at the DPMC
conducts awareness generation activities on a regular
basis in selected villages. Activities are divided into four
main stages like pre-planning, planning, implementation
and post-implementation. The number of villages and
the number of trainings to be conducted in each stage
are fixed beforehand.
People speak...
HRD specialist, Ropar
In our experience,
women and children
have been the ideal
Target Groups in
effectively carrying
forward the message
of
water
and
sanitation. Monthly
exposure visits or
meetings are held
with
performing
and non-performing
villages
to
bring
about
motivation.
Demonstrations and
peer learning have
been noted as highly
IEC specialist, Ropar
effective strategies for
motivating villages, particularly in the case of nonperforming villages.
g. Grievance redressal
Two main grievance redressal mechanisms have been
created to address concerns of the beneficiaries regarding
water supply and sanitation under this scheme.
1.
197
1.
2.
3.
4.
5.
6.
Resources Utilised
7.
8.
9.
2) Predefined
questionanire
3) Nodal
officer to make
daily
telephone
calls to stake
holders in 5
villages
4) Computerbased
software to
capture
feedback
5) Generate
reports from
computer on
the basis of
feed back for
remedial action
6) Call again to
check if issues
are resolved
198
local governance
Impact
Uptake of the initiative by an increasing number of
villages, increases in revenues and improvements in
distribution networks: As of May 2013, 15 villages in
four districts were provided 24x7 metered water supply
under this initiative. These are Singhpura Sitabgarh,
Bhajauli, Dau Majra, Jeouli and Fatehgarh of district
Mohali; Chitmali, Paprala, Rasulpur, Railon Khurd,
Abhiana Kalan and Abhiana Khurd of district Ropar;
Dedran, Manhera Jattan of district Fatehgarh Sahib; and
Jatiwal of district Patiala. There has been an increase in
monthly revenue collections since the introduction of
metered water connections (Table 1). GPWSCs plough
the savings back into water and sanitation-related projects
in the village as they are not permitted to use these funds
for other purposes. The savings are generally used for
purchasing backup pumps and generators or to expand
the distribution network.
Tele-calling beneficiaries and Shikayat Nivaran
Kendras as successful grievance management
practices: Out of the 2,110 GPWSCs that were to be
contacted in January 2014, 1,750 were successfully
called. Of this 1,473 have reported no problems while
the remaining are in different stages of resolution with
the concerned engineers. The outcomes each month
Table 1: Surplus revenue generated after commissioning 24x7 metered water supply
Surplus revenue
generated (in Rs.)
District
% of
connections
100
100
100
100
NA
NA
199
People speak...
Balbir Singh, Paprala village
Papralas
success
has been largely
attributed to the
driving force and
leadership of a highly
respected member
of the community
- Balbir Singh. He
played a lead role in
mobilising and uniting
the community for
starting the project
in Paprala village
and also introduced
stringent measures to
tackle problems of defaulting and tampering. Says
he: When we checked the quality of our earlier
sources of water, we found that they were of very
poor quality. It was then that we decided to work
with the World Bank in introducing this project. We
faced many difficulties but in the end everyone from
small children to old men played a part in bringing
this project together. Even those who were not
convinced initially finally came on board seeing the
success of the model. We make sure that everyone
follows the rules strictly - penalties for late payment
or defaulting are levied, even if its a member of the
GPWSC.
200
Key Challenges
In the early stages of the initiative, mobilisation was not
an easy task and needed the help of highly proactive
members of the community who were willing to take on
a leadership role.
The poor maintenance of records has been a major issue
in transferring administrative responsibility to the newlyformed GPWSCs. Regular trainings are carried out by
ground staff to overcome this issue. HRD specialists check
accounts and records in the initial months to ensure that
systems are being properly followed.
The GPWSCs have sometimes shown reluctance in
collecting statutory taxes such as VAT and sales tax from
contractors. Consistent hand holding and pressure is
applied through appropriate channels at the district and
block levels to ensure that such revenues are collected
on time. In the initial stages, people were not receptive
to calls for feedback and would sometimes respond
rudely. Partial information obtained from such persons
local governance
Conclusion
DRWSS plans to replicate this model in the remaining
2,000 villages covered under the World Bank project. The
community too has been willing to take necessary steps
in this direction, including paying for water and handling
operations, on the assurance that they will have access to
sufficient, good quality water at reasonable rates.
Fact Sheet
Theme
Local Governance
Geographical Coverage
Target Groups
Years of Implementation
2005 - Present
201
The Department of Rural Water Supply and Sanitation installed water metres and introduced billing in
villages of Punjab as part of the initiative on 24x7 Metered Water: Improving water supply in rural areas of
Punjab. The initiative has thus brought about parity in consumption of water and the amount paid for it. In
the process, it has helped incentivise conservation of water.
local governance
Rationale
Planning is a critical component in development policy
formulation and implementation. It is a process that
can be used to match needs with available resources in
a manner than ensures that the most pertinent needs
are prioritised for addressal. The sheer size of fiscal
flow between the centre and the states, coupled with
the multitude of national and state-level schemes and
programmes, makes the task of conducting integrated
decentralised planning daunting. The planning process
has its share of shortcomings, especially as plans are made
sector-wise on the basis of estimates, with the previous
years outlays serving as the baseline for the current
years plan. Adding to the challenges of planning are
mega projects, such as the national flagship programmes,
which detail prescriptions for planning, implementation
and monitoring processes, because these projects may
not always be in sync with each other.
The 73rd and the 74th Constitutional Amendments
necessitate a more decentralised and integrated
planning. In response to this changed need, the
Planning Commission, Government of India, brought
out a comprehensive manual in 2008 on integrated and
inclusive planning that needed to be adapted to the local
context by State governments in their district planning
processes.
The Department of Planning and Development (DoPD),
Government of Bihar (GoB), adapted the guidelines of
this manual in the form of the EBDP in 2010 to envisage
a scientific system of planning that could ensure Growth
with Justice. EBDP seeks to curb inter-regional disparity
and ensure social equity in planning and implementation
of development schemes in Bihar.
Objectives
EBDP seeks to achieve many ambitious objectives
including formulating a mechanism for applying integrated
and inclusive decentralised planning at the district and
lower levels. It aims at guiding the district planning
process through knowledge of the detailed resource
envelope, making it less speculative, decreasing chances
of corruption and helping improve implementation of
schemes.
EBDP also improves the governments knowledge about
resources and their appropriate application, enhances
decision-making, improves peoples participation and
achieves an outcome-oriented planning process. It can
also be used as a planning-cum-monitoring tool by
stressing on the saturation approach.1
1
Saturation approach aims to ensure that the benefits of any government scheme should eventually reach all those who are entitled to those benefits
and the gap, if any, should be plugged through this planning process. For instance, if a scholarship scheme is for all scheduled tribes girls who have
secured more than 75% marks in Class X examinations, all the students who have fulfilled these criteria should get the benefits of this scholarship.
203
Entitlement-Based District Planning: Innovating planning process for accuracy and efficiency in Bihar
Key Stakeholders
The implementation of EBDP in Bihar involves an array of
stakeholders beginning with the Department of Planning
and Development (DoPD) of the Government of Bihar,
and the District Planning and Monitoring Units attached
to each District Collectorate, Zilla Parishads, Gram
Panchayats and the communities they work for. Advisory
roles in implementation of the initiative are performed
by the United Nations Joint Programme on Convergence,
United Nations Childrens Fund (UNICEF), the A N
Sinha Institute and the Praxis Institute for Participatory
Practices.
a. Phase I
The key stakeholders involved in the planning and
implementation are listed in the graphic below:
Gram Panchayat
Community
2.
UNICEF (Phase 2)
Praxis Institute for Participatory Practices
(Phase 1 and 2)
Implementation Strategy
The implementation of EBDP began with brainstorming
within the DoPD on the manner in which a decentralised
and integrated approach to planning could be rolled out
in Bihar.
The outcome of this brainstorming was an entitlement
approach that could dovetail all existing schemes in terms
of well-articulated entitlements and aim at universalisation
204
local governance
People speak...
b. Phase II
1.
2.
3.
4.
URBAN LOCAL
BODIES
Municipalities /
Nagar Parishad
/Ward Sabha
S
H
E
L
F
RURAL LOCAL
BODIES
Zila Parishad
O
F
P
R
O
J
E
C
T
S
Panchayat Samiti
Gram Panchayat/
Gram Sabha
R
E
Q
U
I
R
E
M
E
N
T
SCHEME WISE
SOCIETIES
District Level
O
F
F
U
N
D
R
E
Q
U
I
R
E
M
E
N
T
LINE
DEPARTMENTS
District Level
Block Level
O
F
Village Level
F
U
N
D
Grass-root level
functionaries
205
Entitlement-Based District Planning: Innovating planning process for accuracy and efficiency in Bihar
d. Trainings
Trainings are crucial to the successful implementation of
decentralised and integrated planning. For this purpose,
guidelines explaining the entire process were developed
in Phase II. This phase involved extensive trainings
for district and block level officials, as well as for PRI
representatives at the block level in Vaishali district.
The upscaling of the process to the State would require
effective capacity building of data managers. A pool of
human resources to guide stakeholders at various levels
is being identified across the State. As District Planning
Office has been identified as an important link given its
role in anchoring the EBDP initiative, there is a need for
proper training of its staff.
Resources Utilised
The EBDP initiative utilises existing human resources and
infrastructure of the DoPD, District Collectorates and PRIs.
In its first year, the initiative engaged technical resource
persons at the rate of Rs. 20,000 per district for all the 39
districts of Bihar. Besides this, an untied fund of Rs. 20,000
for facilitation was provided to all the districts.
In the first phase of preparing EBDP-based district plans,
the technical and knowledge resources of the AN Sinha
Institute and UN Joint Programme on Convergence
were utilised. In the second phase beginning in 2012,
UNICEF supported the pilot of EBDP plan process in
Vaishali district and contributed to the preparation and
publication of guidelines for the districts and process
documentation.
Impact
Awareness generation of District and PRI officials: The
most significant impact of EBDP was educating district
officials and PRI representatives about various schemes
and statutory provisions they are entitled to. In Vaishali
district, many PRI representatives expressed ignorance
about certain schemes and ensuing entitlements at the
206
Key Challenges
The process of EBDP illuminated the shortcomings of the
previous system of planning, but faced its own share of
challenges.
