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Content for Web Portal-Draft

www.olm.nic.in









Author : YP Ankeet Kumar Panda

About Us

In the year 2006 Government of Odisha formed a society named 'Orissa
Poverty Reduction Mission (OPRM)' to implement various poverty reduction
programmes in the state, which was reconstituted and renamed as 'Odisha
Livelihoods Mission (OLM)' an autonomous society under the aegis of
Department of Panchayati Raj, Government of Odisha, presently implementing
both National Rural Livelihoods Mission and National Rural Livelihoods
Project.

Odisha was the first state in the country to launch National Rural
Livelihoods Mission (NRLM) in its bid to bring down rural poverty by
promoting diversified and gainful self-employment to the rural poor. NRLM
has been launched in the State on 18th April, 2011. It is the restructured
scheme of Swarna Jayanti Gram Swarozgar Yojana (SGSY). This scheme was
implemented in a mission mode having focus to create sustainable livelihood
opportunities for the rural poor households and nurture till they are come
out of poverty and lead a quality life. This is a centrally sponsored
scheme with a proportionate ratio of 75:25 between Centre & State. NRLM has
put in place a dedicated and sensitive support structure, to take the rural
poor households out of poverty line trough capacity building, financial
assistance and self-reliant institutions. Odisha has the unique advantage
of implementing the externally aided project-TRIPTI. The mandate of TRIPTI
is very much similar to the objectives of the NRLM. With the experience of
implementing TRIPTI in 38 Blocks of the State, the State Government is in a
better position in implementing NRLM. The TRIPTI blocks are taken as the
cornerstone for implementation of the NRLM which will is being rolled out
in a phased manner covering all 314 Blocks by the end of 12th Five Year
Plan. The strategy for phasing out of NRLM to all the Blocks of the State
is based on the backward indices, Left Wing Extremist (LWE) affected areas
and also Schedule areas.

Odisha Livelihoods Mission aims at:
mobilizing all the poor households into functionally effective SHGs
and their federations;
enhancing their access to bank credit and other financial, technical
and marketing services;
building their capacities and skills for gainful and sustainable
livelihoods development; and
converging various schemes for efficient delivery of social and
economic support services to poor with optimal results.




Mission

"Ensuring sustainable livelihoods for the rural poor through improved
access to financial, livelihood and other support services, with
institutions of the poor playing a catalytic intermediating role"

OLM implementation is in a Mission Mode. This enables (a) shift from
the present allocation based strategy to a demand driven strategy enabling
the districts to formulate their own livelihoods-based poverty reduction
action plans, (b) focus on targets, outcomes and time bound delivery, (c)
continuous capacity building, imparting requisite skills and creating
linkages with livelihoods opportunities for the poor, including those
emerging in the organized sector, and (d) monitoring against targets of
poverty outcomes.


OLM Guiding Principles

Poor have a strong desire to come out of poverty, and they have innate
capabilities
Social mobilization and building strong institutions of the poor is
critical for unleashing the innate capabilities of the poor.
An external dedicated and sensitive support structure is required to
induce the social mobilization, institution building and empowerment
process.
Facilitating knowledge dissemination, skill building, access to
credit, access to marketing, and access to other livelihoods services
underpins this upward mobility.

OLM Values

The core values which guide all the activities under OLM are as follows:

Inclusion of the poorest, and meaningful role to the poorest in all
the processes
Transparency and accountability of all processes and institutions
Ownership and key role of the poor and their institutions in all
stages – planning, implementation, and, monitoring
Community self-reliance and self-dependence








Goal

By 2022-23, the mission's goal is to reach out to 50 lakh poor and
extremely poor and vulnerable households by mobilizing them into 5 lakh
Self Help Groups (SHGs) in 314 blocks. The specific outcomes that the
Mission is striving to accomplish in the next five years are as follows:

Intensively scale-up from 38 blocks under TRIPTI to all 314 blocks;
Form, strengthen and directly benefit 500,000 SHGs;
Facilitate formation and institutional development of 6000 Gram
Panchayat Level Federations (GPLF) and 314 Block Level Federations of
SHGs;


Mobilize 1000 Crores internal savings through SHGs;

Leverage bank linkage of 5000 Crores for all SHGs supported by the
mission;

Converge benefits worth 5000 Crores from existing government schemes
and programs;

Promote 200,000 Producers' Groups to ensure sustainable livelihoods
and incremental income increase; and

Create 80,000 Community Professionals/Resource Persons as social
capital that will serve the community with no cost to the State.