District planning was supposed to be based on local
resources. However, district level officials had no idea of
available funds or resources due to lack of information
on the resource envelope meant for the district and
lower levels. By Phase II, an exhaustive template for
entitlements was prepared to overcome this challenge.
There was no clarity about what constituted entitlement
and this hindered the process. This resulted in preparation
of wish lists that did not match resources, so the initial
phase of planning came to naught. For instance, in
Vaishali district, a village wished for an airplane factory
to be opened in the village. Dovetailing this plan into
the state plan became difficult. In Phase II in Vaishali,
this was overcome by organising workshops and using a
detailed template mapping entitlement.
This planning exercise was new to officials, and hence,
the first phase of the consultative process with people
turned out to be shallow rather than planning based on
entitlements. In Phase II, a scientific approach to involving
the community was developed and piloted.
Many existing schemes were not framed in the language
of entitlements. Schemes of the nature of discretionary
local governance
Conclusion
EBDP is a path-breaking initiative with the potential
to redefine development policy planning and
implementation in the country. It has the potential to
liberate the planning process from the current speculative
method and place it on a scientific plane. Within a short
span of three years, EBDP has brought to light various
gaps in planning and highlighted the effect that these
gaps have on increasing inter-sectoral and inter-regional
disparity. By bringing in the concept of entitlements
in development planning, it makes service-provision
mandatory. A path-breaking initiative, EBDP is evolving
with each phase.
Fact Sheet
Theme
Local Governance
Geographical Coverage
Target Groups
Citizens of Bihar
Years of Implementation
2010 - Present
207
Social Security
Rationale
In October 2007, the Government of India introduced a life
insurance scheme the Aam Aadmi Bima Yojana for the
poorest of the poor, particularly rural landless agricultural
labourers, so that their bereaved families have financial
resources and support to fall back on in the event of their
untimely death or any other disability-causing mishap.
Both, the Central and State governments contribute to the
premium to be paid on the insurance policy, and have
partnered with the Life Insurance Corporation of India
(LIC) to issue bonds to beneficiaries.
Since this scheme was launched, the state of Andhra Pradesh
has excelled in its implementation and performance. As
early as 2005, before the introduction of AABY, a few
scattered districts such as Chittoor and Vizianagram had
introduced their own versions of insurance schemes for
rural landless labourers in partnership with the LIC.
Objectives
The primary objective of this scheme is to support families
of rural landless agricultural labourers in the event of
their death or disability. This includes monetary support,
and also scholarships for children in the family. In the
case of Andhra Pradesh, there is an emphasis on ensuring
that the initiative is implemented and carried forward
successfully by the community through the community
based organisations (CBO) model.
Key Stakeholders
* The field work for this case study was conducted in Andhra Pradesh before the state of Telengana was carved out of it in June 2014.
211
Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
22 Zilla Samakhyas
ZS
Age Group
18-59 years
Premium
Nodal Agency
State government
Benefits
Natural Death
Rs. 30,000/-
Accidental Death
Rs. 75,000/-
Total Permanent
Disability
Partial Permanent
Disability
Scholarships
1,099 Mandal
Samakhyas
MS
36,391 Village
Organisations
VO
933,585 Self
Help Groups
10,660,968
Members
Women Members
Implementation Strategy
The eligibility criteria for enrolling beneficiaries and
the benefits accrued under AABY are described in
Table 1. The add-on benefit in this insurance scheme is
the scholarship awarded to a maximum of two children
from the beneficiarys family for the years when s/he is
studying in the 9th to 12th standards.
a. Process
The overall process in obtaining the insurance claim
takes approximately 30-36 days and involves a few steps
detailed in Figure 2.
212
Social Security
b. Grievances
There is an offline redressal system in case of grievances,
enquiries, or any other concerns, using which beneficiaries
can approach members of the Mandal Samakhya (MS).
213
Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
Resources Utilised
The monitoring and evaluation of the scheme is done by
authorities who fall under the wider framework of Indira
Jeevitha Bima Pathakam (IJBP). Under this framework, the
insurance call centres and associated personnel in each
district are being used to serve all insurance schemes of
the IJBP. Also, since all the insurance schemes including
AABY use the CBO model for implementation, they do
not require any additional human resources other than
the existing pool.
There are two main technological components in AABY
a web portal and SMS alerts system. User-defined login
access has been given to officials from the State to the
mandal level and to LIC. Most of the data entry is done
by the Mandal Samakhya and the district insurance call
centre at the time of registration, renewal, and in case of
death of a beneficiary.
In 2013-14, mobile applications have also been
introduced to support the web portals format. SMS
alerts will be sent immediately to the nominee and the
Assistant Project Manager (APM) of the mandal, if a claim
is raised by officials at the state or district call centre.
When documents are not submitted within a period of
Impact
Wide coverage and high performance: The programme
has a wide coverage as a total of 38 lakh rural landless
agricultural labourers are covered under the scheme
as of 2014. Even as early as 2010-11, 33% of the total
beneficiaries in the country were from Andhra Pradesh
and had a high performance rate of 84.96% claims settled
as opposed to 15.03% in the rest of the country. Data from
2012-13 shows further improvement in Andhra Pradesh,
as the claim settlement rate rose to 58%, while the rate
for the rest of India was 42%. Also, the total number of
scholarships sanctioned in Andhra Pradesh in the year
2012-13 was 10,253 in Phase I and 30,248 in Phase II. In
terms of reaching marginalised communities, data from
2011-12 demonstrates that while 39% and 9% of the
214
Social Security
Key Challenges
Maintaining good quality of data at the mandal level is
one of the foremost challenges. The digitisation of data
at the block and village level has been problematic as
mistakes in data entry are frequent. Steps are being taken
to ensure that adequately qualified and experienced
people are hired for these posts in a bid to ensure better
quality.
The prevalence of superstitions is also a stumbling block.
At the time of enrolment and renewal, a common
superstition is that if a beneficiary enrolls, s/he will die.
Bima Mitras and other village members have been
actively creating awareness on the benefits of the scheme
to dispel this belief.
Inability to pay solatium in the case of delays is also a
significant challenge. A time limit of 12 days from death of
the policy holder has been set for receiving the solatium
of Rs. 5,000. Where cases are not reported in time, the
Bima Mitra will be unable to pay this amount for the
funeral expenditure to be incurred by the family.
The poor quality of claim documents also hinders the
process. Problems are faced, mostly in accidental deaths,
where the death certificate, post-mortem report and
other such documents are not signed by the appropriate
authorities or the signatures are not appropriately
placed on the document. Delays are still common in
interior areas where officials are not easily available for
People speak...
Anita, Bima Mitra, Sangareddy mandal,
Medak
Anita has been the Bima
Mitra of Sangareddy mandal
in Medak district for the
past five years. She earns
Rs. 2,500 on average, per
month, and has cleared a
total of 126 claims so far.
In her mandal, she has
observed that a majority of the deceased
beneficiaries are male agricultural labourers
and that the death rate is high among AABY as
compared to other schemes, owing to age. There
have been no false claimants but she has had to
reject claims in suicide related cases.
215
Aam Aadmi Bima Yojna: Life insurance for rural landless labourers in Andhra Pradesh
2.
3.
Conclusion
4.
5.
Fact Sheet
216
Theme
Social Security
Geographical Coverage
Target Groups
Years of Implementation
2008 - Present
Social Security
Rationale
The continuing practice of manual scavenging that
involves cleaning of dry toilets and carrying/transporting
the night-soil as head-load, primarily by women of
certain Dalit communities, has remained a blot on
Indias development story. This practice has continued
despite promulgation of prohibitive legislations and court
rulings such as the Employment of Manual Scavengers
and Construction of Dry Latrines (Prohibition) Act,
1993, which was followed by a Supreme Court ruling
in 2003 (Public Interest Litigation Writ Petition (Civil)
No. 583/2003 Safai Karamchari Andolan and 14 other
organisations vs. Union of India and others).
The tradition of manual scavenging seems far from
over if we look at the figures of Census 2011 as
there are around 7,50,000 families in India that still
work as manual scavengers. The inability to curb this
dehumanizing practice led to the passing of a more
stringent law The Prohibition of Employment as Manual
Scavenger and Their Rehabilitation Act, 2013. This Act
217
Daliya Jalao: Liberating and rehabilitating manual scavengers in Badaun of Uttar Pradesh
Objectives
The main objective of Daliya Jalao was to liberate manual
scavengers from their degrading work of scavenging
and their family members from the age-old stigma and
discrimination. The programme also aims at rehabilitating
them economically, socially and psychologically. It is also
engaged in the task of converting all the dry toilets into
pour flush toilets and achieve better sanitation, leading to
the improved health indices in the district.
Key Stakeholders
The implementation of the programme is being led by
local Panchayati Raj representatives, the District Magistrate
and village level workers from various government
departments with the support of the Rashtriya Balmiki
Jan Vikas Manch and local print media. The beneficiaries
involved in the programme are manual scavengers and
dry toilet users.
Implementation Strategy
This initiative was a result of the efforts of a proactive
district administration trying to grapple with the issues of
health. Since any progress on the health indices requires a
focus on sanitation involving elimination of the traditional
system of dry latrines, the situation called for convergence
of efforts to address factors reinforcing manual scavenging.
Addressing the issue of manual scavenging is complex,
as it necessarily involves addressing issues of caste and
gender, health and occupation, human dignity and
freedom, and human rights and social justice.
In July 2010, after consensus within the district
administration, a multi-pronged implementation strategy
was devised to encourage home owners to convert
dry toilets into pour flush toilets. Steps were also taken
to encourage manual scavengers to give up cleaning
of dry toilets. The idea was to target the demand and
supply for manual scavenging, so that the cyclic pattern
of reinforcement was destroyed. Since the entire district
administration needed to be sensitised before any action
on ground could be taken, rounds of meetings and trainings
were organised. These meetings involved district, tehsil,
block and village level workers from health, education and
social welfare among other departments in the district.
Joint meetings were held amongst all the district level
officials and nodal officers to coordinate work in the
chosen blocks. These officials, in turn, trained the block
and village level workers so that a comprehensive team
was built to carry out the actual implementation.
The effectiveness of this exercise can be gauged from
the fact that within a span of three months, around 566
manual scavenging families were liberated from this work
and rehabilitated, and around 14,000 dry latrines were
converted into pour flush ones and 51 villages that were
chosen in the first phase of the initiative achieved total
sanitation status.
Government Departments
Panchayati Raj representatives
District Administration
Village level workers of various government
departments
218
Social Security
a. Awareness generation
The targeted behaviour change required intense
engagement with the community and a well-planned
Information, Education and Communication (IEC)
campaign. A multi-pronged approach was devised for
the purpose. The government functionaries at various
levels were inspired to become role models by converting
dry latrines in their own homes into pour flush ones.
During the campaign, approximately 7,000 government
functionaries converted their toilets from dry into pour
flush ones. The engagement with the community was
intense beginning with sanitation campaigns which
explained the ill effects of unhygienic disposal of human
faeces on health, awareness was also generated through
health camps, rallies, cleaning drives and wall writings.
As many as 500 village meetings were conducted by
the District Magistrate and other government officials
to underscore the link between health, hygiene and
sanitation.
219
Daliya Jalao: Liberating and rehabilitating manual scavengers in Badaun of Uttar Pradesh
Impact
Rehabilitation
PACKAGE
APPROACH
DELIVERED AT
DOOR STEP
BPL / Antyodaya
Cards
Social Security
Employment
Skill Development
Education
Pensions
Rani Laxmi Bai
Pension Yojana
(Rs. 400/- Month)
MGNREGS
Health
Social Inclusion
Loans
Ration cards
generated by
identifying ineligible
card holders
New works started
to provide
immediate relief
Not given
earlier because of
sheer denial of
their existence
People speak...
Resources Utilised
There were no earmarked funds for this particular
initiative. The funds of Total Sanitation Campaign (TSC)
were used for IEC activities and also as subsidy to those
who converted their dry toilets to pour flush ones. The
scheme utilised the districts planned budget for the
campaign. In doing so, it converged activities of the
various government departments for concerted action
towards achieving total sanitation and better health.
220
Social Security
Operational issues
Difficulty in acknowledging existence of
Absence of any
construction
No special funds for
Key Challenges
Manual scavenging was a traditionally accepted practice
and any attempt to eliminate it was a very challenging
task. It presented multifarious challenges in terms of
social acceptance and inclusion, financial implications in
rehabilitation as well as implementation of the initiative
and functional difficulties in implementing this initiative
in mission mode. The details of these challenges have
been elaborated in Figure 4.
Conclusion
The 2011 Census threw up shocking data that demonstrated
the limitations of earlier endeavours in eradicating manual
scavenging. The strategy of Daliya Jalao placed the onus
of action on the district administration of Badaun, making
the task attainable by allowing contextual flexibility. The
participatory approach and IEC campaigns ensured that
all sections of society realised they have an equal stake in
ending this practice as they all benefited from it, and this
contributes to the sustainability of the initiative.
This comprehensive approach that involves, health,
education and sanitation, leads to an overall impact that
goes much beyond sanitation. The sustained impact
of this initiative that was started in 2010, till the time of
this documentation in 2014, is evidence that effective
participatory strategies can ensure mitigation of the
historically dehumanising practice of manual scavenging.
Fact Sheet
Theme
Social Security
Geographical Coverage
Target Groups
Years of Implementation
221
A beneficiary of the Tripura governments initiative on Forest Rights Act, 2006: Distributing land deeds to
tribal people in Tripura displays his patta document.
Social Security
Rationale
During British colonial rule in India, all forested areas
in the country, which at the time was one-fourth the
land surface, was brought under direct control of the
state under the Indian Forest Act. The vast number of
communities whose social and economic lives were
intimately linked to the forest were deprived of their right
to continue peacefully, leading to grave injustice. The
Scheduled Tribes and Other Traditional Forest Dwellers
(Recognition of Forest Rights) Act, 2006 (hereinafter
referred to as Forest Rights Act or FRA) was, therefore,
promulgated with the objective of granting the tribal
population of the country legal rights to forest land
that they inhabit. Under the provisions of the FRA, the
official land deeds or pattas are handed over to eligible
candidates by designated officials of the State government
after a process of verification and review. There are two
sets of rights that may be granted individual rights and
community forest rights. The eligibility criteria states that
these rights have been granted to those primarily residing
on forest land for three generations (75 years). The rights
are granted to those who occupied forest lands prior to
13 December, 2005 and depend on the forest or forest
land for bonafide livelihood needs.
The cumulative statistics on FRA countrywide up to
September 2013 show that 35.3 lakh claims have
been received, of which 39% (14.06 lakh) have been
accepted, while 47% (16.71 lakh) have been rejected
and approximately 13% have not been decided.
Since the passing of FRA in 2006, its implementation has
faced several challenges. The formation of gram sabha
committees, a key entity under the FRA, has been raised
as a common problem in several states. It is claimed that
the relevance of the FRA is minimal in the North-Eastern
states of Nagaland, Mizoram, Manipur and Arunachal
Pradesh, where a majority of the land is already under
the ownership of the people, and demarcated by natural
boundaries. The implementation of the FRA has been
223
Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
Objectives
The primary objective is to ensure that tribal people and
forest dwellers have a clear and legal right to forest areas
documented in the land deeds issued to them. In Tripura,
this has been extended to the provision of economic
benefits to all patta holders in the State for the social and
economic upliftment of tribal people.
lmplementation Strategy
The FRA came into force in Tripura in January 2008, but
the actual implementation was deferred till August 2008
due to Assembly elections.
The details of the FRA were printed in newspapers
and 1 lakh application forms were initially printed and
distributed to the District Magistrates and Collectors for
further distribution. Due to the overwhelming response
received, applications were later invited on blank paper
as well.
Process flow
Key Stakeholders
The beneficiaries are the Scheduled Tribes and other forest
dwellers who receive pattas under the FRA. The nodal
implementing agency is the Tribal Welfare Department,
Government of Tripura, headed by the Chief Secretary.
At each administrative level, committees have been
formed as per the FRA. The State government has
dovetailed schemes of other line departments and
Mahatma Gandhi National Rural Employment Guarantee
Act (MGNREGA) for providing economic benefits to patta
holders (Figure 1). In Tripura, the local governing body at
Horticulture
Animal Resources
Development Department
Sericulture Department
(ARDD)
(HH & SD)
Fishery
Tribal Welfare Department
Forest
(TWD)
2.
Beneficiaries
People availing the services provided by the initiative
224
Social Security
Figure 2: Process flow for granting land deeds in Tripura under FRA, 2006
Submission of land
deed application
along with relevant
documents such as
voter ID, ration
card, ST certificate
and photographs
Scrutiny of
applications by the
FRC
Joint verification
by a forest officer,
tehsildar and a
representative
from TWD
Identification of
land via GPS and
demarcation by
revenue and forest
officers
Provision
of economic
benefits
Pillaring of land
boundaries via GPS
Application
forwarded to SDLC
and then to DLC
for review
4.
5.
6.
People speak...
Rohini Rupini in Jauntia Sub-Division
Rohini received her patta in
2009, after the application
process of about 3-4
months. She belongs to
the Halam tribe.
1.
2.
Resources Utilised
Since the implementation is carried out through existing
departments and offices of the Government of Tripura,
additional resources were not required. Human and
technical resources are contributed by the Tribal Welfare
Department, which was in existence prior to the passing
of the FRA. At the grassroots level, pillaring (i.e. placement
of oblong stone markers, generally in four corners of
the plot, to indicate boundary) is done to benefit the
beneficiaries by clearly demarcating properties that have
been granted under FRA.
225
Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
People speak...
Rohita Rupini and Bhaktonarayan Rupini,
Jauntia Sub-Division
Impact
Strong uptake of the FRA and related economic
benefits: Claims were received in thousands on various
fronts including completion of GPS demarcation, pillaring
completion, passbook updation, GPS updation on MIS,
and provision of IAY housing. Tables 1 & 2 provides a
detailed description of beneficiaries in figures.
Of the 1,50,065 Scheduled Tribe applications and
33,766 claims that were filed by Other Traditional Forest
Dwellers (OTFD), only two claims satisfied the three
2010-11
No. of families
Agriculture
No. of families
6,386
854.05
ARDD
491
14.05
1,001
54.57
Fishery
2,612
299.95
3,061
439.23
Forest
1,922
174.25
3,887
388.00
Horticulture
5,642
640.00
11,142
2000.00
511
68.70
1,077
141.95
191
104.88
11,178
1196.96
26,745
3,982.69
HH & S
Tribal Welfare
TOTAL
226
2011-12
Social Security
Number
Claims
1,54,065
1,24,541
Claims rejected
28,003
1,19,069
Pillaring completed
1,18,219
1,20,264
73,090
21,228
220
Key Challenges
Intermittent delay in coordination is one of the prominent
challenges. The verification process requires the
coordination of a number of authorities from different
departments. Delays happen as coordination among all
these officials is sometimes difficult owing to the numerous
other responsibilities the officials handle. Delays occur
especially at the time of the second or third round of
applications that are filed when families split, leading to
a further increase in the number of applications.
Augmenting financial resources is also a challenging task.
Plans for expanding beyond the provision of economic
benefits and including social benefits such as academic
programmes/scholarships for forest dwellers have not
materialised yet due to insufficient funds.
Fruition time in livelihood activities also poses a
formidable challenge. With regard to some economic
benefits granted in the implementation of the FRA in
Tripura, there may be considerable delay in actually
receiving the fruits of the benefits. For example, rubber
plantations take seven years to fully mature, and to start
generating a revenue. Therefore, the departments have
introduced intermediary plans for activities that may be
carried out by beneficiaries in the meantime. The pace
of providing economic benefits to the forest dwellers is
also slow due to fund constraints.
Claims
received
Forest rights
vested
Claims
rejected
227
Forest Rights Act, 2006: Distributing land deeds to tribal people in Tripura
Conclusion
Owing to the successful run of the economic benefits
schemes linked to the FRA in Tripura, the Tribal Welfare
Department of the state is planning to introduce more line
departments in a phased manner for schemes such as coffee
and tea plantations, which will engage people in additional
gainful activities for optimal utilisation of forest land. It has
also been decided that a Block Level Committee will be set
up in the State for looking into the implementation of the
FRA. Financial empowerment of tribal people through the
already existing government schemes will go a long way in
bringing this secluded population into the mainstream of
the countrys economic growth.