OLM Structure

As per approval in the 1st Governing Body Meeting of Odisha
Livelihoods Mission (OLM) held on 7th October 2013, OLM was registered
under the Societies Registration Act XXI of 1860 vide registration
no.23563/99 dated 14th February 2014.
The Governing Body

"Sl. "Designation "Status "
"1 "Hon'ble Chief Minister, Odisha "Chairman "
"2 "Hon'ble Minister, Panchayati Raj, Odisha "Vice Chairman "
"3 "Chief Secretary & Chief Development "Member "
" "Commissioner " "
"4 "Agriculture Production Commissioner & " "
" "Additional Chief Secretary "Member "
"5 "Development Commissioner & Additional Chief "Member "
" "Secretary " "
"6 "Secretary, Finance Department "Member "
"7 "Secretary to Chief Minister "Member "
"8 "Secretary, Agriculture Department "Member "
"9 "Secretary, Forest & Environment Department "Member "
"10 "Secretary, Women & Child Development Department"Member "
"11 "Secretary, ST & SC Development Department "Member "
"12 "Secretary, Handlooms, Textiles & Handicrafts "Member "
" "Department " "
"13 "Secretary, Fisheries & Animal Resources "Member "
" "Department " "
"14 "Team Leader, UNDP, Odisha "Member "
"15 "Chief General Manager, NABARD, Bhubaneswar "Member "
"16 "Chief General Manager, SBI, Bhubaneswar Region "Member "
"17 "Convener SLBC-cum-General Manager, "Member "
" "UCO Bank, Bhubaneswar " "
"18 "State Mission Director-cum-Chief Executive "Member "
" "Officer, OLM " "
"19 "Regional Director, RBI, Bhubaneswar "Member "
"20 "Secretary, Panchayati Raj Department "Member Secretary "
" " " "


The Executive Committee
"Sl. "Designation "Status "
"1 "Chief Secretary & Chief Development "Chairman "
" "Commissioner " "
"2 "The Development Commissioner & "Co-Chairman "
" "Additional Chief Secretary " "
"3 "Secretary, Panchayati Raj "Vice-Chairman "
"4 "Secretary, Agriculture Department "Member "
"5 "Secretary, Fisheries & Animal Resources "Member "
" "Department " "
"6 "Secretary, Handlooms, Textiles & Handicrafts "Member "
" "Department " "
"7 "Secretary, Women & Child Development "Member "
" "Department " "
"8 "Secretary, Forest & Environment Department "Member "
"9 "Director, Special Projects, P.R. Department "Member "
"10 "Additional Secretary(NTFP), "Member "
" "Forest & Environment Department " "
"11 "Project Director, WORLP "Member "
"12 "Project Director, OTELP "Member "
"13 "FA-cum-Joint Secretary, P.R. Department "Member "
"14 "Executive Director, ORMAS "Member "
"15 "Chief General Manager, NABARD "Member "
"16 "Convener, SLBC "Member "
"17 "Chief General Manager, SBI "Member "
"18 "Chairman, Utkal Gramya Bank "Member "
"19 "Chairman, Odisha Gramya Bank "Member "
"20 "State Mission Director-cum-CEO, OLM "Member Convener "


Institutional Arrangement at Various Levels

OLM has a multi-tier structure i.e. State Mission Management Unit
(SMMU), District Mission Management Unit (DMMU) and Block Mission
Management Unit (BMMU) at State, District and Block level respectively.


"State Mission Management Unit "
"SMD-cum-CEO "1 "
"Addl. CEO "3 "
"Dy. CEO "7 "
"Project Manager "17 "
"Project Executive "26 "
"Project Assistant "9 "
"Total "63 "
" "
"District Mission Management Unit (DMMU) "
"District Mission Director-cum-Collector "30 "
"District Mission Coordinator-cum- PD(DRDA) "30 "
"District Project Manager (DPM) "30 "
"Project Manager (PM) "90 "
"Project Executive (PE) "180 "
"Project Assistant (PA) "30 "
"Cashier "30 "
"Total "420 "
" " "
"Block Mission Management Unit (BMMU) "
"Block Project Managers "314 "
"Coordinators (Institution Building, " "
"Livelihoods, Financial Inclusion) "942 "
"Accountant "314 "
"Skill Development Coordinator "118 "
"Project Assistant "314 "
"Total "2002 "


Projects and Programmes of OLM

Odisha Livelihoods Mission is implementing various National & State funded
projects on Rural Livelihoods Development. All these projects and
programmes are :


1. National Rural Livelihoods Mission (NRLM) / National Rural Livelihoods
Project (NRLP)

2. Odisha Aam Aadmi Bima Yojana (O-AABY)

3. Mission Yuva Shakti

4. Financial Inclusion

5. Rural Self Employment Training Institute (RSETI)

6. Odisha Rural Development & Marketing Society (ORMAS)
7. TRIPTI(Completed on June,2015)

















National Rural Livelihoods Mission

NRLM (Phasing Plan)

"Phases "Phase-I "Phase-II "Phase-I"Phase-IV"Total "
" " " "II " "(Cumulative) "
"Unit "Blocks "Blocks "Blocks "Blocks "Distric"Blocks "
" " " " " "ts " "
"District"10 "10 "4 "6 "30 "314 " "
"Year-0 "(2012-13)"38 " " " "10 "38 "
"Year-I "(2013-14)"38 "30 " " "20 "68 "
"Year-II "(2014-15)"38 "30+15 "05 " "24 "88 "
"Year-III"(2015-16)"38 "30+15+20 "05+11 "20 "30 "139 "
"Year-IV "(2016-17)"38+30 "30+15+20+25 "05+11+0"20+25 "30 "228 "
" " " " "9 " " " "
"Year-V "(2017-18)"38+30+29 "30+15+20+25+"05+11+0"20+25+19"30 "314 "
" " " "38 "9 " " " "
" "
"Total "97 "128 "25 "64 "30 "314 "




Components


Institutional Building & Capacity Building


Harnessing Latent Potential of rural poor

NRLM organizes all poor households (women) into aggregate institutions of
the poor that provide them with voice, space and resources. These platforms
'of the poor' and 'for the poor' would partner with local self-governments,
public service providers, banks, private sector and other mainstream
institutions to facilitate delivery of social and economic services to the
poor.