Fact Sheet
228
Theme
Social Security
Geographical Coverage
Target Groups
Years of Implementation
2008 - Present
Social Security
Rationale
The state of Jammu and Kashmir (J&K) has faced prolonged
militancy, which has significantly affected the political
and economic climate of the state. Persistent danger to
the safety of life and property, lack of infrastructure and
hartals (strikes) hinder large scale private investment and
economic growth.
Employment opportunities with the government are
limited. The National Sample Survey Organisation
(NSSO) estimates that the number of unemployed
persons in J&K stands at 1.3 lakh (2007-2008). The State
District Employment and Counselling Centre (DECC),
J&K, showed the figure of unemployed persons to be
much higher, at 5.89 lakh as of March 2010. Since a
significant portion of the unemployed happen to be
young people, the situation poses two problems. The
first problem pertains to a development deficit that has
arisen through a persistent breakdown in the provision
of health, education and other basic services and limited
livelihood options. The second problem is that the
unemployed youth are vulnerable targets for militant
groups to recruit.
Objectives
Himayat aims to provide jobs in the private sector to
the unemployed youth of J&K by equipping them with
market-relevant skills. The scheme aims to conduct skill
training for 1 lakh youth in five years and provide at least
75% of them with jobs.
229
Key Stakeholders
The key stakeholders involved in the planning and
implementation of the programme include the Ministry
of Rural Development, National Institute of Rural
Development (NIRD), Project Implementing Agencies
(PIAs)/training agencies which are from both- the private
and NGO sectors, and employers and trainees.
provides funding
Training Agencies
Employers
Provide employment to the beneficiaries and regular
Trainees
These are the main beneficiaries of the initiative.
Implementation Strategy
Himayat was piloted in the cities of Srinagar and Jammu
in 2011 with Infrastructure Leasing and Financial
Services (IL&FS), and Don Bosco Tech as the training
agencies. Initial challenges included weak infrastructure,
poor Information, Education and Communication (IEC)
outreach, and sub-optimal allocation of geographical
areas to training agencies. Post placement dropout rates
were high and a mere 30% of the trainees stayed on to
work.
The implementation strategy was revised in 2012
and a new model was introduced. Following these
changes, the Project Implementing Agency (PIA)/training
agency conducts a market scan through placement
230
Social Security
231
232
People speak...
Fayyaz Ahmed Shaikh, Batmaloo, Srinagar
I am the mohalla president
of SD Colony in Batmaloo.
I was approached by
the
CAP
Foundation
in 2012. They sought
help in mobilising the
community for Himayat.
I was overjoyed to hear
that such a scheme was
being implemented and
immediately conducted a survey of the unemployed
youth in my locality and assisted in their mobilisation
and enrollment. I was so impressed with the scheme
that I enrolled my own son into it. I now make it a
point to inform any needy candidate I come across
about the Himayat initiative.
The training is free, there is a daily allowance, there
is a post placement allowance and a job is assured.
What more can one ask for? The only thing I would
request is that this scheme be continued for at least
another 15 years for ensuring qualitative impact.
Resources Utilised
In terms of funding, the training cost per student is
Rs. 18,500 per month for the three-month certificate
Social Security
Total
Training
Centres
PIA Name
Total
Training
Centres
DON BOSCO
23
JSL-LIFE
IL&FS
38
REDOX
LABS
INDIA CAN
14
AIDE ET
ACTION
11
IKYA
HUMAN
CAPITAL
SOLUTIONS
LTD.
CAP
FOUNDATION
MASS
INFOTECH
SOCIETY
Source: Himayat.org
programme and Rs. 28,000 per month for the sixmonth diploma programme. These costs are met by the
Central government.
Impact
High placement rate: As of March 2014, a total of
19,811 youth have been trained and 15,489 have been
placed in jobs by the Himayat scheme, giving it a 78%
placement rate. Trainees work in various organisations
Image 4: (Left) Students of Customer Relations and Sales carry out a mock exercise with one playing buyer
and the other the seller in Sonwar, Srinagar; (right) Students practicing typing skills in the IT lab in Lal
Bazar, Srinagar
Source: CAP Foundation, and IL&FS 2014
233
2.
3.
4.
Training material:
a. Trainers manual
b. Equipment related with the course
c. Printed course material for students
d. Workbooks
e. Stationary
5.
6.
7.
8.
Projector
9.
234
Key Challenges
Low retention rates was the main challenge faced initially
as trainees who went out of the state would return home
because the salary provided would often be inadequate
to sustain themselves. Interviewees also spoke of
discrimination, especially when finding accommodation.
Also, the opening of bank accounts for trainees was
difficult due to the absence of necessary documents.
Thus, during the initial stages of implementation, the
dropout rate was as high as 70%. To resolve this problem,
monetary and non-monetary post-placement support
was introduced. Following this, dropout rates reduced to
30% but remain a challenge.
Effective community mobilisation was also a big
challenge. Peoples fixation with only taking up jobs in
the public sector, which was especially strong in rural
areas, had to be broken. This was solved by explaining
that the comparatively low-qualified trainees of Himayat
are assured a minimum salary of Rs. 4,000 in the
private sector, which is more than what higher-qualified
applicants are offered in the public sector.
The lack of trust in the state was also a challenge.
People in the Kashmir valley are often cynical of
government interventions. The Himayat initiative was
initially perceived as just another showpiece, which
would not be effectively implemented. There was also
a fear that it was an NGO-driven initiative that was a
proxy for conversion by Christian missionaries. These
apprehensions were addressed by highlighting the fact
that it was a government initiative, more importantly
a Central government initiative which carried more
credibility in the eyes of people. Trainees who had
completed the training would also speak in support
of the initiative, and the involvement of local people
at all levels earned Himayat a lot of acceptability and
trust.
The use of external agencies for carrying out community
mobilisation also posed challenges. External agencies
would provide incorrect information and make false
promises to the trainees, leading to a loss of credibility
of Himayat. Fixing accountability became difficult as
villages were not always saturated and comprehensively
mobilised. Moreover, multiple agencies carrying
out mobilisation in a single village also led to several
problems. To solve this, the responsibility of mobilisation
was given to the training agencies which ran the training
centres.
Most importantly, in cases where trainees went out
of the state alone or in small groups, they were easily
demoralised in the new city, and dropped out. This
issue was resolved by ensuring that a minimum of eight
candidates from each village go out of the state together
so that they form a support system for each other, thus
enabling better retention.
Social Security
People speak...
Abdul Basit Mir, Pulwama district
All of us here are school
dropouts. We did not know
where we were going in
life and were a depressed
lot. Our parents were upset
as we were doing nothing.
The Himayat mobilisation
team came to my house
and told my parents that a future can be made at
these training centres. Our parents are now very
happy as they know that now we have a future.
We also receive travel allowance for coming to
the training centre. All of us here want to do jobs,
get experience, continue our education at the
first opportunity and also setup our businesses in
future in Kashmir itself. We will be able to help
others like us and provide them employment.
There is this obsession with government jobs owing
to a minimum presence of the private sector but if we
can establish businesses here, then this generation
can move forward.
People speak...
Tausum Ishtiaq, Nasipora village,
Budgam block, Srinagar
After completing my 10th
(Class), I could not continue
my education owing to
financial difficulties. It was
then that a friend from
my school-days informed
me about the Himayat
programme, telling me that
even with my basic education, I would have the
opportunity to get a job and earn a living. I was very
motivated at the thought of being independent and
supporting my family.
I come from a village which is 19 km away from the
training centre. Every day, I walk 5 km and catch a
bus to get here. Before joining this programme, I did
not know much about jobs, emails and computers.
I was so shy that I could not even speak in front of
two people. Himayat has made me such that I can
now speak in front of even a hundred. I now feel
confident that I can handle any type of job.
Conclusion
Himayat has now stabilised with training centres on autopilot mode, and its IEC campaign has been effective to
the extent that candidates are now proactively coming
235
Fact Sheet
236
Theme
Social Security
Geographical Coverage
Target Groups
Years of Implementation
2011 - Present
Social Security
Rationale
The issue of comprehensive child health was brought into
sharp focus through the NRHM. Apart from highlighting
the need to arrest the glaring Infant Mortality Rate (IMR)
in the country, such a focus also raised issues such as
malnutrition, stunting etc. for policy and programmatic
intervention. However, till February 2012, the NRHM
did not address the issues of birth defects.
Globally, birth defects occur in six to seven out of every
100 babies born annually. In the Indian context, birth
defects account for 9.6% of all new born deaths. There
is a clearly visible policy gap in addressing issues of
disability among children in India. Samarpan emphasises
the criticality of employing twin concepts in guiding any
policy initiative in this direction: one, the critical period
of development of a child, and two, the role of specialist
disciplines like neuroplasticity, which refers to the changes
Objectives
The main objective of the initiative was to identify
early signs of development delays in U-5 children in
Hoshangabad district en masse, by conducting screening
tests based on development milestones for the newborn
and U-5 children.
237
Key Stakeholders
The nodal implementing agency was the district
administration of Hoshangabad District, in convergence
with various departments in the district such as Department
for Women and Child Development (WCD), District Health
Department, District Disability Rehabilitation Centre
(DDRC), Department for Social Justice & Empowerment,
and Revenue Department. The prime beneficiaries of this
initiative were children between the ages of 0-5 years, their
parents and their families. This initiative was supported by
the United Nations Office for Project Services (UNOPS)Norway India Partnership Initiative (NIPI).
Government Departments
District administration
Department for Women and Child Development
District Health Department
District Disability Rehabilitation Centre
Implementation Strategy
In August 2010, a national seminar on early identification
and intervention was organised with representatives of
national institutes working in the field of disability, with the
purpose of ideating for the development of a blue print for
effective intervention. Premier institutes such as the National
Institute of Mental Health and Neurosciences (NIMHANS),
238
Social Security
a. Innovation
The critical innovation of Samarpan was to bring the
twin concepts of critical development period and
neuroplasticity on the policy agenda for the first time. It
devised a comprehensive multi-disciplinary approach to
intervention. The structure of the intervention was also
aimed to capture any allied disability that might develop
as a result of the prominent disability.
b. Training
Since the initiative needed identification of development
delays in U-5 children en masse, it was critical to conduct
a preliminary survey to identify potential cases for detailed
investigation at the facility. The services of the AWWs
c. Awareness generation
Since this was a first of its kind initiative, a lot of
stress was placed on awareness generation through
Information, Education and Communication (IEC)
activities. The project engaged with artists from the
Social Welfare Department to generate awareness
through nukkad nataks (street plays) on the issues of
disability. Wall paintings related to disability were placed
at strategic locations. Traditional means of duggi pitna
(announcements) in villages were undertaken to sensitise
the community on the issues of disability. Pamphlets and
advertisements were also used to spread consciousness.
Panchayat secretaries, ASHAs and AWWs were trained
and encouraged to spread consciousness through word
of mouth due to their strategically advantageous position
in the community.
d. Process flow
After the survey was conducted, the data was uploaded
on the Vatsalya software and potential cases of
development delay were identified. The next step was
to bring these identified cases to the Samarpan facility to
conduct diagnosis by specialists and suggest intervention.
In order to enable the children and their parents to visit
the Samarpan facility, transportation for children and
their parents was also arranged.
Each day, a route chart for the ambulance was prepared
according to the capacity of the Samarpan facility to
screen children for investigation in the course of a
working day, and accordingly, AWWs were informed.
The AWWs communicated the same to the parents and
accompanied the child and parents to the facility.
239
ANM
Station
LAN
Development
Screening
LAN
Doctors
LAN
LAN
Physiotherapist
LAN
Vision
Testing
LAN
Hearing
Department
Counseling for
parents &
AWW
LAN
Comprehensive
report card
Arrival
e. Monitoring
The initiative had an inbuilt mechanism of monitoring
as the entire process was digitised. The details of the
survey were fed into the Samarpan software and the
experts reassessed development delays in all the children
surveyed. Identified potential cases were registered at the
facility with corresponding details entered in the software
system. The software ensured smooth monitoring as
the details of the facilitys functioning and cases were
a mouse-click away. Further, the Samarpan website,
www.samarpanhoshangabad.org provided all relevant
information to the public.
Resources Utilised
The initiative was an innovative effort on part of the
district administration. No clear budget was assigned
for the implementation of Samarpan, and it depended
240
Impact
Coverage of U-5 children and provision of treatment:
The initiative aimed to cover all U-5 children in the
district in the initial phase, which was a huge task given
the difficult terrain of the district.
Social Security
Key Challenges
A total lack of any policy direction to guide the practical
roll-out of the initiative was a big challenge. There was
no policy in India that took a preventive perspective on
disability, especially in the case of children. Hence, the
initiative took a long time and research to take shape.
Another big challenge was the lack of adequate awareness
and sensitivity about the issues of child disability such
as critical development period, and neuroplasticity
among the local doctors and other health workers.
Lack of funds available with departments to contribute
towards implementing the Samarpan initiative was also
a stumbling block.
241
508
244
Audiologi Counseling
47
Vision
67
Speech
188
MR
357
239
Parents Counseling
Normal Child
524
175
Abnormal
349
43
6
PPAFO
17
CTEV Surgery
29
Shoe Modification
Splint
CHD Surgery
16
6
11
Gaitors
Lens
Cataract Surgery
242
Conclusion
With the launch of the RBSK, many new additions have
been introduced in Samarpan. The Samarpan DDRC
facility continues to function with additional features
there is now a district RBSK coordinator to ensure smooth
convergence between DDRC and District Hospital and
also address any grievances that might arise. In order to
improve accessibility to the Samarpan facility, the concept
of Mini Samarpan is being implemented in Hoshangabad
district on an experimental basis. This involves the
establishment of one small Samarpan facility called Mini
Samarpan for every two blocks. The Teaching Learning
Material kit is also being distributed to various needy
Social Security
Fact Sheet
Theme
Social Security
Geographical Coverage
Target Groups
Years of Implementation
2011 - Present
243
The state-led Water and Sanitation Management Organisation (WASMO) has successfully implemented a unique rural water
supply programme to ensure adequate, quality drinking water supply at an affordable cost in all rural areas of Gujarat. The
programme is distinctive because the State government has adopted a demand-responsive adaptable approach involving
strong community participation. The programme is based on a unique cost-sharing model, where the community partially
shares the cost, owns the drinking water assets and holds the operation and maintenance responsibilities. It has successfully
brought drinking water supply to the doorstep of rural Gujarat while establishing a financially sustainable water system.
Rationale
Diverse geological, hydrological, climatic and soil
conditions adversely affect the surface and groundwater
resources in Gujarat. As much of the state lies in a
scarcity-prone area, it faced a wide range of waterrelated problems, such as drying up of sources, recurrent
droughts, repeated failure of tube wells, water quality
issues, mass migration of humans and cattle, drudgery
of fetching water from long distances and waterborne
diseases. Excessive fluoride and nitrate content affected
the water quality in many districts of the State. Water
Objectives
Gujarats rural water supply programme aims to
supply the village community with adequate, regular
and safe water through household-level tap water
connectivity, including households of persons from
backward communities. The programme strives to build
a sustainable model through capacity building of village
communities and empowering them to manage water
resources themselves.
247
Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in rural Gujarat
Key Stakeholders
The village community, working through its 18,185 Pani
Samitis (local water committees) spread across the state, is
involved in the planning, implementation, arrangement,
operation and maintenance of the village water supply
system in 18,185 out of 18,478 villages of Gujarat. The
village community provides 10% of the funds for the
programme.
About 75 Non-Governmental Organisations (NGOs) are
actively involved in the programme and extend support to
the village communities in planning and executing work.
International organisations such as the United Nations
Childrens Fund (UNICEF), Water Sanitation and Hygiene
(WASH) and the World Bank are extensively involved in
awareness generation and capacity building initiatives for
all stakeholders of the programme.
Planning, implementation,
arrangement, operation and
maintenance of the village
water supply system
NGOs
Support community in
planning and execution of
work
International
Organisations
(UNICEF, WASH and
the World Bank)
WASMO
Implementation Strategy
WASMO adopted a community-managed, demanddriven, decentralised approach for the rural water supply
programme. The programme has been implemented in
three cycles. The first cycle, lasting three to six months,
involved mobilising the community; the second cycle
involved execution and completion of the project,
which takes 12 months; and the third cycle is the postimplementation and follow-up phase, lasting 12 months
as shown in Figure 2.
In the first cycle, the programme is introduced at the village
level as an initiative for providing adequate and safe water
supply to the village community. The community is asked
to share its concerns so as to seek an appropriate solution
for water and sanitation-related problems. Meetings and
workshops are organised to bring awareness about the
components of the programme, including community
participation and the concept of cost-sharing. Since
the programme requires the community to contribute
10% of the cost, the communitys participation and a
sense of ownership are automatically built-in from the
beginning. These processes of interaction are facilitated
by NGOs and there is a strong emphasis on community
contribution for structures and assets so that every
member can share views on implementation, check
accounts and procedures, and play a role in ensuring that
quality equitable systems are put in place.
The collaborative institutional framework bringing
together NGOs, WASMO and other public authorities
is an inherent feature of the programme, reflecting
Technical assistance,
financial support
Plan (VAP)
Approval of VAP by the Gram
Panchayat
Planning for work execution
Pani Samiti
Technical support provided to
Gram Sabha
Operation and maintenance of
Introduction of programme
centres
Interaction with other functioning
Pani Samiti
248
No. of
trainings
No. of
participants
22
272
Orientation for
Implementation Support
Agency (ISAs)
12
153
42
666
30
248
29
Training of trainers
26
357
15
204
Source: WASMO
249
Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in rural Gujarat
Resources Utilised
The rural water supply initiative in Gujarat is a communitymanaged programme where 90% of the funds are
provided by the state-supported organisation WASMO,
and 10% of the funds come from the village community.
Funds contributed by the community are returned once
the programme is implemented. An estimated amount
of Rs. 800 crore has been spent on infrastructure
development for ensuring water supply in villages
(including the contribution of the village communities).
The responsibility for maintenance and operation of the
system is borne by the village community. Approximately
6,787 villages collect water tariff from users to ensure
financial sustainability of the programme.
WASMO has also provided all the technical assistance
and guidance required and built the capacity of the
community to handle the programme. The entire
programme was driven by augmenting internal human
resource capacities. Pani Samitis were provided
training on construction, management and operation.
Training was also imparted to the community on a wide
array of subjects, from programme planning to postimplementation operation and maintenance. Workshops
were conducted to help them in maintaining records,
documents, bank accounts etc.
Impact
Financially sustainable system of providing clean water
to rural households: The programme has successfully
met its objective of bringing drinking water supply to
the doorstep of rural Gujarat. WASMO has established
a financially sustainable model for water provision that
is successful in providing reliable, efficient and regular
operations, by facilitating the development of in-
Source: WASMO
250
1.
2.
3.
community
Key Challenges
251
Community Managed Water Supply Programme: Bringing drinking water to the doorsteps of people in rural Gujarat
Conclusion
Fact Sheet
252
Theme
Geographical Coverage
Target Groups
Years of Implementation
2002 - Present
The Government of Jharkhand has successfully established a workable strategy for creating and sustaining Nirmal Grams
(clean villages) through a people-centric, participatory and demand-driven approach. This initiative aims to create Open
Defecation Free (ODF) villages through the construction of a functional toilet in every household. Having been successfully
piloted in Gadri village, the initiative is being scaled up across the state, with convergence and community involvement as its
underlying principles. The initiative has created a ripple effect as neighbouring villages have emulated the process and the State
government has upscaled the initiative, beginning with the direct transfer of Rs 30.46 crore to the Village Water and Sanitation
Committees of various Panchayats.
Rationale
Figure 1: Toilet coverage in rural Jharkhand - Comparison of DDWS and Census 2011 data demonstrating
access of households to sanitary toilets in Jharkhand
81.8
73.7
76.0
67.7
60.5
69.1
58.4
59.2
52.6
43.9
36.0
33.9
19.0
24.6
28.7
Saaik.....
Ranchi
Ramg....
Purbi....
4.4
Simde....