Universal Social Mobilisation

At least one member from each poor household would be brought under
the Self-help network.
Poor are identified through participatory processes – participatory
vulnerable assessment. The Gram Panchayat authorises the final list of
poor in the village.
Special efforts are made to identify vulnerable and marginalised
households – SCs/STs, PVTGs, single women and women headed households,
disabled, landless, migrant labour, isolated communities and
communities living in remote, hilly and disturbed areas. 

Building Institutions of the Poor

The poor are mobilised into Self-help Groups (SHGs).
The SHGs are federated at the village and higher levels
Existing institutions of the poor are strengthened and integrated into
the institutional architecture of the poor.
The SHG members are trained to manage their institutions, linking up
with markets, managing their existing livelihoods, enhancing their
credit absorption capacity and credit worthiness, etc.
NRLM also promotes livelihoods collectives that help poor to enhance
their livelihoods through deriving economies of scale, backward and
forward linkages, and access to information, credit, technology,
markets etc.
Community professionals, Community Resource Persons (CRPs) and
'community heroes' are being engaged for capacity building of SHGs and
their federations.
NRLM invests in building 'social capital' – community animators,
activists, CRPs, etc., who are crucial in making NRLM community driven
and sustainable.

Building Capacities 

NRLM ensures the poor are provided with the requisite skills for
managing their institutions, linking up with markets, managing their
existing livelihoods, enhancing their credit absorption capacity and
credit worthiness.
A multi-pronged approach is adopted for providing continuous capacity
building of the targeted families, SHGs, their federations, government
functionaries, bankers, NGOs and other key stakeholders.
Focus is to develop and engage community professionals and community
resource persons (CRP) for capacity building of SHGs and their
federations and other collectives.
NRLM plans to use ICT as an important tool in knowledge dissemination
and making capacity building more effective.
The costs incurred on professional support at the block and sub-block
levels are considered as programme costs and not administrative costs.










Financial Inclusion


Making poor preferred clients of financial institution

NRLM facilitates universal access to the affordable cost-effective reliable
financial services to the poor. These include financial literacy, bank
account, savings, credit, insurance, remittance, pension and counselling on
financial services. The core of the NRLM financial inclusion and investment
strategy is "making poor the preferred clients of the banking system and
mobilizing bank credit".



Capitalizing Institutions of the Poor

NRLM provides Revolving Fund and Community Investment Fund (CIF) as
Resources in Perpetuity to the institutions of the poor, to strengthen
their institutional and financial management capacity and build their track
record to attract mainstream bank finance.

NRLM provides Revolving Fund (RF) to SHGs of Rs.10,000-15,000 as
corpus to meet the members' credit needs directly and as catalytic
capital for leveraging repeat bank finance. RF is given to SHGs that
have been practicing 'Panchasutra' (Regular meetings; Regular savings;
regular inter-loaning; Timely repayment; and Up-to-date books of
accounts).
NRLM provides Community Investment Fund as Seed Capital to SHG
Federations at Cluster level to meet the credit needs of the members
through the SHGs/Village Organizations and to meet the working capital
needs of the collective activities at various levels.
NRLM provides Vulnerability Reduction Fund (VRF) to SHG Federations at
Village level to address vulnerabilities like food security, health
security etc., and to meet the needs of the vulnerable persons in the
village.

Access to Credit

NRLM expects that the investment in the institutions of the poor would
leverage the bank credit of at least Rs.1,00,000 /- accessible to every
household in repeat doses over the next five years.For this, SHGs go
through Micro-investment Plan (MIP) process periodically. MIP is a
participatory process of planning and appraisal at household and SHG
levels. The flow of the funds to members/SHGs is against the MIPs. NRLM has
provided interest subvention for all eligible SHGs to get loans at 7% per
annum from mainstream financial institutions. Further, additional 3%
interest subvention is available only on prompt repayment by SHGs in most
backward 250 districts.

SHG Credit Linkage

While the Mission provides only catalytic capital support to the community
institutions, it is expected that the banks provide the major chunk of
funds required for meeting the entire gamut of credit needs for the rural
poor households. The Mission therefore expects that the SHGs leverage
significant amount of bank credit.

The Mission assumes that over a period five years, each SHG would be
able to leverage cumulative bank credit of Rs. 10,00,000/- in repeat
doses, such that on the average each member household accesses a
cumulative amount of Rs. 100000/-.
In order to facilitate bank linkages, State Level Bankers' Committees
(SLBC) would constitute exclusive sub-committees for SHG bank linkages
and financial inclusion in NRLM activities. Similarly, District Level
Coordination Committees and Block Level Coordination Committees would
review SHG-Bank linkages and NRLM. 
The Mission units are also expected to use the services of the field
level customer relationship managers such as, Bank Mitra/Sakhi.
Further, institutions of the poor are expected will be guided to
constituting community-based recovery mechanisms (sub-committees on
bank linkage and recovery of loans).
NRLM works towards increasing the portfolio of products of savings, credit,
insurance (life, health and assets) and remittance through the institutions
of the poor directly or in partnership with mainstream financial
institutions using various institutional mechanisms and technologies.