9.6
Sahib....
Paschi....
Palam....
Pakur
Lohar....
Khu...
Jamtara
4.9 4.8
18.6
Latehar
9.9
Hazari....
Girdih
7.2
Gumla
Garwah
8.7
Godda
6.5
Dmka
Dhan...
Deoga....
Chatra
Bokaro
7.0 5.
30.0
23.5
12.8
7.5 7.7 6.1
40.1
37.2
27.7
Jhark....
30.9
31.4
Kode...
37.8
35.1
253
Open Defecation Free Villages: Creating and sustaining Nirmal Grams through community participation in Jharkhand
Objectives
The DDWS, GoJ, seeks to establish a workable
implementation strategy for creating and sustaining
Nirmal Grams through community involvement. The aim
is to enhance sustainable sanitation solutions to 80% of
the rural households, and rural piped water supply to
45% of the rural households by the end of the 12th Five
Year Plan period (2017). The guiding principles in this
mission are innovation and convergence.
Key Stakeholders
The initiative is being run by the DDWS, Government of
Jharkhand, and United Nations Childrens Fund (UNICEF)
on the basis of the recommendations of various national
flagship programmes like NBA, Mahatma Gandhi
National Rural Employment Guarantee Act (MGNREGA)
scheme and National Rural Livelihood Mission (NRLM).
The primary and secondary stakeholders are local civil
society organisations, suppliers of goods, masons, village
water sanitation committee and the community.
(Implementing agency)
Secondary Stakeholders
Local Civil Society Organisations
Suppliers of goods/materials
Masons
Community demand for toilet and ensuring
sustained use
Identified gaps of TSC taken into account to
Approach:
254
Tertiary Stakeholders
Implementation Strategy
The DDWS has adapted NBA recommendations to the
context of the State to develop its own unique strategy for
the creation of ODF villages. The delivery mechanisms
for ODF villages in Jharkhand are the following: The
Panchayats have been empowered to implement NBA
and the National Rural Drinking Water Programme;
every revenue village has a Village Water and Sanitation
Committee (VWSC) with 12 members (comprising
50% women) with a bank account; the VWSC is the
implementing agency; the Mukhiya (village head) is
the president of VWSC and the Jal Sahiya (village-level
foot soldier of NBA) is the treasurer; and NBA funds are
transferred to VWSC. The loan for toilet construction
is provided to VWSC and not to individual families.
Likewise, the subsidy accruing to the community is made
available to the VWSC. Also, Block Resource Centres
(BRCs) are set up to facilitate and monitor the activities
of the initiative. The eligible NGOs in the district are
selected after a screening at the State level to manage
BRCs. Depending upon the size of the block, a BRC
comprises one Block Coordinator and two or three
Cluster Coordinators. They engage with the Panchayats
from the initial stages for planning and implementing the
programme. After the achievement of the ODF status,
they continue their constant engagement with VWSC to
ensure the continued sustainability of the programme.
The strategy for implementation of the State Water
and Sanitation Mission (SWSM) is six-fold: 1) devolving
power to the Gram Panchayat; 2) adopting a saturation
approach in implementation, considering the entire
village as one unit; 3) using the revolving funds available
functionaries strengthened at
the Panchayat level; VWSC
made the implementing
agency
27,957 VWSCs formed since
Community
consensus building
Work starts only after 100%
installments
Implementation
Implementation starts with release of
funds by DWSC
Process of toilet construction begins
toilets
Awareness generation remains a
Source: Department of Drinking Water and Sanitation, and OneWorld Foundation India, 2014
1
According to NBA guidelines a revolving fund may be given to cooperative societies or self-help groups whose credit- worthiness is established for
providing cheap finance to their members. These loans are to be recovered in 12-18 installments. The terms and conditions for the sanction of this
loan are flexible and can be decided by the NBA projects. This revolving fund can be accessed by APL households not covered for incentives under the
guidelines. Loan can also be given to the owner of the household where Anganwadi center is located for construction of baby friendly toilet provided
the ICDS authorities agree to refund the loan from the rent paid to the house owner. 5% of the district project outlay subject to a sum of up to Rs. 50
lakh, can be used as revolving fund. The revolving fund is shared between Centre and State on an 80:20 basis. Web Accessed on 12.04.14 from http://
hptsc.nic.in/NBA_Guidelines_Final.pdf
255
Open Defecation Free Villages: Creating and sustaining Nirmal Grams through community participation in Jharkhand
256
Resources Utilised
The ODF initiative is implemented by utilising the existing
resources of the NBA. As convergence is a priority,
resources of the NRLM and MGNREGA are utilised in
the implementation of the programme. Convergence
between the various government departments and civil
society organisations has been institutionalised to ensure
optimal use of resources.
The option of utilising corporate social responsibility
(CSR) resources for organising mason trainings has also
been explored by involving UltraTech Cement to sponsor
these trainings.
Impact
Positive ripple effect in achieving ODF status: The
successful pilot at Gadri village has created a ripple effect.
Three other villages in the same Panchayat are in the
process of achieving ODF status soon, as the construction
of toilets for every household in these villages is in its
final stages. Work is continuing in all six villages of the
Nehalu Kadadia Panchayat. Many other Panchayats have
also started the process and as many as four villages are
nearing the ODF process as of 8th February 2014.
Scaling up of initiative to cover entire state, supported
by convergence in funding: The success of Gadri has
encouraged the government to scale up this initiative in
the rest of the state, with special focus on another five
Panchayats in four districts. A proposal for constructing
1.5 lakh toilets under MGNREGA has been approved.
The most significant impact is the direct transfer of Rs.
30.46 crore to the VWSC accounts of various Panchayats.
The DDWS has proposed to construct 2-2.5 lakh toilets
in Jharkhand, thereby putting sanitation high on the state
agenda. Functional and funding convergence with NRLM
is expected to further strengthen VWSCs/ Panchayats
and the women community to push water and sanitation
initiatives at the grassroots.
Additional infrastructural measures: Meanwhile, Gadri
is now working on the piped water supply initiative,
for which various sanctions have been obtained. As a
People speak...
Key Challenges
The implementation rate was slow initially due to the
adoption of the saturation approach and use of loans through
revolving funds. Also, multiple approaches are evident on
the ground, with some districts advancing subsidies to
VWSCs or not following the saturation approach, creating
differences in implementation patterns.
257
Open Defecation Free Villages: Creating and sustaining Nirmal Grams through community participation in Jharkhand
Conclusion
The Gadri pilot has started a process of change in
Jharkhand, and its success has resulted in the strategy
being scaled up in the rest of the State. This scaling up
has brought forth new challenges. With more than a
thousand villages in hilly areas with accessibility issues,
the DDWS is looking at pre-fabricated toilets as an
alternative. The Department is also encouraging sociotechnical innovation in sanitation; aerobic bio-toilets
have already been piloted and anaerobic bio-toilets
will be piloted next. Further, following the Sulabh
model, pay-and-use community toilets have been
experimented with in rural areas and, more importantly,
in marketplaces.
Attempts are also being made to involve more than
25 corporate houses (through CSR funds) in sanitation
initiatives within the State. The World Toilet Day 2014
was celebrated with focus on PRI representatives to
take up community-based WASH (water, sanitation
and hygiene) programmes. The most inspiring aspect
of the World Toilet Day was the declaration made by
the Chief Minister of Jharkhand that candidates without
a household toilet shall not be allowed to contest
Panchayat elections.
Fact Sheet
258
Theme
Geographical Coverage
Target Groups
Years of Implementation
2010 - 2011
womens empowerment
Rationale
Property rights of women in India are governed by a
complex set of personal laws with separate provisions for
Christians, Muslims, Tribals and Hindus (which include
Buddhists, Sikhs and Jains). There is, therefore, no single
right to property law for women in India. This diversity
of laws further increases due to the fact that both the
Centre and States legislate upon this topic. These rights
are weakened by lack of constitutional protection for
women.1
This complex legal structure results in lack of clarity as
to which authority is accountable for enforcement. The
problem is further aggravated by a largely patriarchal
social structure in India where men are the default heads
Objectives
1
Shruti Pandey. Property rights of Indian women. http://www.muslimpersonallaw.co.za/inheritancedocs/Property%20 Rights%20of%20INdian%20
Women.pdf
2
Food and Agricultural Organization. http://www.fao.org/economic/es-policybriefs/multimedia0/female-land-ownership/en/
3
MAVIM is the State Womens Development Corporation of Government of Maharashtra, established to implement women empowerment programmes
through SHGs and enable social, economic and political justice for women.
261
Ghar Doghaanche Abhiyan: Joint ownership of housing by husband and wife in Maharashtra
Key Stakeholders
Implementation Strategy
2.
3.
4.
Women empowerment.
MAVIM
Nodal state level implementing agency. Provides
building
Local bodies
Gram Sabha, village Sarpanch and Gram Sewak are
Beneficiary
Married women are the ultimate beneficiaries of this
initiative
262
Landlord
womens empowerment
a. Awareness generation
The actual implementation of the initiative only required
that the husband and wife register their property as coowners at the Panchayat office. The main challenge
was in generating the demand for this and in getting
both parties to agree to it. This required significant and
sustained awareness generation and, therefore, villages
with a strong presence of SHGs were selected for the
trust the people had in them. SHGs had a reputation of
contributing positively to the society and this made it
easy to disseminate information for gender awareness.
Gender awareness training was given to women
members through the Sahyogini, a field-level SHG
functionary. The Community Managed Resource Centre
(CMRC) provides such training as well, at both the cluster
level and at the district levels. As part of these trainings,
women would be made aware of the unpaid labour
they perform, such as domestic chores and agricultural
labour, thus bolstering their self-esteem and countering
the perception that housewives do nothing. The
campaign was also designed to make women aware of
their vulnerability. Men typically control the household
income and retain ownership of housing and land. Even
jewelery and utensils, which are used almost exclusively
by women, are ultimately owned by men. This makes
women extremely vulnerable and leaves them with little
say in how resources are utilised. Women are thus made
aware that despite contributing equally, if not more, to
the family income, they are left thoroughly vulnerable
and have no security. They are then introduced to the
Government Resolution, which gives them a right to
joint ownership of their husbands house and land. The
campaign creates demand through sustained awareness
generation along these lines.
b. Strategy
Male members of the village are also involved in these
meetings and encouraged to empathise with the plight
of their mothers and sisters who are disempowered.
The need for joint ownership to secure their future is
highlighted. This softens their approach and sensitises
them to the need for womens empowerment even in the
case of their own wives. The advantages accruing from
empowered women to the household and community
are highlighted to consolidate male participation. They
are also complimented for supporting their wives in SHG
endeavours and are exhorted to continue the good work
and make their wives co-owners of property. Key officials
such as Sarpanchs and Gram Sewaks are also given training
and made aware of the Government Resolution and its legal
status. The communication strategy is informally referred
to as slow poisoning by
the implementing officials
because it is given in small
doses over time. In addition
to meetings of SHGs, the
Ghar Doghaanche Abhiyan
is also publicised at Gram
Sabha meetings.
Once demand has been
generated and there is
an agreement from both
sides, the husband and
wife have to jointly register
as co-owners of the house
at the village Panchayat
office. The registration is
carried out by the Gram
Sewak in Form 8-A, after
which both husband and
wife become joint owners
of the house. Women then Image 2: Advertisements in
put up name plates on the local newspapers
house, proclaiming their
equal status as owners.
All positive behaviour is rewarded by reinforcement.
Husbands who register along with their wives, along with
supportive Sarpanchs and Gram Sewaks, are felicitated
at public functions and given a Jyotiba Phule5 award
which honours their progressive and inclusive efforts.
As Maharashtra has had a legacy of many famous social
reformers who are revered by the people, such awards
are seen as a mark of high respect.
The initiative also undertakes study tours/exposure visits
to successful villages to afford an opportunity in peer
learning. When SHG members share their successes,
it motivates women from other villages to replicate the
initiative. Similarly, experience sharing meetings are
arranged among villages where strategies, problems and
solutions are discussed. Cluster level meetings at the
CMRC are also held where such best practices are shared.
Even the local newspapers have covered the successes of
the initiative.
Jyotiba Phule was a famous social activist in Maharashtra who fought for the rights of women and backward castes.
263
Ghar Doghaanche Abhiyan: Joint ownership of housing by husband and wife in Maharashtra
Resources Utilised
The Ghar Doghaanche Abhiyan is implemented through
the Tejaswini system and so does not require any
additional resources for implementation. The Tejaswini
system is funded by the Government of Maharashtra and
International Fund for Agricultural Development (IFAD).
Efforts are on to make the CMRCs self-sustaining by
making them charge fees from SHGs for the training and
monitoring services they provide.
OBC, 30%
General, 7%
SC, 40%
People speak...
Maidabi Hassan Syed, Mooli village,
Gangakhed block, Parbhani
Key Challenges
Before I joined an
SHG, I knew nothing
but cooking and taking
care of children, and
barely stepped out of the
house. However, after
joining I began working
on various issues, starting
with
water
supply.
This led us to Ghar
Doghaanche Abhiyan.
We mobilised women in
the village and a majority of men supported us. Their
initial resistance was countered by our assurances
that what we were doing was for the benefit of the
family and our children. Now when our husbands
are asked by other men why our name plates
are on the house, they reply that is so because we
are the mards (men) of the family.
Impact
Husbands and wives as joint owners of property:
Since June 2013, 1,065 women from 29 villages in
Parbhani district have registered their names on Form
8-A, making them co-owners of property. This has
provided them a sense of security and increased their
self-confidence.
With the security that they have a right to the house
they reside in, they are empowered to stand up for their
rights in other spheres and challenge discrimination and
unfair treatment including domestic abuse. SHG Women
experience greater empowerment and enjoy greater
confidence, owing to their increased awareness and
economic independence.
264
ST, 20%
womens empowerment
People speak...
Vandana, Mooli village, Gangakhed
block, Parbhani
Prior to my involvement with
an SHG, I lacked confidence to
speak in front of anyone. Now
my confidence has risen to the
extent that now I feel I have
to stand up when I speak. We
ensured that in addition to the
house, even the taps procured
for water supply were put in the wifes name.
Conclusion
The initiative is set to extend to 60 more villages
where registration of joint land ownership will take
place as well. As land ownership is a fundamental
issue, associated challenges, and consequently the
requirement for such an initiative, are only expected to
increase in the future.
Fact Sheet
Theme
Womens Empowerment
Geographical Coverage
Target Groups
Married women
Years of Implementation
2013 - Present
265
A women displays rice produced on her farm as part of a MAVIM initiative on Organic Rice Production
by SRI: Empowering Women in Maharashtra. The initiative has strengthened grassroots level institutions
through the formation of women SHG-led business groups and has helped in reduction in womens
drudgery while increasing their participation in decision-making matters of the household.
womens empowerment
Rationale
Key Stakeholders
Objectives
Beneficiary
Women paddy cultivators in Chandrapur district
MAVIM is the State Womens Development Corporation of Government of Maharashtra, established to implement women empowerment programmes
through SHGs and enable social, economic and political justice for women.
1
267
Implementation Strategy
MAVIMs rural women empowerment programme
called Tejaswini is being implemented in 33 districts of
Maharashtra, including Chandrapur. The programme is
built on four work components:
1. Grassroots institution building
2. Micro-financial services
3. Livelihood and micro-enterprise development and
4. Women empowerment
MAVIMs intervention with women farmers began with a
study that was conducted to determine the activities of
SHGs and the reasons for the high rate of loan defaults.
Agriculture was identified as the primary source of
expenditure. On consultation with the Department of
Agriculture and the Krishi Vigyan Kendra, it was also
found that SHG-bank linkages are usually for crop loans.
However, there were defaulters due to the uncertainty
in climatic conditions and poor yields. Farmers take crop
and kisan loans but not many avail of crop insurance
despite the high dependence on nature.
The other observations were that expenditure on
chemical fertilisers and pesticides are high, which can
be controlled by adopting organic farming practices.
Similarly, the cost of seeds can be controlled if agricultural
practice allows for the use of less seeds. It was found
that labour cost could be reduced with the use of
mechanical agricultural equipment like a conoweeder,
which would prove to be more efficient in carrying out
farming tasks. On the basis of these observations and
the high number of paddy cultivators among women
farmers, the Department of Agriculture suggested the
use of SRI method for organic rice cultivation to improve
the condition of women farmers.
a. Pilot project
A joint programme by MAVIM and the Department of
Agriculture was initiated in October 2010 after a meeting
with 30 villages in Chandrapur district. Around 715
women were given training and capacity building on SRI
on small plots of land called bandhis (approximately 1/4th
of an acre). The training began with theoretical classes
but important practical demonstrations on preparation of
the soil bed, vermin-composting and preparing pesticides
and organic fertilisers were given. Where 30-50 kg seeds
were used in a one-acre plot initially, the new method
required the use of merely 3-5 kg. This raised doubts in
the minds of the beneficiaries but they were convinced
after the final results.
After two months, they found at least 95 tillers on the
plot, which was a much higher output than that of the
traditional method. At this stage, the beneficiaries were
taught to use the conoweeder. With the conoweeder,
weeding could be carried out with only two people and
in a manner that helped them separate the weed to
make organic fertilisers. The women were then informed
of diseases associated with crops and of effective ways to
tackle them.
Finally, after the harvest stage, having observed the success
of the SRI method, the programme was implemented in
Nursery placement
Wet bed nursery in lowlands recommended
Transplantation
Uprooting of tender (9-15 days old) seedlings to be done
root damage
Seedlings transplanted in the main fields with only one
268
womens empowerment
b. Current implementation
The area under cultivation increased from 565 acres in
2010-11 to 1,000 acres in 2012-13 before falling to 970
acres in 2013-14. The number of women participants
peaked to 915 in 2012-13, up from 715 when it was
initiated in 2010-11 before falling again. There has been
a lingering reluctance to switch from the traditional
method.
Emphasis has been laid on ensuring that beneficiaries
receive training and capacity building for SRI. For this,
the participation of women farmers in field schools and
evening classes are actively pursued by Sahyoginis (field
workers) of the CMRC, which is the cluster level federation
that coordinates ground-level work. Other technical
education and awareness generation activities, which are
based on the need expressed by the beneficiaries, have
also been carried out at the block level at the behest of
the Department of Agriculture.
c. Awareness generation
Creating awareness has been an important component in
building faith among people and in creating replication
value for the project. There has been a strong focus
on Information, Education and Communication (IEC)
exercises, which include holding presentations for
community groups on the agricultural and monetary
benefits of the SRI method, taking people out on
exposure visits led by Sahyoginis and beneficiaries to
various villages, sharing experiences of over 350 women
on Akashvani (All India Radio) and publicity through
newspapers and other media.
269
Total Production of
Rice (in quintals)
No. of Villages
Covered
Land Covered
(in acres)
2010-2011
18
565
715
87
6500
2011-2012
30
600
880
90
8000
2012-2013
47
1000
915
105
9500
2013-2014
40
970
850
95
9000
Year
No. of SHGs
Resources Utilised
The SRI programme is implemented through the Tejaswini
system of MAVIM and so does not require any additional
human resources or administrative infrastructure.
The Tejaswini system itself is funded by the Government
of Maharashtra and the International Fund for
Agricultural Development (IFAD). Funding for the SRI
project has been sourced from the existing Training
and Capacity Building corpus in MAVIM. Agricultural
tools and implements, and banking linkages have been
drawn from the existing government schemes and do
not require additional resources.
Impact
As of 2014, the project is being implemented in six
blocks of Chandrapur district Chandrapur, Pombhurna,
Gondpipri, Brahmapuri, Chimur and Mul.
270
Key Challenges
womens empowerment
Fertilizers
Spray
Traditional Method
50 to 30 kg
3 kg
Rs.1,500 to 2,500
Rs. 150
4 bags of Di-Ammonium
Phosphate (DAP) & Urea
Rs. 1,000
Chemical spray
Organic spray
Rs. 2,000
Rs. 200
Paddy cultivation -
Labour- drudgery
Changes
Remarks
By use of SRI method.