Livelihoods Promotion

Initiatives for Livelihoods Promotion:

Promotion of 300 Livelihoods Clusters.

Support to 1800 PGs in both intensive and non-intensive blocks

Budget outlay 26 cr. for the year 2015-16

Additional resources will be mobilized from convergence and
partnerships.

19,800 persons would be trained in RSETIS for enterprise promotion and
employment.





Transforming Lives

NRLM focuses on stabilizing and promoting existing livelihoods portfolio of
the poor through its three pillars – 

'vulnerability reduction' and 'livelihoods enhancement' through
deepening/enhancing and expanding existing livelihoods options and
tapping new opportunities in farm and non-farm sectors;
'employment' - building skills for the job market outside; and
'enterprises' - nurturing self-employed and entrepreneurs (for micro-
enterprises).

Vulnerability Reduction & Livelihoods Enhancement

NRLM encourages the delivery of services/entitlements (such as MGNREGS,
PDS) through the SHGs and their federations. The institutions of the
poor set aside funds towards vulnerability reduction - food security,
health security, etc. Vulnerability Reduction Fund is also used for meeting
the emergency needs of the poor and meeting the needs of the ultra-poor and
vulnerable households on a differential footing.NRLM promotes and supports
Collectives towards Sustainable Livelihoods of the Poor (CSLP) around key
livelihoods of the poor. These collectives offer their members access to
livelihoods knowledge, skills, technology, market intelligence, risk
management products and credit support through their SHGs and Federations
to individual members/households.

NRLM, through Mahila Kisan Sashaktikaran Pariyojana (MKSP), is promoting
and facilitating scaling-up successful, small-scale projects that enhance
women's participation and productivity in agriculture and allied
activities.
Mahila Kisan Sashaktikaran Pariyojana (MKSP), launched in 2010-11, is a
special programme for livelihood enhancement under NRLM. It is a concerted
effort to recognize the role of women in agriculture, to enhance their
capacities and increase their income in agriculture and allied activities.
MKSP aims to ensure household food and nutrition security of the poor and
the poorest of poor.
Its primary focus is on promoting and facilitating the scale-up of
successful small-scale projects with the help of NGOs, CBOs and other
government agencies across the country. It is envisaged that these projects
would emerge as resource centres.

Its key elements include –

Focus on inclusion of the poorest of poor
Community Managed Environmentally Sustainable Agriculture practices.
Support to various strategies and ways of reducing drudgery of
MahilaKisans.
Supporting institutions around agriculture and allied activities to
strengthen livelihoods of the poor.
Developing a wide pool of community practitioners (CRPs) to ensure
participatory service delivery and country wide scale up of best
practises.

Thematic Interventions


Sustainable Agriculture

MKSP promotes sustainable agriculture where the inputs are localized, risks
are mitigated, productivity is enhanced, food security is ensured and hence
the net income of family is increased. The important objectives of MKSP-
Agriculture are as follows:

Create sustainable agricultural livelihood opportunities for women in
agriculture
Ensure food and nutrition security at the household and the community
level
Improve the skills and capabilities of women in agriculture to support
farm-based activities
Enhance the managerial capacities of women in agriculture for better
management of bio-diversity

Non-Timber Forest Produce (NTFP)

MKSP promotes sustainable practices across the entire value chain of NTFP -
regeneration, collection, processing & marketing. The important objectives
of MKSP-NTFP are as follows:

Ensure greater control of the institutions of poor on NTFP value chain
Promote regeneration of NTFP species to improve the bio diversity and
enhance productivity
Build capacity of the community in modern harvesting and post
harvesting techniques to increase their income
Promote value addition and set up market linkages for NTFP to ensure
higher returns

Employment

NRLM implements Aajeevika Skill Development Programme (ASDP). 25% of NRLM
Funds are earmarked for this purpose. ASDP facilitates building the skills
of the rural youth and placement in relatively high wage employment in the
growing sectors of economy.


Self-employment

One of the pillars of the Livelihoods promotion strategy of NRLM is
nurturing self-employment and entrepreneurship. In this regard, NRLM is
encouraging public sector banks to set up Rural Self Employment Training
Institutes (RSETIs) in all districts of the country on the linesof Rural
Development Self Employment Institute (RUDSETI) model. National Academy of
RUDSETIs is supporting RSETIs in this effort.


Thematic


Social Inclusion & Development

Mobilization of poor: Mobilization of all rural poor households into
functionally effective, self-managed, self-governed institutions of poor
SHGs and their federations.
Focus: more vulnerable sections like SCs, STs, PVTGs, single women and
women headed households, PwD, landless, migrant labour, isolated
communities and communities living in disturbed areas.
Promotion of specialized livelihoods institutions for deriving economies
of scale, backward and forward linkages, and access to information,
credit, technology, markets etc.