By using konoweeder
95% drudgery reduction
Footway
Upto 20 to 30
Upto 50 to 110
Production
9 to 11 quintals
Upto 13 to 15 quintals
Production rate
Per kg Rs.17 to 20
Source: MAVIM
271
Conclusion
With the expansion of the programme to new villages,
focus will be placed on better production, storage and
marketing. For example, a project can be initiated within
this programme for the construction of community
rice mills. Through the Comprehensive Livelihood
Development Plan (CLDP) and Micro-Livelihood
Development Plan (MLP) of MAVIM, women will be
collectivised for bringing about higher impact.
Fact Sheet
272
Theme
Womens Empowerment
Geographical Coverage
Target Groups
Years of Implementation
2010 - Present
womens empowerment
Part III
Lessons Learned from a
Thematic Perspective
273
part III
3.2 Education
While Information and Communications Technology (ICT)
has been effectively utilised as an enabler to streamline the
school education system, as seen in the Migration Card
and Migration Monitoring Software initiative2, measures
must be taken to address infrastructural limitations, such
as inadequate internet connectivity, insufficiently trained
staff, lack of technical support etc., which hamper the
optimum utilisation of instrumental online facilities.
3.3 Environment
Initiatives promoting the conservation of common resources
such as lakes and forests have been observed to begin with
delimitation, or marking boundaries, as an essential first
step. This has emerged a simple, yet effective method to
avert further damage or misuse of the resource.
While segregation is critical to waste management,
innovative and constructive re-use of waste material is a
useful strategy to resolve the problem of waste management,
with significant multiple benefits. In the case of the
Sustainable Plastic Waste Management Plan5 in Himachal
Pradesh, for instance, plastic waste generated was utilised
in road construction by the Public Works Department. In
some cases, the community was engaged in reusing waste,
such as in the Avadi Sewage Treatment Plant6 in Tamil
Nadu, where treated waste water was used for cultivation
and production of economically viable items. This was
also seen in the Environment Management Initiative7
undertaken on an institute campus in the Andaman and
Nicobar Islands, where waste was segregated, treated and
recycled to use as manure or in the manufacture of paper
items such as files and folders.
Analysing the sources of waste generation and accordingly
taking measures to reduce the same is a practical strategy
that was employed in Himachal Pradesh8. For instance,
275
3.6 Health
Decentralisation and empowerment of local officials/
field workers along with strict monitoring benefits the
implementation of an initiative in several ways. In the
case of decentralisation of the ICDS13 in Odisha, for
instance, procurement of food material at the village
level has reduced problems of pilferage, inadequate
quantity and poor quality, insufficient/improper storage
and the consequent spoiling of food. Supported by
other mechanisms such as fixed menus, raising public
awareness on entitlements, forming committees to engage
the community in monitoring and ensuring all fund
transactions are undertaken online and accountability is
maintained.
The immense value of preventive healthcare in reducing
health risks, the severity of ailments and treatment costs
has been demonstrated by initiatives like KIDROP14,
CATCH15 and Indira Bal Swasthya Yojna16. These
initiatives have provided rich and replicable models for
screening large sections of the population, to identify and
treat health problems at a nascent stage and to prevent
future problems. Although administratively challenging,
these initiatives leverage the already existing health and
education human resources and material infrastructure of
the state, as well as on the use of information technology
to expand their reach. An effective strategy for providing
preventive healthcare is thus a vital area for future action,
so as to promote healthy lives, avoid grave illnesses that
Refer to Panchayat Banks: Providing banking facilities at the village level in Jharkhand
Refer to Dilli Annashree Yojna: Food security for the vulnerable in New Delhi
11
Refer to Arun ePDS: ICTs and process re-engineering for an efficient public distribution system (PDS) in Arunachal Pradesh
12
Refer to e-Uparjan: Re-inventing the procurement system through digitisation in Madhya Pradesh
13
Refer to Decentralisation of ICDS Supplementary Nutrition Programme: Ensuring timely and quality nutrition to all beneficiaries in Odisha
14
Refer to KIDROP: Preventing vision loss in premature infants of underserved areas in Karnataka
15
Refer to CATCH: Ensuring quality health care for all in Sikkim
16
Refer to Indira Bal Swasthya Yojana: Applying preventive health care measures to promote childrens health in Haryana
9
10
276
part III
Refer to Indira Bal Swasthya Yojana: Applying preventive health care measures to promote childrens health in Haryana
Refer to KIDROP: Preventing vision loss in premature infants of underserved areas in Karnataka
19
Refer to Intelligent Transport System: Improving urban public transport in Mysore
20
Refer to 24x7 Metered Water: Improving water supply in rural areas of Punjab
21
Refer to Entitlement-Based District Planning: Innovating planning process for accuracy and efficiency in Bihar
22
Refer to Aam Aadmi Bima Yojana: Life insurance for rural landless labourers in Andhra Pradesh
23
Refer to Daliya Jalao: Liberating and rehabilitating manual scavengers in Badaun district of Uttar Pradesh
17
18
277
278
part III
Conclusion
This resource book presents some exemplary cases
of implementation of social service delivery initiatives
from an action-oriented perspective. The aim of this
compilation is not to be exhaustive but to present key
good practices along with an analysis of critical success
279
ANNEXURE
O n e Wo r l d Fo u n d a t i o n I n d i a
ANNEXURE I
Template for
SUBMISSION OF GOOD PRACTICES IN
SOCIAL SECTOR SERVICE DELIVERY
I.
II.
III.
IV.
Thematic area to which the good practice belongs (Select up to three areas most closely linked to the practice)
Administrative Reforms
Child Protection
Finacial Inclusion
Environment
Health
Infrastructure and Development (Rural/urban - transport, housing, financial inclusion and microfinance)
Social Security (Welfare for SC/STs, OBCs, minorities and persons with disabilities, labour and employment, pensions
and insurance)
Womens Empowerment
V.
VI.
285
O n e Wo r l d Fo u n d a t i o n I n d i a
VII.
Duration of implementation
IX.
X.
Key beneficiaries (Point [a] is mandatory. For other points, choose the ones that apply to your practice)
a.
b.
Number of women
c.
Number of children
d.
e.
f.
XI.
286
Motivation behind good practice initiation (Select up to three most important factors)
Experiment in governance
O n e Wo r l d Fo u n d a t i o n I n d i a
XII.
Key objective(s) (What does the practice seek to achieve? For instance, to reduce infant mortality rate by 50%.
Max 200 characters with spaces)
XIII. Changes made in the existing system to bring about the good practice (Select up to three most important factors)
Systemic changes
Name of organisation
Address
Organisation type
Nature of support
287
O n e Wo r l d Fo u n d a t i o n I n d i a
b.
c.
288
Use of technology
Skill development
Involvement of community in planning and implementation (in cases where it was not done earlier), particularly people
hitherto marginalised on basis of caste, community, religion, gender, age
O n e Wo r l d Fo u n d a t i o n I n d i a
d.
Resources utilized (Inputs in terms of human resources, infrastructure, financial costs. Max 500 characters with
spaces)
Additional information supporting the good practice (Max 500 characters with spaces)
XV.
a.
Performance of the practice (In terms of (i) short term outcome, and (ii) long term impact potential. Max 1500 characters
with spaces)
289
O n e Wo r l d Fo u n d a t i o n I n d i a
290
b.
Sustainability of the initiative (political, social, cultural, economic and environmental. Max 1000 characters with
spaces)
c.
Potential for replication (Has the practice been adopted elsewhere? What are the features that make the practice
replicable? What are the necessary conditions for replication of a project like this? Max 1000 characters with spaces)
d.
Outreach to the most disadvantaged in the region Does this practice aim at bridging inequalities in the region? (How
does the practice impact people living in remote areas of the country and those belonging to marginalised communities
women, SC/ST population, minorities and such like? Max 500 characters with spaces)
e.
Efficiency (In relation to the resource inputs required by the initiative, have the outputs offset the inputs? That is to say,
has the practice proven to be a less-resource, more-outcome initiative? Max 500 characters with spaces)
O n e Wo r l d Fo u n d a t i o n I n d i a
f.
Effectiveness (Effectiveness implies the capacity to achieve a desired result. In this regard, how do you assess the
outcomes of the practice in relation to the objectives it set out to achieve? Max 500 characters with spaces)
g.
Participation of citizens (Please mention the level, extent and nature of participation of community members in the
initiative. Max 300 characters with spaces)
h.
Recognition of the practice (Was there an expert/peer review process that determined the practice to have significant
evidence of effectiveness? Has the project received any awards? Max 500 characters with spaces)
XVI. What was the role of state administration, panchayats and/or urban local bodies in achieving the results? (Max
300 characters with spaces)
291
O n e Wo r l d Fo u n d a t i o n I n d i a
XVII. Challenges faced in the implementation of the practice (Select all that apply to the practice)
Administrative challenges
Budgetary constraints
XVIII. Photographs from field/project sites of the practice (Please send images in JPEG format separately along with
this form.)
XIX. Supporting documents (Attach any materials that support the claim to this practice being a good practice in
social sector service delivery for instance, nomination notes, review committee reports, annual reports, media
coverage articles.)
292
O n e Wo r l d Fo u n d a t i o n I n d i a
ANNEXURE II
Social Sector Service Delivery: Good Practices Resource Book 2014
Evaluation Criteria for Good Practices
After receiving good practices nominations from various State governments, the OneWorld team will shortlist initiatives
for further research and documentation and final inclusion in the Social Sector Service Delivery: Good Practices Resource
Book 2014 based on a set of criteria. An Advisory Team will be established for this purpose that will be composed of
experts in chosen thematic areas. That will help ensure objectivity in the process of selection of good practices to be
documented.
organisational creativity in terms of merging new and old technologies, developing new simplified processes and
structures, seeking community involvement
impact in terms of creating efficiency (the extent to which outputs/results are obtained with same or less resources),
transparency and accountability
293
O n e Wo r l d Fo u n d a t i o n I n d i a
Social support (continued participation of beneficiaries and local communities; robustness of grassroots organisations;
creation of local assets for community)
Technical soundness
Commitment of other stakeholders ( including NGOs, local organisations, civil society and private sector)
Financial viability (including funding of rural organisations, role of cost recovery, capacity to finance recurrent costs,
operational costs in a cost-effective manner and financial self-sufficiency) Institutional support (the legal/regulatory
framework and management effectiveness)
Resilience to exogenous factors (price variability and market access, natural disasters, unstable security in the project
area)
294