Financial Management


Components and sub-components

FM systems at State, Fund flow, Budgeting, Monitoring and reporting
Technical assistance to Districts
Discloser of FM information
CPSMS implementation


Strategy Envisaged

The primary guiding principles are as following

Use the country fiduciary systems, to the extent feasible and
considered satisfactory and meet the essential fiduciary requirements
Review of Good practices in National Programs in other sectors
(education, health)


Human Resources

OLM realizes its success is critically linked to the quality and
professional competence of dedicated sensitive support structures at
various levels and their staff. The exact staffing pattern(s) at various
levels would be based on geography, number of blocks, population spread,
implementation strategy and phasing. OLM has its own HR Policy and Manual.
The key elements in HR Policy include staffing, job profiles/competencies,
recruitment and selection, transparency, immersion and induction,
remunerations, performance management, appraisals, etc


Procurement

The procurement of goods, civil works, non-consulting services and services
will be integral to the implementation of NRLM at National, State, District
and Sub-District levels. This manual sets forth the NRLM procurement
policies and procedures for the guidance of all personnel involved with
procurement responsibilities, with the aim of ensuring that programme
resources are properly managed and safeguarded. The Manual aims to achieve
economy, efficiency and transparency in the implementation of the project,
including the procurement of the goods, works and services involved; and
ensuring that all eligible bidders are provided the same information and
equal opportunity to compete in provision of same.

It will be mandatory for all participating State and District societies and
other Government and Non-Government agencies to adhere to the guidelines
and procedures outlined in this Manual for carrying out procurement under
NRLM.

Monitoring Evaluation & Learning and Management Information Systems (MIS)

. The primary objective of M&E/MIS framework is to institute a
comprehensive system of evidence-based decision making process. The M&E
components are also expected to facilitate evaluation/assessment of the
'net' contribution of the Mission towards rural poverty reduction,
livelihoods promotion, empowerment, quality of life and well-being of the
poor. Given the scale and diversity of the Mission, which is geographically
dispersed and institutionally decentralized, a comprehensive MEL has been
provided with the following Monitoring mechanisms.

Accountability in institutions of the poor includes institutional self-
monitoring, peer internal audit of processes and local social audit;

Management Information System (MIS) based input-output monitoring
includes Results framework-based MIS; Milestones linked to
investments/inputs; web-based MIS; real time input-output monitoring
at various levels; and MIS with partners' data;
ICT-framework for dedicated digital grid includes national databases
of poor, their institutions, and skill development (jobs/self-
employment), national livelihoods portal, communication/knowledge
dissemination channels, thematic e-groups etc.
Internal review mechanisms at various levels –
o Monthly/quarterly planning/progress/process reporting and
internal review;
o Field visits by staff/officials, Periodic visits of supervision
teams from SMMU to districts and field, and Theme specific
supervision visits from time-to-time;
o Review and Consultation workshops with various stakeholders; and
o Meetings of Executive Committees, Governing Bodies, Advisory
Groups/ Committees, Convergence Forums, Coordination Committees
at various levels
External social audit, public expenditure tracking and community
score cards
OLM Annual Reports

Knowledge Management & Communications

The objective of Knowledge Management and Communications (KMC) activities
is to create and manage the systems that will provide project staff and
communities with relevant, timely information and facilitate the exchange
of knowledge throughout the project system to support:

Project objectives and implementation
Forge strategic partnerships
Staff and community learning
Create a brand identity for OLM; and
Advocate for the rural poor and issues related to them
Features





Social Mobilization

At least one woman member from each identified rural poor household,
is to be brought under the Self Help Group (SHG) network in a time bound
manner. Special emphasis is particularly on vulnerable communities such as
manual scavengers, victims of human trafficking, Particularly Vulnerable
Tribal Groups (PVTGs), Persons with Disabilities (PwDs) and bonded labour.
OLM has devised special strategies to reach out to these communities and
help them graduate out of poverty.








Participatory Identification of Poor (PIP)

The inclusion of the target group under OLM is determined by a well-
defined, transparent and equitable process of participatory identification
of poor, at the level of the community. All households identified as poor
through the PIP process is the OLM Target Group and is eligible for all the
benefits under the programme.

Target Group is identified through the Participatory Identification of
Poor (PIP) method. The target Group derived through the PIP is de-linked
from the BPL. The efforts to roll-out PIP in the Odisha is in progress and
180 GPLFs have been identified in the Phase-I. PIP is a community-driven
process. To ensure this, the first PIP exercise is conducted after the
formation of the primary federation (6-12 months after village entry). The
PIP is conducted at frequent intervals to revise the list of poor in the
village. The list of poor identified through the PIP must be vetted by the
Gram Sabha and approved by the Gram Panchayat. All the households in the
PIP list are eligible to receive all benefits under OLM


Community Funds as Resources in Perpetuity

OLM provides Revolving Fund (RF) and Community Investment Fund (CIF) as
resources in perpetuity to the institutions of the poor, to strengthen
their institutional and financial management capacity and build their track
record to attract mainstream bank finance.


Financial Inclusion

OLM works on both demand and supply sides of financial inclusion. On the
demand side, it promotes financial literacy among the poor and provides
catalytic capital to the SHGs and their federations. On the supply side,
the Mission coordinates with the financial sector and encourages use of
Information, Communication & Technology (ICT) based financial technologies,
business correspondents and community facilitators like 'Bank Mitras'. It
also works towards universal coverage of rural poor against risk of loss of
life, health and assets. Further, it works on remittances, especially in
areas where migration is endemic.




Livelihoods

OLM focuses on stabilizing and promoting existing livelihood portfolio of
the poor through its three pillars – 'vulnerability reduction' and
'livelihoods enhancement' through deepening/enhancing and expanding
existing livelihoods options and tapping new opportunities in farm and non-
farm sectors; 'employment' - building skills for the job market outside;
and 'enterprises' - nurturing self-employed and entrepreneurs (for micro-
enterprises).











Convergence and partnerships

Convergence: OLM places a high emphasis on convergence with other
programmes of the MoRD and other State Ministries. Convergence is also
sought with programmes of state governments for developing synergies
directly or indirectly with institutions of the poor.

Partnerships with NGOs and other CSOs: OLM has been proactively seeking
partnerships with Non-Government Organizations (NGOs) and other Civil
Society Organizations (CSOs), at two levels - strategic and
implementation. The partnerships are guided by NRLM's core beliefs and
values, and mutual agreement on processes and outcomes. Partnership
guidelines to partner with NGOs, CSOs have been finalized and approved this
year.

Linkages with PRIs: In view of the eminent roles of Panchayat Raj
Institutions (PRIs), it is necessary to consciously structure and
facilitates a mutually beneficial working relationship between Panchayats
and institutions of the poor, particularly at the level of Village
Panchayats. Formal platforms would be established for regular consultations
between such institutions and PRIs for exchange of mutual advice, support
and sharing of resources.
"Partnership "Partnership "Coverage "Interventions "
"Agency "focus " " "
"ICZMP "Livelihoods "640 SHGs in "Strengthening institutions "
" "of Fisher "Puri, "already having necessary "
" "Folk "Ganjam, "livelihoods infrastructure from"
" " "Kendrapara "ICZMP project and development "
" " "and Khordha "of livelihoods clusters with "
" " " "market promotion "
"Trickle up "Inclusion of"1000 "Trickle Up would support the "
" "Ultra Poor "programme "OLM program through this "
" " "participants"partnership by Increasing the "
" " "in two "capacity of Community Resource "
" " "blocks, "People (CRP) and engaging them "
" " "Balishankara"in hand-holding, coaching & "
" " "(Sundargarh)"mentoring of people living "
" " "and "under ultra-poverty "
" " "Bongamunda " "
" " "(Bolangir) " "
"Swabhiman "Nutrition "Two blocks :"Improved coverage of government"
"with UNICEF "improvement "Koraput "nutrition services (Health, "
" "of poor "Sadar ( "ICDS and PDS) in the target "
" "women and "Koraput), "blocks by 30% in three years."
" "children "Pallahara ( " "
" " "Angul) " "
"TATA Trust "Model "250 villages"Increase the average annual "
" "Village "in 5 blocks "income of 25000 families by 2 "
" "development "in "to 2.5 times their current "
" " "Kalahandi, "level. Significant improvement "
" " "Kandhamal "in health, education, "
" " "and Rayagada"sanitation and income "
" " " "indicators of poor. "
"PRADAN "Partnership "Karanjia and"80 % of the women population "
" "for the "Jashipur "will be brought under SHG fold "
" "Institution "block of "and its institutional model and"
" "building and"Mayurbhanj "80% of women SHGs will be "
" "livelihoods " "covered under livelihoods "
" " " "clusters "
"Digital Green"Visual media"One block in"community video production, "
" "based farmer"Angul "effective dissemination of the "
" "to farmer "district. "community videos, capacity "
" "extension " "building on visual media "
" "with real " "extension "
" "field cases " " "
"OMEGA "NREGA- NRLM "3 blocks of "Sericullture, Mango Plantation,"
" "convergence "Keonjhar "poultry sheds and water "
" " "district "harvesting structures will be "
" " " "supported in Telkoi, "
" " " "Harichandanpur and Banspal "
" " " "block "
"Kudumbashree "PRI-CBO "Malkangiri "Improved participation of poor "
" "Convergence "(Malkangiri)"in Panchayati Raj institutions "
" " ", Guma "and greater access to "
" " "(Gajapati), "developmental schemes like "
" " "Dharmasala "MGNREGA and Social Security "
" " "(Jajpur), "Schemes. "
" " "Balisankara " "
" " "( " "
" " "Sundergarh) " "


NRLP: the Intensive Strategy of NRLM

The World Bank is providing an investment support under National Rural
Livelihoods Project (NRLP) to MoRD for professionalizing the overall
program management of NRLM and moving towards a results-based approach
throughout the country. NRLP will support MoRD in creating proof of
concepts and best practice sites in the states in respect of various
thematic interventions under NRLM.

In addition, NRLP supports the implementation of the NRLM through the
transformation of MoRD from the traditional focus of expenditure-based
allocation, to one of providing quality technical assistance and results-
based financing. Furthermore, being a national level project, NRLP will
also make investments in developing a wider base of implementing
partnerships with private sector, civil society, and other development
institutions for bringing in new ideas, innovations, services, and delivery
mechanisms.

The World Bank is financing for NRLP which is being implemented in 13
high poverty states accounting for approx. 90 percent of the rural poor in
the country. Distribution of project funds among the states would be based
on the relative share of rural poor population in the total states. The
strategy for phasing out of NRLM to all the Blocks of the State is based on
the backward indices, Left Wing Extremist (LWE) affected areas and also
Schedule areas.



Expected Outcome

Expected outcomes of NRLM can be broadly classified into two categories:

I. Intensive Blocks

Participatory Identification of Poor Group Formation

Capacity Building

Revolving Fund for Groups

Community Investment Fund (CIF) support Livelihoods (Value-
chain)

Social Development

II.Non-Intensive Blocks

Focus on existing groups and their capacity building Revolving
Fund to Groups

Support for IG activities Financial Inclusion

III.Resource Blocks

Under OLM/ TRIPTI operating blocks are treated as resource blocks
which are the proof of concept for intensive and non-intensive
blocks.



Odisha Aam Admi Bima Yojana

'Aam Admi Bima Yojana' is a social security scheme of the Central &
State Governments launched on 2nd October 2007, administered by LIC of
India for the benefit of poor' households . It is a group Insurance
Scheme for the age group of 18 -59 years. The members should be head of
the family (bread earner) or one earning member in the family of rural
poor household. The Premium to be charged under the Scheme is Rs.200/-
per annum per member, of which 50% will be contributed by the Central
Government and the remaining by State Government. It is 'Zero' cost
scheme for the beneficiaries.

Odisha Aam Admi Bima Yojana (O-AABY) has been launched in Odisha by
signing an MoU between Odisha Livelihoods Mission, Panchayati Raj
Department, Government of Odisha and LIC of India on 19th December 2011.

Benefits

Under the Scheme, all insured beneficiaries would be provided life
and disability cover. On death and permanent disability due to accident,
the family would get Rs.75,000/- In case of partial disability due to
accident, the insurance cover would be Rs.37,500/-. On natural death, the
family would get Rs.30,000/-. A free add-on scholarship benefit for the
children of the members of O-AABY is provided under this scheme. A
scholarship at the rate of Rs.100/- per month will be given to maximum
two children studying between 9th to 12th Standard and in ITI. This
scholarship, however, is payable half yearly.

Coverage/ Eligibility Criteria of beneficiaries:

The following categories of rural poor households are covered under the
scheme.

Families who have membership in Women Self Help Group/Producers'
Group/Transgender/ PWD/Non-SHG Poor and EPVG members (NRLM Intensive
Blocks) under OLM.

Head of the Family or an Earning Member of the eligible households
aged between 18 and 59 years.

Progress

In the first phase 4,97,333 beneficiaries have been covered, those, who
have worked 100 days under MGNREGA during the year 2010-11, 2011-12 &2012-
13. In addition to that, during the financial year 2013-14, It has been
decided that all household head of WSHG members under NRLM- Intensive
Blocks will be covered under the scheme.

Mission Yuva Shakti

Mission Yuva Shakti is a convergence program focusing on tapping the
existing potential of the youth and building their capacities with a focus
on making them socially and economically empowered, in order to improve
their quality of life so that they can contribute to the overall
development of the society.

Objectives:

1. Provide opportunity to the youth to be economically empowered by
enhancing their skills.

2. Mobilizing the youth into dynamic institutions in order to provide them
a platform to unleash their full potential.

3. Empowering the youth to fight against all forms of discrimination and
exploitation in the society and collectively bargain to achieve their
appropriate rights and entitlements.

4. Building the capacity of youth by giving them exposure so that they are
exposed to informed choices while making decisions on different social
and economic aspects.

5. Youth can be sensitized on various green technologies. They can
facilitate developmental programmes which are not only sustainable but
also environment friendly.

6. To become change agents to reduce various social stigmas prevalent in
the society. Instilling a sense of ownership and responsibility by making
them self-employable.

7. Utilizing the services of the youth for creating awareness amongst the
people on various government schemes.

The following components will be converged under Mission Yuva Shakti:

1. Mobilizing rural youth for potential Joint Liability Groups for micro
enterprises.

2. Sensitization and orientation for Youth PRI members and SHG members on
the best practices in livelihoods project in different states.

3. Imparting Self Defense Training to Women SHG members.

4. Mobilization of youth and Bharat Nirman Volunteers for Developing model
villages

5. Development of IEC SHGs who will help in creating awareness for
different govt. schemes.




Financial Inclusion
SHG Bank Linkage

Major initiatives of Odisha Livelihoods Mission for SHG-Bank linkages are
as under:

Setting up of Help Desks at bank branches

Engagement of Bank Mitras to manage the help desk

Capacity building of OLM Staff, Bank Mitras and Bankers




"Bank Linkage status last three Years "
"2012-13 " "Rs 362 crs "
"2013-14 " "Rs 442 crs "
"2014-15 upto December 2014 " "Rs 344 crs Estimated Rs 500 crs "

Interest Subvention Scheme for Women SHGs
During 2013-14, Government of India announced an Interest Subvention
Scheme for the Women Self Help Groups (WSHGs) on loans up to Rs 3 lakhs.
Government of Odisha has also introduced a top up scheme for the benefit of
prompt repaying WSHGs.

The Scheme has been envisaged to enhance the access to credit by WSHGs
at an affordable cost to meet the credit requirement and creating an
enabling environment for enhancing productivity and reducing vulnerability
in the rural households.

If loan amount of SHGs are higher than Rs. 3 lakhs, interest
subvention will be available upto Rs. 3 lakhs only. It will be calculated
against loans outstanding as on 01/04/2013 and loans disbursed thereafter.


WSHGs supported under SGSY are not eligible till they repay the loan
and avail a fresh loan. For Interest Subvention scheme districts have been
categorised into two.


In Odisha Category I (18 districts) and Category II (12 districts).

Achievement:

As on 31st January 2015, the following amounts pertaining to the year 2013-
14 have been released by Government of India and Government of Odisha in
respects of category I districts.
"Source "Interest Subvention "Interest Subvention "Total "
" "Support to banks for "to Prompt Repayment "(Rs in "
" "charging 7% to WSHGs "WSHGs (Rs in crore) "crore) "
" "(Rs in crore) " " "
"Government of "24.60 "4.83 "29.43 "
"India " " " "
"Government of "Not applicable "3.55 "3.55 "
"Odisha " " " "
" " " " "


Rural Self Employment Training Institute (RSETI)
Rural Self Employment Training Institute (RSETI) is a Government of India
programme launched in 2009. RSETIs have been set up in all districts of the
State sponsored by nationalized Banks, with support from Government of
India and Government of Odisha. Out of 30 RSETIs in the State, 17 RSETIs
are sponsored by SBI, 7 by UCO Bank, 2 by Andhra Bank, 2 by Bank of India,
1 by Central Bank of India and 1 by RUDSETI. RSETIs are centers of
Entrepreneurship promotion.

Objective:

The objective of RSETI programme is to promote Entrepreneurship and Micro
enterprises among rural unemployed youth in age group of 18-45 years by
providing free short term residential skill and entrepreneurship training.
The candidates are also provided handholding for 2 years and credit linkage
support.

Approach:

The uniqueness of RSETI training is free residential short term training
and long term handholding. Training in RSETIs emphasizes on gurukul model
of training wih focus on self development and motivation. RSETIs also
facilitate market linkage and credit linkage support to the trained rural
youth. RSETIs provide skill and entrepreneurship training. There are
different kinds of training like Agriculture based Entrepreneurship
Development Programs (EDPs), Process EDPs, Produce EDPs and General EDPs
offered by RSETIs.



ORMAS
Odisha Rural Development and Marketing Society (ORMAS) is an autonomous
professional body under the aegis of Panchayati Raj Department, Government
of Odisha engaged in Livelihoods promotion, Marketing of Rural Products and
Placement linked Skill Development.

Objectives:

Livelihoods promotion through cluster development with focus on
producers' collectives (SHGs and Producers' Groups).

Provide a platform for sale and display of rural products by organizing
and participating exhibitions (inside and outside state).

To up-grade skills of rural youth in different trades as per market
demand and provide placements in organized sector.

Activities of ORMAS

Livelihoods Cluster promotion under NRLM

Mahila Kisan Sashaktikaran Pariyojna (MKSP) under NRLM.

Implementation and monitoring of DDU-GKY and Roshni Program of MoRD, GoI.


Marketing of Rural Products through Tie-ups and participation in
marketing events

Organization and participation in exhibitions

ORMAS is ensuring marketing support to the Producers' Groups by
establishing marketing tie ups, organising exhibitions and providing
technical support.

Targeted Rural Initiatives for Poverty Termination & Infrastructure
(TRIPTI)

Targeted Rural Initiatives for Poverty Termination & Infrastructure
(TRIPTI) is a World Bank assisted rural livelihoods project being
implemented in 1020 Gram Panchayat of 38 blocks in 10 districts of Odisha.
The project works with the poorest and the vulnerable section of the
population in the area, mobilize them into community institutions and
intervene in the arena of financial inclusion and livelihoods promotion.












Objectives:
Strengthening economic organizations of the poor to be more self
reliant and achieve better livelihoods for members.
Enable women's groups to play a more vocal role in local decision
-making and help them sustainably access financial services from public
and private financial institutions for establishing economically viable
small to medium scale enterprises.
Increase incomes of the majority of the poor members of Self Help Group
(SHGs) through enhanced rural livelihoods by financing capacity
building measures and developing market linkages.
Coverage:
"10 Districts 38 Blocks 1020 GPs 8,369 Villages Total rural families: "
"12,81,705 12,81,705 "
"Name of District "Name of the Blocks selected "
"Angul "Chhendipada, Angul, Atthamalik, Pallahara "
"Balasore "Balasore, Bhograi, Jaleswar, Khaira "
"Bhadrak "Bhadrak, Basudevpur, Chandbali, Tihidi "
"Cuttack "Badamba, Narsinghpur "
"Jagatsinghpur "Tirtol, Kujang, Ersama, Balikuda "
"Jajpur "Dharmasala, Danagadi, Dasarathapur, Sukinda "
"Kendrapara "Patamundai, Rajnagar, Mahakalpada, Kendrapara "
"Khurda "Balianta, Begunia, Chilika, Tangi "
"Nayagarh "Daspalla, Nuagaon, Odagaon, Ranpur "
"Puri "Puri (Sadar), Gop, Astaranga, Nimapada "
"10 Districts "38 Blocks "
" " "


For details click here>>>>TRIPTI Closure Report(Link)